(For more see tompeters.com and our fully annotated 23-part Master Compendium [“Mother of All Presentations”] at excellencenow.com)
CONRAD HILTON …
CONRADHILTON, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …
“Remember to tuck the shower curtain inside the bathtub.”
They come for “location, location, location.” They … COME BACK … because of the tucked-in shower curtain.
(And [ALL] the profit is made on the return visits and recommendations to others.)
“EXECUTION IS STRATEGY.” —Fred Malek
Fred Malek, wildly successful entrepreneur, came to Washington—and was my boss at the White House and in the Office of Management and the Budget in 1972-74.
“Amateurs talk about strategy. Professionals talk about logistics.”
—Omar Bradley, commander of American troops/D-Day
This is as important an idea as anything I have ever come across.
“In real life, strategy is actually very straightforward. Pick a general direction … andimplement likehell.” —Jack Welch
“Mr. Strategy” says strategy ain’t that big a deal. Execution is the thing.
“COSTCO FIGURED OUT THE BIG, SIMPLETHINGS AND EXECUTED WITH TOTAL FANATICISM.” —Charles Munger, Berkshire Hathaway
“EXECUTION IS THE JOB OF THE BUSINESS LEADER.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
No matter how crazy and disruptive the times are … Execution Excellence is (as always) the sine qua non of success and durability.
(FYI: Bossidy was Welch’s Vice Chairman before leaving to take over Allied; his book EXECUTION, with Ram Charan, is pure gold.)
The worst feedback I can get on some slide is, “That was a great quote.” Well, I think some of them are pretty darn good. But the point of this presentation is reflection and discussion—and action.
Fact is, I see each of these “great quotes” as fully operational—translatable into “TTDNs”/Things To Do Now.
My great hope is that you will take some bits that pique your interest, ponder them, talk them over informally or formally with colleagues—and, as you see fit, develop a concrete effort to test them in your organizational context.
I’m in this thing for learning and action and personal/organizational improvement—not as a provider of “great” or “clever” quotes.