Tom Peters’ Re-Imagine excellence!



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“No matter what the situation, [the great manager’s] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.” —Marcus Buckingham, The One Thing You Need to Know

“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.” —Marcus Buckingham, The One Thing You Need to Know

I can’t tell you how many times we passed up hotshots for guys we thought were better people … and watched our guys do a lot better than the big names, not just in the classroom, but on the field—and, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams.” —Bo Schembechler & John Bacon), “Recruit for Character,” Bo’s Lasting Lessons

  • “To be an effective leader, you have to first have a desire and a commitment to helping people.”
  • —Harry Rhoads, Co-founder and CEO,
  • Washington Speakers Bureau
  • “The one piece of advice which will contribute to making you a better leader, will provide you with greater happiness, and will advance your career more than any other advice... and it doesn't call for a special personality or any certain chemistry...and anyone can do it, and it's this: You must care." —Melvin Zais
  • … NO LESS THAN CATHEDRALS IN WHICH THE FULL AND AWESOME POWER OF THE IMAGINATION AND SPIRIT AND NATIVE ENTREPRENEURIAL FLAIR OF DIVERSE INDIVIDUALS IS UNLEASHED IN PASSIONATE PURSUIT OF … EXCELLENCE.
  • Oath of Office: Managers/Servant Leaders
  • Our goal is to serve our customers brilliantly and profitably over
  • the long haul.
  • Serving our customers brilliantly and profitably over the long
  • haul is a product of brilliantly serving, over the long haul, the
  • people who serve the customer.
  • Hence, our job as leaders—the alpha and the omega and
  • everything in between—is abetting the sustained growth
  • and success and engagement and enthusiasm and
  • commitment to Excellence of those, one at a time, who
  • directly or indirectly serve the ultimate customer.
  • We—leaders of every stripe—are in the “Human Growth and
  • Development and Success and Aspiration to Excellence
  • business.”
  • “We” [leaders] only grow when “they” [each and every one of our colleagues] are
  • growing.
  • “We” [leaders] only succeed when “they” [each and every one of our colleagues]
  • are succeeding.
  • “We” [leaders] only energetically march toward Excellence when
  • “they” [each and every one of our colleagues] are energetically marching
  • toward Excellence.
  • Period.
  • “The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before,
  • more than they’ve dreamed of being.”
  • —Robert Altman, Oscar acceptance speech

The Dream Manager —Matthew Kelly E.g.: “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.”

Tom’s TIB* #1: Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term … profit maximization strategy! * This I Believe (courtesy Bill caudill)

“I start with the premise that the function of leadership is to produce more leaders, not more followers.” —Ralph Nader

Our Mission TO DEVELOP AND MANAGE TALENT; TO APPLY THAT TALENT, THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS; TO DO SO IN PARTNERSHIP; TO DO SO WITH PROFIT. WPP

  • “In a world where customers wake up every morning asking, ‘What’s new, what’s different, what’s amazing?’ success depends on a company’s ability to unleash initiative, imagination and passion of employees at all levels—and this
  • can only happen if all those folks are connected heart and soul to their work [their ‘calling’], their company and their mission.” —John Mackey
  • and Raj Sisoda, Conscious Capitalism: Liberating the
  • Heroic Spirit of Business
  • *2/3 vote by team after 90-days probation for new member to achieve fulltime status
  • *Total transparency re compensation
  • *All 7 members of exec team exact same pay package including bonuses
  • *Cash plus bonuses of highest paid no more than 19X average
  • *Exact same benefits package for all employees including CEO, though adjusted for seniority
  • *Benefits package decided by all hands vote every 3 years
  • —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business (“Conscious Hiring and Retention Practices”)
  • Hard [numbers, plans] is Soft.
  • Soft [people/relationships] is Hard.
  • “Business has
  • to give people enriching, rewarding lives …
  • “Business has to give people enriching, rewarding lives …
  • or it's simply not worth doing.” —Richard Branson
  • “You have to treat your employees like customers.”
  • —Herb Kelleher, offering his [only] “secret to success”
  • "When I hire someone, that's when I go to work for them.” —John DiJulius
  • "If you want staff to give great service, give great service to staff."
  • —Ari Weinzweig, Zingerman's
  • Employees who don't feel significant rarely make significant contributions.”
  • —Mark Sanborn
  • “When a company forgets that it exists to serve customers, it quickly goes
  • out of business. Our employees are our first customers, and our most
  • important customers.” —Matthew Kelly, The Dream Manager
  • “We are a ‘Life Success’ Company.” —Dave Liniger, founder, RE/MAX
  • EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down —Vineet Nayar/CEO/HCL Technologies
  • The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt
  • —Hal Rosenbluth
  • “The role of the Director is to create a space where the actors and actresses
  • can become more than they’ve ever been before, more than they’ve
  • dreamed of being.” —Robert Altman, Oscar acceptance speech
  • “Business has to give people enriching, rewarding lives …
  • or it's simply not worth doing.” —Richard Branson
  • “The role of the Director is to create a space where the actors and actresses
  • can become more than they’ve ever been before, more than they’ve
  • dreamed of being.” —Robert Altman, Oscar acceptance speech
  • “You have to treat your employees like customers.”
  • —Herb Kelleher, offering his [only] “secret to success”
  • "When I hire someone, that's when I go to work for them.” —John DiJulius
  • "If you want staff to give great service, give great service to staff."
  • —Ari Weinzweig, Zingerman's
  • Employees who don't feel significant rarely make significant contributions.”
  • —Mark Sanborn
  • “We are a ‘Life Success’ Company.” —Dave Liniger, founder, RE/MAX
  • EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down
  • —Vineet Nayar/CEO/HCL Technologies
  • The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt
  • —Hal Rosenbluth
  • “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.” —Matthew Kelly, The Dream Manager



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