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Leadership Excellence: Lessons Learned and Leading with Purpose

Discover the art of leadership through valuable lessons, effective strategies, and self-reflection. Gain insights from renowned leaders and unlock your full potential.

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Leadership Excellence: Lessons Learned and Leading with Purpose

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  1. Tom Peters’ EXCELLENCE/2015! THE LEADERSHIP 24 The Art of Leadership/11 September 2015 The Calgary TELUS Convention Centre (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Master Compendium at excellencenow.com)

  2. Tom Peters’ LEADERSHIP: SOME STUFF

  3. 1/Hilton’s Commandment

  4. 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 …

  5. “Remember to tuck the shower curtain inside the bathtub.”

  6. “Amateurs talk about strategy. Professionals talk about logistics.” —General Omar Bradley, commander of American troops/D-Day

  7. 2/MBWA 25/50

  8. MBWA (Managing By Wandering Around)

  9. “I’m always stopping by our stores—at least 25a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can.”—Howard SchultzSource: Fortune, “Secrets of Greatness”

  10. “Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as50percent—unscheduled. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.” —Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught— And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)

  11. 3/ The/Your Only Truthteller

  12. You = Your calendar**The calendar NEVERlies.

  13. “If there is any ONE‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and they do ONEthing at a time.”—Peter Drucker

  14. 4/ X5

  15. EXCELLENCE is not a “long-term” "aspiration.” EXCELLENCE is the ultimate short-term strategy. EXCELLENCE is … THE NEXT5MINUTES.* (*Or NOT.)

  16. EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listening—really listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small.” Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance (or IS or HR) think. Or not. EXCELLENCE is waaay “over”-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

  17. 5/“Tom, you left out one thing …”

  18. “Tom, you left out one thing …Leaders enjoy leading!”

  19. Les Wexner:FROM FASHION TRENDS GURU TO JOY FROM PICKING/ DEVELOPING PEOPLE!* *Limited Brands founder Les Wexner queried on astounding (>>Welch) longterm growth & profitability: It happened, he said, because “I got as excited about developing people”as he had been about predicting fashion trends in his early years.

  20. 6/ Me!

  21. “Work on me first.”—Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations

  22. “How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].”—Daniel Goleman (et al.), The New Leaders

  23. “Leadership is self-knowledge. Successful leaders are those who are conscious about their behavior and the impact it has on the people around them. They are willing to examine what behaviors of their own may be getting in the way. … The toughest person you will ever lead is yourself.We can’t effectively lead others unless we can lead ourselves.”—Betsy Myers, Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You

  24. 7/R.O.I.R. >> R.O.I.

  25. RETURN ON INVESTMENT IN RELATIONSHIPS

  26. “Allied commands depend on mutual confidence and this confidence is gained, above all through thedevelopment offriendships.” —General D.D. Eisenhower, Armchair General* *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command.”

  27. “The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then theyjust delegate the work to be done, remaining aloof from the people doing the work.”—Bill George, Authentic Leadership

  28. 8/“SUCKDOWNFOR SUCCESS!”

  29. “I got to know his [Icahn’s] secretaries. They are always the keepers of everything.”—Dick Parsons, then CEO Time Warner, on dealing with an Icahn threat to his company“Parsons is not a visionary. He is, instead, a master in the art of relationships.”Source: Bloomberg BusinessWeek (03.11)

  30. Loser:“He’s such a suck-up!”Winner:“He’s such a suck-down.”

  31. 9/80

  32. Spend 80% of your time on allies—finding and developing and nurturing allies of every size and shape is the name of the winning game.

  33. Mind Your Allies! **Invest time, gobs of **PLAN your time investment **“Over”-inform allies **Seek your allies’ counsel until you’re blue in the face—and then some **Showcase your allies in any success (you stay in the background) **Etc. **Etc.

  34. 10/Wait

  35. “The central element of good decision-making is a person’s ability to manage delay.” —Frank Partnoy, Wait: The Art and Science of Delay

  36. THE SIN OF “SEND”

  37. Do NOT push “SEND.” Pause. Five minutes. An • hour. Overnight. (TWWNCTAE/The World Will • Not Come To An End.) (SBOOSR/Stop Being One • Of Skinner’s Rats) • 2. Do NOT immediately respond to that IM • (unless it is a car accident involving spouse • or child). PAUSE. REFLECT. (TWWNCTAE/ • SBOOSR) • 3. Responding to that email CAN wait an hour. • Can wait a … DAY. Pause. Think. Counsel with • others. (TWWNCTAE/SBOOSR) • AXIOM2015: The word “Instant” (yes, even in • 2015) and the words “creative” “considered” • “thoughtful” “excellence” are by & large NOT • congruent. (TWWNCTAE/SBOOSR)

  38. 11/ “If I had to pick the #1 failing of CEOs, it’s that …

  39. “If I had to pick one failing of CEOs, it’s that …they don’t read enough.”

  40. 12/Your* (*My!) Judgment Stinks

  41. “The first principle is that you must not fool yourself, and you are the easiest person to fool.”—Richard Feynman

  42. PLEASECONSIDER:Multi-month/ continuing Study Group to assess (at a snail’s pace) the impact on day-to-day affairs of the limitations of judgment implied by …Daniel Kahneman’sThinking, Fast and Slow* (*Wikipedia 159)

  43. 13/Acknowledgement!

  44. Acknowledgement!

  45. “The deepest urge in human nature is the desire to be important.”—John Dewey“The deepest principle in human nature is the craving to be appreciated.”—William James

  46. “Employees who don’t feel significant rarely make significant contributions.”—Mark Sanborn

  47. “Acknowledge” … perhaps the most powerful word (and idea) in the English language—and in the manager’s tool kit!

  48. 14/2

  49. “THANKYOU”

  50. “Little” >> “Big”

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