The Passion Imperative: The Leadership 50 Tom Peters/American Express/ 06.08.2004/San Francisco

1. The Passion Imperative: The Leadership50Tom Peters/American Express/ 06.08.2004/San Francisco

2. Slides at …tompeters.com

3. Biases

4. StrategySystemsPassionExecutionPorter 50 20 15 15Drucker 35 30 15 20Bennis 25 20 30 25Peters 15 20 35 30

5. Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective1. Insanely Great & Quirky Talent.2. Disrespect for Tradition.3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do.4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.”5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.”6. Speed Demons.7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)8. Passionate Hatred of Bureaucracy.9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.)10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom.12. A Crystal Clear Understanding of the power of a Good Story (Brand Power).

6. Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!

7. Sir Richard’s Rules:Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune/10.03

8. The Passion Imperative:The Leadership50

9. “Uncertainty is the only thing to be sure of.”—Anthony Muh,head of investment in Asia, Citigroup Asset Management“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff, U. S. Army

10. Mount Madness v.2004Perfect StormXCorporate Mal-adaptivity

11. The Perfect StormJobs TechnologyGlobalization War, Warfighting & Security

12. “14MILLION service jobs are in danger of being shipped overseas”—The Dobbs Report/USN&WR/11.03/re new UCB study

13. Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years.Source: BW (01.28.02)

14. “The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. We’re talking about three billion people.”—Craig Barrett/Intel/01.08.2004

15. “This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

16. Mount Madness v.2004Perfect StormXCorporate Mal-adaptivity

17. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

18. Mount Madness v.2004Perfect StormXCorporate Mal-adaptivity

19. The Basic Premise.

20. 1. Leadership Is a …Mutual Discovery Process.

21. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – P.D.

22. “I don’t know.”

23. Quests!

24. Leaders-Mentors-Teachers Do Not “Transform People”!Instead leaders-mentors-teachers (1) provide a contextwhich is marked by (2)access to a luxuriant portfolio of meaningful opportunities(projects) which (3) allow people to fully(and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”)express their innate curiosity and (4) engage in a vigorous discovery voyage(alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they(and their mentors-teachers-leaders)had never dreamed existed—and then the leaders-mentors-teachers (6)applaud like hell, stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers’ ” explorations!

25. Organizing Genius / Warren Bennis and Patricia Ward Biederman“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

26. The Leadership Types.

27. 2.Great Leaders on Snorting Steeds Are Important – butGreat Talent Developers(Type I Leadership)are the Bedrock of Organizations that Perform Over the Long Haul.

28. Whoops: Jack didn’t have a vision!

29. T.A.:3

30. 3. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!

31. “A leader is a dealer in hope.”Napoleon (+TP’s writing room pics)

32. 4. Find the “Businesspeople”!(Type III Leadership)

33. I.P.M. (Inspired Profit Mechanic)

34. 5. All Organizations Need the Golden Leadership Triangle.

35. The Golden Leadership Triangle: (1) Talent Fanatic-Mentor … (2) Creator-Visionary … (3) Inspired Profit Mechanic.

36. 6. Leadership Mantra #1: IT ALL DEPENDS!

37. Renaissance Men are … a snare, a myth, a delusion!

38. 7.The Leader Is Rarely/Never the Best Performer.

39. 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.

40. The Leadership Dance.

41. 8. Leaders …SHOWUP!

42. Rudy!

43. 9.Leaders …LOVE the MESS!

44. “I’m not comfortable unless I’m uncomfortable.”—Jay Chiat

45. 10. LeadersDO!

46. “We have a ‘strategic’ plan. It’s called doing things.”— Herb Kelleher

47. The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)

48. 11. Leaders Re-do.

49. “If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming

50. 12.BUT … Leaders KnowWhen to Wait.