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Discover essential strategies for success in challenging times, focusing on teamwork, communication, and resilience. Learn valuable lessons from industry leaders and experts to navigate uncertainties effectively.
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“It suddenly occurred to me …
“It suddenly occurred to me …that in the space of two or three hours he nevertalked about cars.”
“Tom, let me tell you the definition of a good lending officer. …
“Tom, let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”
Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you learned in your long and distinguished career?” His immediate answer …
His immediate answer:“remember to tuck the shower curtain inside the bathtub.”
Tom Peters’ EXCELLENCE. ALWAYS.Leaders in Dubai/17 November 2008
NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
“We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher
Hands oIn touch.relationships.tries.Screw-ups.Execution.K.I.S.S.
The Black Swan 43: Tactical Rules for Survival (and success) in Ugly times
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer on the basics. 3. Focus on us, not the competition. 4. Puzzle-solving: How to turn this into an opportunity. 5. MBWA/X. 6. MBWA/I. 7. MBWA/Vendors. 8. Waaaaay over-communicate.
Black Swan Tactical Rules 9. All work is team work. 10. Transparency. 11. Work the phones. 12. Perception of fairness. 13. Share the pain. 14. Thoughtfulness. 15. Grace!! 16. “Thank you.” 17. Calm. Cool. Collected. 18. Constant attitude checks—you.
Black Swan Tactical Rules 19. Dress for success. 20. Avoid burnout/you, the team, the entire organization. 21. Re-emphasize the company values-philosophy.(Now, more than ever.) 22. Quality!!!!!!(Now, more than ever.) 23. No corner cutting.(Now, more than ever.) 24. Constant reviews/War room. 25. Celebration of small wins.
Black Swan Tactical Rules 34. Increase customer-service training. 35. In general, minimize training cuts. 36. Be(very)ware R&D cuts; fund R&D quick pay SWAT teams. 37. Beware such things as sales travel cuts, ad cuts. 38. “Across the board” = Dumb. 39. Is this a time to over-invest if cash is at hand? (E.g., distressed innovative start-ups?)
Black Swan Tactical Rules 40. Stealth work on the likes of XF communication. 41. This could last a long time— LT prep is necessary now. 42. Prepare/Be prepared for more Black Swans. 43. Excellence. (Now, more than ever.)
“I do not accept the explanation of a recession negatively effecting the [new] business. There are still people traveling. We just have to get them to stay in our hotel.”—Horst Schulze, former president of Ritz Carlton, on the launch of his new luxury hotel chain, Capella, from Prestige (06.08)
Organizations exist to serve. Period. Leaders live to serve. Period.
Why in the World did you go to Siberia?
Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/must necessarily create organizations which are …no less than “Cathedrals” in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed … In passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.
"We all start out in life loving our fathers and mothers above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other businesses. "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the industrial wheel. "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome times, but the love of these various things of which I have spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on which we can build." Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, October 30, 1941
Organizations exist to serve. Period. Leaders live to serve. Period.
“The most important decisions businesspeople make are not ‘what’ decisions but ‘who’ decisions.” —Jim Collins, Good to Great
TP: “How to flush $500,000 down the toilet in one easy lesson!!”
“You have to treat your employees like customers.”—Herb Kelleher, complete answer, upon being asked his “secrets to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
