1 / 115

Tom Peters’ Leadership2002 Leading in Totally Screwed Up Times 09.27.2002

Tom Peters’ Leadership2002 Leading in Totally Screwed Up Times 09.27.2002. Slides : tompeters.com. The Leadership 40. The Basic Premise. 1 . Leaders … FORGET !/ Leaders … DESTROY !.

reina
Download Presentation

Tom Peters’ Leadership2002 Leading in Totally Screwed Up Times 09.27.2002

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Tom Peters’ Leadership2002Leading in Totally Screwed Up Times09.27.2002

  2. Slides:tompeters.com

  3. The Leadership40

  4. The Basic Premise.

  5. 1.Leaders …FORGET!/Leaders …DESTROY!

  6. Forget>“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock

  7. 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.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

  8. “The corporation as we know it, which is now 120 years old, isnot likely to survive the next 25 years.Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)

  9. “Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovator’s Dilemma

  10. The Leadership Types.

  11. 2. In “Screwed Up Times,” Leaders Must Provide Beacons of Hope (Type I Leadership).

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

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

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

  15. 25/8/53*(*Damn it!)

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

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

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

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

  20. 6.The Leader Is Rarely/Never the Best Performer.

  21. 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.

  22. The Leadership Dance.

  23. 7. Leaders …SHOWUP!

  24. Rudy!

  25. 8.Leaders …LOVE the MESS!

  26. “If things seem under control, you’re just not going fast enough.”Mario Andretti

  27. 9. LeadersDO!

  28. 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!)

  29. 10.BUT … Leaders KnowWhen to Wait.

  30. Tex Schramm: The “too hard” box!

  31. 11.Leaders …DELIVER!

  32. “It is no use saying ‘We are doing our best.’ You have got to succeed in doing what is necessary.”—WSC

  33. 12. Leaders Are … Optimists.

  34. Hackneyed but none the less true:LEADERS SEE CUPS AS “HALF FULL.”

  35. Half-full Cups:“[Ronald Reagan] radiated an almost transcendent happiness.”Lou Cannon, George (08.2000)

  36. 13. LeadersFOCUS!

  37. “ToDon’t”List

  38. If It Ain’t Broke … Break It.

  39. 14. Leaders … HONORTHEUSURPERS.

  40. Saviors-in-WaitingDisgruntled CustomersUpstart CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision

  41. CUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.”Adrian Slywotzky, Mercer Consultants

  42. COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.”Mark Twain

  43. Employees: “Are thereenoughweirdpeoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)

  44. Suppliers:There is an ominous downside to strategic supplier relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply.”Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  45. 15. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

  46. Sam’s Secret #1!

  47. “Fail faster. Succeed sooner.”David Kelley/IDEO

  48. 16. Leaders Make … BIG MISTAKES!

  49. “Rewardexcellentfailures. Punish mediocre successes.”Phil Daniels, Sydney exec (and, de facto, Jack)

  50. Create.

More Related