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Reston, Virginia: A Model Community for Excellence

Explore the vision behind Reston, Virginia, a model community focused on offering diverse opportunities for leisure, housing, and community living while prioritizing individual dignity and financial success.

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Reston, Virginia: A Model Community for Excellence

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  1. Thomas J. Peters 1000-1999 Millennial Land-use EXCELLENCE Award

  2. Circa 1875/J.E. Peters (Bancroft Hall) 1958/Harundale Mall (Rouse, mall #2) 1966/M.C.E. (Cornell) 1966-68 (“planned mixed-use communities,” USMC, USASF, I Corps RVN) 1968/Lake Anne, Reston (1st home “purchase”) (R.E. Simon 1964)

  3. In the creation of Reston, Virginia, these are the major goals: 1. That the widest choice of opportunities be made available for the full use of leisure time. This means that the New Town should provide a wide range of cultural and recreational facilities as well as an environment for privacy. 2. That it be possible for anyone to remain in a single neighborhood throughout his life, uprooting being neither inevitable nor always desirable. By providing the fullest range of housing styles and prices -- from high-rise efficiencies to 6-bedroom townhouses and detached houses -- housing needs can be met at a variety of income levels and at different stages of family life. This kind of mixture permits residents to remain rooted in the community if they so choose -- as their particular housing needs change. As a by-product, this also results in the heterogeneity that spells a lively and varied community. 3. That the importance and dignity of each individual be the focal point for all planning, and take precedence for large-scale concepts. 4. That the people be able to live and work in the same community. 5. That commercial, cultural and recreational facilities be made available to the residents from the outset of the development -- not years later. 6. That beauty -- structural and natural -- is a necessity of the good life and should be fostered. 7. Since Reston is being developed from private enterprise, in order to be completed as conceived it must also, of course, be a financial success. – The Reston Concept: New Town

  4. Circa 1875/J.E. Peters (Bancroft Hall) 1958/Harundale Mall (Rouse, mall #2) 1966/M.C.E. (Cornell) 1966-68 (“planned mixed-use communities,” USMC, USASF I Corps RVN) 1968/Lake Anne, Reston VA (1st home “purchase”) (R.E. Simon 1964) 1969/Job offer, Rouse Co. 1972/Stanford GSB/Urban Management Program (Arjay Miller, Urban League) 1973/Columbia MD (JR, 1967) (Commute to D.C.) 1979/TSR 1987/Thriving on Chaos (Don Schaefer) (Rouse- Schaefer-Harbor Place) 1992/Jeff Newcomb (“Bay Area Burden”) 2000/Cut and run …

  5. “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” —G.B. Shaw, Man and Superman: The Revolutionist’s Handbook

  6. Tom Peters’ Excellence. Always. Urban Land Institute San Francisco/6 November 2009 (PP available to download at tompeters.com)

  7. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

  8. #1

  9. Conrad Hilton …

  10. Conrad Hilton, at a gala celebrating his career, was asked,“What was the most important lesson you’ve learned in you long and distinguished career?”His immediate answer …

  11. “remember to tuck the shower curtain inside the bathtub”

  12. “Execution isstrategy.”—Fred Malek

  13. “The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders;it is because they try to be clever.”—Napoleon

  14. #2

  15. 1977

  16. MBWA

  17. Sunday “Drive By”:The CEO of a very successful mid-sized bank, in the Mid-west, attended a seminar of mine in Northern California in the mid-80s—but I remember the following as if it were yesterday. I’ve forgotten the specific context, but I recall him saying to me, pretty much word for word,“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.”

  18. #3

  19. 1982

  20. Hard Is SoftSoft Is Hard

  21. Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships)

  22. #4

  23. 2008

  24. The Summer of 1787—David O. Stewart

  25. “eighty percent of success is showing up.” —Woody Allen

  26. “Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development offriendships.” —General D.D. Eisenhower, Armchair General* (05.08)*“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

  28. 2009

  29. #5

  30. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

  31. 18seconds

  32. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis for Community. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatlast. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) [cont.]

  33. Listening is ... the engine of superior EXECUTION. Listening is ... the key to making the Sale. Listening is ... the key to Keeping the Customer’s Business. Listening is ... the engine of Network development. Listening is ... the engine of Network maintenance. Listening is ... the engine of Network expansion. Listening is ... Social Networking’s “secret weapon.” Listening is ... Learning. Listening is ... the sine qua non of Renewal. Listening is ... the sine qua non of Creativity. Listening is ... the sine qua non of Innovation. Listening is ... the core of taking Diverse opinions aboard. Listening is ... Strategy. Listening is ... Source #1 of “Value-added.” Listening is ... Differentiator #1. Listening is ... Profitable.*(*The “R.O.I.” from listening is higher than from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE

  34. *Listening is of the utmost … strategic importance!*Listening is a proper … core value! *Listening is … trainable!*Listening is a … profession!

  35. #6

  36. “The fourmost importantwords in any organization are …

  37. The four most important words in any organization are …“What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

  38. “The deepest human need is the … need to be appreciated.”—William James

  39. *appreciation is of the utmost … strategic importance!*appreciation is a proper … core value! *appreciation is … trainable!*appreciation is a … profession!

  40. And the answer is …. otis

  41. #7

  42. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.”—Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful.

  43. Relationships(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

  44. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

  45. *effective “Repair”/Apology is of the utmost … strategic importance!*effective repair is a proper …core value! *effective repair is …trainable!*effective repair is a …profession!

  46. #8

  47. none!

  48. Press Ganey Assoc:139,380 former patients from 225 hospitals:noneof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcomeP.S.directly related to StaffInteractionP.P.S.directly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

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