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Tom Peters’ Leadership2002 Leading in Totally Screwed- Up Times Washington Speakers Bureau/05.14.2002

Tom Peters’ Leadership2002 Leading in Totally Screwed- Up Times Washington Speakers Bureau/05.14.2002. All Slides Available at … tompeters.com. The Context. “We are in a brawl with no rules.” — Paul Allaire.

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Tom Peters’ Leadership2002 Leading in Totally Screwed- Up Times Washington Speakers Bureau/05.14.2002

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  1. Tom Peters’ Leadership2002Leading in Totally Screwed- Up TimesWashington Speakers Bureau/05.14.2002

  2. All Slides Available at …tompeters.com

  3. The Context.

  4. “We are in a brawl with no rules.”—Paul Allaire

  5. “There will be more confusion in the business world in the next decadethan in any decade in history. And the current pace of change will only accelerate.”Steve Case

  6. The Leadership36(36 ideas in 35 minutes)

  7. The Basic Premise.

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

  9. “I don’t know.”

  10. 2. Leaders Try … Not to Screw Things Up

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

  12. The Leadership Types.

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

  14. 25/8/53*(*Damn it!)

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

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

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

  18. 5. Find the “Businesspeople”!(Type III Leadership)

  19. I.P.M. (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. “I’m not comfortable unless I’m uncomfortable.”—Jay Chiat

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

  28. 9. LeadersDO!

  29. 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!)

  30. 10.BUT … Leaders KnowWhen to Wait.

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

  32. 11. LeadersFOCUS!

  33. “ToDon’t”List

  34. Danger: S.I.O. (Strategic Initiative Overload)

  35. JackWorld/1@T: (1) Neutron Jack.(Banish bureaucracy.) (2) “1, 2 or out” Jack.(Lead or leave.) (3) “Workout” Jack.(Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

  36. If It Ain’t Broke … Break It.

  37. 12.Leaders …FORGET!/Leaders …DESTROY!

  38. 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

  39. “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

  40. 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

  41. 13. Leaders … HANGOUTWITHFREAKS!

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

  43. 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

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

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

  46. Sam’s Secret #1!

  47. 15. Leaders Make … BIG MISTAKES!

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

  49. Create.

  50. 16. Leaders Know that THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.”Leaders Love to CREATE NEW MARKETS.

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