Tom Peters’ Leadership2002Leading in Totally Screwed- Up TimesWashington Speakers Bureau/05.14.2002
“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
“Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”—P.D.
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.
3. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!
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.
“I’m not comfortable unless I’m uncomfortable.”—Jay Chiat
“If things seem under control, you’re just not going fast enough.”Mario Andretti
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!)
Half-full Cups:“[Ronald Reagan] radiated an almost transcendent happiness.”Lou Cannon, George (08.2000)
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!
Ridin’ with Roger: “What have you done to DRAMATICALLYIMPROVE quality in the last 90 days?”
14. Leaders … Understand theUltimatePower of RELATIONSHIPS.
“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week, 11.20.00
Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversitySource: Judy B. Rosener, America’s Competitive Secret