Slides* at … tompeters *also “LONG”

Tom Peters’ X25Tom Peters’ X25**::

EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.

Rompetrol/Annual Management MeetingRompetrol/Annual Management MeetingParis/02 December 2006Paris/02 December 2006

*In Search of Excellence*In Search of Excellence 1982-2007 1982-2007

Slides* at …

tompeters.comtompeters.com

*also “LONG”

EXCELLENCE. EXCELLENCE.

ALLALL . YOU. . YOU. NEED. TO. NEED. TO.

KNOW.KNOW.

2255

EXCELLENCE.EXCELLENCE.

ALL. YOU. NEED. ALL. YOU. NEED. TO. KNOW. TO. KNOW. ANYANYWHERE.WHERE.

ANYANY MARKET. MARKET. ANYANY TIME. TIME.

Jim’s Jim’s GroupGroup

EX-CELL-ENCE. EX-CELL-ENCE.

NOTNOT . .

““I am often asked by would-be I am often asked by would-be entrepreneurs seeking escape from life entrepreneurs seeking escape from life within huge corporate structures, ‘How within huge corporate structures, ‘How do I build a small firm for myself?’ The do I build a small firm for myself?’ The

answer seems obviousanswer seems obvious:: Buy a Buy a very large one very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“Forbes100” from 1917 to 1987: 3939 members members

of the Class of ’17 were alive in ’87; 18 in ’87 of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly F100; 18 F100 “survivors” significantly

underunderpperformederformed the market; the market;

just just 22 (2%), (2%), GEGE & & KodakKodak, ,

outoutpperformederformed the market from the market from 1917 to 1987. 1917 to 1987.

S&P 500 from 1957 to 1997: 7474 members of the Class of ’57 were alive

in ’97; 1212 (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

Welcome to the “Club of Shattered Dreams”:

Of Korea’s Top 100Top 100

companies in 1955, only 77 were

still on the list in 2004. The 1997

crisis “destroyed halfhalf of Korea’s

3030 largest conglomerates.”Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

S&P Stability Ratings*

1985 2006

Low Risk 41% Low Risk 41% 13%13% Average Risk 24% 14%

High RiskHigh Risk 35% 35% 73%73%

*Likelihood of stable long-term earnings growth

Source: Fortune (2 October 2006)

The The lastlast word: word: There There

is is nono last last word.word.

Flat as a Pancake (Or Worse)Flat as a Pancake (Or Worse)

Wal*Mart … Wal*Mart … Dell … Intel Dell … Intel

… Home … Home Depot … Depot …

Microsoft … Microsoft … GEGE

EXCELLENCE. EXCELLENCE. STARTERS.STARTERS.

BASICS.BASICS.K.I.S.S.K.I.S.S.

““Why in the Why in the world did world did you go to you go to SSiberiaiberia?”?”

Raging Success Raging Success == P P-SQUARED-SQUARED. .

CC. . EE-CUBED-CUBED..

PPeople.eople.PProduct.roduct.CClients.lients.

EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.

Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, Value-Driven, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”

The HaThe HayyGrouGroupp Six Six

1. Accountability1. Accountability2. X-functional coordination2. X-functional coordination3. Execution/K.I.S.S.3. Execution/K.I.S.S.4. Talent management4. Talent management5. Growth, Customers take priority5. Growth, Customers take priority6. Self-management, Empathy, 6. Self-management, Empathy, TeamworkTeamwork

EXCELLENCE. EXCELLENCE. ASPIRATION.ASPIRATION.

The Peters The Peters PrinciPrincipplesles:: Enthusiasm.Enthusiasm.

Emotion. Emotion. Excellence.Excellence. Energy. Energy. Excitement. Service. Growth. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Joy. Surprise. Independence. Spirit. Community. Limitless Spirit. Community. Limitless human potential. Diversity. human potential. Diversity. Profit.Profit. Innovation. Design. Innovation. Design.

Quality. Entrepreneurialism. Quality. Entrepreneurialism. Wow.Wow.

Business* (*at its “excellent”“excellent” best) can be: An emotional, An emotional, vital, audacious, innovative, joyful, vital, audacious, innovative, joyful,

frightening, risky, creative, entrepreneurial frightening, risky, creative, entrepreneurial endeavor that breathes life & fire into our endeavor that breathes life & fire into our work & life & elicits maximum concerted work & life & elicits maximum concerted

human potentialhuman potential in the wholehearted effort to help others **in the wholehearted effort to help others **

[**employees, clients, suppliers, communities, owners,

temporary partners] succeed & profit & imagine succeed & profit & imagine & reach places they’d never dreamed they & reach places they’d never dreamed they

could go.could go.

““In-sane-In-sane-ly-great”ly-great”


DEFINED.DEFINED.AGENDA. AGENDA. SETTER.SETTER.

Great Companies … SETSET THETHE

AGENDAAGENDA.*

(PERIOD.)

* “disturb the sleep of …

TP#1*:

NetscapeNetscape!!

*Where would you rather have worked for those 5 yearsWhere would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you

rather to be able to tell someone—e.g., grandchild—that you worked?)

Built to Lastvs

Built Built to to ChangeChange//Rock Rock the the

WorldWorld


INNOVATEINNOVATE. . OR. OR. DIEDIE..

““It is It is notnot the the strongeststrongest of the of the

species that survives, species that survives, nornor the most the most

iintelligentntelligent, but the , but the oneone most most responsive responsive toto changechange.”.” —Charles Darwin—Charles Darwin


INNOVATE. INNOVATE. ALL. ALL. WRONGWRONG..

“I don’t believe in

economies of scale. You don’t get better by being bigger. You get worse.” —

Dick Kovacevich/Wells Fargo

“When asked to name just 1 big

merger that had lived up to expectations, Leon Cooperman,

former cochairman of Goldman Sachs’ Investment Policy Committee,

answered: ‘I’m sure there are success stories

out there, but at this moment I draw a

blank.’” —Mark Sirower, The Synergy Trap

“Not a single company that qualified as having made a sustained transformation ignited its leap with a big

acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to

make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your

way to greatness.” —Jim Collins/Time/2004

SpinoffsSpinoffs systematically perform better than IPOs … track

record, profits … “freed from the “freed from the confines of the parent … more confines of the parent … more entrepreneurial, more nimbleentrepreneurial, more nimble”

—Jerry Knight/ Washington Post/ 08.05

Private Equity-financedPrivate Equity-financed Firm, Firm, BestBest *Case *Case

*Focus! Focus! Focus!*Focus! Focus! Focus!*In a [Big] hurry*In a [Big] hurry

*CEO/Top team, “skin*CEO/Top team, “skin in the game” in the game”

*CEO, 100% of time*CEO, 100% of time on the biz on the biz

*Merit! Merit!*Merit! Merit!*Motivated oversight*Motivated oversight

*Worst case: Rape & Pillage

There’s “A”“A” and then

there’s “A.”“A.”


INNOVATE. INNOVATE. TACTICS..

try it.try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it. TrTryy it it.. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. try it. Try it. try it. Try it.Try it. Try it.Try it. Try it. Try it. Try it. Try it.

Try it. Try it.

READY.READY.FIRE!FIRE!AIM.AIM.

Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)

““ExperimenExperiment t

fearlessly”fearlessly”Source: BW0821.06, Type A Organization Strategies/

“How to Hit a Moving Target”—Tactic #1

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to

make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype

versionversion ##55.. By the time our rivals areBy the time our rivals are

ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010.. It gets back to It gets back to

planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by

BloombergBloomberg

““You miss 100You miss 100 percent of the percent of the

shots you never shots you never take.”take.” —Wayne—Wayne Gretzky

Excellence1982: The Bedrock “Eight Basics”

1. 1. A Bias for ActionA Bias for Action2. Close to the Customer2. Close to the Customer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through People4. Productivity Through People5. Hands On, Value-Driven5. Hands On, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties” 8. Simultaneous Loose-Tight Properties”

tolerate tolerate [encourage?] [encourage?]

failurefailure

Sam’s Sam’s Secret Secret

#1!#1!

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

Speed/ Speed/ TempoTempo

“We don’t sell

insurance anymore.

WeWe sell sell speedspeed.”.”

Peter Lewis, Progressive

We We becomebecome who we who we

spend time spend time with!with!

Measure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners (#, Quality)Out-sourcing Partners (#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors (who we “benchmark” against)Competitors (who we “benchmark” against) Strategic Initiatives Strategic Initiatives

Product Portfolio (LineEx v. Leap)Product Portfolio (LineEx v. Leap)IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates

LanguageLanguageBoardBoard

measuremeasure

Innovation IndexInnovation Index:: How How many of your many of your Top 5Top 5

Strategic Initiatives/Key Strategic Initiatives/Key Projects score Projects score 88 or higher or higher

[out of 10][out of 10] on a on a “Profound”“Profound”// “Amazing”“Amazing”//“Game- “Game-

changer”changer” Scale? Scale?

EXCELLENCE.EXCELLENCE.1966. 2006.1966. 2006.

4/404/40

De-cent-De-cent-ral-iz-ral-iz-a-tion!a-tion!

““If if feels If if feels painfulpainful and and

scaryscary—that’s —that’s realreal delegation”delegation”

—Caspian Woods, small biz owner

The True Logic* of Decentralization:

6 divisions = 6 “tries”6 divisions = 6 “tries”

6 divisions = 6 6 divisions = 6 DIFFERENTDIFFERENT leaders = 6 leaders = 6 INDEPENDENTINDEPENDENT

“tries” = Max probability of “tries” = Max probability of “win”“win”

6 divisions = 6 6 divisions = 6 veryvery DIFFERENT DIFFERENT leaders = 6 leaders = 6 veryvery INDEPENDENT INDEPENDENT

“tries” = Max probability of “tries” = Max probability of ““far outfar out”/””/”3-sigma3-sigma”” “win” “win”

*“Driver”: Law of Large #s

Ex-e-Ex-e-cu-cu-

tion!tion!

““ExecutionExecution is is the the jobjob of the of the

businessbusiness leaderleader.”.” —Larry Bossidy—Larry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

“Execution is a

systematic systematic processprocess of rigorously

discussing hows and whats, tenaciously following through, and

ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution:

The Discipline of Getting Things Done

ProjectsProjects = = Goal (“Vision”)Goal (“Vision”)

MilestonesMilestones = = Project Project

Rapid ReviewRapid Review + + Truth-tellingTruth-telling = = accountabilityaccountability

Ac-count-Ac-count-a-bil-ity!a-bil-ity!

““GE has set a GE has set a standard of candor. standard of candor.

… There is no … There is no puffery. … puffery. … There There isn’t an ounce of isn’t an ounce of

denial in the placedenial in the place.”.” —

Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

6:15A.M6:15A.M..

4/40:4/40:De-centralizationDe-centralization

executionexecutionaccountabilityaccountability

6:15a.m.6:15a.m.

The HaThe HayyGrouGroupp Six Six

1. Accountability1. Accountability2. X-functional coordination2. X-functional coordination3. Execution/K.I.S.S.3. Execution/K.I.S.S.4. Talent management4. Talent management5. Growth, Customers take priority5. Growth, Customers take priority6. Self-management, Empathy, 6. Self-management, Empathy, TeamworkTeamwork


BEDROCK.BEDROCK.TALENT.TALENT.

Hire Hire ververy y good good

people!people!

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-

Pacific … changed 2020 of his

4040 box plant managers to put more talented,

higher paid managers in charge. He increased profitability from

$$2525 million to $$8080 million in 22 years.”

—Ed Michaels, War for Talent

EMPHASIZEMPHASIZE THE E THE “SOFT “SOFT

SKILLS.”SKILLS.”

““The person who is a little less The person who is a little less conceptual but is absolutely determined conceptual but is absolutely determined

to succeed will usually find the right to succeed will usually find the right people and get them together to achieve people and get them together to achieve objectives. I’m not knocking education objectives. I’m not knocking education or looking for dumb people. or looking for dumb people. But if But if yyou ou

have to choose between someone with a have to choose between someone with a stastaggggerineringg IQ and an elite education IQ and an elite education

who’s who’s ggliding alonliding alongg, and someone with a , and someone with a lower IQ but who is absolutely lower IQ but who is absolutely

determined to succeed, determined to succeed, yyou’ll alwaou’ll alwayys do s do better with the second personbetter with the second person.”.”

—Larry Bossidy (Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done)

PUT HR AT THE PUT HR AT THE HEAD OF THE HEAD OF THE HEAD TABLE. HEAD TABLE. BEST PEOPLE. BEST PEOPLE.

NOBLEST NOBLEST MISSION.MISSION.

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:

First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second: Putting Putting HRHR on a par with on a par with finance and finance and marketing.marketing.

SO YOU’RE A SO YOU’RE A “PEOPLE “PEOPLE

PERSON”? PERSON”? PROVE ITPROVE IT..

““The leaders of Great The leaders of Great

Groups Groups lovelove talent talent and know where to find and know where to find

it. They it. They revel revel in the in the talent of others.”talent of others.” —

Warren Bennis & Patricia Ward Biederman, Organizing Genius

SO YOU’RE A SO YOU’RE A “PEOPLE “PEOPLE

PERSON”? PERSON”? PROVE ITPROVE IT..

< CAPEX< CAPEX> People!> People!

LIVE FOR LIVE FOR TALENT!TALENT!

Our Mission

To develop and manage To develop and manage talent;talent;

to apply that talent,to apply that talent,throughout the world, throughout the world,

for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;

to do so with profit.to do so with profit.

WPP


BEDROCK.BEDROCK.LEADERSHIP.LEADERSHIP.

9Ps.9Ps.

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..

PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. . PotentPotent..

PositivePositive..



PositivePositive..

““People want to be part People want to be part of something larger than of something larger than themselvesthemselves.. They want to They want to

be part of something they’re be part of something they’re really really proudproud of, that they’ll of, that they’ll

fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.” —Howard Schultz, Starbucks (IBD/09.05)

Ah, kids: “What is your vision “What is your vision for the future?” for the future?” “What have “What have you accomplished since your you accomplished since your first book?”first book?” “Close your eyes “Close your eyes and imagine me immediately and imagine me immediately doing something about what doing something about what

you’ve just said. What would it you’ve just said. What would it be?” be?” “Do you feel you have an “Do you feel you have an obligation to ‘Make the world a obligation to ‘Make the world a

better place’?”better place’?”

PURPOSEPURPOSE..

PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

““Whenever anything is Whenever anything is being accomplished, I being accomplished, I

have learned, it is have learned, it is being done by a being done by a

monomaniac with a monomaniac with a mission.”mission.” —Peter Drucker

PURPOSEPURPOSE..PASSIONPASSION..

PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

“In the end, management doesn’t

change culture. Management

invitesinvites the workforce itself to change the culture.”

—Lou Gerstner

“The role of the Director is to create a space where the actors

and actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..

PresencePresence..PersonalPersonal..


PositivePositive..

2255

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..

PersonalPersonal..PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

““You must You must bebe the change you the change you

wish to see in the wish to see in the world.”world.”

Gandhi

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG



PositivePositive..

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or

to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant

““It is no use It is no use saying ‘We are saying ‘We are doing our best.’doing our best.’ You have got to You have got to succeed in doing succeed in doing

what is what is necessary.”necessary.” —WSC

"The reasonable man adapts The reasonable man adapts himself to the world. The himself to the world. The

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself. Therefore, all himself. Therefore, all progress depends upon the progress depends upon the unreasonable man.”unreasonable man.” —GB Shaw,

Man and Superman: The Revolutionists' Handbook.

““Success seems to Success seems to be largely a be largely a

mattermatter

of of hanginghanging onon after others after others have let go.”have let go.” —William

Feather, author


PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.


PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. .

PotentPotent..PositivePositive..

“Beware of the tyranny of making

Small Changes to Small

Things. Rather,

make BigBig Changes

to BigBig Things.”

—Roger Enrico, former Chairman, PepsiCo

Kevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. Avoid moderationAvoid moderation!!



PositivePositive..

On NELSON: “[other] “[other] admirals more admirals more frightened of frightened of losing than losing than

anxious to win”anxious to win”

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

Michelangelo



PositivePositive..

““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

EXEXCELLE CELLE ALWALWAYSAYS..


THE LEADERSHIP23.THE LEADERSHIP23.

Leadership23/ML

1. Enthusiasm. Energy. Exuberance.1. Enthusiasm. Energy. Exuberance.2. Action. Execution.2. Action. Execution.3. Tempo. Metabolism.3. Tempo. Metabolism.4. Relentless.4. Relentless.5. Master of Plan B.5. Master of Plan B.6. Accountability.6. Accountability.7. Meritocracy.7. Meritocracy.8. Leaders “do” people. Mentor. (“Success8. Leaders “do” people. Mentor. (“Success creation business.”)creation business.”)9. Women. Diversity.9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.10. Integrity. Credibility. Humanity. Grace.11. Realism.11. Realism.12. Cause. Adventures. Quests.12. Cause. Adventures. Quests.

Leadership23/ML

13. Legacy.13. Legacy.14. Best story wins.14. Best story wins.15. On the edge. (“Wildest chimera of a15. On the edge. (“Wildest chimera of a moonstruck mind.”)moonstruck mind.”)16. “Reward excellent failures. Punish 16. “Reward excellent failures. Punish mediocre successes.”mediocre successes.”17. Different > Better. (“Only ones who do17. Different > Better. (“Only ones who do what we do.”)what we do.”)18. MBWA. Customer MBWA.18. MBWA. Customer MBWA.19. Laughs.19. Laughs.20. Repot. Curiosity. Why?20. Repot. Curiosity. Why?21. You = Calendar. “To Don’t.” Two.21. You = Calendar. “To Don’t.” Two.22. Excellence. Always.22. Excellence. Always.23. Nelsonian! (“Other admirals more afraid23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)of losing than anxious to win.”)

““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

EXEXCELLE CELLE ALWALWAYSAYS..

Documents

Slides* at … tompeters *also “LONG”