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TRAINING/HR: Own the
BRAND! (Damn it!)
Tom Peters/06.18.01
1. ARE YOU AT THE HEART OF THE
BRAND PROMISE? 100% OF THE TIME?
MantraM3
Talent = Brand
What’s your company’s …
EVP?Employee Value Proposition, per Ed Michaels et al., The War for Talent
EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward
Source: Ed Michaels et al., The War for Talent
“Most companies tend to equate branding with the company’s marketing. Design a new marketing
campaign and, voila, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how
clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO
I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To
put it bluntly, it is a matter of whether—or not—you want to be … UNIQUE … NOW.”
Jesper Kunde, A Unique Moment
“We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion.
Imagination, myth, ritual—the language of emotion—will affect everything from our purchasing decisions
to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand
that their products are less important than their stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
Edgartown MA: A&P Fun in the Sun Store
DO THE EMPLOYEES
BUY THIS ACT?
HR Colleagues: YOU—not “marketing”—“OWN”
THE “BRAND PROMISE”!
(If you wish.)
Titles!
Manager HRIS to Manager Human Capital
Assets or Manager Employee Marketing*
*IHRIM.link (2-3.2001)
“WHO ARE WE?”
WHAT’S OUR
STORY?
“ WHY DOES IT MATTER TO
THE CLIENT?”
“EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DIFFERENCE TO THE CLIENT ”
Message: REAL Branding is personal. REAL Branding is integrity. REAL
Branding is consistency & freshness. REAL Branding is the answer to WHO
ARE WE? WHY ARE WE HERE? REAL Branding is why I/you/we [all] get out of bed in the morning. REAL Branding can’t be faked. REAL Branding is a systemic, 24/7, all departments,
all hands affair.
2. Consider: You Could Be Source #1 of Market Cap
Enhancement.
11 September 2000
09.11.2000: HP bids
$18,000,000,000for
PricewaterhouseCoopersConsulting business!
[“These days, building the best server isn’t enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard]
HP … Sun … GE … IBM … UPS … UTC …
General Mills … Springs … Anheuser-Busch …
Carpet One … Etc. … Etc.
“UPS wants to take over the sweet spot in the endless loop
of goods, information and capital that all the packages
[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles, from 21 mfg. Sites to 6,000 NA dealers)
“ ‘Architecture’ is becoming a commodity.
Winners will be ‘Turnkey Facilities Management’
providers.”SMPS Exec
“Department Head”
to …
Managing Partner, HR Inc.
eHR*/PCC***All HR on the Web
**Productivity Consulting Center
Source: E-HR: A Walk through a 21st Century HR
Department, John Sullivan, IHRIM
Heroic HR*
B2E [Bus. To Employee] like B2CHCAM [Hum. Cap. Asset Mgt.] Mindset
Brand HREmployee Portal [not HR Portal]/
Common Employee Home PageLdr. for Knowledge Mgt. & Workgroup Collaboration
Web-based HR TransactionsEtc.
*Marc Miller, IHRIM.link (6-7.2001)
“P.S.F.”: Summary
H.V.A. Projects (100%)Pioneer Clients
WOW Work (see below)Hot “Talent” (see below)“Adventurous” “Culture”
Proprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++)
When: Now!
Maybe one [or more] of your “PSFs” becomes the tail that wags the
dog called Market Cap????? [E.g.: HR-IS-
Customer Service]
3. Become Member #1 of the
TDFT/Talent Development
Fanatics Team.
“When land was the scarce resource, nations battled
over it. The same is happening now for talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
“We have transitioned from an asset-based strategy
to a talent-based strategy.”
Jeff Skilling, CEO, Enron
From “1, 2 or you’re out” [JW] to …
“Best Talent in each industry segment to build
best proprietary intangibles” [EM]
Source: Ed Michaels, War for Talent (05.17.00)
Message: Some people are better than other
people. Some people are a helluva lot better than other
people.
Model 24/7: Sports Franchise GM
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.
“Top performing companies are two to four times more likely
than the rest to pay what it takes to prevent losing
top performers.”
Ed Michaels, War for Talent (05.17.00)
What gets measured gets done. What gets
paid for gets done more. What gets paid
a lot for gets done a lot more.
“Talented people are less likely to wait their turn. We used to
view young people as trainees; now they are authorities. Arguably
this is the first time the older generation can—and must—leverage the younger generation very early in their careers.”
Ed Michaels, War for Talent (05.17.00)
Enron
COO: Louise Kitchen, F, 29; created
EnronOnline as “Skunkworks”
“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: Link [rather than rank] workers; favor interactive-collaborative
leadership style [empowerment > top-down decision making]; sustain fruitful collaborations;
comfortable with sharing information; see redistribution of power as victory, not surrender;
favor multi-dimensional feedback; value interpersonal & technical skills, group &
individual contributions equally; readily accept ambiguity; honor intuition as well as pure
“rationality”; inherently flexible; appreciate cultural diversity
Source: Judy B. Rosener, America’s Competitive Secret
The New Economy …
Shout goodbye to “command and control”!
Shout goodbye to hierarchy!
Shout goodbye to “knowing one’s place”!
Women’s Stuff = New Economy Match
Improv skillsRelationship-centric
Less “rank consciousness”Self determinedTrust sensitive
IntuitiveNatural “empowerment freaks” [less
threatened by strong people]Intrinsic [motivation] > Extrinsic
“Boys are trained in a way that will make
them irrelevant.”
Phil Slater
4. Diversity
PAYS. BIG TIME.
“Diversity defines the health and wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the mix-and-match—these people are inheriting the
earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth and empowers nations.”
G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge
5. Training/HR [Writ
Large] Is a/the Primary Talent Attractant.
“New Economy changes how
firms treat layoffs”
Headline, USA Today (03.19.2001)
New World of Work
< 1 in 10 F500#1: Manpower Inc.
Freelancers/I.C.: 16M-25MTemps: 3M (incl. CEOs & lawyers)
Microbusinesses: 12M-27MTotal: 31M-55M
Source: Daniel Pink, Free Agent Nation
“If there is nothing very special about your work, no matter how hard you apply
yourself, you won’t get noticed, and that
increasingly means you won’t get paid much either.”
Michael Goldhaber, Wired
“You are the storyteller of your own life, and you
can create your own legend or not.”
Isabel Allende
Minimum New Work SurvivalSkillsKit2001
MasteryRolodex Obsession (vert. to horiz. “loyalty”)
Entrepreneurial InstinctCEO/Leader/Businessperson/Closer
Mistress of ImprovSense of Humor
Intense Appetite for TechnologyGroveling Before the Young
Embracing “Marketing”Passion for Renewal
Brand You, Big Time!
I AM AN ARMY OF
ONE
HR: We are the Army of One’s Supply & Engineer Corps!
6. Pursue/Train/Encourage “WEIRD.”
“Wealth in this new regime flows directly from innovation, not
optimization. That is, wealth is not gained by perfecting the known,
but by imperfectly seizing the unknown.”
Kevin Kelly, New Rules for the New Economy
Saviors-in-Waiting
Disgruntled CustomersFringe CompetitorsRogue Employees
Edge SuppliersWayne Burkan, Wide Angle Vision: Beat the
Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue
Employees
?????: Get better organized to do good
workvs.
Get better disorganized to do great work
“But don’t we need some
grout between the tiles?”
7. Do You EMBRACE—or Fight—
the WCR/White Collar Revolution?
80,000?
108 X 5vs.
8 X 1** 540 vs. 8 (-98.5%)
IBM’s Project eLiza!
8. Can You Imagine HR/Your ENTIRE
Corporation On-line/INTERNET
Standard?
9. What Does
ENRON Have to Teach Us?
ORACLE?
10. Goal: 90+% of
Training/Learning/HR EXPERIENCES On-line/I’net by
01.01.2003.
11. Are You a NO-BULL Candidate for …
LEADER OF THE E-BUSINESS TEAM?
WebWorld = Everything
Web as a way to run your business’s innardsWeb as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry
Web/B2B as ultimate wake-up call to “commodity producers”
Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data
Web as an Encompassing Way of LifeWeb = Everything (P.D. to after-sales)
Web forces you to focus on what you do bestWeb as entrée, at any size, to World’s Best at Everything
as next door neighbor
“One cannot be tentative about this. Excuses like ‘channel
conflict’ or ‘marketing and sales aren’t ready’ cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you
never heard of 24 months ago.”
Jack Welch [07.00/Forbes.com]
Message: eCommerce is not a technology play! It is a
relationship, partnership, organizational and
communications play, made possible by new
technologies.
Message: There is no such thing as an effective B2B or
Internet-supply chain strategy in a low-trust,
bottlenecked-communication, six-layer
organization.
“Ebusiness is about rebuilding the organization from the
ground up. Most companies today are not built to exploit the Internet.
Their business processes, their approvals, their hierarchies, the
number of people they employ … all of that is wrong for running an
ebusiness.”
Ray Lane, Kleiner Perkins
“There’s no use trying,” said Alice. “One can’t believe impossible things.”
“I daresay you haven’t had much practice,” said the Queen. “When I was
your age, I always did it for half an hour a day. Why, sometimes I’ve
believed as many as six impossible things before breakfast.”
Lewis Carroll
I’net …
… allows you to dream dreams
you could never have dreamed
before!
12. HR/Training Must Be
Employee-driven.
“H.R.” to “H.E.D.” ???
Human
Enablement
Department
“Firms will not ‘manage the careers’ of their employees. They
will provide opportunities to enable the employee to develop
identity and adaptability and
thus be in charge of his or her own career.”
Tim Hall et al., “The New Protean Career Contract”
“The Web enables total transparency. People with access to relevant
information are beginning to challenge
any type of authority. The stupid, loyal and humble customer, employee, patient or citizen
is dead.”Kjell Nordstrom and Jonas Ridderstrale,
Funky Business
Welcome to
D.I.Y. Nation!“Changes in business processes will emphasize self service. Your costs as
a business go down and
perceived service goes up because customers are conducting it
themselves.” Ray Lane, Oracle
Anne Busquet/ American Express
Not: “Age of the Internet”
Is: “Age of Customer Control”
Amen!
“The Age of the
Never Satisfied Customer”
Regis McKenna
“HR Employee Self-Service/
ESS”John Pask/IHRIM
“Managing Benefits:
Let Workers Do It”
Source: Headline, Money & Medicine, New York Times (12.06.00); cited are specialist
companies such as eBenX and Vivius of Minneapolis
“Systems supporting one-to-one employee relationships
will add competitive advantage.” “Employees
expect far more access and control over their own
information.”Source: IHRIM.link (2-3.2001)
B2E*
*Business to Employee (IHRIM.link)
“Customer Service” is DEAD.“One-to-One” is DEAD.
Welcome to: ????[??? = We live together in seamless-
responsive harmony with all Members of the Value Chain. We Create together. We Fulfill together. We Learn together. We Adjust together. All old categories—
which imply separation and linearity and hierarchy and do-it-to-themism—
must die.]
13. T/D > 1.0
26.3
3 Weeks in May
“Training” & Prep: 187“Work”: 41
(“Other”: 17)
1% vs.
367%
Divas do it. Violinists do it. Sprinters do it. Golfers do it.
Pilots do it. Soldiers do it. Surgeons do it. Cops do it.
Astronauts do it. Why don’t businesspeople do it
[very much]?
Conclusion: “We” are not
serious!
14. Drop “Training.” Embrace
LEARNING.
You “train” rats and rhesus monkeys. Humans [Esp. in
“Intellectual Capital” Jobs] … LEARN.
15. Drop “Learning.” Embrace
FORGETTING.
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
Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by
20%; just 2 (2%), GE & Kodak, outperformed the market from 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
“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
“The corporation as we know it, which is now 120 years old, is
not likely to survive the next 25 years. Legally and
financially, yes, but not structurally and economically.”
Peter Drucker, Business 2.0 (08.00)
Built to Last v. Built to Flip
“The problem with Built to Last is that it’s a romantic notion. Large companies are
incapable of ongoing innovation, of ongoing flexibility. Increasingly, successful businesses will be
ephemeral. They will be built to yield something of value—and once that
value has been exhausted, they will vanish.”Fast Company (03-00)
The [New] Ge Way
DYB.com
16. How Do You “Train” for
AMBIGUITY?
<1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift
1800s: > prior 900 years1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift 21st century: 1000X tech change than 20th
century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture
in the fabric of human history”)
Ray Kurzweil, talk april2001
“Most of our predictions are based
on very linear thinking. That’s why they will
most likely be wrong.”Vinod Khosla, in “GIGATRENDS,” Wired 04.01
“There will be more confusion in the business world in the next decade than in any decade in history.
And the current pace of change will only accelerate.”
Steve Case
“We are in a
brawl with no rules.”
Paul Allaire
S.A.V.
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!)
17. All It Takes Is
One!
Topic: Boss-free
Implementation of STM /Stuff That
MATTERS!
World’s Biggest Waste …
Selling “Up”
THE IDEA: Model F4
Find a Fellow
Freak Faraway
Heart of the Matter
F2F!/K2K!/1@T/R.F!A.*
*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim.
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
Joe J. Jones Joe J. Jones 1942 – 2001 1942 – 2001
HE WOULDA DONE SOME HE WOULDA DONE SOME
REALLY COOL STUFF REALLY COOL STUFF
BUT …BUT …
HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!
18. Quit Bitching. MASTER
POLITICS!
Message: It’s Community
Organizing, stupid!
See: Saul Alinsky’s Rules for Radicals
Politics Rules!
Project Team Golden Leadership Triangle
(1) Champion-Maniac. (2) Implementer-Pol.
(3) Schedule & Budgets Fanatic.
Message to “scientists”: It AIN’T about the science. It’s
NEVER about the science. It’s ALWAYS
about the PASSION for the IDEA.
19. ALL HR/Training Must
Be WOW! (Measure It.)
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar educational backgrounds, coming up
with similar ideas, producing
similar things, with similar prices
and similar quality.”
Kjell Nordstrom and Jonas Ridderstrale, Funky Business
“Companies have defined so much ‘best practice’
that they are now more or less identical.”
Jesper Kunde, A Unique Moment
The Raw Material …
The WOW Project!
“Reward excellent
failures. Punish mediocre
successes.”Phil Daniels, Sydney exec
“Every project we take on starts with a question:
How can we do what’s never been done
before?”Stuart Hornery, CEO, Lend Lease
Your Current Project?
1. Another day’s work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)
“Learn not to be careful.”
Photographer Diane Arbus to her students (Careful = The sidelines,
per Harriet Rubin in The Princessa)
20. Become DESIGN
Obsessed!
“We don’t have a good language to talk about this kind of thing. In most people’s
vocabularies, design means veneer. … But to me, nothing could be further from the
meaning of design. Design is the fundamental soul
of a man-made creation.”Steve Jobs
Design “is” … WHAT & WHY I LOVE.
LOVE.
I LOVE my ZYLISS Garlic Peeler!
Design “is” … WHY I
GET MAD. MAD.
Wanted: Dead [preferably] or Alive: THE DESIGNER OF MY RADIO SHACK
PHONE. Major Reward!
Design is never neutral.
Hypothesis: DESIGN is the principal difference
between love and hate!
THE BASE CASE: I am a design fanatic. Personally, though not “artistic,” I’m a cool-stuff guy. I love what
I love and I hate what I hate. [Openly.] But it goes [much] further, far beyond the personal. Design has
become a professional obsession. I—SIMPLY—BELIEVE THAT DESIGN PER SE IS
THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A
PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 determinant of
whether a product-service-experience stands out … or doesn’t. Furthermore, it’s “one of those things” …
that damn few companies put—consistently—on the front burner.
Message:“Services” are Not Intangible!
You “give off” hundreds of design cues … daily!
YOU ARE A DESIGNER!
First Steps: “Beauty Contest”!
• Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form
• Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on three dimensions: Beauty, Grace, Clarity
• Re-invent!• Repeat, with a new selection, every 15
working days.
Design for
Delightbook title, Tate Modern
21. Become an EXPERIENCE
Fanatic!
“Experiences are as distinct from services as services are from
goods.”Joseph Pine & James Gilmore, The
Experience Economy: Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a ‘third place.’ And I really believe that sets us apart. The third place is
that place that’s not work or home. It’s the place our
customers come for refuge.”Nancy Orsolini, District Manager
Experience: “Rebel Lifestyle!”
“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride
through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based
Leadership
“Car designers need to create a story. Every car provides an
opportunity to create an adventure. …“The Prowler makes you smile. Why? Because it’s focused. It has a plot, a
reason for being, a passion.”
Freeman Thomas, co-designer VW Beetle; designer Audi TT
Hmmmm(?): “Only” Words …
StoryAdventure
Smile Focus
PlotPassion
Plot
Williams Sonoma = 5 [was 10]Crate & Barrel = 8
Sharper Image = 9+Smith & Hawken = 8+
Garnet Hill = 9L.L. Bean = 4 [was 9+]
Colonial Williamsburg = ?
The “Experience Ladder”
Experiences Services
Goods Raw Materials
1940: Cake from flour, sugar (raw materials economy): $1.00
1955: Cake from Cake mix (goods economy): $2.00
1970: Bakery-made cake (service economy): $10.00
1990: Party @ Chuck E. Cheese (experience economy) $100.00
Message: “Experience” is the
“Last 80%”“Experience” applies to
all work!
HP Revisited
PWC Consultants lead Business Re-invention Process (“Experience
Economy”)
Fabulous Customer Service (“Service Economy”)
Terrific Servers (“Goods Economy”)
“Experience”: Home to [tomorrow’s]
Market Cap!
22. Understand the New Market.
LEAD! (Damn it.)
?????????
Home Furnishings … 94%Vacations … 92%
Houses … 91%Consumer Electronics … 51%
Cars … 60% (90%)All consumer purchases … 83%
Bank Account … 89%Health Care … 80%
$4.8T > Japan
9M/27.5M/$3.6T > Germany
Read This Book …
EVEolution: The Eight Truths of Marketing to Women
Faith Popcorn & Lys Marigold
STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased women’s
power is clear to me; but it is not my bailiwick. My “game” is haranguing business leaders
about my fact-based conviction that women’s increasing power—leadership skills
and purchasing power—is the strongest and most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo Altan … THIS IS EVEN BIGGER THAN THE
INTERNET!
Tom Peters
“ ‘Age Power’ will rule the 21st century, and we are woefully
unprepared.”Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
Subject: Marketers & Stupidity
“It’s 18-44, stupid!”
Subject: Marketers & Stupidity
Or is it: “18-44 is stupid,
stupid!”
2000-2010 Stats
18-44: -1%
55+: +21%(55-64: +47%)
Aging/“Elderly”
$$$$$$$$$$$$“I’m in charge!”
No: “Target Marketing”
Yes: “Target
Innovation” & “Target Delivery Systems”
23. Are You Ms. TECHNICOLOR?
The Cracked Ones Let in the Light
“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.”
David Ogilvy
“Are there enough weird people in
the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)
24. Are You a Certified
RADICAL?
“Create a ‘cause,’ not a ‘business.’
”Gary Hamel, Fortune (06.00), on re-inventing a
company (Exemplar #1: Charles Schwab)
Ben Zander: “I am a dispenser of
enthusiasm.”
25. Heed
#49!
#49
Indefatigable
“indefatigable” … “courage” … “love the
thrill of the hunt” … “must not have just a desire to win, but a need to win” … “enjoy doing things they don’t
know how to do” … “seek out discomfort zones in order to gain new experiences”
… “willing to piss people off” … “LEADERS NEED TO BE THE ROCK OF
GIBRALTAR ON ROLLER BLADES”
“Hire smart – go bonkers – have grace
– make mistakes – love technology –
start all over again.”
“Leadership is the PROCESS of
ENGAGING PEOPLE in CREATING a LEGACY
of EXCELLENCE.”
“I don’t know.”
Karl Weick
“The leader who says ‘I don’t know’ essentially says that the group is facing a new ballgame
where the old tools of logic may be its undoing rather than its salvation. To drop these tools is
not to give up on finding a workable answer. It is only to give up on one means of answering that is ill-suited to the unstable, the unknowable, the
unpredictable. To drop the heavy tools of rationality is to gain access to lightness in the
form of intuitions, feelings, stories, experience, active listening, shared humanity, awareness in
the moment, capability for fascination, awe, novel words and empathy.”—Karl Weick
BossMessage2001: YOU CAN’T KEEP UP!
YOU DON’T HAVE THE ANSWERS!
“If things seem under control, you’re just not
going fast enough.”
Mario Andretti
“You must be the change you wish to see in the world.”
Gandhi
“I’d rather regret the things I have
done than the things I have not.”
Lucille Ball
“If you ask me what I have come to do in
this world, I who am an artist, I will reply, I
am here to live my life out loud.”
Emile Zola
Have you changed
civilization today?Source: HP banner ad
“Let’s make a dent in the universe.”
Steve Jobs