Tom Peters Quotes

Life is pretty simple: You do some stuff. Most fails. Some works. You do more of what works. If it works big, others quickly copy it. Then you do something else. The trick is the doing something else.

If you're not confused, you're not paying attention.

There is no such thing as a minor lapse of integrity

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

If I read a book that cost me $20 and I get one good idea, I've gotten one of the greatest bargains of all time.

Underpromise;overdeliver.

The simple act of paying positive attention to people has a great deal to do with productivity.

Branding is about everything.

Leaders trust their guts. "Intuition" is one of those good words that has gotten a bad rap. For some reason, intuition has become a "soft" notion. Garbage! Intuition is the new physics. It's an Einsteinian, seven-sense, practical way to make tough decisions. Bottom line, circa 2001 to 2010: The crazier the times are, the more important it is for leaders to develop and to trust their intuition.

J. M. Barrie, who wrote Peter Pan, said, “We never understand how little we need in this world until we know the loss of it.

Unless you walk out into the unknown, the odds of making a profound difference in your life are pretty low.

Excellent firms don’t believe in excellence,’ wrote Tom Peters in Thriving on Chaos, ‘only in constant improvement and constant change.

The little people will get even, which is one of a thousand reasons why they are not little people at all. If you're a jerk as a leader, you will be torpedoed. And usually it won't be by your vice presidents; it will be on the loading dock at 3am when no supervisors are around.

I took in a deep breath, and smoke twisted around my head as I let it slip through my teeth. “Do you know what my favorite show was when I was a little kid?” The look again. “I would have no idea.” “Doctor Who. British sci-fi show.” “I am familiar with it. Christopher Eccleston, David Tennant, and Matt—“ “No,” I said. “The new show’s great, but I grew up on the old one. The low-budget, rubber monster show with Tom Baker and Peter Davison. I watched it on PBS all the time as a kid.” I looked out at the dark ruins of Hollywood, at the stumbling shadows dotting the streets as far as you could see. The only other living person within half a mile was standing behind me, her eyes boring into my head. “The Doctor didn’t have super-powers or weapons or anything like that. He was just a really smart guy who always tried to do the right thing. To help people, no matter what. That struck me when I was a kid. The idea that no matter how cold and callous and heartless the world seemed, there was somebody out there who just wanted to make life better. Not better for worlds or countries in some vague way. Just better for people trying to live their lives, even if they didn’t know about him.” I turned back to her and tapped my chest. “That’s what this suit’s always been about. Not scaring people like you or Gorgon do. Not some sort of pseudo-sexual roleplay or repressed emotions. I wear this thing, all these bright colors, because I want people to know someone’s trying to make their lives better. I want to give them hope.

Sir Gerald Moore: I was at dinner last evening, and halfway through the pudding, this four-year-old child came alone, dragging a little toy cart. And on the cart was a fresh turd. Her own, I suppose. The parents just shook their heads and smiled. I've made a big investment in you, Peter. Time and money, and it's not working. Now, I could just shake my head and smile. But in my house, when a turd appears, we throw it out. We dispose of it. We flush it away. We don't put it on the table and call it caviar.

A while back, I came across a line attributed to IBM founder Thomas Watson. If you want to achieve excellence, he said, you can get there today. As of this second, quit doing less-than-excellent work.

Organizations exist to serve. Period. Leaders live to serve. Period.

Communication is everyone's panacea for everything.

Only those who constantly retool themselves stand a chance of staying employed in the years ahead.

I don’t think this kind of thing [satire] has an impact on the unconverted, frankly. It’s not even preaching to the converted; it’s titillating the converted. I think the people who say we need satire often mean, ‘We need satire of them, not of us.’ I’m fond of quoting Peter Cook, who talked about the satirical Berlin cabarets of the ’30s, which did so much to stop the rise of Hitler and prevent the Second World War.

The mellow bells, soaring and singing in tower and steeple, told of time's flight through an eternity of peace; and Great Tom, tolling his nightly hundred-and-one, called home only the rooks from off Christ Church Meadow.

All books can be indecent books Though recent books are bolder, For filth, I'm glad to say, is in The mind of the beholder. When correctly viewed, Everything is lewd. I could tell you things about Peter Pan And the Wizard of Oz, there's a dirty old man...

The “Excellence Standard” is not about Grand Outcomes. In Zenlike terms, all we have is today. If the day’s work cannot be assessed as Excellent, then the oceanic overall goal of Excellence has not been advanced. Period.

Fail faster. Succeed sooner.” — David Kelley, founder IDEO

GIVE THE WORLD A CLEAR PICTURE OF WHO YOU ARE.

The best leaders...almost without exception and at every level, are master users of stories and symbols.

If you are not confused then you are not paying attention.

If things seem under control, you’re just not going fast enough.” —Mario Andretti, race-car driver

Celebrate what you want to see more of. - Tom Peters

The partition window opened. Panic flooded through him and he twisted in his seat to see Kooi’s wife. She had a gun, pointed through the little window and at his head. ‘We can talk about this,’ Leeson said, swallowing. ‘I can make you a very wealthy woman.’ She said, ‘Put your hands over your ears, Peter, and close your eyes.

Look at the evolution of the price of a kilogram of the drug, as it makes its way from the Andes to Los Angeles. To make that much cocaine, one needs somewhere in the neighborhood of 350 kilograms of dried coca leaves. Based on price data from Colombia obtained by Gallego and Rico, that would cost about $385. Once this is converted into a kilo of cocaine, it can sell in Colombia for $800. According to figures pulled together by Beau Kilmer and Peter Reuter at the RAND Corporation, an American think tank, that same kilo is worth $2,200 by the time it is exported from Colombia, and it has climbed to $14,500 by the time it is imported to the United States. After being transferred to a midlevel dealer, its price climbs to $19,500. Finally, it is sold by street-level dealers for $78,000.10 Even these soaring figures do not quite get across the scale of the markups involved in the cocaine business. At each of these stages, the drug is diluted, as traffickers and dealers “cut” the drug with other substances, to make it go further. Take this into account, and the price of a pure kilogram of cocaine at the retail end is in fact about $122,000.

Management expert Tom Peters gives a perspective on this. He suggests, “Don’t rock the boat. Sink it and start over.” If you desire to be creative and do something really innovative, that’s sometimes what it takes. You must destroy the old to create something new. You cannot allow yourself to be paralyzed by the idea of change.

Tom felt that it was time to wake up; this sort of life might be romantic enough, in his blighted condition, but it was getting to have too little sentiment and too much distracting variety about it. So he thought over various plans for relief, and finally hit pon that of professing to be fond of Pain-killer. He asked for it so often that he became a nuisance, and his aunt ended by telling him to help himself and quit bothering her. If it had been Sid, she would have had no misgivings to alloy her delight; but since it was Tom, she watched the bottle clandestinely. She found that the medicine did really diminish, but it did not occur to her that the boy was mending the health of a crack in the sitting-room floor with it. One day Tom was in the act of dosing the crack when his aunt's yellow cat came along, purring, eying the teaspoon avariciously, and begging for a taste. Tom said: "Don't ask for it unless you want it, Peter." But Peter signified that he did want it. "You better make sure." Peter was sure. "Now you've asked for it, and I'll give it to you, because there ain't anything mean about me; but if you find you don't like it, you mustn't blame anybody but your own self." Peter was agreeable. So Tom pried his mouth open and poured down the Pain-killer. Peter sprang a couple of yards in the air, and then delivered a war-whoop and set off round and round the room, banging against furniture, upsetting flower-pots, and making general havoc. Next he rose on his hind feet and pranced around, in a frenzy of enjoyment, with his head over his shoulder and his voice proclaiming his unappeasable happiness. Then he went tearing around the house again spreading chaos and destruction in his path. Aunt Polly entered in time to see him throw a few double summersets, deliver a final mighty hurrah, and sail through the open window, carrying the rest of the flower-pots with him. The old lady stood petrified with astonishment, peering over her glasses; Tom lay on the floor expiring with laughter.

¿Qué debemos hacer? ¿Qué debemos dejar de hacer? Por desgracia, esta claridad no tiene permiso en la mayoría de este tipo de llamados a la revisión estratégica).

(Recuerde: Cuando se trata de innovación, el mayor Enemigo somos nosotros mismos y, aterrador-pero-cierto, ¡nuestros éxitos más preciados del pasado!).

«Las dos cosas más poderosas que existen: una palabra amable y un gesto considerado». –Ken Langone, cofundador de Home Depot

was a conduit in the start of Peter Duke’s meteoric career, a single, shiny cog.

Fisher set up his rappelling line, attaching its carabiner clip to the fitting

The law is designed to help us live. It has no other justification. If it cannot do that, if it operates only theoretically, the law will fail us.” Senator Stevens stares

V obyčejném čase, v tom na hodinách, pochopí člověk určité věci. Když nechá čas běžet, pochopí jiné.

Do you expect to talk to us, Master Musgrave?’ ‘No, Lord Robert, I expect to die,’ said Tom.

Margaret Thatcher said: ‘Socialism only works until you run out of other people’s money.

Suddenly the minister shouted at the top of his voice: “Praise God from whom all blessings flow—SING!—and put your hearts in it!

The greatest difficulty in the world is not for people to accept new ideas, but to make them forget old ideas.

Reward excellent failures. Punish mediocre successes.” Those

Peter was agreeable. So Tom pried his mouth open and poured down the Pain-killer. Peter sprang a couple of yards in the air, and then delivered a war-whoop and set off round and round the room, banging against furniture, upsetting flower-pots, and making general havoc. Next he rose on his hind feet and pranced around, in a frenzy of enjoyment, with his head over his shoulder and his voice proclaiming his unappeasable happiness. Then he went tearing around the house again spreading chaos and destruction in his path. Aunt Polly entered in time to

La tournée terminée, Tom et Roger pensèrent qu'après le succès de I Shot The Sheriff, ce serait bien de descendre dans les Caraïbes pour continuer sur le thème du reggae. Ils organisèrent un voyage en Jamaïque, où ils jugeaient qu'on pourrait fouiner un peu et puiser dans l'influence roots avant d'enregistrer. Tom croyait fermement au bienfait d'exploiter cette source, et je n'avais rien contre puisque ça voulait dire que Pattie et moi aurions une sorte de lune de miel. Kingston était une ville où il était fantastique de travailler. On entendant de la musique partout où on allait. Tout le monde chantait tout le temps, même les femmes de ménage à l'hotel. Ce rythme me rentrait vraiment dans le sang, mais enregistrer avec les Jamaïcains était une autre paire de manches. Je ne pouvais vraiment pas tenir le rythme de leur consommation de ganja, qui était énorme. Si j'avais essayé de fumer autant ou aussi souvent, je serais tombé dans les pommes ou j'aurais eu des hallucinations. On travaillait aux Dynamic Sound Studios à Kingston. Des gens y entraient et sortaient sans arrêt, tirant sur d'énormes joints en forme de trompette, au point qu'il y avait tant de fumée dans la salle que je ne voyais pas qui était là ou pas. On composait deux chansons avec Peter Tosh qui, affalé sur une chaise, avait l'air inconscient la plupart du temps. Puis, soudain, il se levait et interprétait brillamment son rythme reggae à la pédale wah-wah, le temps d'une piste, puis retombait dans sa transe à la seconde où on s'arrêtait.

I’ll tell you why, Mr. Pomfret. Because you haven’t the guts to say No when somebody asks you to be a sport. That tom-fool word has got more people in trouble than all the rest of the dictionary put together. If it’s sporting to encourage girls to break rules and drink more than they can carry and get themselves into a mess on your account, then I’d stop being a sport and try being a gentleman.

Pastor of the Warsaw Baptist Church, Dr. Peters was tall, gaunt, and pale, with a weak damp smile and cold damp palms: shaking his hand was like being forced to grasp the flaccid penis of a hypothermic zombie.

Everything here is a lie," Rose said. "Just because you saw it doesn't mean it really happened." Tom nodded. He was curiously reluctant to take up this hope she offered. If he reached out, it might bite his hand.

There, eastward, within a stone’s throw, stood the twin towers of All Souls, fantastic, unreal as a house of cards, clear-cut in the sunshine, the drenched oval in the quad beneath brilliant as an emerald in the bezel of a ring. Behind them, black and grey, New College frowning like a fortress, with dark wings wheeling about her belfry louvres; and Queen’s with her dome of green copper; and, as the eye turned southward, Magdalen, yellow and slender, the tall lily of towers; the Schools and the battlemented front of University; Merton, square-pinnacled, half-hidden behind the shadowed North side and mounting spire of St. Mary’s. Westward again, Christ Church, vast between Cathedral spire and Tom Tower; Brasenose close at hand; St. Aldate’s and Carfax beyond; spire and tower and quadrangle, all Oxford springing underfoot in living leaf and enduring stone, ringed far off by her bulwark of blue hills.

One day Tom was in the act of dosing the crack when his aunt's yellow cat came along, purring, eyeing the teaspoon avariciously, and begging for a taste. Tom said: "Don't ask for it unless you want it, Peter." But Peter signified that he did want it. "You better make sure." Peter was sure. "Now you've asked for it, and I'll give it to you, because there ain't anything mean about me; but if you find you don't like it, you mustn't blame anybody but your own self." Peter was agreeable. So Tom pried his mouth open and poured down the Pain-killer. Peter sprang a couple of yards in the air, and then delivered a war-whoop and set off round and round the room, banging against furniture, upsetting flower-pots, and making general havoc. Next he rose on his hind feet and pranced around, in a frenzy of enjoyment, with his head over his shoulder and his voice proclaiming his unappeasable happiness. Then he went tearing around the house again spreading chaos and destruction in his path. Aunt Polly entered in time to see him throw a few double summersets, deliver a final mighty hurrah, and sail through the open window, carrying the rest of the flower-pots with him. The old lady stood petrified with astonishment, peering over her glasses; Tom lay on the floor expiring with laughter. "Tom, what on earth ails that cat?" "I don't know, aunt," gasped the boy. "Why, I never see anything like it. What did make him act so?

Tom hunts alone. While shunned by all he sees, he grows aware that, in reality, life is lived alone. When with a hen, there’s only an illusion of sharing; a pretence that life’s trials are easier to endure. Even sleep is a barrier that can’t be shared.

I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures: “How do I build a small firm for myself?” The answer seems obvious: Buy a very large one and just wait. —Paul Ormerod, economist, Why Most Things Fail: Evolution, Extinction and Economics

All human beings are entrepreneurs,” Mr. Yunus states. “When we were in the caves we were all self-employed … finding our food, feeding ourselves. That’s where the human history began … As civilization came we suppressed it. We became labor because [they] stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.

If I learned one thing that day, it was that Peter Bartholomew, Arnulf, even Saint John the Divine had all been wrong. The world did not have to end with ten-horned beasts and dragons, angels and fantastical monsters. The prophets who foretold those things had succumbed to the extravagance of their imaginations, and it had played them false. Nothing on earth could be so terrible as men.

NOW WHEN THE SHERIFF found that neither law nor guile could overcome Robin Hood, he was much perplexed, and said to himself, "Fool that I am! Had I not told our King of Robin Hood, I would not have gotten myself into such a coil; but now I must either take him captive or have wrath visited upon my head from his most gracious Majesty. I have tried law, and I have tried guile, and I have failed in both; so I will try what

Specialist or Strategist? Isn’t it true that the more you practice, the better you get? Yes, but, and this bears repeating, the intuitive mastery we are striving for is not brilliant skill at predictable tasks. As the late science fiction author, Robert Heinlein, pointed out, specialization is for insects. Humans need the mystifying ability to cope with the unpredictable and ambiguous challenges posed by thinking adversaries in the real world. Since kendo masters practice hard, don’t we need to put in long hours to develop super competence? The answer is absolutely yes. However, sixteen hours at the office doing the same things day after day simply make you a workaholic (and very likely a micromanager); they do not per se confer an intuitive skill useful in competitive situations. Tom Peters suggests that you can spot who is going to do great things by what they do on airplanes. They don’t pull out the laptop and grind spreadsheets. Instead, they “read Zen and the Art of Motorcycle Maintenance for the umpteenth time,” or pick up insights on human behavior from the great novelists.

Lasseter and his Pixar team had the first half of the movie ready to screen by November 1993, so they brought it down to Burbank to show to Katzenberg and other Disney executives. Peter Schneider, the head of feature animation, had never been enamored of Katzenberg’s idea of having outsiders make animation for Disney, and he declared it a mess and ordered that production be stopped. Katzenberg agreed. “Why is this so terrible?” he asked a colleague, Tom Schumacher. “Because it’s not their movie anymore,” Schumacher bluntly replied. He later explained, “They were following Katzenberg’s notes,

«Ho letto tutti i tuoi libri» rispose con entusiasmo. «I tuoi romanzi sono stati una specie di in loco parentis per me» aggiunse, scandendo con cura le parole latine. «Quasi dei genitori, insomma» Ci sorridemmo: aveva detto tutto quello che c’era da dire, e l’aveva detto proprio bene. Suo padre sarebbe stato felice dell’uomo che era diventato, nella misura in cui riusciva a concepire la felicità. Io e Tom eravamo cresciuti con il disprezzo per noi stessi, perché ci avevano insegnato che le differenze sessuali erano sbagliate. Ora mi vergogno di aver sperato che Peter non fosse come Tom, né come me. Forse l’augurio migliore per i ragazzi della sua generazione era che venissero su “come noi”, però orgogliosi di ciò che erano.

Nazarbayev found that he and his regime had a certain chemistry with figures from Blair’s strand of Western politics: the Third Way. It was a system that purported to wed the humanity of the left to the dynamism of the markets. Its proponents possessed, as Tony Judt put it following Blair’s election, ‘blissful confidence in the dismantling of centralised public services and social safety nets’. They felt themselves to be part of a new, transnational elite that would harness the miracles of globalisation. Peter Mandelson, Blair’s strategist, announced the end of the left’s anxieties about the hoarding of wealth. ‘We are intensely relaxed about people getting filthy rich,’ he said. (He added, ‘as long as they pay their taxes’, though the caveat was often forgotten, perhaps because they did not.)

about it. So he thought over various plans for relief, and finally hit pon that of professing to be fond of Pain-killer. He asked for it so often that he became a nuisance, and his aunt ended by telling him to help himself and quit bothering her. If it had been Sid, she would have had no misgivings to alloy her delight; but since it was Tom, she watched the bottle clandestinely. She found that the medicine did really diminish, but it did not occur to her that the boy was mending the health of a crack in the sitting-room floor with it. One day Tom was in the act of dosing the crack when his aunt’s yellow cat came along, purring, eying the teaspoon avariciously, and begging for a taste. Tom said: “Don’t ask for it unless you want it, Peter.” But Peter signified that he did want it. “You better make sure.” Peter was sure. “Now you’ve asked for it, and I’ll give it to you, because there ain’t anything mean about me;

Suggested Reading Nuha al-Radi, Baghdad Diaries Margaret Atwood, The Blind Assassin Jane Austen, Emma, Mansfield Park, and Pride and Prejudice Saul Bellow, The Dean’s December and More Die of Heartbreak Emily Brontë, Wuthering Heights Lewis Carroll, Alice’s Adventures in Wonderland Joseph Conrad, Under Western Eyes Henry Fielding, Shamela and Tom Jones Gustave Flaubert, Madame Bovary Anne Frank, The Diary of Anne Frank Henry James, The Ambassadors, Daisy Miller, and Washington Square Franz Kafka, In the Penal Colony and The Trial Katherine Kressman Taylor, Address Unknown Herman Melville, The Confidence Man Vladimir Nabokov, Lolita, Invitation to a Beheading, and Pnin Sarah Orne Jewett, The Country of the Pointed Firs Iraj Pezeshkzad, My Uncle Napoleon Diane Ravitch, The Language Police Julie Salamon, The Net of Dreams Marjane Satrapi, Persepolis Scheherazade, A Thousand and One Nights F. Scott Fitzgerald, The Great Gatsby W. G. Sebald, The Emigrants Carol Shields, The Stone Diaries Joseph Skvorecky, The Engineer of Human Souls Muriel Spark, Loitering with Intent and The Prime of Miss Jean Brodie Italo Svevo, Confessions of Zeno Peter Taylor, A Summons to Memphis Mark Twain, The Adventures of Huckleberry Finn Anne Tyler, Back When We Were Grownups and St. Maybe Mario Vargas Llosa, Aunt Julia and the Scriptwriter Reading

THE PARTY And at last the police are at the front door, summoned by a neighbor because of the noise, two large cops asking Peter, who had signed the rental agreement, to end the party. Our peace can’t be disturbed, one of the officers states. But when we receive a complaint we act on it. The police on the front stoop wear as their shoulder patch an artist’s palette, since the town likes to think of itself as an art colony, and indeed, Pacific Coast Highway two blocks inland, which serves as the main north-south street, is lined with commercial galleries featuring paintings of the surf by moonlight —like this night, but without anybody on the sand and with a bigger moon. And now Dennis, as at every party once the police arrive at the door, moves through the dancers, the drinkers, the talkers, to confront the uniforms and guns, to object, he says, to their attempt to stop people harmlessly enjoying themselves, and to argue it isn’t even 1 a.m. Then Stuart, as usual, pushes his way to the discussion happening at the door and in his drunken manner tries to justify to the cops Dennis’ attitude, believing he can explain things better to authority, which of course annoys Dennis, and soon those two are disputing with each other, tonight exasperating Peter, whose sole aim is to get the officers to leave before they are provoked enough to demand to enter to check ID or something, and maybe smell the pot and somebody ends up arrested with word getting back to the landlord and having the lease or whatever Peter had signed cancelled, and all staying here evicted. The Stones, or Janis, are on the stereo now, as the police stand firm like time, like death—You have to shut it down—as the dancing inside continues, the dancers forgetting for a moment a low mark on a quiz, or their draft status, or a paper due Monday, or how to end the war in Asia, or some of their poems rejected by a magazine, or the situation in Watts or of Chavez’s farmworkers, or that they wish they had asked Erin rather than Joan to dance. That dancing, that music, the party, even after the cops leave with their warning Don’t make us come back continues, the dancing has lasted for years, decades, across a new century, through the fear of nuclear obliteration, the great fires, fierce rain, Main Beach and Forest Avenue flooded, war after war, love after love, that dancing goes on, the dancing, the party, the night, the dancing

The simple act of paying positive attention to people has a great deal to do with productivity. —Tom Peters

offered me new perspectives: the works of Ken Blanchard, of Tom Friedman and of Seth Godin, The Starfish and the Spider by Ori Brafman and Rod Beckstrom, First, Break All the Rules by Marcus Buckingham, Good to Great by Jim Collins, The 7 Habits of Highly Effective People by Stephen Covey, The 4-Hour Workweek by Tim Ferriss, Never Eat Alone by Keith Ferrazzi, E-Myth by Michael Gerber, The Tipping Point and Outliers by Malcolm Gladwell, Chaos by James Gleick, Emotional Intelligence by Daniel Goleman, Made to Stick by Chip and Dan Heath, Who Moved My Cheese? by Spencer Johnson, M.D., The Monk and the Riddle by Randy Komisar, The Five Dysfunctions of a Team by Patrick Lencioni, Freakonomics by Steven D. Levitt and Stephen J. Dubner, FISH! By Stephen Lundin, Harry Paul, John Christensen and Ken Blanchard, The Naked Brain by Richard Restack, Authentic Happiness by Martin Seligman, The Wisdom of Crowds by James Surowiecki, The Black Swan by Nicholas Taleb, American Mania by Peter Whybrow, M.D., and the single most important book everyone should read, the book that teaches us that we cannot control the circumstances around us, all we can control is our attitude—Man’s Search for Meaning by Viktor Frankl. I

In fact, my colleague Peter D'Arruda ("Coach Pete") sums it up best when he says that no one is any safer than the person who has looked ahead and shifted the financial burden from their family to an insurance company in the form of life or long-term care insurance. There's really no better way to bring peace of mind with you into retirement

garden-variety LDL particle is fused with another, rarer type of protein called apolipoprotein(a), or apo(a) for short (not to be confused with apolipoprotein A or apoA, the protein that marks HDL particles). The apo(a) wraps loosely around the LDL particle, with multiple looping amino acid segments called “kringles,” so named because their structure resembles the ring-shaped Danish pastry by that name. The kringles are what make Lp(a) so dangerous: as the LDL particle passes through the bloodstream, they scoop up bits of oxidized lipid molecules and carry them along. As my lipid guru Tom Dayspring points out, this isn’t entirely bad. There is some evidence that Lp(a) may act as a sort

Aquí hay dos preguntas de «examen» que Greenleaf insta a los líderes a hacerse en relación con las personas de su equipo: 1. ¿Aquellos que fueron servidos crecieron como personas? 2. ¿Se hicieron más saludables, más sabios, más libres, más autónomos, más propensos a convertirse en servidores mientras fueron servidos?

Mensaje (inequívoco): (1) Los líderes existen para servir a su gente. Punto. (2) Un equipo bien servido por su líder se inclinará a buscar la Excelencia. Utilice la palabra «Servir». (Eso es lo que usted hace). Utilice la palabra «Servicio». (Eso es lo que usted ofrece). Utilice la palabra «Servidor». (Eso es lo que usted es).

¿Prefiere quedarse en un hotel donde al personal le encanta su trabajo, o donde la administración ha hecho que los clientes sean su mayor prioridad?”». ¡Me encantan las palabras! Creo que la elección de las palabras es fundamental para los líderes.

Si un líder «acoge» a sus empleados con entusiasmo, entonces aumentarán las probabilidades de que los empleados hagan lo mismo con sus «invitados», es decir, con sus «clientes». (Mi primer «paso de acción» sugerido es simple; estudie con mucho cuidado las palabras anteriores).

Los siguientes son algunos pasos clave a lo largo de este camino «sagrado»: •​Comience (en los próximos treinta días) con grupos pequeños o con cada empleado, a evaluar el estado actual de las cosas; es decir, la experiencia de crecimiento durante su cargo hasta la fecha, de todos y cada uno de los empleados, en términos precisos. •​Como parte de, digamos, la fase de planeación de un proyecto de tres meses (como máximo), establezca Metas de Crecimiento Personal para cada individuo; el logro de esas metas de noventa días será una parte mayoritaria de su evaluación formal del proyecto. •​Durante el proceso, hable de estos objetivos en público o en privado. Haga de ellos, tal vez, una parte explícita de la misión de su unidad o declaración de valores: «Estamos comprometidos con el crecimiento medible de todos y cada uno de los miembros de nuestro personal. Aspiramos a que cada miembro del personal afirme sobre su estancia aquí: “Fue un período extraordinario de mi desarrollo”».

Mensaje: (1) Los departamentos de personal deben. . . «vender». . . sus servicios. (2) El éxito en las «ventas» requiere. . . la aceptación activa del usuario. (3) La aceptación activa del usuario proviene de escuchar con respeto al usuario y. . . de hablar de algunos de sus problemas.

«El éxito no depende de “la gente que usted conoce en las altas esferas”, depende de “las personas que conoce en los lugares bajos”»).

He sostenido durante mucho tiempo que el conjunto de las relaciones dentro de su propia empresa es casi tan importante como las relaciones con los clientes externos que pagan las facturas. Aunque tal vez no sea una verdad universal, me pareció que a medida que hablaba con mis amigos de GE, en muchos casos. . . nuestros clientes internos/«C(I)» son en realidad. . . más importantes. . . que nuestros clientes externos/«C(E)».

(*Cada = No Deje Pasar un Solo Día Sin Hacer Algo Notable por Algún cliente interno).

Hay literalmente cientos de giros y vueltas en esto. Consideremos solo unos pocos: (1) Mantenga a sus clientes internos «sobreinformados»; mándeles tuits, correos electrónicos o mensajes instantáneos acerca de lo trivial y lo no tan trivial de su trabajo con sus clientes externos. Esfuércese todo lo que pueda para integrarlos a su equipo como iniciados «del círculo», ¡a todos nos encanta ser «iniciados»! (2) Deles a sus clientes internos «tiempo cara a cara» con sus clientes externos, ¡esto también es un mega-estímulo! (3) Si usted es el Gran Jefe, planee una convención-gala de «ventas» para el personal interno con mejor desempeño. Es decir, para aquellos en logística, ingeniería y finanzas que allanaron el camino para ventas gigantescas e hicieron un seguimiento a los servicios para clientes clave. (4) A todos (bueno, a la mayoría de nosotros) nos encantan los bolígrafos y los pasadores y (en mi caso, las gorras de béisbol. Después de una gran venta o de una entrega a tiempo, reparta una gran cantidad de esos bolígrafos, pasadores y gorras, conmemorando el éxito, al personal interno que apoyó la causa. (5) Por una parte, al igual las personas que contactan al cliente, queremos un gran número de C(I) «en nuestro bolsillo». Por otra parte, queremos que nuestros C(I) se unan a nosotros para comprometerse directamente y entusiasmarse con los C(E). Si realmente somos inteligentes, queremos ayudar a nuestros clientes internos a desarrollar, por ejemplo, la ingeniería, sus propias relaciones directas con los ingenieros de los clientes externos. En última instancia, todo consiste en la amplitud y en la profundidad de la red.

De hecho, si yo fuera un Jefe Importante –por ejemplo, un director de operaciones– insistiría en que todos los departamentos, pequeños o grandes, desarrollaran esquemas de satisfacción de los clientes internos que incluyeran incentivos para llamar la atención).

¿Quiere una gran maximización-cooperación-oportunidad multifuncional, o. . . una Excelencia multifuncional). . . como yo la llamo? Respuesta: ¡Haga amigos en otras funciones! (A propósito).

Llame a un cliente. Inesperadamente. Pregúntele: «¿Cómo puedo ayudarte?». «¿Cómo vamos?». «¿Hemos cumplido todas nuestras promesas, implÍcitas y explÍcitas?». Escuche. ESCUCHE. Tome notas. Meticulosamente. (Grábelas en un Folder Especial electrónico/Computadora portátil). Haga-un-seguimiento-de-al-menos-una-cosa-«pequeña». RÁPIDO. INSTANTÁNEAMENTE. Repita. Dentro de 48 horas. Pista: Esto se aplica al 100 % de nosotros. No solo a los «jefes». Y no solo para aquellos con clientes «externos». Todos. Nosotros. Tenemos. Clientes.

una cita de Churchill que decía así: «No basta con hacer lo mejor posible, debes tener éxito al hacer lo que sea necesario».

(A los profesionales del hospital les importa; casi a las mujeres y a los hombres. Pero, según el general Chapman y Winston Churchill, no basta con que les importe; usted debe tener éxito en lo que sea necesario).

«El contenido de la nota: »1. Cada mañana, escribe una lista de las cosas que tienes que hacer ese día. »2. Hazlas».

Por favor, por favor, por favor: Reduzca en un 15 % los gastos de capital proyectados. Y: Destine esos ahorros para el presupuesto de la gente (reclutamiento, formación, gratificaciones, pagos, dotación de personal adicional, lo que sea). . . ¡centavo por centavo o millón por millón! (Si no puedo convencerlo de seguir mis instrucciones, tal vez pueda al menos convencerlo para ejecutar una simulación. Imagínese en detalle cómo podría ser una transferencia del 15 % de los fondos de inversiones en activos fijos a recursos humanos. Ejecute la simulación con ejecutivos, supervisores, personal subalterno. Discuta los resultados). ¡Por favor! ¡Por favor! ¡Por favor!

Corolario: Para hacer que nuestros colegas se entusiasmen, debemos poner –y conservar– el mantenimiento de su bienestar y de su estructura de oportunidades en la parte superior de nuestra agenda.

«Todos los seres humanos somos empresarios. Cuando estábamos en las cavernas, todos éramos autónomos. . . Buscábamos nuestros alimentos, y nos alimentábamos a nosotros mismos. Ahí fue donde comenzó la historia de la humanidad. . . Y la suprimimos a medida que llegó la civilización. Nos convertimos en mano de obra porque [ellos] nos estamparon: “Eres mano de obra”. Nos olvidamos de que somos empresarios». –Muhammad Yunus

El hecho es que no solo debemos reconocer fácilmente (¿alegremente?: «Para eso te contraté») cuando no sabemos algo, si no también averiguar activamente las cosas que no sabemos, o los «NS». Tal vez usted deba empezar sus reuniones con la pregunta: «¿Cuáles son nuestros NS aquí?» (y terminar la reunión del mismo modo).

(4) Apoyar este compromiso a través de las familias de los empleados también es importante, de ser posible. (5) Diséñelo en el paisaje físico y electrónico; oportunidades de aprendizaje visiblemente «insistentes» o incorpore diariamente oportunidades de microaprendizaje en sus réplicas agudas. (6) Clubes de apoyo, virtuales y reales, y cualquiera y todas las formas de la organización social con objetivos de aprendizaje explícitos. (7) Incluya los «logros y metas de aprendizaje permanentes» en la contratación formal y en el proceso de evaluación, al frente y en el centro.

«Esto es tan simple que suena estúpido, pero es sorprendente la poca gente en el sector del petróleo que realmente entiende que solo se encuentra petróleo y gas cuando perforas pozos. Puedes pensar que lo estás encontrando cuando dibujas mapas y estudias los registros, pero tienes que perforar». Mensaje: ¡Usted tiene que perforar!

«El arte de la guerra no requiere maniobras complicadas; las más simples son las mejores, y el sentido común es fundamental. A partir de lo cual uno podrÍa preguntarse por qué los generales se equivocan; es porque tratan de ser inteligentes». –Napoleón

Creo que cada equipo de proyectos con más de media docena de miembros realmente necesita/debe tener tres tipos de líderes: (1) El Visionario, quien «vive»/ encarna la promesa centelleante del proyecto y lo vende «24/7» en todos los rincones del mundo. (2) El Facilitador, que crea y supervisa el «ecosistema político» y, realmente integra a la gente con el fin de hacer que las cosas sucedan. (3) El Mecánico, que ama y vive para el presupuesto, el calendario y los mil detalles administrativos que son el alma de la eficacia cotidiana del equipo. Elimine cualquiera de los tres, y el equipo de proyectos implosionará. Además, usted debe reconocer que estos tres tipos muy diferentes de personas, y las tres disposiciones, rara vez (o nunca) son las mismas; este tema es de suma importancia, incluso para el «equipo» de proyectos de una sola persona, donde necesitará algún tipo de ayuda, a bajo costo o no, con las cosas que no son su campo natural.

Lección: Domine los detalles «grises» de los procesos arcanos (especialmente de los procesos financieros) que no pueden hacer los demás. (Dominio = Maestro. Ahora ya conocen mis instrucciones).

Cuando emprendí una misión contraria a la de McKinsey, un viejo profesional me aconsejó: «Viste los trajes más conservadores que existan, nunca llegues tarde a una reunión, no les des ninguna excusa pequeña para despedirte o devaluarte». ¡Qué buen consejo!).

¡Asista! ¡Escuche! ¡Oiga! ¡Respete! ¡Empatice! ¡Sáltese los grandes teoremas! Sumérjase e Intente e Intente y Ajuste y Vuelva a Intentarlo y Plagie a partir de Experimentos Existentes. . . ¡Hasta la Saciedad! Muévase a un ritmo adecuado y urgente, ¡pero no a uno que sea digno de un titular en la prensa! Honre a la política local como la sangre de su vida, ¡independientemente de la frustración del acompañante! Reclute a las mujeres de la comunidad que estén muy involucradas. (Ver inmediatamente abajo).

En cada reunión del Grupo Ejecutivo, reserve 15 minutos para discutir la «cosa más tonta que hemos hecho últimamente»; insista en que los miembros lleven los casos más recientes para discutirlos. Logre algún acuerdo concreto en el acto y no levante la sesión hasta que haya logrado Elementos de Acción de 7-, 14-, y 21días con una responsabilidad asignada.

«En Netscape, la competencia con Microsoft fue tan intensa, que nos despertábamos por la mañana pensando en cómo íbamos a lidiar con ellos y no en cómo íbamos a construir algo maravilloso para nuestros clientes. Ahora comprendo que nunca, nunca puedes apartar tus ojos del cliente. Incluso en vista de una competencia masiva, no pienses en la competencia. Literalmente no pienses en ellos». Yo digo: ¡Amén!

Without 'ideas,' the material creations we regard so highly could not have been conceived or produced. … Without 'high ideals' we cannot derive from the marvels of our modern creative and productive genius the greatest good for the greatest number of people. Tom Watson Sr., “Production,” June 1947

Everything can and nothing has to.’ - Peter Hauser, Sharkman

Negotiation appeared the only viable short-term strategy, and to treat with the Indians, the Bureau of Indian Affairs called on Tom Fitzpatrick, a former mountain man turned Indian agent.

Here’s a good question: Given my need to get away from convenience stores, why did I stick with small stores? If in 1967 it was justified because I had eighteen of them already, surely it was no longer justified in the 1980s when Trader Joe’s had become a powerful, successful operation. The answer was verbalized for us in In Search of Excellence, Tom Peter’s best-selling book on management that appeared in 1983. He called it “The Power of Chunking”: The essential building block of a company is the section [which] within its sphere does not await executive orders but takes initiatives. The key factor for success is getting one’s arms around almost any practical problem and knocking it off. . . . The small group is the most visible of the chunking devices.

First Tom noticed the oddity of his midwife having witnessed his parents’ marriage; then something about the date made him wrinkle his forehead. His parents had been married in February: he had been born on October twentieth. He counted on his fingers, and saw that February and October were exactly nine months apart. And that, Tom thought, was how an employee of Mill Walk Construction married the boss’s daughter. There had been a romance: and when Glendenning Upshaw learned his daughter was pregnant, he flew her and her boyfriend back home to Mill Walk and ordered up a civil ceremony in the way he would order up room service in a hotel.

his

Life is pretty simple: You do some stuff. Most fails. Some works. You do more of what works. If it works big, others quickly copy it.

If you like this kind of thing, there is a lot of great work out there. Blake Crouch’s Dark Matter is among my recent favorites, as is Tom Sweterlitsch’s The Gone World. Both books provide both a respite from and a way to think about our current times. Plus anything by William Gibson, although Neuromancer is the place to start if you’re new to his work.

the day. His ma’s in the hospital, ye see…skidded on a mat when she was gettin’ her hair done in Hilda Cahoon’s hair saloon and broke her hip. Hilda had tae get the amb’lance, ’cos she couldn’t get herself up.” “Well, I’m sorry to hear that, but—” “Ye could try McMurty in the town but he’d charge ye an arm and a leg, ’cos he’s got bigger overheads than me. He’d do a quicker job for ye, right enuff, but I’d put money on it that it wouldn’t be as good a job as I’d do. I take me time, ye see, on account of havin’ a bit more of it on me hands out here, not bein’ in the town, like.” “Look, I’ll tell you what: I’ll just—” “They’re queuing up for McMurty in the town but that’s only ’cos he’s in the town and not out here in the cawntry like me…I couldn’t guarantee that ye wouldn’t have a wait on yer hands there, too. He could say he’d have it for yeh this evenin’, then ye could go back this evenin’ and he’d tell ye a different story altogether. He’s like that, ye see. And at the end of the day he’d charge ye more, ’cos as I say, he’s got bigger overheads than me…” Bessie realized it was pointless trying to interrupt. She was put in mind of her old refrigerator. It, too, had a habit of droning on in similar fashion. A swift kick in the right spot usually sorted it out. However, in this case such a tactic might prove highly inadvisable. She’d simply have to endure it. Let the mechanic say his piece. He’d peter out eventually. “…but it’s a free cawntry and it’s up tae you. As I say, I’ll do it for ye as soon as Willie-Tom opens the morra…couldn’t say fairer than that. I would of done it for ye today if Willie-Tom’s mother hadn’t skidded on that mat. But a body never knows from one day till the next what’s gonna happen. So it’s up tae you what ye want tae do.” “Look, I’ll just risk it then,” the widow said, not

Tom Peters, şirketin Hint kültüründen esinlenerek, eş zamanlı olarak “yaratma”, “koruma” ve “yok etme” becerilerine sahip olması gerektiğini söyler. Peters’a göre bu taban tabana zıt gbi görünen üç kuvvet aynı anda çalıştığında son derece yaratıcı ve dinamik bir ortam oluşur. Bir şirkette yenilikçi yöntemlere yer açmalı, bunu yanı sıra şirkete ayak bağı olan anlayışlar da yok edilebilmeli ama değişim adına her şeyi kökten söküp atma yoluna da gidilmemelidir. Eğer bu üçü aynı anda yapılıp şirket içinde sürekli temiz kan akışı sağlanırsa o zaman son derece renkli ve çok sesli bir şirket kültürü yaratılabilir.

Instead of courage' management guru Tom Peters recommends fostering 'a level of fury with the status quo such that one cannot not act.

Adventure doesn’t come to you. You have to chase it down. Are you placing enough interesting, freakish bets? Taking enough chances? Playing the long shots? — Tom Peters and Kansas Stamps    

John Bogle wrote the best “business” (LIFE!) book I’ve read in years. The (BRILLIANT!) title: Enough.

p.35: Tom Peters. En un mundo de cambio rápido y aun explosivo, las compañías tienen que construir una organización comparativamente dinámica que REÚNA A LOS CLIENTES, EMPLEADOS Y SOCIOS ESTRATÉGICOS EN BUSCA DE RELACIONES, PRODUCTOS Y AMBIENTES DE TRABAJO QUE CREEN GRAN ENTUSIASMO, CREATIVIDAD Y SATISFACCIÓN.

Larry Janesky runs it. He’ll dry out your basement. (See his, yes, bestselling book Dry Basement Science.) The

with more bombs being dropped on Malta in two months of 1942 than were dropped on London in a year. It was a time of fear and fatigue and disease, and jubilation when a convoy, bringing its precious cargo of food and ammunition and fuel, did get through. Now there was nothing here apart from the huts to serve as a reminder of those days. The aircraft pens had gone and the runway, which had been like the long handle of a warming pan, had become a road leading to the National Stadium. For me, searching into the past, there was nothing: this is not the Ta’ Qali that Peter Anderson would have seen. But not everything had changed so drastically. Mdina, the old capital of Malta, would be much as he had seen it, and the barracks where he and Tom had lived were still standing, so the young man at Ta’ Qali had said. There were some things I could see, some places I could visit. My spirits rose. I turned the car around and headed back, past the cemetery, to the roundabout; a signpost pointed to Mtarfa. The road was bumpy and full of potholes; it didn’t look as if it was much used nowadays. It wound up and up, between rubble walls which divided the road from the fields on either side. Over the tops of the walls and through gateways and gaps I could see maize growing, and prickly pears, and huge pumpkins drying on the flat

Back then, there weren’t channels dedicated to subcategories of the population. There was no Disney channel, no Food Network, no ESPN, no Bravo. There was Sam Donaldson, Peter Jennings, and, my personal crush, Tom Brokaw on the news, and we got cartoons for three hours on Saturday mornings until CBS switched to golf at 11:00 after the Smurfs. Oh sure, MTV hit the scene in 1981, but we couldn’t watch it because of the devil. Apparently we could watch a show starring two outlaw brothers, their half-naked cousin, and a car painted with the Confederate flag but couldn’t watch Madonna sing “Like a Virgin” because we might get secondhand pregnant.

Tom Peters is still reinventing himself.” His most recent book is The Little BIG Things: 163 Ways to Pursue Excellence.

(Tom Peters: “There is no such thing as a minor lapse of integrity.”)

Despite my deep unease about animal advocates working for things we don't want and asking for changes we don't believe in, I am not an "abolitionist." First, the abolition of animal slavery will no more end speciesism by itself than the abolition of American slavery ended racism. To change the world, I think we should aim higher. Second, I'm increasingly convinced that no matter who uses the term, it hides a slur. When used to refer to others, it connotes zealotry and obstructionism, and when taken as self-definition, it is seen as an attack by anyone who does not apply it to herself. Yes, it's a highly defensible moral philosophy, right up there with Peter Singer's application of Utilitarianism to animal liberation, and Tom Regan's Theory of Rights, but like those other intellectual concepts, it's useful only so far as it engenders right action.

They’ll have Donald Duck and Goofy and the gang on the wallpaper ready for the first arrival in the nursery, the boy who would be conker champion, and the signed baseball bat and mitt, and his granddad’s fighter plane suspended from the ceiling. And he’ll coach him in baseball, and Phineas in cricket, and Owain will teach him to fish, and later shoot. Phineas would be one godparent, he’d decided, and Annie and Owain, and Jasmine, and the Commander and Priny, and Miss Wyndham and John Beecher, and Tom Parr, there’ll be plenty to go round, enough new trees over the years. And they’ll grow up, their brood, like Jasmine’s and the Owens’, and there’ll be all the Hall and the grounds to chase each other round in, and the river to explore, and picnics on it, and trips to its hidden places, and all that English countryside, and the half that was in Wales, to play in. Humphrey clamped his cigar in his mouth, and scattered sheep feeding by a field gate with a couple more blasts on the horn, singing his way down Batch Valley.

generally, when you do something for an audience, they repay you. The Grateful Dead made plenty of money. Tom Peters makes many millions of dollars a year giving speeches, while books are a tiny fraction of that. Barack Obama used ideas to get elected, book royalties are just a nice side effect.

[T]his revolutionary, multi-disciplinary approach that includes books, art, music and film: all as individual facets of a single polished gemstone of revelation. Some truths -- as Nobel Lauret (and science fiction writer) Doris Lessing reminds us -- can best be expressed in fiction... From the Afterword by Peter Levenda

checking their

Do something,” he told the executive, “even if it’s wrong.” Tom Peters would call Bill’s attitude in this situation a “bias for action,” and his book In Search of Excellence lists it as a top common attribute of the companies

monstrous hound.’ The stripling youth stood up and closed with Tom then, and with another huge jolt of surprise he recognized her. No youth come south at Hobbie’s heels, but his own sister-in-law Eve – Eve Graham as was, when they had dallied on the heather fifteen summers since, before she had fallen in love with the slow, shy charm of his big brother, and begun the relationship that had driven Tom himself so far away from home. Eve Musgrave now, his brother John’s new-made widow. Eve’s still grey eyes held his gaze as fathomless as the Kielder water. ‘Don’t you see, Tom?’ she whispered. ‘It was a hound, but a hound such as no man can look on and survive. It was the Barguest, Tom. We know it now for certain, and rumour says he wasn’t the first to die. But he was the first we have found. And so it is certain now. The Barguest is out on the Borders

On a June afternoon in 1791, George Washington, Andrew Ellicott, and Peter Charles L’Enfant rode east from Georgetown “to take,” so Washington recorded in his diary, “a more perfect view of the ground” of the new federal city. From David Burnes’s fields they surveyed the prospect of the Potomac River, and then, continuing east across the Tiber Creek, they climbed to the crest of Jenkins Hill. With the confluence of the Eastern Branch and the Potomac, the cities of Alexandria and Georgetown, and the hills of Maryland and Virginia spread majestically before them, the time had come, the president wrote, “to decide finally on the spots on which to place the public buildings.” From their vantage point on Jenkins Hill, L’Enfant presented his vision of a city worthy of the new republic. He began by siting the two principal buildings: the “Congress House,” as he called it, would command Jenkins Hill, “a pedestal waiting for a superstructure”; the “President’s Palace,” L’Enfant’s name for today’s White House, would rise about a mile away on the land partially belonging to David Burnes. A star of avenues each named for a state would radiate from the center of each house. Pennsylvania Avenue—the name would honor the state’s importance in the nation’s creation—would connect the two buildings. It would be “a direct and large avenue,” 180 feet wide and lined with a double row of trees. These radiating avenues would intersect at circles and squares, to be named for heroes, and they would overlay a grid of streets similar to that of Philadelphia.

It was at this bleak moment that Tom Sancton wandered through the French Quarter one evening and passed by the open wrought-iron gate of 726 St. Peter Street.

helped Jasmine and Tom to look after other animals they had rescued. It was hard to

Vamos a verlo a partir de sus distintos niveles. En el nivel más básico, un objeto inteligente es un objeto digital con una capa de blockchain en su interior. La capa de blockchain implica que el objeto inteligente es único, lo cual dota a dichos objetos de autenticidad y escasez. Si tienes un cromo de Tom Brady con tecnología Vatom, puedes estar seguro de que es el único que existe.77 Si me das el cromo, ahora lo tengo yo, y tú ya no. Funciona, en otras palabras, como un objeto físico. Vamos al siguiente nivel. Vamos a imaginar que llevas puestas unas gafas inteligentes mientras paseas por Nueva York y ves un gran cartel de Coca-Cola en el que aparecen seis botellas. Apuntas con tu móvil al cartel y pulsas un botón para hacer la compra, y de repente una de las botellas salta del anuncio a tu teléfono. Ahora hay cinco botellas en el cartel y una más dentro de un dispositivo de memoria especial para objetos inteligentes que llevas en el móvil. Hay que señalar dos cosas. Para meter la coca-cola en el móvil no has tenido que bajarte una app o entrar en una web. Sólo tienes que apuntar, marcar y el resto es automático. Y, aún mejor, no sólo has conseguido una copia digital de la coca-cola del anuncio; te llevas la coca-cola de verdad. Ahora quedan cinco coca-colas en el cartel, porque tienes una dentro de tu móvil. Puedes entrar en un bar y pasar la coca-cola de tu móvil al del camarero. Y ahora el camarero te sirve una coca-cola de verdad. El objeto inteligente funciona como un vale. Pero en realidad acaba de ocurrir algo asombroso: al cambiar tu coca-cola digital por una real, has transferido el valor del mundo digital al físico.

Tom Peters’s 1982 bestseller, In Search of Excellence, is described as “the greatest business book of all time.

While most investors blame bad jockeys for startup failure, some see slow horses as the main problem. For example, billionaire entrepreneur and investor Peter Thiel says that “all failed companies are the same: they failed to escape competition.” Paul Graham, founder of the elite accelerator Y Combinator, likewise holds that having a compelling solution to a customer’s problem—a strong horse—is the key to success: “There’s just one mistake that kills startups: not making something users want. If you make something users want, you’ll probably be fine, whatever else you do or don’t do. And if you don’t make something users want, then you’re dead, whatever else you do or don’t

The management theorist Tom Peters said, "Purpose rarely comes from sitting down and contemplating purpose. Mostly, surely in my case, one accidentally trips over purpose." It's not built in a lab; it develops as a natural by-product of working with thoughtful observation [...].

El padre detuvo a un integrante del reparto para quejarse por el grosero comportamiento del Capitán Garfio. El integrante del reparto pidió una disculpa y explicó que cuando un Capitán Garfio termina su turno, es reemplazado por otro. Aparentemente, hubo una confusión y el nuevo Capitán Garfio no tomó su lugar con suficiente rapidez. El integrante del reparto preguntó a la familia dónde se hospedaban y dijo que trataría de arreglar las cosas para Nancy. Cuando Nancy regresó a su habitación, había un muñeco de Peter Pan y una nota en la cama. Esta decía: 'Querida Nancy: Lamento mucho que el Capitán Garfio haya sido malo contigo hoy. Algunos días también es malo conmigo. Por favor regresa y visítanos pronto. Tu amigo, Peter Pan'. Nancy estaba entusiasmada: ¡Peter Pan había volado hasta su habitación y le había dejado una nota en la cama!

Perfection’s a process, Peter, not a state. No one’s perfect. What you are is

Perfection’s a process, Peter, not a state. No one’s perfect. What you are is extraordinary.

I meant to ask Hatty questions about the garden,’ Tom wrote to Peter, ‘but somehow I forgot.’ He always forgot. In the daytime, in the Kitsons’ flat, he thought only of the garden, and sometimes he wondered about it: where it came from, what it all meant. Then he planned cunning questions to put to Hatty, that she would have to answer fully and without fancy; but each night, when he walked into the garden, he forgot to be a detective, and instead remembered only that he was a boy and this was the garden for a boy and that Hatty was his playmate.

Paul Bloom is a proponent of the power of reasoning in moral persuasion, arguing that we have direct evidence of the power of reasoning in cases where morality has changed - over time, people have been persuaded to accept gay marriage, for example, or to reject slavery. Reasoning may not be as fast as intuition, as Haidt claims, but it can play a role in where those intuitions come from. Bloom cites an idea Peter Singer describes in his book “The Expanding Circle”. This is that when you decide to make a moral argument - i.e. an argument about what is right or wrong - you must to some extent step outside of yourself and adopt an impartial perspective. If you want to persuade another that you should have more of the share of the food, you need to advance a rule that the other people can agree to. “I should get more because I’m me” won’t persuade anyone, but “I should get more because I did more work, and people who did more work should get more” might. But once you employ an impartial perspective to persuade you lend force to a general rule, which may take on a life of its own. Maybe tomorrow you slack off, so your own rule will work against you. In order to persuade you struck a bargain with the group’s shared understanding of what’s reasonable. Once you’ve done this, Singer argues, you breathe life into the internal logic of argument. The “impartial perspective” develops its own dynamic, driving reason forward quite apart from the external influences of emotion, prejudice and environment. Not only can the arguments you advance come back to bite you, but they might even lead you to conclusions you didn’t expect when you first formulated them.

He blinked, wondering if every old man hid a young man, and every old woman a beautiful young one.

One exhibition to which Tom Norman became particularly attached was his family of midgets. It consisted of two midgets, billed as man and wife and always brought into town in a specially constructed miniature coach drawn by ponies. In each town on the tour he made a point of closing the show down for a few days so as to allow the lady midget to ‘give birth to her baby’. A new-born infant would then be hired to stand in for the hypothetical offspring, and even larger queues always gathered after such a ‘happy event’ to see the new arrival. The only problem was the difficulty he had in restraining the ‘mother’ from swearing volubly, smoking a pipe and drinking gin in front of the customers. The exhibition finally came to grief when the ‘mother’ ran away one night, objecting to being displayed as a woman any longer, both midgets being men.

Tom Peters’ books are so

Avengers Endgame done, Spider-Man Far From Home theory says Tony Stark made the spider that bit Peter Parker A new fan theory says that it will be revealed in the upcoming Marvel movie Spider-Man: Far From Home that Tony Stark created the spider that bit a teenage Peter Parker and gave him his superpowers. Tony died at the end of Avengers: Endgame, and shared a fatherly relationship with Peter in the Marvel Cinematic Universe. If this theory were to be proven true, it would give new meaning to their father-son relationship. It has previously been reported that Far From Home, a sequel to 2017’s Spider-Man: Homecoming, will reveal a major secret about Tony. A trailer revealed that Tony has left behind a secret lab for Peter. The theory, posted on Reddit, suggests that Tony worked with Norman Osborne to create the spider that bit Peter, which is why he knew his identity in Captain America: Civil War, and shared such a close bond with him. This will also allow Marvel to introduce Norman into the MCU. A fan had previously ‘leaked’ that Marvel is considering making Norman Osborne (who goes on to become the Green Goblin) a major new villain in the overarching story of the MCU. Another theory suggests that Tony was behind Uncle Ben’s death, which happens before we’re introduced to this version of Peter in the films. A version of this theory previously stated suggests that Uncle Ben died during the Battle of New York, which could indirectly mean that Tony was responsible for it. Far From Home is directed by Jon Watts, and stars Samuel L Jackson, Cobie Smulders and Jake Gyllenhaal in supporting roles, in addition to Tom Holland as Peter. The embargo on reviews will lift on Wednesday - two weeks ahead of release - which suggests that Marvel is positive about the quality of the film.

Bufetár kedysi pátral po úspešnom spôsobe, ako sa zbaviť dotieravých a otravných zákazníkov. Našiel ho; prestal objednávať tovar. Na všetky otázky odpovedal buď mlčaním, alebo slovom nemáme. Zákazníci postupne prestali do bufetu dochádzať a bufetár si mohol krátievať dlhé chvíle hádzaním šípok do terča, hraním biliardu a maľovaním krajiniek. Nik ho už neobťažoval. Potom však bufetárovi svitla možnosť prevziať bufet do akéhosi prenájmu a situácia sa zmenila. Dovtedy poberal bufetár nízky plat, ani rodinu si nemohol založiť. Náhle sa pred ním otvorila možnosť vysokého zárobku vo vlastnom podniku. Siahol po tejto možnosti, spísal so sklárňou zmluvu a stal sa vlastným pánom. Naobjednával tovar, bufet dal vymaľovať a na steny rozvešal vlastnoručne namaľované vkusné obrazy. Neuvedomil si, že už dávno si všetci odvykli k nemu chodievať a nič na tom nezmenila ani krikľavá reklamná tabuľa nad vchodom. Odvtedy sa bufetár usiluje získať zákazníkov späť a nedarí sa mu to ani pomocou najvyberanejších lahôdok a najjemnejších nápojov, ktoré naobjednával. Bufet zíva prázdnotou a bufetár si musí privyrábať drobnými lúpežnými vraždami v nočnej fabrike.

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization’s culture. Culture, as he uses the term, is that which cannot, will not, and must not change.

Kao prvo, tu je osnovna misao teologije oslobođenja. Ona je naišla na odziv na svim kontinentima i može se još pretvoriti u nešto pozitivno. Jezgra je te misli da se kršćanstvo mora ostvariti u čovjekovoj egzistenciji na zemlji. Ono mora čovjeku dati slobodu savjesti, ali mora isto tako naglašavati i čovjekova socijalna prava. Ako ta misao postane jednostrana, pokušat će od kršćanstva stvoriti instrument političkoga preoblikovanja. Iz toga se rodila ideja kako su sve religije zapravo instrumenti kojima se ostvaruje sloboda, mir i očuvanje svijeta, a oni bi se morali opravdati političkim uspjehom i političkim određivanjem cilja. Ta tematika varira ovisno o političkoj situaciji, ali je prisutna na svim kontinentima. Ona se danas čvrsto ukorijenila u Aziji, ali i u Africi. Čak je prodrla i u islamski svijet, gdje se može naići na pokušaje interpretiranja Kurana postavkama teologije oslobođenja. To je ipak samo marginalna pojava, ali je, na primjer, odigrala značajnu ulogu u muslimanskim terorističkim pokretima. Islam je, po toj interpretaciji, zapravo oslobodilački pokret - možda protiv Izraela. U međuvremenu se ideja oslobođenja - ako uopće smijemo slobodu nazvati glavnim obilježjem novojeke duhovnosti i našega stoljeća - snažno združila s feminističkom ideologijom. Žena je potlačeno biće i zato je oslobađanje žene jezgra svake oslobađajuće djelatnosti. Ovdje je političko oslobođenje nadmašeno antropološkim oslobođenjem. Pritom se ne misli samo na oslobađanje od prisila uloge žene, nego na biološku uvjetovanost čovjeka. Razlikuje se biološki fenomen seksualnosti od njegovih povijesnih pojavni oblika, koji se označavaju imenom ''gender''. Revolucija protiv povijesnog oblika seksualnosti vodi do revolucije protiv bioloških predodređenosti. Više se uopće ne smije spominjati ''priroda''. Čovjek se treba moći oblikovati po želji, mora se osloboditi svih predodređenosti svoga bića. On sam čini od sebe ono što želi biti i tek tada postaje ''slobodnim'' i oslobođenim. U pozadini je tog a čovjekova pobuna protiv granica koje se nalaze u njemu samom kao biološkom biću. Riječ je zapravo o pobuni protiv našega Stvoritelja. Čovjek je po tom učenju vlastiti stvoritelj - suvremeni pokušaj čovjeka da bude Bogom ili da bude poput Boga.

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization’s culture. Culture, as he uses the term, is that which cannot, will not, and must not change. We talk a lot about changing corporate culture, as though it were just another parameter of the organization, like an SIC code or address. But Drucker would have us look at culture entirely differently, as the bedrock upon which any constructive change will have to rest. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self.

Tom Watson, though, held his team and himself to a different standard. As he explained to his men in 1930 at the outset of the Depression, “No man deserves any special credit for being an average man. It is the men who are striving to be above the average who are the men who build business—they are the men who build nations.” This belief applied to every person, including himself as the person holding the title of the CEO, because a policy was “a policy for the entire organization; not for just one man.” The average, in his eyes, was “the average” because the “above average” carried the rest. He was determined to be one of the great CEOs who would carry the rest.

Santo Bruno, Roberto Caporuscio, Pat DePula, Steve Green, Ruth Gresser, PJ Hamel, Jay Jerrier, Brad Kent, Adam Kuban, Tom “The Dough Doctor” Lehmann, Matt McClellan, Penny Pollack, Shawn Randazzo, Peter Reinhart, Jesse Ryan, and

BIBLIOGRAPHY Often the question of which books were used for research in the Merry series is asked. So, here is a list (in no particular order). While not comprehensive, it contains the major sources. An Encyclopedia of Faeries by Katharine Briggs Faeries by Brian Froud and Alan Lee Dictionary of Celtic Myth and Legend by Miranda J. Green Celtic Goddesses by Miranda J. Green Dictionary of Celtic Mythology by Peter Berresford Ellis Goddesses in World Mythology by Martha Ann and Dorothy Myers Imel A Witches’ Bible by Janet and Stewart Farrar The Fairy Faith in Celtic Countries by W. Y. Evans-Wentz Pagan Celtic Britain by Anne Ross The Ancient British Goddesses by Kathy Jones Fairy Tradition in Britain by Lewis Spense One Hundred Old Roses for the American Garden by Clair G. Martin Taylor’s Guide to Roses Pendragon by Steve Blake and Scott Lloyd Kings and Queens from Collins Gem Butterflies of Europe: A Princeton Guide by Tom Tolman and Richard Lewington Butterflies and Moths of Missouri by J. Richard and Joan E. Heitzman Dorling Kindersly Handbook: Butterflies and Moths by David Carter The Natural World of Bugs and Insects by Ken and Rod Preston Mafham Big Cats: Kingdom of Might by Tom Brakefield Just Cats by Karen Anderson Wild Cats of the World by Art Wolfe and Barbara Sleeper Beauty and the Beast translated by Jack Zipes The Complete Fairy Tales of the Brothers Grimm translated by Jack Zipes Grimms’ Tales for Young and Old by Ralph Manheim Complete Guide to Cats by the ASPCA Field Guide to Insects and Spiders from the National Audubon Society Mammals of Europe by David W. MacDonald Wicca: A Guide for the Solitary Practitioner by Scott Cunningham Northern Mysteries and Magick by Freya Aswym Cabbages and Kings by Jonathan Roberts Gaelic: A Complete Guide for Beginners The Norse Myths by Kevin Crossley Holland The Penguin Companion to Food by Alan Davidson

oppressed’ – the victims of Anglo-American imperialism. Labelling Israel uniquely as a ‘racist state’ was the climax of twenty-five years of lobbying started by Labour MP Peter Hain, the former student anti-apartheid campaigner, who accused Israel of oppressing the Palestinians even more than South Africa had oppressed blacks under apartheid. Over that period, and especially during the year before they met in Durban, the anti-Zionists’ language had become increasingly anti-Semitic. At the beginning of 2001, the groups that were to meet in Durban had celebrated the final collapse of the peace process between Israel and the Palestinians. To their satisfaction, the Palestinians launched a second intifada, seeking to kill as many Israelis as possible. Eight months later, at the climax of the Durban conference, thousands of activists and delegates marched through the city waving placards reading ‘Kill All Jews’ and ‘The Good Things Hitler Did’.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

A lady recently said to me, “Lebo, the passion you have for women is so deep. I don’t think I have half the passion you have for my own self and I’m a woman.” Truth is, every man inherently has this drive whether they aware of it or not. We, as men, whether gay or straight, live to unravel the sensual mystery/beauty of the feminine energy. Not to sound like a male chauvinist, but I believe this is one of the biggest reasons why as Tom Ford said, “Men are often better designers for women than other women.” It is this approach of “mining” and wanting to “unravel” the sensual feminine mystery/beauty that serves as our biggest drive or motivation. Male designers (i.e. David tlale, Gert Johan Coetzee, Christian Louboutin, Tomford, ME, etc.) are very exceptional at their craft because I believe they have this deep acknowledgement that they were first and foremost “CALLED” TO PUT WOMEN ON A PEDESTAL, and that means understanding that women want to feel overwhelmingly desired rather than rationally considered. By the way, women are not given the luxury to unravel their own sensual feminine mystery/beauty as men are. Women in general tend to have a very limited perspective of themselves which prevents them from reaching their fullest sensual feminine potential. Blame it on the society. Their biggest challenge is seeing themselves beyond their insecurities; they’re trapped by their own views of themselves particularly as women in a patriarchal society. But men (NOT patriarchal men), on the other hand, are able to see beyond women’s insecurities; they can see women’s potential than most women can see themselves. AND AWAKENED MODERN MEN WANT TO FULLY MAXIMIZE THAT POTENTIAL. This is why I strongly believe that a man’s ultimate role in the 21st century is to help carve the definition of what it means to be a woman. I know most feminists are pissed to hear me say that. The legendary photographer Peter Lindbergh said, “The most important part of fashion photography, for me, is not the models; it is not the clothes. It’s that you are responsible for defining what a woman today is. That, I think, is my job.” If women are diamonds/gold, then men got to be jewelry designers.

Tom Peters instructs in his customary bravado to “create your own microequivalent of the Nike swoosh.

A man approached J. P. Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” “Sir,” J. P. Morgan replied, “I do not know what is in the envelope; however, if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms and handed over the envelope. J. P. Morgan opened it and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000. On the paper… 1. Every morning, write a list of the things that need to be done that day. 2. Do them.

Everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way. —Viktor Frankl,

Toms Shoes CEO Blake Mycoskie harnessed the power of purpose by deciding to give away one pair of shoes to a child in the developing world for every pair sold.

I’ll bet (a pretty penny)… Bet #1: Five of ten CEOs see training as an expense rather than an investment. Bet #2: Five of ten CEOs see training as defense rather than offense. Bet #3: Five of ten CEOs see training as a necessary evil rather than a strategic opportunity. I’ll bet (many, many a pretty penny)… Bet #4: Eight of ten CEOs, in a forty-five-minute tour d’horizon of their business, would NOT mention training.

Transforming Culture It is easier to kill an organization than it is to change it. —Tom Peters Every gathering of people, every organization has a culture. Though a local church is much more than just an organization, every church has a culture. Some church cultures are healthy and some are unhealthy, but every church has a culture. Healthy church cultures are conducive for leadership development. They don’t merely say they value leadership development; they actually believe the Church is responsible to develop and deploy leaders, and they align their actions to this deeply held conviction. Culture ultimately begins with the actual beliefs and values that undergird all the actions and behavior. A church’s capacity for developing leaders relies on the collective worldview of the church and whether it is compatible with the ambition. A church’s culture has the power to significantly impede or empower its effectiveness in the Great Commission and the call to multiplication. Leaders create culture and culture shapes leaders and churches, even without recognizing it. Ministry leaders must understand the transformative power of culture if they want to have mature communities of faith.1 Organizational culture, and more pertinently church culture, is intensely potent. Church culture is a powerful force in the hands of those who shape a local church according to God’s design. If you are reading this book in any type of building, rebar is likely holding the building up and connecting the structure together. Glance up from the book and look for the rebar (short for reinforcing bar). You can’t see it, but it is impacting everything you see. You often can’t see culture, not in the same way you can see the doctrinal statement (the expressed convictions) or the leadership pipeline (the expressed constructs), but it holds everything in place. For better or worse, culture impacts your church more than you often realize. Building on the expert work of Edgar Schein, church culture can be seen in three layers, each layer building and depending on the layer below it.2 These layers move from actual beliefs to articulated beliefs, to the expression of those beliefs (called artifacts). All three layers make up the culture in a church. Actual beliefs are what the group collectively believes, not merely says they believe.

NOVELS Coetzee, J.M. Disgrace. Exley, Frederick. A Fan's Notes. Kohler, Sheila. One Girl. Miller, Henry. Tropic of Cancer. Salter, James. Light Years, A Sport and a Pastime. Stone, Robert. Dog Soldiers. Welch, James. The Death of Jim Loney. Wharton, Edith. The Age of Innocence. White, Edmund. The Beautiful Room Is Empty. SHORT STORY COLLECTIONS Bloom, Amy. Come to Me. Cameron, Peter. The Half You Don't Know. Carver, Raymond. Where I'm Calling From. Cheever, John. The Stories of John Cheever. Gaitskill, Mary. Bad Behavior, Because They Wanted To. Houston, Pam. Cowboys Are My Weakness. Johnson, Denis. Jesus' Son. Nugent, Beth. City of Boys. O'Brien, Tim. The Things They Carried. O'Connor, Flannery. The Complete Stories. Paley, Grace. Enormous Changes at the Last Minute. Perrotta, Tom. Bad Haircut. White, Edmund. Skinned Alive. Yates, Richard. Liars in Love.

What is your name?" she asked wearily. "Tom Gibbons." "And yours?" turning to The Wounded Bad Man. "Bill Kearny." She glanced inquiringly at The Youngest Bad Man. "Bob Sangster," he replied. "Will you save my baby?" Slowly, searchingly, the wonderful eyes confronted each Bad Man in turn.

Death is a terrible thing, Tom," he sobbed. "Life's worse," said The Wounded Bad Man gently. He was seated apart, with the baby in his arms, shielding it from the sun with his broad sombrero. "Death can only get you once, but Life is a ghost dance. I wonder what it has in store for you, kidlets. I wonder.

I've done a heap o' ornery things in my day," he growled, "but I ain't stealin' the water that belongs to my godson. Don't you insult me no more, Tom Gibbons.

biologist Sir Peter Medawar famously described a virus as ‘a piece of bad news wrapped in protein

Por lo tanto, creo firmemente en los rituales de comportamiento. Creo en preguntarme rutinariamente: «Oye, ¿cómo vas a hacer. . . que los próximos 15 minutos. . . importen?»).

La inestabilidad per se es la clave. No solo estoy totalmente de acuerdo, sino que también pienso en la «variedad exuberante» como «cultura corporativa», o incluso como «cultura de departamentos», creo que es la clave para el crecimiento orgánico, el éxito, y para atraer y retener talentos vigorosos e inquietos, interesados en crear valor.

24. Lo «d»iverso siempre gana. Lo llamo «diversidad con ‘d’ minúscula». No estoy hablando de justicia social; mi numerito es la eficacia de la empresa. O, al menos, esa es la parte que usted está buscando en estas páginas. Más y más investigaciones están desprestigiando el hecho de depender excesivamente de los expertos. (Y eso fue antes del actual fiasco financiero, engendrado a espaldas de los mejores y muy brillantes). En esencia: Cualquier toma de decisiones o ejecución de procesos debe incluir simplemente toda forma de diversidad que usted pueda evocar: H, M, negro, blanco, universidad de élite, ninguna universidad, predicadores, maestros, bajo, alto. . . lo que sea. ¡Mídalo! (Repito: La evidencia que respalda esta noción tiene 10 millas de ancho y 10 millas de profundidad).

The difference between great and average or lousy in any job is, mostly, having the imagination and zeal to re-create yourself daily. —TOM PETERS, THE PURSUIT OF WOW!