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.

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

Underpromise;overdeliver.

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.

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

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.

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.

Communication is everyone's panacea for everything.

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.

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.

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.

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

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

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.

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.

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.

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

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.

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.

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.

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.

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

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.

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.

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.

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.

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.