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The CreativeAge is awide-open game.

Richard Florida, The Rise of the Creative Class

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There is no jobthat is AmericasGod-given rightanymore. Carly Fiorina/HP/01.08.2004

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Importance of Success Factors by VariousGurus/(Unreliable) Estimates by Tom Peters

Strategy Systems People Passion

Porter 50% 20 20 10

Drucker 30% 35 20 15

Bennis 25% 20 30 25

Peters 15% 20 35 30

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MP: If the strategy is right, then itis axiomatic that the humanresources concerns will simplytake care of themselves.

PD: People are idiots. Vat ve need aresystems, systems, systems!

TP: If youve got great people who givea s___, who needs a plan?WB: I lean toward Tom, but could weall cool off a little bit?

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Hardball : Are You Playing to Play o r Playing to Win?

by George Stalk & Rob Lachenauer/HBS PressThe winners in business have always played hardball. Unleash massive and

overwhelming force. Exploit anomalies. Threaten your competitors profit

sanctuaries. Entice your competitor into retreat.

Approximately 640 Index entries:Customer/s(service,

retention , loyalty),4. Peop le (employ ees, motivat ion, m orale, worker/s) ,0.

Innovation (prod uct development, research & development, new pro duc ts),0

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1. PeopleFirst!

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When land was the productive

asset, nat ions batt led

over i t.The same is

happen ing now fortalented people.

Stan Davis & Christopher Meyer, futureWEALTH

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Whoops :Jack

didnt have a vision!*

*GE = Talent Machine (Ed Michaels)

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Leadersdo people.P-e-r-i-o-d.Anon.

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ea ersdopeople.

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Talent!

Tina Brown: The first thing isto hire enough talentthat a critical mass ofexcitement starts to

grow.Source: Business2.0

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Headhunter Excellence?

(CEO Performance vs S&P 500)

Korn Ferry/Tom Neff: +1.1%Heidrick & Struggles/

Gerry Roche: -5.2%

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2. Soft IsHard.

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Message: Leadership is

all about love![Passion,Enthusiasms, Appet i te for L i fe,

Engagement, Comm itment, Great

Causes & Determ ination to Make aDamn Difference, Shared Adventu res,

B izarre Failu res, Grow th , Insatiable

Appeti te fo r Change.][Otherwise, why bo ther?Just read Dilbert. TPs final words: CYNICISM SUCKS.]

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3. FUNDAMENTALPREMISE: We Are in an Age

of Talent/Creativity/

Intellectual-capital Added.

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Human creativityis the ultimateeconomicresource. Richard Florida,The Rise of the Creative Class

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Age of AgricultureIndustrial Age

Age of Information IntensificationAge of Creation Intensification

Source: Murikami Teruyasu, Nomura Research Institute

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Agriculture Age (farmers)Industrial Age (factory workers)

Information Age (knowledge workers)Conceptual Age(creators and empathizers)

Source: Dan Pink, A Whole New Mind

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My wife and I went to a [kindergarten] parent-teacherconference and were informed that our budding

refrigerator artist, Christopher, would be receiving a

grade of Unsatisfactory in art. We were shocked. Howcould any childlet alone our childreceive a poor

grade in art at such a young age? His teacher

informed us that he had refused toco lor w i th in the l ines, which was a

state requ irement for

demonstrating grade-level motorski l ls. Jordan Ayan, AHA!

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15 Leading Biz Schools

Design/Core: 0Design/Elective: 1Creativity/Core:

0Creativity/Elective: 4Innovation/Core: 0

Innovation/Elective: 6Source: DMI/Summer 2002

Research by Thomas Lockwood

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4. TalentExcellence in

Every Part of

Every Organization.

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Wegmans: #1/100 Best Companies to Work for

84%: Grocery stores are all alike46%: additional spend if customers have an emotional

connection to a grocery store rather than are satisfied

(Gallup)

Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant

You canno t separate their strategy as

a retai ler from their s trategy as an

employer.Darrell Rigby, Bain & Co.

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5. P.O.T./ PursuitOf Talent =

OBSESSION.

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The leaders of Great

Groups love talentand know where to find it.

They revel in thetalent of others.Warren Bennis & Patricia Ward Biederman, Organizing Genius

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PARCs Bob Taylor:

Connoisseurof Talent

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Les Wexner:Fromsweaters to people!

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6. Talent MastersUnderstand Talents

Intangibles.

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Visibly energetic/Passionate/Enthusiastic about everything

Engaging/Inspires others. (Inspires the interviewer!)Lovesmesses & pressure.

Impatient/ Action fanatic.A finisher.

Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.Smart.

Curious/ Eclectic interests/ A li t t le (or more) weird.Well-developed sense of humor/ Fun to be around.

******

No. 1 re bosses: Exceptional talent selection & developmentrecord. (Former co-workers: Did you visibly grow while

working with X? /How has the department/team grownon a world-class scale during Xs tenure?)

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Q:If it were your $50K[lifes savings] and my $50K,what sort of Waiterswould we look for?

A:Enthusiasts!

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7. HR IsCool.

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Chicago:

HRMAC

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support function / cost

center / bureaucraticdrag

or

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Are youRockStars of theAge of Talent

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HR doesnt tend to hirea lot of independentthinkers or people whostand up as moralcompasses. Garold Markle,

Shell Offshore HR Exec (FC/08.05)

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8. HR Sits atThe Head

Table.

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DD$21M

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9. Re-nameHR.

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TalentDepartment

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People Department

Center for Talent Excellence

Seriously Cool People Who Recruit& Develop Seriously Cool People

Etc.

H R to H E D ???

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H.R. to H.E.D. ???

Human

Enablement

Department

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10. There Is an

HR Strategy/

HR Vision

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Our Mission

To develop and manage talen t;to apply that talent,

throughout the world,for the benefit of clients;to do so in partnership;

to do so with profit.WPP

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Omnicom very simply isabout talent. Its aboutthe acquisition of talent,providing theatmosphere so talent is

attracted to it. John Wren

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Whats your companys

EVP?Employee Value Proposition, per Ed

Michaels et al.,The War for Talen t;

IBP/Internal Brand Promiseper TP

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EVP = Chal lenge,p rofess ional g row th ,

respec t, sat isfac t ion ,opportun ity , reward

Source: Ed Michaels et al., The War for Talent

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11. Acquirefor Talent!

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Omnicom's acquisitions:not for

size per se; buying

talent;deepen arelationship with

a client.Source: Adver t is ing Age

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12. There Is aFORMALRecruitment

Strategy.

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Cirque duSoleil!

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Cirque du Soleil: Talent(12

ful l-t ime scouts,database of20,000). R&D (40% of profits; 2X avg corp).

Controls (shows are profit centers; partners like Disneyoffset costs; $100M on $500M). Scarcity builds

buzz/brand (1 new show per year. People tell me wereleaving money on the table by not duplicating our shows.

Theyre right.Daniel Lamarre, president).

Source: The Phantasmagoria Factory/Business 2.0/1-2.2004

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13. There Is aFORMAL LeadershipDevelopment

Strategy.

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14. There is a WorldClass LeadershipDevelopment

CENTER.

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Crotonvi l le!**No B-schools!

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DD: 0 to 60mph

in a flash(months)

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Getting to WOWThrough Mastery of

The Sales25.

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Getting Things Done:The

Power &Implementation34.

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PresentationExcellence: The

PresX56

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The Interviewing

Excellence: TheIntX31

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15. There Is aFORMALSTRATEGIC HR

Review Process.

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16. The Top100, andEvery Units Top10, Are

ConsciouslyManaged.

In most companies, the Talent Review Process is a

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farce. At GE, Jack Welch and his two top HR peoplevisit each division for a day. They review the top 20 to

50 people by name. They talk about Talent Pool

strengthening issues.The Talent Review

Process is a contact sport at

GE; i t has the in tensi ty and the

impo r tance of the budget

process at most companies.Ed Michaels

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17. People/Talent ReviewsAre the FIRST

Reviews.

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18. HR Strategy =BUSINESS Strategy.

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19. Make it a

Cause WorthSigning Up For.

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G.H.:Create acause,nota business.

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20. UnleashTheir Full

Potential!

Organizing Genius/ Warren Bennisand Patricia Ward Biederman

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Groups become great only when

everyone in them, leaders and

members alike, is f ree to do h is or

her abso lute best.

The best thing a leader can do for a

Great Group is to al low its

members to discover thei rgreatness.

Yes!!!!!!!!!!!!!!!!!

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free to do his or herabsolute best allow its membersto discover their

greatness.

Firms will not manage the careers

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of their employees.They w i l l

p rov ide oppo rtun i ties to enable

the employee to develop

ident i ty and adap tab i l ity andthus be in charge of h is or her

own career.

Tim Hall et al., The New Protean Career Contract

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RE/MAX: A LifeSuccessCompanySource: Everybody Wins, Phil Harkins & Keith Hollihan

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Ye gads: Thomas Stanley has not

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on ly found no correlat ion between

success in schoo l and an abi li ty toaccumulate wealth, hes actually

found a negat ive co rrelat ion .It seemsthat school-related evaluations are poor predictors of economicsuccess, Stanley concluded. What did predict success was a

willingness to take risks. Yet the success-failure standards ofmost schools penalized risk takers. Most educational systemsreward those who play it safe. As a result, those who do well in

school find it hard to take risks later on.

Richard Farson & Ralph Keyes, Whoever Makes th e Most Mistakes Wins

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21. Set SkyHigh

Standards.

From 1, 2 or youre out [JW]

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to

Best Talen tin

each industry segment tobu i ld best p rop r ietary

intangibles[EM]Source: Ed Michaels, War for Talent

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22. EnlistEveryone inChallenge

Century21.

If there is nothing

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very spec ial abou tyour wo rk ,no matter how

hard you apply yourself you wontget noticed, and that increasinglymeans you wont get paid much

either.Michael Goldhaber, Wired

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Dist inct

or Ext inct

New Work SurvivalKit.2005

1. Mastery!(Best/Absurdly Good at Something!)2 Manage to Legacy (All Work = Memorable/Braggable WOW Projects!)

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2. Manage to Legacy(All Work = Memorable/Braggable WOW Projects!)3. A USP/Unique Selling Proposition(R.POV8: Remarkable Point of

View captured in 8 or less words)

4. Rolodex Obsession(From vertical/hierarchy/suck up loyalty tohorizontal/colleague/mate loyalty)

5. Entrepreneurial Instinct(A sleepless Eye for Opportunity! E.g.: SmallOpp for Independent Action beats faceless part of Monster Project)

6. CEO/Leader/Businessperson/Closer(CEO, Me Inc. Period! 24/7!)7. Master of Improv(Play a dozen parts simultaneously, from

Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor(A willingness to Screw Up & Move On)9. Comfortable with Your Skin(Bring interesting you to work!)10. Intense Appetite for Technology(E.g.: How Cool-Active is your

Web site? Do you Blog?)

11. Embrace Marketing(Your own CSO/Chief Storytelling Officer)

12. Passion for Renewal(Your own CLO/Chief Learning Officer)13. Execution Excellence!(Show up on time! Leave last!)

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23. Pursuethe Best!

Differentiation is all about

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being extreme, rewarding thebest and weeding out theineffective. You build strongteams by treating individualsdifferently. Just look at the waybaseball teams pay 20-gamewinning pitchers and 40-plushomerun hitters.Jack Welch

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best person inthe worldArthur Blank

Did We Say Talent Matters?

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The top software developers are more

productive than average softwaredevelopers not by a factor of 10X or 100X,

or even 1,000X,

but10,000X.Nathan Myhrvold, former Chief Scientist, Microsoft

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THE HEART OF CELERA IS THEWORLDS LARGEST PRIVATE SUPERCOMPUTER FED 24 HOURS A DAY BY SEQUENCING

ROBOTS AND CREATED-PROGRAMMED-

CONTROLLED BY A DOZEN GREATMINDS.

Source: Juan Enriquez/Asthe Future Catches You

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24. Up orOut.

We believe companies can increase their market cap

50 percent in 3 years Steve Macadam at Georgia-

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50 percent in 3 years. Steve Macadam at Georgia

Pacificchanged 20 o f h is 40box p lant managers to put

more talen ted , h igher paidmanagers in charge.He increasedprofitability from $25 million to $80 million in 2

years.

Ed Michaels, War for Talent

Ensure that

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25. Ensure that

the Review

Process Has

INTEGRITY.

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25 =100*

* But what do I do thats more important than developingpeople? I dont do the damn work. They do.

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26. Pay Up!

Top performing companies are

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p p g p

two to four times more likelythan the rest to pay what

it takesto prevent losingtop performers.

Ed Michaels, War for Talent (05.17.00)

Costco

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*$17/hour (42% aboveSams); very good healthplan; low t/o, low shrinkage

*Low margins (When I started, Sears, Roebuck

was the Costco of the country, but they allowedsomeone to come in under themJim Sinegal)

Source: How Costco Became the Anti-Wal*Mart/NYT/07.17.05

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27. Training I:Train! Train!Train!

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3 Weeks in May

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3 Weeks in May

Training & Prep: 187

Work: 41(Other: 17)

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1%

vs.

367%

Divas do it. Violinists do it.

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Sprinters do it. Golfers do it.Pilots do it. Soldiers do it.Surgeons do it. Cops do it.

Astronauts do it.Why dont

businesspeop le do i t?

Knowledge becomes obsolete

i dibl f Th

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incredibly fast. The

cont inu ing pro fess ional

educat ion o f adu lts is the

No. 1 indus try in the nex t 30

years mostly on line.

Peter Drucker, Business 2.0

Edward Jones Training Machine*

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146 hours/employee/year

New hires: 4X avg.3.8% of payroll

* #1, The 100 Best Companies To Work For/Fortune/01.2003

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28. Training II:

100% BusinessPeople.

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29. Training III:100%LEADERS.

I start with the

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premise that thefunction of leadershipis to produce moreleaders, not morefollowers. Ralph Nader

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30. Training IV:Boss as Trainer-in-Chief.

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Workout = 24

DPY in theClassroom

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31. OpenCommunication:NO BARRIERS.

The organizations we created have

become tyrants. They have takent l h ldi f tt d ti

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control, holding us fettered, creatingbarriers that hinder rather than help

our businesses. The l ines that we

drew on our neat organ izat ionaldiagrams have turned into wal ls

that no one can scale or penetrate

or even peer over.Frank Lekanne Deprez &Ren Tissen, Zero Space: Moving Beyond Organizational Limits

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32. Respect!

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What creates trust,in the end, is theleaders manifestrespect for the

followers.Jim OToole, Leading Change

It was much later that I realized Dads secret. He

gained respect by giving it. He talked and listenedto the fourth-grade kids in Spring Valley who

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to the fourth grade kids in Spring Valley who

shined shoes the same way he talked and listened

to a bishop or a college president.He wasseriously interested inwho you were andwhat you had to say.Sara Lawrence-Lightfoot, Respect

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33. Embracethe Whole

Individual.

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34. BuildPlaces ofGrace.

My favorite word is grace

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whether its amazinggrace,saving grace, graceunder

fire, GraceKelly. How we livecontributes to beauty whetherits how we treat other people or

the environment.Celeste Cooper, designer

Rodaleson Grace

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elegance charm loveliness poetry in

motion kindliness ..benevolence benefaction

compassion beauty

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35. MBWA*:VisibleLeadership!

*Managing By Wandering Around

The first and greatest

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imperative ofcommand is to bepresent in person. Thosewho impose risk must beseen to share it.John Keegan,The Mask o f Command

36

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36. ThankYou!

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The deepest human needis theneed to beappreciated.

William James

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37. Promote forpeople skills.(THE REST IS

DETAILS.)

33 Div is ion Tit les . 26

League Pennan ts . 14

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g

World Series :Earl Weaver0.Tom Kelly0. Jim Leyland0.

Walter Alston1AB. TonyLaRussa132 games, 6 seasons.

Tommy LasordaP, 26 games.

Sparky Anderson1 season.

When assessing candidates, the first

thing I looked for was energy and

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enthusiasm for execution. Does shetalk about the thr i l l of gett ing

things done, the obstacles

overcome, the role her peop leplayedor does she keep wandering

back to strategy or philosophy?Larry Bossidy, Honeywell/AlliedSignal, in Execut ion

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38. HonorYouth.

Why focus on these late teens and twenty-

somethings? Because they are the f irs t

young who are both in a posi tion to

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y g p

change the world , and are actual ly

do ing so . For the first time in history,children are more comfortable, knowledgeable

and literate than their parents about aninnovation central to society. The Internet has

triggered the first industrial revolution in historyto be led by the young.

The Econom ist

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39. Provide Early

LeadershipAssignments.

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TheWOW!Project

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Your Current Project?

1. Another days work/Pays the

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rent.4. Of value.7. Pretty Damn Cool/Definitely

subversive.10.WE A IM TO CHANGE THE

WORLD.(Insane!/Insanely

Great!/WOW!)

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40. Create aFORMAL Systemof Mentoring.

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W. L. Gore

Quad/Graphics

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41. Diversity!

Diversi tydef ines the healthand wealth o f nat ions in a new

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century. Mighty is the mongrel. The hybrid is hipThe impure, the mlange, the adulterated, the

blemished, the rough, the black-and-blue, the mix-and-match these people are inheriting the earth.

Mixing is the new norm. Mixing trumps isolation. Itspawns creativity, nourishes the human spirit, spurs

economic growth and empowers nations.

G. Pascal Zachary, The Global Me:New Cosmopol i tans and the Competi t ive Edge

CM Prof Richard Florida on Creative

Capital:

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Cap ta You cannot get atechnologically innovativeplace unless its open toweirdness, eccentricity anddifference.

Source: New York Times

Where do good new ideas come

from? Thats simple! From

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differences. Creat iv i ty comes

from un likely juxtaposi t ions.

The best way to maximize differenceis to mix ages, cultures and

disciplines.

Nicholas Negroponte

Duh!

We want our associate population to

mirror ou r customer populat ion at

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p p

every level, from the execu t ive su ite al l

the way to the retai l f loor.In the marketplace,basically what I want to do is draw a concentric circle around

every one of our 2,300 stores, and I want the assortment in thatstore to match the ethnicity of the neighborhood its in. Some

neighborhoods are all Hispanic, so we can put in a full Hispanicformat. Thats what Super Saver is. All the signage is in both

languages. Theres a 100 percent Spanish-speaking staff in the

store.Larry Johnston, CEO, Albertsons

42

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42. WOMENRULE.*

*Duh.

AS LEADERS, WOMEN

RULE:New Studies find

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that female managersoutshine their male

counterparts in almostevery measure

Title, Special Report, Business Week

Womens Strengths Match New EconomyImperatives: Link [rather than rank] workers;

favor interactive-collaborative leadership style[empowerment beats top-down decision making]

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sustain fruitful collaborations; comfortable withsharing information; see redistribution of power

as victory, not surrender; favor multi-dimensionafeedback; value technical & interpersonal skills,individual & group contributions equally; readilyaccept ambiguity; honor intuition as well as pure

rationality; inherently flexible; appreciate

cultural diversity.Source: Judy B. Rosener,Americas Competitive Secret

U.S. G.B. E.U. Ja.

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M.Mgt. 41% 29% 18% 6%T.Mgt. 4% 3% 2%

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3. Women are under-represented in our leadershipranks.

4. Women and men are different.5. Womens strengths match the New Economys

leadership needsto a striking degree.6. Women are also the principal purchasers of goods

and servicesretail and commercial.7. Ergo, women are a large part of the answer to the

War for Talent issue/opportunity.

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43. Hire (&Protect!)Weird!

Are thereenough

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weird peop leinthe lab these days?V. Chmn., pharmaceutical house, to a lab director

The Cracked Ones Let in the Light

Our business needs a massive

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transfusion of talent, andtalent, I believe, is most likely tobe found among non-conformists, dissentersand rebels.David Ogilvy

Deviants, Inc. Deviance tells

the sto ry o f every mass

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market ever created . Whatstarts out weird and dangerous

becomes Americas next big corporate

payday. So are you looking for the nextmass market idea? Its out there way

out there.

Source: Ryan Matthews & Watts Wacker, Fast Company(03.02)

Saviors-in-Waiting

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Disgruntled CustomersOff-the-Scope Competitors

Rogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision : Beat the Comp et it ion by Focu sing o nFr inge Compet i tors, Los t Custom ers, and Rogue Emp loyees

Why Do I love Freaks?(1) Because when Anything Interesting happens it was a freak

who did it. (Period.)(2) Freaksare fun. (Freaks are also a pain.) (Freaks are never

b i )

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boring.)(3) We need freaks. Especially in freaky times. (Hint: These arefreaky times, for you & me & the CIA & the Army & Avon.)(4) A critical mass offreaks-in-our-midstautomatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is

a Good Thing in freaky timessee immediately above.)(5) Freaksare the only (ONLY) ones who succeedas in, make itinto the history books.(6) Freakskeep us from falling into ruts. (If we listen to them.)(We seldom listen to them.) (Which is why most of usand our

organizationsare in ruts. Make that chasms.)

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44. CherishBoldness!

A focus on cost-cutting and efficiency hashelped many organizations weather the

downturn, but this approach will ultimately

d th b l t

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render them obsolete.Only theconstant pursuit ofinnovation can ensurelong-term success.Daniel

Muzyka, Dean, Sauder School of Business, Univ of British

Columbia (FT/09.17.04)

GH (+TP):

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Get bettervsGet different

Franchise Lost

TP:

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How many ofyou [600]reallycrave a new

NYC/IIR/061205

No Wiggle Room!

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Incrementalismis innovationsworst enemy.Nicholas Negroponte

Beware of thetyranny of making

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Small Changes to SmallThings. Rather, makeBig Changes to BigThings. Roger Enrico, former Chairman, PepsiCo

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Acquisitions are about

buying market share. Our

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chal lenge is to

create markets .There is a big difference.

Peter Job, CEO, Reuters

Wealth in this new regimeflows directly from

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innovation, notoptimization. That is,wealth is not gained byperfecting the known, but byimperfectly seizing theunknown. Kevin Kelly, New Rules for the New Econ om y

I dont believe ineconomies of scale.You

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dont get better bybeing bigger. Youget worse.Dick Kovacevich/

Wells Fargo/Forbes08.2004 (ROA: Wells, 1.7%;

Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

Reward

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excellent failures.Punish mediocresuccesses.

Phil Daniels, Sydney exec

The First step in a

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dramatic organizationalchange program isobviousdramaticpersonal change! LH/RG/??

Every project we undertake startswith the same question:How

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can we do whathas never beendone before?

Stuart Hornery, Lend Lease

This is the true joy of Life, the beingused for a purpose recognized byyourself as a mighty one the being

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a force of Nature instead of afeverish, selfish little clod ofailments and grievancescomplaining that the world willnot devote itself to making youhappy. GB Shaw/Man and Superman

45 W A All

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45. We Are AllUnique.

Beware Standardized Evals: One

i NEVER fit

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size NEVER fits

all. One size fits

one Period

48 Players =

48 Projects =

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48 Projects =

48 dif ferentsuccessmeasures.

46 B

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46. BossesWin People

Over.

WHAT AN IDIOT: Instead

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WHAT AN IDIOT: Insteadof employees being in the drivers

seat, now were in the drivers

seat.

PJ:

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Coachingis winningplayers over.

47. GOAL:Voyages of

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Voyages of

MutualDiscovery.

I am inalterably opposed toorganization change,

empowerment, motivation. The

goal: to awaken the laten t talen t

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goal: to awaken the laten t talen talready w ith in , by provid ing

oppor tun i t ies wor thy o f the

individuals investment of her or

his most precious resources

t ime and emot ional comm itment .

I dont

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I don t

know.

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Quests!

Organizing Genius/ Warren Bennisand Patricia Ward Biederman

Groups become great only when

everyone in them, leaders and

members alike is f ree to do h is or

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members alike, is f ree to do h is or

her abso lute best.

The best thing a leader can do for aGreat Group is to al low its

members to discover thei r

greatness.

Yes!!!!!!!!!!!!!!!!!free to do his or her

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absolute best allow its membersto discover their

greatness.

48 Foster

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48. FosterIndependence.

You must realize that how you invest your human

capital matters as much as how you invest yourfinancial capital. Its rate of return determines your

future options. Take a job for what i t teaches you ,f f

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no t for what i t pays. Ins tead o f a potent ial

employer asking, Where do you see yourself in

5 years? youll ask, If I invest my mental assets

w ith you for 5 years, how much w i ll they

appreciate?How much w i ll my po r t fo l io ofcareer options grow?

Stan Davis & Christopher Meyer, futureWEALTH

THE rise up and fleeSTREET

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your cubicle STREETJOURNAL

Adventures in Capitalism

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Thriv ing in 24/7(Sally Helgesen)

START AT THE CORE. Nimbleness only possible if welocate our inner voice, take regular inventory of

where we are.

LEARN TO ZIGZAG. Think gigs. Think lifelong

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g g g

learning. Forget old loyalty. Work on optimism.

CREATE OUR OWN WORK. Articulate your value.

Integrate your passions. I.D. your market. Run yourown business.

WEAVE A STRONG WEB OF INCLUSION. Build yourown support network. Master the art of looking

people up.

49

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.Enthusiasm!

BZ:

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I am a Dispenser ofEnthusiasm!

Most important,

he upped the

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he upped theexcitement level at

Motorola.Fortuneon Ed Zander/08.05

Before you can inspire withemotion, you must beswamped with it yourself.

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Before you can move theirtears, your own must flow. Toconvince them, you mustyourself believe. Winston Churchil

A man without

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a smiling facemust not open ashop. Chinese Proverb**Courtesy Tom Morris, The Art of Ac hievement

A leader is a

dealer in

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dealer in

hope.Napoleon

New Economy Biz Degree Programs

MBA(Master of Business Administration)MMM1(Master of Metaphysical Management)

MMM2 (Master of Metabolic Management)

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MGLF (Master of Great Leaps Forward)MTD (Master of Talent Development)

W/MwGTDw/oC (Woman/Man Who Gets ThingsDone without Certificate)

DE(Docto r of Enthus iasm )

50 Talent =

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50. Talent =Brand.

The Top 5 Revelations

Better talent wins.

Talent management is my job as leader.

Talented leaders are looking for the moonand stars

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and stars.

Over-deliver on peoples dreams they are

volunteers.

Pump talent in at all levels, from allconceivable sources, all the time.

Source: Ed Michaels et al., The War for Talent

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Brand =Talent.

51 Bonus

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51. Bonus.Free the LunaticWithin!

The greatest dangerfor most of usis not that our aim istoo high

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and we miss it,but that it istoo lowand we reach it.

Michelangelo

You cant behavein a calm, rational

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in a calm, rationalmanner. Youve gotto be out there onthe lunatic fringe.

Jack Welch