2.ThisIBelieveTom Peters ist einer der lesbarsten und einflussreichsten Management Gurus der letzten Jahrzehnte. Warum das zu Recht so ist, davon kann sich jetzt jeder schnell und ohne viel Zeit oder Mühe überzeugen: Tom Peter’s Credo seines Lebens kann man jetzt kostenfrei downloaden: This I Believe! bei Change This. 60 knackige Statements zu den wirklich wichtigen Themen für Unternehmen und Unternehmer am Beginn des 3. Jahrtausend. Downloaden, Drucken (oder nicht), Lesen!

Dieses “Manifesto” ist sicherlich das – für unternehmerisch denkende Menschen – wichtigste und beste aus den zweiten Runde (!) von Seth Godins neuem Projekt Change This (Siehe auch Ideen und Argumente für denkende Menschen). Ich habe selten eine so kompakte Sammlung motivierender Wahrheiten auf einem Stapel gesehen. Kein Wunder, ist ja quasi auch das Kondensat aus fast 40 Jahren publizistischer Arbeit in der Management-Literatur.

Auszug:

13. Destruction rules!
A surprising number of attendees at an end-of-millennium retreat I hosted left saying that their biggest “take-away”/“aha” could be captured by a single word. Namely: Cortez. That is, the great explorer…Hernando Cortez. Upon landing in Vera Cruz, Mexico, in 1519, Cortez headed inland to claim the nation for Spain. His soldiers faced a wily enemy and the ravages of disease. Fearing mutiny, Cortez resorted to an extreme strategy: He sent a lieutenant back to the sea…to burn the boats!

A little (or more) boat burning would do many enterprises a world of good. The exemplar here is Nokia. In the 1980s, the proud but hodge-podge Finnish conglomerate sold off all the crown jewels, starting with forest products (what else is Finland?), and threw in its lot with wireless communications—an arena where the leadership had virtually no expertise.

Muss einem nicht gefallen. Muss man nicht alles “richtig” finden. Aber fast jedes Statement ist zumindest “bedenkenswert” – Food for Thought!

Das Einzige, was man diesem Manifest – oder besser – Credo vorwerfen kann, ist, dass es selbst in dieser kondensierten Form für die typische Internet-Leserschaft schon etwas “mächtig” (umfangreich) daherkommt. Für alle die, denen fast 70 Seiten (locker beschriebene) Powerpoint-Slides zu viel sind, habe ich mir deshalb mal die Freude gemacht, meine persönlichen Favourites zu extrahieren. Ist etwa ein Drittel des Textes.

Hier … (das zumindest Querlesen der vollständigen Version kann ich aber nur jedem wärmstens ans Herz legen):

1. Technicolor rules! Passion moves mountains!
That’s been the theme of my life’s work.

When my company re-branded itself a couple of years ago, we looked upon a red exclamation mark, Pantone PMS 032, as our logo. Smugly perhaps, I believe that logo captures me (and our aspirations) almost perfectly.

I do not think business a dry, dreary, by-the-numbers affair. I think business (at its best) is about adventures and quests and growth and gold medals and booby prizes and emotion and service and care and character. All of those are Technicolor words.

Warren Bennis has the peculiar distinction of being the only person who’s close to both Peter Drucker and me. Asked about the two of us by a reporter some time back, Warren replied, “If Peter Drucker invented modern management, Tom Peters vivified it.” I’m not ready for my tombstone yet, but when the time approaches I wouldn’t mind imagining Warren’s Technicolor encomium as my summa.

3. Revolution now!
Of course I know “revolution” is a frighteningly strong word. Yet I also know (yes, know) that from warfare to commerce to education to health care, these are times of unprecedented change. Perhaps change of the once-a-millennium flavor. Hence it follows logically that such madcap times call for madcap initiatives—from the Pentagon to P.S. 9 in Oakland, CA, to the finance or purchasing department at XYZ Widgets.

If you choke on the word revolution, I am fearful for your future. The future of your career. Your enterprise. Your children. Your nation. Our world.

4. Question authority! (And hire disrespectful people!)
No assumption should go unchallenged! No strange idea should be dismissed or ignored!

(And the stranger who presents it should be welcomed rather than scorned!) Our schools breed conformity. (Conforming students.) Our white-collar prisons, those insipid high rises that mark most big-city skylines, cherish conformity. (Conforming workers.) And yet history’s progress—from the dawn of civilization until today—is measured and marked by the assaults of non-conformists: from politics to science to enterprise. By definition, the history book is a Deviant’s Hall of Fame. (And indeed, upon occasion…Hall of Shame.) A Museum of Misfits. My goal is to entrench the ethos of the history makers into our public and private institutions, small and large, as we face decades upon decades of unprecedented uncertainty and turmoil.

Highest accolades should go to those who have the guts to hire the Deviants. And Gold Stars for all who openly challenge the status quo—day after day after daunting day.

5. Disorganization wins! (Love the mess!)
The difference-makers thrive on chaos that would intimidate others. Jefferson and Adams. Lewis and Clark. Lincoln and Grant. TR and FDR. Churchill and Thatcher and Giuliani. The best companies, I’ve discovered, are the most disorganized. (Take note that I didn’t say undisciplined.)

Their leaders assemble a bulging portfolio of mavericks…and launch those mavericks on maverick initiatives. They know that what they know is small beer compared to what they don’t know—and only a passel of passionate and peculiar pioneers will successfully sort through the mess. To be sure, most of those pioneers will fail…but the successful remnant, alone, will vault the firm or public institution to its next performance plateau.

Organization is needed to execute our daily chores; yet all progress (All. Big Word.) depends on counterintuitive leaps into the unknown. Hence, it depends on those who cherish the mess.

8. Message 2003: Technology change (info-science, bio-science)
is in its infancy. (Greatest understatement: We ain’t seen nothin’ yet!)

The Internet has already lived up to its hype—and will soon exceed it. Wildly. The bio-tech/life-sciences revolution is but gathering way. The new technologies change everything (love, war, commerce, what it means to be human); the turmoil will extend for decades and the fallout for centuries. While there will be further bumps in the road, like the dot-com bust that marked the first couple of years of the new millennium, there is no going back. This genie is out of the bottle!

9. Everything is up for grabs!
Volatility is thy name! (Forever. And ever.) Re-imagine…or perish.

I put this on the cover of my most recent book: “It is the foremost task—and responsibility—of this generation to re-imagine all of our institutions, private and public.” “My God, sounds like a line from a presidential address,” one of my friends said. Well…yes. That is, it could be. These are not times for the faint of heart. They call for the maximum from each and every one of us. For the sake of ourselves, our communities, our children, our world. No right answers or certain rules are on the horizon. We must make it up as we go along. As for a Blessed Hiatus…forget about it. In short: We must all become…Re-imagineers.

10 Big stinks. (Mostly.)
We go through repeated waves of entrepreneurship (when waves of new stuff rush in) followed by consolidation (when the wave is past and the most absurd by-products of the irrational exuberance are weeded out). To some extent, such waves and tides will continue to ebb and flow. Yet the inherent volatility that surrounds us at the beginning of this new millennium suggests nothing less than a…Long Wave of Entrepreneurial Energy. Upstarts will indeed become Establishment…and will then be savagely attacked by the next round of Upstarts.

Truth is, Big Company performance has always been more problematic than imagined; and most adventures in consolidation (Big Mergers) fail miserably. While the new technology seems to promise the possibility of “agile giants” or “dancing elephants” (the latter suggested by former IBM boss Lou Gerstner), my money lies with the next generation(s) of Gateses and Waltons and Venters.

11. “Permanence” is a snare and a delusion.
(Forget “built to last.” It’s yesterday’s idea, if that.)

One serious study shows that but a single company on Forbes’ first List of Giants (the 1917 Forbes 100) outperformed the market between 1917 and 2003. The sole survivor, GE, is marked, not so incidentally, by a powerful, lingering spirit of independence and autonomy.

While I admire the instinct to pursue Eternal Glory, I believe the times are better suited for the Ellisons’ and Gates’…pursuit of Temporal Glory. (Which may or may not last…but which changes the world permanently.)

Put your all into surviving today’s tsunamis of change…and let the day after tomorrow take care of itself. Dream big? Absolutely! Aim to change the world? Absolutely! The idea is to set in train events that rattle every cage from here to kingdom come. But as to whether you and yours will be the engineers in charge of that train, circa 2053…who cares?

12. Kaizen (Continuous Improvement) is…Very Dangerous Stuff.
Caught with our pants down by vigorous Japanese competitors, we Americans quickly copied their essential competitive ideas, such as Total Quality Management and Kaizen. Fair enough! Brilliant, in fact! Yet these important notions are in part cornerstones of an earlier, industrial age…when winning products stayed on the shelves in showroom floors for years, even decades.

Now excellence has become transient (few teams win back-to-back championships in sports, the competition and rate of improvement have become so intense); and the fact is that the Pursuit of Perfection (at today’s “sport”) gets in the way of ferreting out the Next Big Thing.

My de facto mentors in all this are media guru Marshall McLuhan (“If it works, it’s obsolete”) and IT guru Nicholas Negroponte (“Incrementalism is innovation’s worst enemy”).

13. Destruction rules!
A surprising number of attendees at an end-of-millennium retreat I hosted left saying that their biggest “take-away”/“aha” could be captured by a single word. Namely: Cortez. That is, the great explorer…Hernando Cortez. Upon landing in Vera Cruz, Mexico, in 1519, Cortez headed inland to claim the nation for Spain. His soldiers faced a wily enemy and the ravages of disease. Fearing mutiny, Cortez resorted to an extreme strategy: He sent a lieutenant back to the sea…to burn the boats!

Our potent group’s conclusion: A little (or more) boat burning would do many enterprises a world of good. The exemplar here is Nokia. In the 1980s, the proud but hodge-podge Finnish conglomerate sold off all the crown jewels, starting with forest products (what else is Finland?), and threw in its lot with wireless communications—an arena where the leadership had virtually no expertise.

Likewise, upon coming to grips with the awesome power of the Internet, legendary GE CEO Jack Welch, though in his sixties and only having a few years left at the helm, labeled the new GE: dyb.com. For…destroy your business dot.com. My advice: Re-title the Big Cheese! Drop CEO. Pick up…CDO. Chief Destruction Officer. Cortez, anyone?

16. Boring begets boring. (Cool begets cool.)
Energy begets energy. Enthusiasm begets enthusiasm. Hustle begets hustle. And so on. The Big Idea here is an amplification of No. 15 above. Innovation = All. (In a wobbly world. We’re
in a wobbly world.)

One cannot expend too much ink on this topic. (See No. 17 below, while you’re at it.) THE BIG IDEA. If we force ourselves into constant contact with Cool…the odds are (sky) high that
“cool” will rub off. And…of course…vice versa.

19. Action…ALWAYS…takes precedence.
Talk about not changing with the times! This was Idea No. 1 from In Search of Excellence in 1982. It remains in the Top Spot two decades later. Except that my plea is more strident than it was 20 years ago.

The notion from Search: We put too much emphasis on analysis, too little emphasis on “gettin’ on with gettin’ on.” I could extend this section, just one of 60 in this relatively brief paper, for pages upon pages. (Upon more pages.) Some people like to talk about stuff. Some (other) people like to try stuff. Some people lick their wounds after a setback. (Or worse yet, initiate the blame game.) Some (other) people “get back on the horse” (or find another horse) and go ridin’ again. (As for the blame game thing, the issue for me is selfish. My energy is far too precious
to waste a single droplet on emotionally draining acts of recrimination.)

It’s almost funny. (If the stakes weren’t so damned high.) The Action Faction is completely flummoxed by the Memo Maniacs. AFs (Action Factioneers) are unable to sit still, to stay off the field, to delay the next step. (Sometimes their impatient rush to action causes problems. True. But…far fewer problems than the Ponder Partners’ generic failure to act at all.)

20 He who makes the quickest, coolest prototypes reigns!
(Think: Demos. Stories. Heroes.)

TEST! (QUICK.) PROTOTYPE! (QUICK.) DEMO TIME! (QUICK.) COOL STORY! (QUICK.)

NEW HERO! (QUICK.)

MESSAGE: Plans do not make the world go ‘round. What does? Demos! Heroes! Stories! Tests! Palpable examples! Experiments! Prototypes!

Okay. You caught me out. It’s action redux. So what? (It surely bears repeating. And then repeating again.)
Stories-Heroes-Demos…not Plans…make the world go ‘round. Think Bob Stone. Bob actually re-invented a fair share of the federal government’s practice. He had a simple (profound!) management mantra: “Some people look for things that went wrong and try to fix them. I look for things that went right and try to build off them.”

Amen. (As in: AMEN!)

Fact is, 90 percent of us “reason-by-vignette.” We’re all honorary “show me” Missourians. We need to see-it-to-believe-it. Or, early on, see-it-to-become-inflamed-by-the-potential-ofit.

We don’t need a lecture on TQM. We need the palpable, compelling story-of-42-year-oldborn-again-Charlie-the-distributioncenter- boss-who-reluctantly-but-wholeheartedly-embraced-the-“quality-thing”- and-made-a-miracle-in-Padooka. To only partially coin a phrase, one snapshot of Reluctant Charlie-turned-Demo-Hero is worth a thousand CEO exhortations on videotape and a thousand pages of plans and policies.

22. Screw-ups are…THE…Mark of Excellence.
(Corollary: “Do it right the first time” is an…Obscenity.)

Richard Farson is a bum! He wrote the book I wanted to write! And got there first! With Ralph Keyes, he penned Whoever Makes the Most Mistakes Wins: The Paradox of Innovation. Also consider:
1. From premier product developer David Kelley: “Fail Faster. Succeed sooner.”
2. From a Philadelphia area high-tech executive: “Fail. Forward. Fast.”
3. From successful Aussie businessman Phil Daniels: “Reward excellent failures. Punish mediocre successes.” Take your pick. I’ll take ‘em all.

My resolve on this issue of the paramount importance of failure was locked into granite a dozen years ago, when I had a chance to introduce Wal*Mart founder Sam Walton at a prestigious awards banquet.

I sought out Sam’s long-time pal and successor as Wal*Mart CEO, David Glass, and asked him what single trait of Sam’s stood out above the rest. He quickly replied, “Sam’s not afraid to fail. It’s not,” he continued, “that Sam tolerates less than a Herculean effort, or anything like that. To the contrary. It’s just that his attitude is, ʻGot that dumb one behind us. Let’s try something else. Right now.’” Alas, such an attitude is ever so rare, in sizeable enterprises in particular—which seem to spend more time on backward-looking witch hunts than forward motion…that all-important “next-quick-try.”

24. Talent Time!
(He/She who has the… Best Roster…rules.)
Oh how I love…LOVE…those two words. TALENT. ROSTER. Say “talent,” say “roster”…and the Yankees…the Metropolitan Opera…or a space shuttle crew…or Microsoft’s latest bet-the company design team comes to mind. Alas, say “Finance Department,” “HR Department,”
“Personnel,” “Human Resources”…and neither the Yankees nor Talent necessarily comes to mind.

It is a New Economy. It is an Age of Intellectual Capital…or “creation intensification,” as one Japanese researcher in the financial industry put it. If it’s new economy/intellectual capital/ creation intensification time…then “it” is all about…He/She Who Has the Best Talent/Roster wins.

I simply contend that when you say/think Talent/Roster, your mind is transformed from the more pedestrian imagery that matches up with “employee,” “worker,” “human resource,” or “department.”
Talent is cool!
Talent gravitates to cool!
Talent attracts more Talent!

And: In Real Talent World (again, think Yankees, Metropolitan Opera)…Boss Job One (and 2 through 2,002) is the…Attraction & Development & Retention of Talent. For NFL GMs, a few of whom I’ve known, Talent per se is a 25/8/53 Obsession (and don’t forget to capitalize the “O” in “Obsession.”)

30. Q: What are we selling?
A: “Experiences” and “solutions,” far more than “top quality” and “satisfaction.”

Message: the Traditional value-added equation is being set on its ear.

The “M” in IBM, obviously, stands for “Machines.” But IBM makes damn few machines today. It mostly “makes”…“experiences” and “solutions.” Under the guidance of CEOs Lou Gerstner and Sam Palmisano, a single IBM division, IBM Global Services, rapidly grew from a pittance to about $40 billion. IBM today is a software-services-consulting-solutions company. It has more in common with Cirque du Soleil than Caterpillar Tractor. (Whoops, CAT now sells services and solutions…not to mention its licensed shoes and shirts and jackets!)

In short, the “bedrock” of “national economic excellence” (Japanese-style, German-style) has been crushed. Comfortable or not, welcome to (New) IBM World…where “solutions” and “experiences” dominate.

See too: Nike. Harley-Davidson. UPS (“What can brown do for you?”). Ford (“A ʻbrand experience provider,’ not a ʻcar maker,’” per one wag.) Home Depot (which wants to “own” the home
services market). Etc. (Etc.) (Etc.) (Etc.)

31 Design = New “Seat of the Soul.”
If there’s a spanking new “value proposition” (I think there is—see immediately above)… then there’s a spanking new “seat of the soul.” It’s not balance-sheet machinations. It’s not more (or even better) microsegmentation analysis. It is…design.

Design…meaning stuff that “looks cool.” Sure. But a lot more. Sometimes I call it “design mindfulness”…but I’ve really not concocted the right term. The right idea: an enterprise with a “total way of being” that is informed by design considerations. Where the aesthetic and emotional sensibilities of Body Shop and Nike and Nokia and Harley-Davidson and Starbucks and Apple and BMW and Southwest and, yes, the consultants McKinsey & Co. and (the old, at least) EDS and (the new) UPS drive the business. Drive it from HR (the pursuit and nurturing of top talent) to creating “aesthetically pleasing” business processes… that offer zip and zing across the entire customer interface/experience.

Design, then, is the calculated construction of…the total-persona-that-the-enterprisepresents (and present it does, every microsecond) to all of its stakeholders and constituents,
internal and external, virtual and real.

Okay?

35. What matters is…Stuff That Matters.
I was writing a long article on leadership some time back, and I felt some nagging discomfort. I had offered a decent enough list of leadership “tools” and “strategies.” And yet I felt as if something was missing.

Finally, I had a…Big Whoops Moment. “Everything” was there but “It.” It = Why the Hell Are We Doing “It” in the First Place?

Virgin Group boss Richard Branson sums “It” up brilliantly: “I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” Former Herman Miller chief Max De Pree puts it this way: “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is ʻWho do we intend to be?’”
Strategy guru Gary Hamel turns all this into a commandment for future enterprise success in today’s confusing and uncomfortable.

36. eALL. (IS/IT: Half-way = No-way.)
I’m no lad, not by a long shot. But I have a lad’s love. For the new technologies. They “change everything.” For the better? Not always, of course. Nothing with so monumental an impact comes without monumental baggage as well.

The IS/IT revolution was noisy in the ‘90s. It’s mostly quiet in the ‘00s. But this new-fangled… Double-Os Stealth Revolution…is of an enormity not easily described. While there’s more to the story, the potency of the Wal*Marts and eBays and Schwabs and Ciscos and Amazons… and, yes, WTO-IMF protesters, and perhaps al Qaeda…is a direct byproduct of the IS/IT Web (barely) unleashed. And what about the wee tots humbling the recording and video industries as I write?

And…

The IS/IT/Web Revolution…again: in its infancy…changes…POSITIVELY EVERYTHING.

Some will embrace it. With a lover’s passion. Some will deny it. With a Luddite’s scorn. But none can avoid it or undo it or derail it.

The subtext of this item: Half-way = No-way. One either gets on this bus…with full-bore vigor…or misses the game. That’s the way I see it.

42. The…WHITE-COLLAR REVOLUTION…will…Devour…Everything…in Its Path.
Think red tide. As in…red tide of White-Collar Professional Blood. Current status: THE DAWN HAS BARELY BROKEN. THE CUP HATH NOT YET RUN OVER.

An unprecedented jobless recovery, circa 2002-2003.
Productivity: Up (dramatically).
Wages: Steady or up.
Economy: Growing.
New jobs: Down.
Manufacturing jobs: Way down. (But that manufacturing game has long been over.)
Service jobs: Problems. High-pay service jobs: Emerging problems. Managerial jobs: Emerging problems.

The microprocessor-software-ERP-Internet-etc. revolution replaces jobs in two distinct ways: (1) The new, smart software-chips directly displace workers. And (2) The new, smart networks make it easy to shift white-collar jobs offshore. Clerical jobs? (Of course.) Highly technical jobs? (Whoops.) (But it’s happening.) Managerial jobs? (One study pegs U.S. managerial job losses to offshore competitors at over 300,000 by 2010.) Jobs of every variety…going… going…(perhaps) gone.

We’ve done it. Before. On (off!) the Farm. Into the Factory. Out of the factory. Into the Tower.

And now we’re doing it. Again. Exiting the white-collar towers. It is an epic transformation.

The scramble is on.

The pace of technological change accelerates. There is no turning back.

44. Powerlessness is a State of Mind!
(Think King. Think Gandhi. Think de Gaulle.)

I have a clear belief: Powerlessness is an advantage, not a disadvantage. Why? Because “powerless” people work in nooks and crannies, and are invisible enough to be able to surreptitiously
pursue contrarian strategies.

Basic idea: You’ve got a cool idea…and you are formally “powerless.” Worst approach: try and sell the idea “up the chain of command.” It’s the worst approach because (1) you are powerless; and (2) your “cool” idea, by definition, challenges the tenets that got the hierarchs promoted.

Alternative strategy: Model F4 (Find a Fellow Freak Faraway.) Or: F2F!/K2K!/K2KK!/1@T/RF!A (Freak-to-Freak. Kook-to-Kook. Kook-to-Kooky-Kustomer. One at a Time. Ready. Fire! Aim.)

Point: “Powerless” people need Friends. More precisely, one friend. One playmate. One person who will share his/her playpen and passion…so that you and she/he can test/pilot your koolkooky
idea.

Recall I said that step No. 1 on the Brand You Liberation Trail is re-conceiving today’s project…to turn it into an Implemented Gem. Same deal here. We need a…Cool Test. And a…Test Bed. Now.
Roseanne provides the Guiding Mantra for all this: “Nobody gives you power. You just take it.”

I believe this is an/the idea for the ages. But more important in the context of these musings, such an approach has quickly become a…Survival Imperative for the Double-Os.

46. Excellence is a state of mind.
(Excellence takes but a…Minute. No baloney.)

I don’t believe in the tooth fairy. And I don’t own a pair of rose-colored glasses. On the other hand, I do believe: I believe in the possibility of turning any task, assignment, project, or job into a Gem-Mighty Quest. I believe in the possibility of widespread excellence. Note, I said…possibility. Of Excellence.

There is, of course, a surpassing amount of pain and strife in the world. Always has been. Always will be. And there are, alas, at least as many lousy days as scintillating days. (Witness
Dilbert’s all too accurate portrayal of Cubicle Slavery.)

That said, the evolving white-collar world described above will leave little or no room for “ordinary” performance—in HR, IS, Logistics, Purchasing, Engineering, Finance, or elsewhere.

Recall: Distinct…or Extinct.

So: Q.E.D. The case for Necessary Excellence has been made as well as I can make it.

49. Life Is Sales. (The rest is details.)
Our records of accomplishment are a function of our skill and devotion to…Sales. Period.

True of George W. Bush. And Billy Graham. And the symphony conductor, attempting to “sell” 80 professional instrumentalists on ascending peaks they’d never known before.

True of trainers. And financial professionals trying to convince bosses and underlings alike to look at the world in a (slightly) new way. True of anthropology professors and third-grade teachers, attempting to inflame 1 or 1,001 students about a topic.

50. Boss mantra No. 1: “I Don’t Know”
I hate the term “empowerment.” I love the idea of…“I don’t know.”

Empowerment typically translates into, “We the powerful deign to dribble some tantalizing drops of reluctantly granted freedom on the unwashed masses.” On the other hand, “I don’t know” from the mouth of the boss means: “I don’t know.”

Thence “I dare you to commence a Quest to the Unknown—and I will pray that you discover/invent a New Place that Surprises us both—and literally takes our collective breaths away.”

I see “leadership” as…Launching Quests. Nirvana TP style: Hire Fabulous Talent. Beg that “talent” to Fulfill their Wildest Dreams…by avid and fearless exploration…pursuit of Kool Kwests. (There will be a few rules. E.g.: integrity in all we do. Respect for one’s fellows—but not necessarily one’s bosses. Action trumps talk…always. Other than these few strictures…go for it. Go for it with…a new training course…a new purchasing procedure…a new product…a new whatever… and as long as you continually surprise me/us, your License to Explore will remain valid.)

53. Change takes however long you think it takes.
The query goes more or less like this: “So how long does it take to create an ‘empowerment program’ with teeth?” My answer: 17 years. Or: 17 days.

In short: If you think it will take 17 (or 3.5) years, it probably will. If you think 17 (or 87) days will do the trick…you’re probably spot on.

Much (most?) of life is about self-fulfilling prophecy. (Believe it.) Mount a three-month hunt for “empowerment consultants” to help us with our program…and I wager you’ll still be in the “planning phase” of your “empowerment program” for the next year or so. But boldly declare that “Empowerment is Strategic Priority No. 1”…and that you want five initiatives, to be funded at one million dollars each, within 30 days, with more or less full implementation of a prototype to follow 90 days thereafter…and I’ll bet you’ll see Serious Results…within 60 days.

  • Anonymous

    google no google seat.