Public Speaking is a skill that can be studied, polished, perfected. Not only can you get good at it, you can get damn good at it and it makes a heck of a difference.
TOM PETERSIf no one is pissed-off with you then you are dead but just haven’t figured it out yet.
More Tom Peters Quotes
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Your calendar never lies. All we have is our time. The way we spend our time is our priorities, is our strategy. Your calendar knows what you really care about. Do you?
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I find digital content much easier and more rewarding to interact with on screen than printed on paper.
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What have you done lately – this week – to make yourself stand out? What would your colleagues or your customers say is your greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?
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Don’t ‘tolerate’ mistakes. Embrace them!
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Bold botches are to be cherished.
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Stop being conned by the old mantra that says, ‘Leaders are cool, managers are dweebs.’ Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!
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I think economics is about passion. Economic progress, whether it is a two-person coffee shop or whether it is Netscape, is about people with brave ideas. Because it is brave to mortgage the house, when you’ve got two kids, to start a coffee shop.
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Portability of lots of information should not be underestimated.
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The worse things get, typically, the more they dig in their heels and defend yesterday’s turf.
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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.
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If a window of opportunity appears, don’t pull down the shade.
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We often hear that the digital age has resulted in a devaluing of time, space, and place. But I wonder if theseclaims are exaggerated.
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Almost all quality improvement comes via simplification of design, manufacturing… layout, processes, and procedures.
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If you love your company and love what you do, you will serve your customers better-period!
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The principal reason, invariably, most “successful” giant companies rather quickly become also-rans, or just amorphous blobs on the competitive landscape, is their failure to re-tool in anything like a fundamental way. In fact,
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