The good news – and it is largely good news – is that everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark
TOM PETERSYour 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?
More Tom Peters Quotes
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Smile if it kills you. The physiology of smiling diffuses a lot of anger and angst. It makes your body and soul feel better.
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The dominant culture in most big companies demands punishment for a mistake, no matter how useful, small, invisible.
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Customers perceive service in their own unique, idiosyncratic, emotional, irrational, end-of-the-day, and totally human terms. Perception is all there is!
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Dot the i’s, cross the t’s, answer the phones promptly, send out errorless invoices, and in general never forget that the devil is in the details.
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Authority never matches responsibility. That’s one of the great myths and delusions of all times. Winning managers and individual performers at all levels know that effectiveness means building your own network and creating your own authority.
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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.
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I used to be skeptical when educators and technologists predicted that we may be entering a new era of oral culture, in which audible information will be at least as important as visible information.
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How do you achieve excellence?…Stop doing non-excellent stuff!
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Leaders’ careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.
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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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Make an extensive table of project ‘deliverables’. Label one column ‘as requested’. Create another column labeled ‘could be’. Make each ‘could be’ wild and woolly!
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Every managerial act must be seen as an unequivocal support for urgency in pursuit of constant testing, change, and improvement.
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But there’s no substitute for getting smarter faster. And the way you get smarter is to screw around vigorously. Try stuff. See what works. See what fails miserably. Learn. Rinse. Repeat.
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The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.
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Even a poor, out-of-datecollection reflects in its own way the values of the people who created it and the community it serves.
TOM PETERS