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.
TOM PETERSLeaders 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.
More Tom Peters Quotes
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Gandhi and Mandela and Churchill and JFK and Reagan and Thatcher and Sarkozy and Franklin and Washington set the tone to an incredible degree-their “personal style” was their “brand.” (“It” starts with personal style of the tip-top leadership team.
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For me, reading is reading.
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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 the person you delegated to does the job twice as well as you would have done it, consider yourself a leader.
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The simple act of paying positive attention to people has a great deal to do with productivity.
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Print-based libraries developed in an age of scarce printed resources.
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If your company has a clean-desk policy, the company is nuts and you’re nuts to stay there.
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The difference between great and average is, mostly, having the imagination and zeal to re-create yourself daily.
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The top athletes are consummate pros who work obsessively at their craft. Approach yours the same way.
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The company’s most urgent task is to learn to welcome, beg for, demand – innovation from everyone.
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Sorry, but those are two of the most profoundly upsetting questions anyone can ask – upsetting because the answer should be obvious: Do what turns you on, not what the statistics say is best.
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The whole secret to our success is being able to con ourselves into believing that we’re going to change the world because statistically we are unlikely to do it.
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If there is a single tragic flaw that mars our biggest enterprises, it is conservatism – the failure to fail, and fail big, in an era of unprecedented volatility and ambiguity.
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The world has not just “turned upside down”. It is turning in every which way at an accelerating pace.
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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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