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A passive approach to professional growth will leave you by the wayside.

Tom Peters

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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Wayside
Passive
Professional
Approach
Growth
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Had Twitter been invented earlier, my books would have been shorter.
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If no one is pissed-off with you then you are dead but just haven't figured it out yet.
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Swipe from the best, then adapt.
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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.
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Develop a respect and reverence for the principle of variation: the idea that the message ain't in the mean, the mode or the median - it's in the differences that occur throughout a population.
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A little (or more) boat burning would do many enterprises a world of good.
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Integrity may be about little things as much or more than big ones.
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When it comes to e-book playback devices and software, I have always thought that the emphasis on ergonomic concerns as a tipping point for the end-user population was misplaced.
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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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In the great city of San Francisco, where I used to live, at 2 in the morning every other Victorian house has somebody who is writing the great American novel. And the city is not loaded with James Joyces or Virginia Woolfs. But entrepreneurship is about distorted views of reality.
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Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc. To be in business today, our most important job is to be head marketer for the brand called You.
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Passion. The life of an entrepreneur is occasionally exhilarating, and almost always exhausting. Only unbridled passion for the concept is likely to see you through the 17-hour days (month after month) and the painful mistakes that are part and parcel of the start-up process.
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Good managers have a bias for action.
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Stellar teams are invariably made up of quirky individuals who typically rub each other raw, but they figure out - with the spiritual help of a gifted leader - how to be their peculiar selves and how to win championships as a team...at the same time.
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Winners must learn to relish change with the same enthusiasm and energy that we have resisted it in the past.
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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, the worse things get, typically, the more they dig in their heels and defend yesterday's turf.
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There's nobody in the world that wouldn't change places with the Americans. The economy is phenomenally large, the entrepreneurial class is very alive and very well, the universities, despite budget problems, still turn out something like 90 percent of the refereed academic and technical articles in the world. There's a lot on everybody's agenda.
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To grasp organizational life as it is, read novels (!) .... It is my fervent belief that we will never design rational processes that overcome such irregularities-don't bother telling that to a consultant. Hence, we should embrace the real, nonrational, nonlinear world with vigor and glee-and develop enterprise and career strategies accordingl
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...high end does not necessarily equal high price. It's a matter of attitude.
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OPPORTUNITY is not knocking. It is pounding on your door.
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