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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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If future competitiveness depends on treating people as an important part of the institution, the least respectful thing I can imagine doing to a human being is asking him to urinate in a cup.
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South Africa has all the tools to compete in the new global village - an eager workforce, ready to take on any challenge.
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Quite simply, no matter how hard you try, no matter how open you are, you'll end up surrounded by yes people. It's hard not to believe people who are repeating your own ideas. Resist the temptation.
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One size NEVER fits all. One size fits one. Period
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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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The winners stun us not by their cleverness, but by the fact that every tiny aspect of the business is just a touch better than the norm.
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If I read a book that cost me $20 and I get one good idea, I've gotten one of the greatest bargains of all time.
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Creating in all employees the awareness that their best efforts are essential and that they will share in the rewards of the company's success.
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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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Lavish credit on anyone and everyone who helped you the least bit.
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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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Formula for success: Underpromise and overachieve.
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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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Who comes first? Don't be silly, says King Hal it's employees. That is - and this dear Watson, is elementary - if you genuinely want to put customers first, you must put employees more first.
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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 common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation.
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Business, life itself, is damned hard work if you wanna be good at it. Actually, that's precisely wrong. Business ceases to be work when you're chasing a dream that has engorged you. (Work should be more fun than fun - Noel Coward.) And if the passion isn't there. then biotech and plumbing will be equal drags.
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Champions are pioneers, and pioneers get shot at. The companies that get the most from champions, therefore, are those that have rich support network so their pioneers will flourish. This point is so important it's hard to overstress. No support systems, no champions. No champions, no innovations.
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Change is not so much about being the first one to embrace a new idea, but being the first to forget an old one
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Excellent firms don't believe in excellence - only in constant improvement and constant change.
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