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Forget all the conventional 'rules' but one. There is one golden rule: Stick to topics you deeply care about and don't keep your passion buttoned inside your vest. An audience's biggest turn-on is the speaker's obvious enthusiasm. If you are lukewarm about the issue, forget it!

Tom Peters

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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Keep
Rules
Enthusiasm
Vest
Care
Inside
Sticks
Vests
Turn
Golden
Lukewarm
Issues
Deeply
Speaker
Passion
Issue
Topics
Audience
Biggest
Speakers
Forget
Obvious
Conventional
Turns
Rule
Stick
Buttoned

More quotes by Tom Peters

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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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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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Don't let the vision be shot through with holes, but be damn sure some of your best and brightest are shooting at it -- with bazookas as well as sniper's rifles.
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And remember: Everything in business is a paradox. To be excellent, you have to be consistent. When you're consistent, you're vulnerable to attack. Yes, it's a paradox. Now deal with it!
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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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The delivery and presentation media are important, and each format has its advantages and disadvantages, but ultimately I just want to read what I want to read, when and where I want.
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Books were rare,expensive, time-consuming to create and copy, and difficult to transport. That is why collections ofprint-based books developed around centers of religious belief, learning, and wealth. It was cheaper andeasier for people to come to the collection than for the collection, or parts of the collection, to go to thepeople.
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Leaders do stuff that matters.
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I am confident that for the foreseeable future (barring some catastrophic event affecting economic, energy, electrical, and communications systems), many subpopulations that use information intensively (e.g., students, academics, library patrons, white collar workers) will be using some sort of portal information appliance.
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What you decide not to do is probably more important that what you decide to do.
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What gets measured gets done.
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You can't live life without an eraser.
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As far as I'm concerned, the first business leader who was able to establish a cult of personality around his tenure was Lee Iacocca.
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Test fast, fail fast, adjust fast.
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You have to stand out if you want to move up.
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Organizations exist to serve. Period. Leaders live to serve. Period.
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One potential long-term problem with many current digital libraries is that they grew out of and aresupported by bricks-and-mortar libraries. Although there is nothing inherently wrong with that arrangement, inreality it creates a potentially dangerous situation that I call the other digital divide.
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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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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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Lavish credit on anyone and everyone who helped you the least bit.
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