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If silly things were not done, intelligent things would never happen.
Tom Peters
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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Would
Silly
Intelligent
Happen
Happens
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Never
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You can't live life without an eraser.
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Collections of books and other documents, either printed or electronic, are a form of congregation.
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With most competitors moving ever faster, the race will go to those who listen (and respond) most intently.
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Digital content and electronic networks have changed the basic environmental conditionsin which documents are created, distributed, and used.
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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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They say plan it. I say do it.
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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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The world has not just turned upside down. It is turning in every which way at an accelerating pace.
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Test fast, fail fast, adjust fast.
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Screw-ups are the mark of excellence.
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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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Execution Excellence! (Show up on time! Leave last!)
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Only pissed-off people change the world.
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Excellent firms don't believe in excellence - only in constant improvement and constant change.
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Celebrate what you want to see more of.
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We are all Michaelangelos.
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Be guided by the axiom: There are no limits to the ability to contribute on the part of a properly selected, well-trained, appropriately supported, and, above all, committed person.
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If timing ain't everything, it's damn close
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You are who you go to lunch with! Break bread with cool and you will become more cool. Conversely: break bread with dull and well, you can figure it out.
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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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