A Quote by Tom Peters
The hyperfast-moving, wired-up, reengineered, quality-obsessed organization will succeed or fail on the strength of the trust that its managers place in the folks working on the front line.
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Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail.
I think there are probably too many hedge fund managers in the world, as well as active fund managers. The hedge fund industry is very efficient. We see a lot of hedge funds open and a lot close. It's very binary. You either succeed or fail in the hedge fund world. If you succeed, the amount the managers make it beyond most people's wildest dreams of wealth.
If you have managers reporting to managers in a startup, you will fail. Once you get beyond startup, if you have managers reporting to managers, you will create politics.
Loyalty, up and down the line. That's one quality an organization must have to be successful.
If you have managers reporting to managers in a startup, you will fail.
Even if my strength should fail, my daring will win me praise: in might enterprises even the will to succeed is enough.
People are wired for lots of things. We're wired for novelty. We're wired for humor. We're wired for new pieces of information that surprise us in some way or add value to our lives. We're wired for fear.
Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail. We very often confuse personality with leadership. In other words, leadership is not about being a nice person or not a nice person.
When people say "How do you write a book, how does it all happen?" I say, you line things up, and you line them up as actually as you possibly can, but sooner or later the book has got momentum and it's moving along under that momentum. It's like a sculpture, if you're working with the grain of the wood, the wood will start defining what shape it's going to become.
You must develop a sense of what you can contribute that goes beyond 1 company or organization. A career path today will likely involve moving from organization to organization, creating a picture of rising circles, rather than a vertical ladder. In fact, a vertical rise within one organization will very likely move you away from your strongest areas of competence.
My style is to keep folks in place who are good managers and want to win.
You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face.... The danger lies in refusing to face the fear, in not daring to come to grips with it. If you fail anywhere along the line it will take away your confidence. You must make yourself succeed every time. You must do the thing you think you cannot do.
The freedom to fail is vital if you're going to succeed. Most successful people fail from time to time, and it is a measure of their strength that failure merely propels them into some new attempt at success.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
Many people are afraid to fail, so they don't try. They may dream, talk, and even plan, but they don't take that critical step of putting their money and their effort on the line. To succeed in business, you must take risks. Even if you fail, that's how you learn. There has never been, and will never be, an Olympic skater who didn't fall on the ice.
Good writing does not succeed or fail on the strength of its ability to persuade. It succeeds or fails on the strength of its ability to engage you, to make you think, to give you a glimpse into someone else's head.
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