A one-pager giv­ing top pri­or­i­ties in 18 cat­e­gories for your path to Excellence.

The nub of lead­er­ship is “helping/inviting oth­ers to ‘Dis­cov­er Their Greatness.’ ”

A quick self-assess­ment test to rate your own lead­er­ship skills.

Do some­thing. Do any­thing. Now.

The One Thing You Need to Know: The good man­ag­er uses what’s unique about each employee.

Tom lays out this one-page list of unchang­ing fundamentals.

Inspired by The Black Swan, Tom describes why you should hire resilient people.

Tom repeats him­self on the sub­ject of say­ing “thanks.”

Tom says you’ll be amazed by what you learn if you’re will­ing to do one very sim­ple thing: Shut up.

The Delaware team at the U.S. Con­sti­tu­tion­al Con­gress had great impact by just being there.

A sim­ple (but valu­able) truth: Don’t stoop so low as to bad­mouth the competition.

Tom expounds on one of his favorite basics from In Search of Excel­lence.

In this video, Tom sim­pli­fies the Man­ag­ing By Wan­der­ing Around strategy.

Some of the most not­ed engi­neer­ing projects in the world came in over budget.

Since only your lega­cy lives on, you must con­scious­ly build it from day one.

A bare-bones out­line of busi­ness wisdom.

A lead­er’s prin­ci­pal oblig­a­tion = Devel­op the skillset of every­one in the organization.

42 points of ref­er­ence for mea­sur­ing your project lead­er­ship skills.

Respect, auton­o­my, and sky-high aspi­ra­tions are the attrib­ut­es that will bring you to success.

What Tom gleaned from the clas­sic How to Win Friends and Influ­ence Peo­ple.

The TV show House inspired this list of desir­able prac­tices for busi­ness­es and leaders.

Respon­si­bil­i­ty at the top of any orga­ni­za­tion is key.

Here’s a peek into the evo­lu­tion of Tom’s thinking.

Tom says, “Recog­ni­tion, appre­ci­a­tion, noth­ing gets you further.”

Tom explains why who sits next to whom in your office can make a huge difference.

In this video, long­time fan Dave Wheel­er asks how Tom came to focus on front­line managers.

Tom revis­its the first of the basics from In Search of Excel­lence.

Tom says you’ll be amazed at the pay­off when you con­cen­trate on the customer.

Improv­ing the appear­ance of a biz is wast­ed if work­er atti­tude isn’t upgrad­ed too.

Howard Schultz, Herb Kelle­her, Con­rad Hilton: Lessons for busi­ness suc­cess.Pow­er­Point, also.

Serve your exter­nal cus­tomers by serv­ing your employ­ees first. PPT also.

At the World Busi­ness Forum in Milan, 2013, Tom talks lead­er­ship. Video.

Tom explores the mes­sage from Cool Friend Matthew Kel­ly’s book, The Dream Man­ag­er.

If not excel­lence, what else should you be doing with your time, your life? Pow­er­Point, also.

In this video, Tom says you must “play pol­i­tics” to get things done. PDF tran­script attached.

Hap­py employ­ees mean hap­py cus­tomers. Video, also.

In this video, Tom says that cor­po­ra­tions must be part of the community.

Tom says, “PAY Incred­i­bly Well. Pur­sue DIVERSITY. Seek out THE STRANGE ONES.”

Watch Tom speak about rein­ven­tion in Eng­lish with Brazil­ian Por­tuguese subtitles.

Man­agers of all kinds should sup­ple­ment the “To-Do” list with the … “To-Don’t” list.

Per Tom, one of the most impor­tant prac­tices you can adopt is the apology.

Tom’s les­son from Con­rad Hilton is to be sure the lit­tle things get done.

A teacher among the jurors at the tri­al for Enron gave his the­o­ry of leadership.

Tom intro­duces his list of mis­judg­ments made by CEOs.

Tom puts some new empha­sis on his bias for action.

Includes: Imple­men­ta­tion, Cor­po­rate Cul­ture, Man­ag­ing By Wan­der­ing Around, Design.

Agili­ty is the key.

Chap­ter 4, The Works. Increase your ROI- in relationships.

Appen­dix 3, Excel­lence. NO EXCUSES! Tom’s fore­word to Rich Karl­gaard’s book.

Chap­ter 8, The Works. Peo­ple devel­op­ment is HYPER-IMPORTANT.

Chap­ter 12, The Works. A “per­va­sive design mind­ed­ness” affects, “well, everything.”

There is no Excel­lence with­out cross-func­tion­al Excellence.

Chap­ter 16, The Works. Improve lead­er­ship effectiveness.

Use your time at work to “max­i­mize human free­dom to cre­ate and serve.”

Lis­ten, solic­it work­ers’ opin­ions, and make respect your default attitude.

A col­lec­tion includ­ing: CEOs Are Idiots and New Econ­o­my, New Biz Degrees, among others.

Orga­ni­za­tions exist to serve. Peri­od. Lead­ers live to serve. Period.

Appen­dix 2, Excel­lence. NO EXCUSES! Exe­cu­tion is more impor­tant than busi­ness systems.

Every­thing Tom learned about small busi­ness in the 25 years from 1981 to 2006.

Appen­dix, The Works. Tom’s selec­tion of wis­dom from others.

Qual­i­ty is the answer to “What’s the Point?”

Includes the themes of decen­cy; curios­i­ty; action; and try, fail, try again.

The art of lis­ten­ing is fea­tured, with cour­tesy and appre­ci­a­tion as corol­lary behaviors.

With news in real time on the Web, you must pro­tect your brand image.

Tom says busi­ness now is much the same as in 1982 when he co-wrote Search.

How to con­duct an inter­view to get the best peo­ple into your organization.

What’s essen­tial? Show­ing up!

Tom’s thoughts on how you’ll look back on your legacy.

Tom says that cross-func­tion­al min­gling is essen­tial to success!

Tom envi­sions lead­ers in ser­vice to employ­ees … in pur­suit of profit.

Tom gives the sto­ry of the gen­e­sis of the McK­in­sey 7S Framework.

Chap­ter 6, The Works. An essen­tial focus in an ever-chang­ing world of work.

Excel­lence Two: Tom describes two things he obsess­es about.

Man­age­ment as alge­bra­ic func­tions, e.g., S = ƒ(…); “Suc­cess is a func­tion of …”

The response to the prob­lem invari­ably ends up being the real problem.

Focus on: cross-func­tion­al excel­lence and first-line management.

Exe­cu­tion is the best strat­e­gy; an idea enhanced by Exe­cu­tion, by Bossidy and Charan.

“Tomato TomA[h]to!” A list of “They say… I say” con­trasts. Also at ChangeTh­is.

To engage your work­force, lis­ten and use four sim­ple words.

To lead is to be respon­si­ble for the growth of your fel­low humans.

Does your project team resemble—even slightly—the mar­ket it serves?

Think vs. Do.

Lessons Tom gleaned from read­ing Grant by Jean Edward Smith.

Love office pol­i­tics, but don’t lose sight of the big ques­tions, like “Why am I here?”

Tom sug­gests adding how to apol­o­gize effec­tive­ly to your strate­gic strengths.

Star­bucks’ Schultz uses Tom’s favorite basic from In Search of Excel­lence.

A senior leader need not be the #1 strate­gist; he hires the #1 strategist.

Pay atten­tion to words. “If you want an ener­getic place, use ener­getic language.”

Tom declares that your lega­cy is deter­mined by the peo­ple you leave behind.

In a blog com­ment, Tom dis­cov­ered four words to use to empow­er your people.

David D’A­lessan­dro says “It’s always show time.” I.e., you lead by example.

Orga­ni­za­tions exist to serve. Also at Change This.

“The Change Tsuna­mi”: jobs; tech­nol­o­gy; glob­al­iza­tion; and war, warfight­ing & security.

Phi­los­o­phy of Dave Lin­iger (RE/MAX): Ensure the suc­cess of those who work for you.

209 truths that Tom finds unde­ni­able, such as: “We all have customers.”

Have you called a cus­tomer? Thanked an employ­ee? Etc.

An updat­ed “Lead­er­ship 50: All Bases,” these slides out­line lead­er­ship best practices.

Tom’s def­i­n­i­tions of excel­lence in 5, 4, 3, 2, or 1 words.

Hire for atti­tude, char­ac­ter, and proven team­work more than for skill.

Six superbly researched books attack six management/performance Foun­da­tion Myths.

If your cal­en­dar does­n’t reflect your stat­ed pri­or­i­ties, you’re lying to yourself.

Tom advis­es you to take a tem­po­rary duty assign­ment (TDY) in the finance department.

Tom pro­vides a must-read book list to help you with rela­tion­ships in business.

Tom talks about a key to suc­cess: read­ing. Stay informed and devel­op ana­lyt­i­cal skills.

You can plan indef­i­nite­ly or move on to the busi­ness of imple­ment­ing the plan.

Tom’s view on max­i­miz­ing the imple­men­ta­tion skills of your organization.

Tom says treat inter­nal cus­tomers (work­force) bet­ter than exter­nal customers.

Tom presents his case for includ­ing thought­ful­ness in your vision statement.

The Dif­fer­ence, a book by Scott Page, avers that diverse groups often beat experts.

In this video, Tom’s advice is to hang in longer than any­one else thinks is wise.

In this video, find an easy-to-imple­ment method to ensure inno­va­tion in your work.

Tom notes that in health­care a very lit­tle thing makes a BIG dif­fer­ence to patients.

Tom says best prac­tices as busi­ness strat­e­gy can be effec­tive, or not.

Tom asserts that, in busi­ness, you must under­stand wom­en’s approach to relationships.

This pre­sen­ta­tion from 2002 has many of Tom’s favorite quotes from that era.

A look at The Break­ing of Nations: Order and Chaos in the 21st Cen­tu­ry, by Cooper.

Get lots of info in this three-in-one PowerPoint. 

“Who are we?” “What’s our sto­ry?” Every employ­ee should know the answers.

The main ideas of Tom’s book Re-imag­ine!

A list of what Tom feels should be your first priorities.

Three peo­ple whose wis­dom Tom loves! Video, also.

Find 73 of Tom’s fave tips in this Pow­er­Point, e.g., social media, pow­er of algorithms.

Tom says that meet­ings are what boss­es do.

Tom’s 60 beliefs. You can find the PDF at ChangeTh­is, also, and the PPT here.

Tom’s 8 uni­ver­sal truths of excel­lence in orga­ni­za­tions, e.g., appre­ci­at­ing your people.

Tom sug­gests Mas­ter of Meta­bol­ic Man­age­ment, Doc­tor of Enthu­si­asm, and more.

Cross-func­tion­al com­mu­ni­ca­tion boils down to one extra­or­di­nar­i­ly sim­ple variable.

Tom tells why a man who’s unafraid to fail is an Excel­lent role model.

Tom tells us grand ges­tures aren’t always nec­es­sary, but the lit­tle things that matter.

Tom shares the secret of Excel­lence accord­ing to the founder of IBM.

Tom defines the aspi­ra­tion of orga­ni­za­tions: To be of service.

Tom claims that excel­lent orgs are “no less than cathedrals.”

An NFL team would­n’t use a stan­dard HR assess­ment on their tal­ent. And you?

Look for a spe­cial class of peo­ple who can’t rest until the job’s done.

TP: “What’ve you done in the past 24 hours to be of ser­vice to your organization?”

A slides pre­sen­ta­tion about how you can become a change agent by man­ag­ing spaces.

10 ideas for pump­ing up inno­va­tion in your organization.

The Arrange­ment of Human Affairs in Pur­suit of Desired Outcomes.

Tom tells why choos­ing first-line super­vi­sors is one of your most impor­tant decisions.

Tom reminds us that writ­ing is a craft to be honed.

Tom has a one-sided dis­cus­sion with Jack Welch.

Brand Out­side = Vision, plan, mar­ket­ing. Brand Inside = Peo­ple, cul­ture, char­ac­ter.

Tom’s 60th birth­day inspired this list of beliefs.

Three trea­tis­es on lead­er­ship: The Leadership50, The Leadership25, and LeadershipSHORT.

Tom’s paragons of the action bias are pre­sent­ed here.

Tom out­lines a few dif­fer­ences between his think­ing and Jim Collins’s Good To Great.

Tom says, “Use the word ‘Pas­sion’ ” in busi­ness … often.

“Acknowl­edge­ment” may be the most impor­tant word in the Eng­lish lan­guage, per Tom.

Do peo­ple come first in your orga­ni­za­tion? Mea­sure your­self by Tom’s criteria.

Tom says peo­ple are an asset, part of your path to success.

Tom gives “all you need to know” in six (total!) steps.

Tom high­lights “the sin­gle most sig­nif­i­cant strate­gic strength” an orga­ni­za­tion can have.

Tom’s 50 stan­dards for lead­ers, with more expo­si­tion than “Lead­er­ship 50”.

Chap­ter 15, The Works (PPT). Mar­ket #1 For Every­thing AND the Most Effec­tive Leaders.

A Pow­er­Point of Have You 50 paired with XF (Cross-Func­tion­al) 50.

In this video Tom answers a ques­tion he hears frequently.