Rediscovering Excellence: What Tom Peters Taught Us About Leadership
Tom Peters is retiring, and with that, an era draws to a close. When I was a university student in Germany in the late 1980s and early 90s, business education felt like a world apart—dominated by theory-heavy, abstract models that often seemed disconnected from the real world. Then, I discovered Tom Peters. His work was a breath of fresh air—filled with practical case studies, real-world examples, and a focus on the human elements in business. Peters wasn’t just teaching strategies; he was inspiring a new generation of leaders to think differently, act boldly, and prioritize excellence in everything they did.
As Peters steps from writing, I find myself reflecting on how his principles have influenced my journey as a management consultant and coach. His legacy is a powerful reminder of what truly matters in leadership, especially in today’s complex, fast-paced world. It’s astonishing to realize that the concepts we take for granted today—like the importance of corporate culture and human-centric leadership—weren’t even on the radar in the 1980s and 1990s. Peters' contributions to both academic and corporate leadership are invaluable, and his insights continue to shape how we lead in the 21st century.
Excellence in 2024: Why It Still Matters
Excellence isn’t just about hitting targets; it’s about creating an environment where people can thrive. Peters taught us that excellence is the foundation of a successful and meaningful organization. He often asked, "Why can ballet be excellent but not companies?" This question challenges us to strive for the highest standards in our businesses.
Personal Insight: I often think of Mari, a leader I worked with in Tokyo, who turned her department around by focusing on employee well-being and engagement. She understood that excellence was more than just numbers on a spreadsheet; it was about building a team that was motivated, inspired, and committed to their work. She wanted everyone on her team to sparkle, to be part of an amazing chandelier. Under her leadership, not only did the team exceed their targets, but they also became a model for others in the organization
Communication: The Heartbeat of Leadership
Small gestures in communication can create a ripple effect throughout an entire organization. Peters emphasized the critical importance of human connection in leadership—a lesson that remains as relevant today as when he first began writing. The way a leader walks, talks, and acknowledges others doesn’t just influence the immediate atmosphere; it sets the tone for the entire organization. Despite the countless hours we invest in training and development, the root cause of many workplace challenges still boils down to communication—or the lack of it. Somehow, we’re all dropping the ball when it comes to truly connecting with one another, and that’s where the real work begins.
Personal Insight: Tomo, a country manager I coach, struggled with communication in his team. He was whip-smart, super analytical, and a fast decision-maker but entirely lacked empathy for others. He didn’t realize that his team members wanted to be seen and heard as human beings, not just as cogs in a machine. By incorporating Peters’ advice—simple things like regular check-ins and acknowledging team efforts—Tomo transformed his team’s dynamics. The result? Improved relationships and a noticeable increase in productivity.
Embracing Feedback: A Pathway to Growth
We naturally resist negative feedback because it can sting, especially when it touches on our personalities. But Peters reminds us that it’s essential for growth. Honest, constructive criticism is a crucial tool for any leader who wants to see their team—and themselves—succeed. In the Japanese context, where harmony is often prioritized, delivering constructive feedback is even more challenging but equally important.
Constructive Feedback Definition: This kind of feedback is focused on specific behaviors or outcomes, delivered with the intent of fostering improvement. It's not about criticizing for the sake of criticism, but about offering actionable insights that lead to positive change. To be effective, constructive feedback requires a low-stress environment—one where people aren't at risk of becoming pressure cookers ready to explode. Emotional self-control is key, allowing us to provide feedback thoughtfully and receive it gracefully, even when it feels harsh.
Personal Insight: Keiko, another leader I’ve worked with, learned this the hard way. She was initially hesitant to give tough feedback, fearing it would demoralize her team members and affect how they viewed her. However, after a few sessions focused on delivering feedback effectively, Keiko discovered that her team actually appreciated the transparency. They began to see her feedback as a sign that she genuinely cared about their development and progress. This experience highlighted for Keiko—and for all of us—the power of honest communication and the fact that giving and receiving feedback is a skill that can be learned and refined.
Attitude and Mindset: The True Game-Changers
Skills can be taught, but attitude and mindset are what truly set exceptional leaders apart. Peters emphasized that hiring for these traits can make all the difference in an organization’s success. This is especially true in Japan, where the labor market is tight, and finding candidates with the perfect qualifications is often a challenge. What I find particularly intriguing is that we are currently in the midst of a debate about the "right" attitude and mindset, especially as we navigate a workforce that spans five generations. There’s a constant push and pull around defining what attitudes and mindsets are needed and accepted. Adding to the complexity, our struggle with communication skills means that this discussion is still in its infancy, as we often lack the tools and language to clearly articulate and verbalize these crucial traits.
Personal Insight: When Rebecca was building her team, she didn’t just look for people with the right qualifications. She sought out individuals who had a learning mindset, flexibility, and a positive attitude. This approach paid off—her team became known for its resilience and ability to adapt to any challenge thrown their way. It’s a perfect example of how Peters’ principles can lead to real-world success
Continuing Peters’ Legacy: A Call to Action for Leaders
As I reflect on Tom Peters’ work and how it has shaped my approach to leadership, I’m reminded of the profound importance of staying grounded in what truly matters. Excellence, communication, feedback, and mindset—these aren’t just concepts; they are the very foundation of impactful leadership that Peters so passionately championed. In today’s rapidly changing world, where challenges and opportunities are more interconnected than ever, these cornerstones are not just relevant—they are essential.
Excellence isn’t just about being good; it’s about striving to be the best, about setting a standard that others aspire to. It’s about creating an environment where every individual is encouraged to push boundaries, innovate, and deliver their best work. Peters understood that excellence is not a destination but a continuous journey—a relentless pursuit of improvement and mastery.
So, where do you stand on these cornerstones? Are you ready to lead with excellence, to elevate your team and organization to new heights? Let’s connect and explore how you can implement these timeless principles in your organization. Together, we can create a culture that doesn’t just aim for success but consistently achieves it, leaving a lasting impact that resonates far beyond the workplace.
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In Search of Excellence: Lessons from America’s Best-Run Companies (1982)
It introduced the concept of valuing corporate culture and human-centric management.A Passion for Excellence: The Leadership Difference (1985)
It focuses on leadership and the importance of people in achieving excellence.Thriving on Chaos: Handbook for a Management Revolution (1987)
Peters emphasizes the need for flexibility and adaptability in management, advocating for a proactive approach in dealing with chaos and rapid change.Liberation Management: Necessary Disorganization for the Nanosecond Nineties (1992)
Peter discusses the shift from hierarchical, bureaucratic structures to more flexible, team-oriented approaches in organizations.The Tom Peters Seminar: Crazy Times Call for Crazy Organizations (1994)
Insights from Peters’ seminars on the need for innovation and unconventional thinking in business.The Circle of Innovation: You Can’t Shrink Your Way to Greatness (1997)
Peters argues that continuous innovation is essential for business success and that companies must constantly reinvest themselves.Excellence Now: Extreme Humanism (2021)
Peter emphasizes the importance of human-centric leadership and the need for businesses to focus on people and purpose.
ABOUT THE AUTHOR
Karin Wellbrock, Partner and COO at Kay Group K.K., anchors her expertise in a Tokyo-based consultancy specializing in leadership and organizational development. As a certified Leadership and Team Coach, Karin is dedicated to propelling both seasoned and emerging executives to leave a significant imprint in their respective industries. She is using innovative yet pragmatic tools and approaches to further the impact of leaders. Beyond individual coaching, Karin extends her influence through her work with NGOs and startups, and through her writing. She delves into the journeys of 'Exceptional Leaders in Japan' and dissects complex leadership scenarios, thereby enriching the managerial toolkit for leaders striving for peak performance. Connect and explore.