1.
LUCK

2.
Luck happens,
Good or Bad, to every one,
whether we like it or not

3.
Luck - Definition
• Some significant aspect of the event occurs
largely or entirely independent of the actions
of the key players in the organization/system
• The event has a potentially significant
consequences : Good or Bad
• The event has some element of
unpredictability

4.
NO
• Luck play differentiating role, an explanatory
role or a definitive role in success.
• Luck is where preparation meets opportunity
• The harder I work, the luckier I get

5.
Luck does not cause success.
People Do
Are you Lucky?
Do you get a high Return on Luck?

6.
Most significant forms of Luck
not as “What”
in the form of “Who”
What is your Luck?
Who is your best Luck?

7.
People
Luck
 D o
 Disc ip lin ed fan atic
 E mp irical
 Creative
 productively paranoid
 Lead
 Bu ild teams
 Pu rsu e p u rp ose
 Bu ild organ ization s
 Bu ild c u ltu res
 E xemp lif y valu es
 A c h i e ve b i g h a i r y a u d a c i o u s go a l s
People Luck: the luck of finding the right Mentor, Partner, Teammate, Leader, Friend –
is one of the most important

8.
R e s i l i e n c e Success people use difficulty
to deepen purpose,
recommit to values,
increase discipline,
respond with creativity, and
heighten productive
paranoia,
Resilience, NOT LUCK is the Signature of Greatness

9.
Getting a high on Return on Luck
• Throwing yourself at the luck event with
ferocious intensity
• Disrupting your life
• Not letting up
• Has a huge multiplicative effect
• Sustained your effort to reach the goal

10.
Return on Luck
Great Return on Good Luck
Poor Return on Good Luck
Great Return on Bad Luck
Poor Return on Bad Luck

11.
Luck and Outcome
• An enterprise can get bad luck yet create a
good outcome
• A company can squander good luck and get a
bad outcome

12.
• Goals live on the other side of obstacles and
challenges
• Along the way, make no excuse, and no blame
• How to use that bad luck to make stronger, to
turn into, “one of the bets things that ever
happened” to not let it become a
psychological prison – Successors do

13.
Managing the Luck
• Cultivating the ability to zoom out to recognize luck
when it happens
• Developing the wisdom to see, when and when not, to
let luck disrupt your plans
• Being sufficiently well prepared to endure an inevitable
spate of bad luck
• Creating a positive return on luck- both good and bad-
when it comes

14.
Luck is not Strategy
Return on Luck is a Strategy

15.
Risk
• Death Line Risk
• Asymmetrical Risk
• Uncontrollable Risk
• Risks that could kill o
severely damage the
enterprise
• Risks are those for which
the potential downside is
much bigger than the
potential upside
• Risks are those expose the
enterprise to forces and
eventsthat it has little ability
to manage or control

16.
Time Based Risk
• When the degree of
risk is tied to the
pace of events, and
the speed of
decisions and
actions
Correlation between
good and bad
outcomes relative to
Speed of Recognition
Speed of Decision
Speed of Execution
Should we be Fast to act or Slow?
Having presence of mind in asking
“How much time before our risk profile changes?”

17.
Develop the ability
to recognize defining moments that
call for disrupting life plan, changing
the focus of your intensity,
and /or
rearranging your agenda,
because of opportunity or peril
or both