The Little Big Things

Peters assembled 163 short chapters, most of them two to four pages, each pushing one practical idea about work and management. The pieces are not organised into an argument. They cover hiring, meetings, customer service, appearance, thank-you notes, listening, hiring women into senior roles, apologising quickly, and the value of small acts of attention.

The underlying claim is that excellence comes from accumulated small behaviours rather than from strategy documents or transformation programmes. Peters argues that most competitive advantage in service businesses is produced at the point of customer contact by front-line staff, that managers spend their time on the wrong things, and that speed of response and quality of attention differentiate more reliably than product features.

The evidence is Peters's own consulting experience, anecdotes from readers of his blog, and a large amount of assertion. The book grew out of blog posts and retains that form, including capital letters, exclamation marks and repetition.

It has no research base and makes no attempt at one. The advice is mostly sound and mostly obvious, and its usefulness depends on whether a reader needs the reminder. Peters's earlier work with In Search of Excellence was criticised because many of the companies studied later failed, and he has largely abandoned company case studies since.

American management writer and former McKinsey consultant who co-wrote In Search of Excellence and built a long practice in management speaking.

In Search of Excellence pulled management writing away from portfolio matrices and toward observable practices at operating companies, and the later books press the same emphasis on execution, customer obsession and organisational energy. Operators read the collections for concrete habits to copy rather than for a framework to fill in.