Sheepwalking

A clever take on a common malady, by Seth Godin:

"I define 'sheepwalking' as the outcome of hiring people who have been raised to be obedient and giving them a braindead job and enough fear to keep them in line.

Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep?

And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. ("I might get fired!")"

Thoughts on Alignment

I really like the thought of alignment, but it is really hard to put into practice. We see it in clearly in the world of sports, where coaches are able to get their players to understand and fulfill their roles. In organizations, it is harder to identify the skills and roles and objectives, which are more intangible that physical performance on a field. The leaders who can accomplish it are extremely gifted.

"My belief is that when you are in a culture where there is alignment, you do get a sense that everyone is clear about the purpose/ambition of the organization and how their role contributes to that. When people understand how what they do connects to the organization, and if the right systems and processes are in place for the work to get done, alignment can start to happen. On the flipside, I recently visited an organization, and depending who I spoke to, I got a different sense about the company. It felt as if the company had a split personality, maybe multiple personalities. It was clear to me that people were not focusing their energies towards the same goal. The departments weren't in 'relative position,' but rather opposition to each other.

I am not so naïve as to think that every person in an organization will head in the same direction. However, I get concerned when an organization seems scattered, vs. being drawn or pulled in the same direction.

That's my view. What's yours: Is there really such as thing as organizational alignment?"

Observation on Leadership

Regarding the rumored new president of Harvard, an observation on what it takes to be successful:

"“Complex institutions need wise leaders with vision who can inspire collaboration for change,” said Dr. Gutmann, who had said repeatedly that she intended to remain at Penn. “And Drew has all that it takes to be such a leader. She has a strong backbone and sense and sensibility.”"

Quite a checklist:
-wisdom
-vision
-inspirational
-collaborative
-change
-backbone
-sensible

Being Part of Something Special part2

More Tom Peters on great management. Here he's commenting on Daniel Yankelovich and John Immerwahr's 1983 research report, "Putting the Work Ethic to Work." Yankelovich and Immerwahr discovered that there was approximately 70% discretionary effort available in most employees. The discretionary effort being the difference between what they have to do to keep their jobs and what they could do if they brought forth all their talent and effort.

"It seems to me then, that a leader or manager's first job is to pull out that discretionary effort. This starts with clearly identifying the ambition of the organization and helping each and every employee see their part in realizing that ambition. I still believe that one thing we want from our talent is the sense that they make a difference. In my years as a first-line supervisor, I was always amazed at my weakest performers on the job who did amazing volunteer work after hours. Clearly they had the work ethic; we just didn't define an ambition for them worthy of their best efforts."

New Coaches

It's inspiring to read about the new style of coaching making an impact in the NFL. I hope this catches on in other realms of leadership:

"Smith and Dungy, perhaps the two closest friends to coach from opposing sidelines in the Super Bowl, are studies in positive reinforcement. They put unblinking trust in their players. They seek their opinions. Without handing over authority, Smith and Dungy treat their players the way a good boss treats an employee, or a teacher treats a student. For whatever reason, those social rules have not always applied in coaching.
.
'By and large, when you ask good people to accept responsibility, they will, and they will respond,' said the Colts president, Bill Polian. 'They respond to his character, his personality, his care for them, which they return.'
."

"Guys want to know that you believe in them," Smith said. "And then they'll do anything for you. After a while, it grows on you. That's what I see happening here. We have a positive approach to coaching football."

"You don't get tired of Lovie," Bears tight end Desmond Clark said. "He's not trying to impose his way on everybody."

It's About PASSION!!!

Great guidelines from Seth Godin's blog on the potential power of power point:

"Communication is the transfer of emotion.

Communication is about getting others to adopt your point of view, to help them understand why you’re excited (or sad, or optimistic or whatever else you are.)"

He goes on to give pointers on how to sell your emotion.

Does Success Breed Failure?

This quote from an article about the challenges facing Microsoft sounds paradoxical. How can success breed failure?

Yet it points to a fundamental insight. The ways of thinking and acting that prove effective right here and now may not work in a new time or place where conditions are different, and the very fact of present success may blind us to the need for new strategies and methods.

Are you able to adapt? It takes a basic humility to be able to say that I knew what worked before, but that may be wrong for the current situation. We need continued humility and flexibility for ongoing success - to be lifelong learners.

Can Microsoft Thrive in a New Digital Era? - New York Times:

"“The dilemma for Microsoft is that it is a prisoner of its business model, and the fact that it is a gilt-lined prison makes it brutally hard to change.”

One of the evolutionary laws of business is that success breeds failure; the tactics and habits of earlier triumphs so often leave companies — even the biggest, most profitable and most admired companies — unable to adapt."

Marketable vs. Electable

Would you rather make an impact or be well liked? From Seth Godin's Jan 2 blog:

"To be marketable, you must be remarkable. Marketing isn't about getting more than 50% market share, it's about spreading your idea to enough people to be glad you did it... 3% of a market may be more than enough, especially if you have a local business or an expensive service.

The temptation of the marketer is to try to get elected. To be beloved by everyone. As a marketer, you hear from someone who doesn't love your product and you work to change it. Eventually, that strategy leads to boredom, to sameness and to stagnation.

I know it's tempting to create electable products, but it never works. All the tried and true warhorse successes (Nike, Starbucks, Apple... the NSA of marketing examples) didn't accomplish market share until long after they accomplished becoming remarkable. If the founders had set out to get elected, they would have failed in creating much of anything.

Who have you offended today? You're not running for anything except perhaps Mayor of the Edges."

Part of something extraordinary

This is a quote from "The Secret Letter from Iraq" posted on the internet.

Some interesting observations in the letter, nothing earth-shattering, but very down-to-earth and touching.

One that caught my eye is here - the high re-enlistment rate among Marines. It just reminds me of how we all long to be part of something extraordinary. Where do you find it?

"Highest Unit Re-enlistment Rate — Any outfit that has been in Iraq recently. All the danger, all the hardship, all the time away from home, all the horror, all the frustrations with the fight here — all are outweighed by the desire for young men to be part of a band of brothers who will die for one another. They found what they were looking for when they enlisted out of high school. Man for man, they now have more combat experience than any Marines in the history of our Corps."

Rising Tide Lifts All Boats

From Tom Peters' blog on Dec 8. He argues for promoting your whole industry, including your competitors, because it will benefit your business; and then differentiate yourself from your competitors through your work, not through badmouthing them.

"At the top of my business priority list, I want my overall market to grow by leaps and bounds. My market share will go down (It was about 100% after In Search of Excellence, when I was more or less the only public 'management guru'), but my revenue will soar—the 'bigger pie' axiom.

In short, I want my competitors to thrive. And I welcome their presence at my events. I go so far (see our 'Cool Friends' interviews, for example) as to enhance their careers!"

Is My Leadership Spiritual?

This brief article in Leadership Journal reminds us that spiritual leadership is really about communing with God. It is about letting him shape our character and vision, and then impacting those around us with his presence and purpose. The spiritual leader's first priority is time alone with God.

"Rather than leading from a place of frenetic, ego-driven activity, I am leading from a place of rest where I know what I am called to do and I am confident God will produce it. Rather than manufacturing ministry, I am leading from my own experience with God. Rather than being subject to inner compulsions of the self and outer demands of people's expectations, I am learning to respond to God's call upon my life."

Singapore, a new home for riches

From a Los Angeles Times story:

"Singapore, a new home for riches
The country, which has eased its banking laws, is touted as the next Switzerland. Its resort properties are luring wealthy foreigners."

If any wealthy foreigners are looking for a property investment in Singapore, my family and I would be glad to manage the place for you : )

The Shuffle Generation

Happy 5th Birthday, iPod!

Beyond our music-listening habits, the ipod and iTunes Store have revolutionized how we consume and control our entertainment.

"But to me, the iPod's biggest legacy will be the shift it symbolizes by its signature feature, the shuffle. In the simplest sense, this refers to the way iPod users can randomly reorder the contents of their music libraries to create instant radio stations stocked with music they chose. So although you don't know what song will come next, you know it's one you'll almost certainly like....

This reflects the experience that the Internet offers in other categories. Instead of buying an entire newspaper, you can cherry-pick articles from a vast virtual newsstand (shuffle the news!); instead of being stuck with the offerings in a department store or mall, you can engage in a focused global shopping spree in which even the most obscure goods are a mouse click away (shuffle the shopping!). And instead of being stuck in the covers of a book, or the contents of your local research library, Google promotes the prospect of typing in a few words in a search field and getting page after page or relevant results from books, videos, research reports and Web pages (shuffle all of human knowledge!)."

The Power of Small

Years ago I read the classic book "The Ugly American" which teaches the power of personal action, appropriate technology, small development projects. It biased me against large capital projects in developing countries which seem to lend themselves to corruption, and which seemed to be the way the US government went about community development.

Today I read in Tom Peters' blog that that the so-called father of microlending won the Noble Peace Prize. I hope many more will take up this approach to development, which is the methodology which most of my friends in the Christian church and mission world are taking:

"Yunus is the father of microlending, one of the most potent tools of ours or any other times. Microlending was long dismissed by the powers that be (the World Bank among them) as being a peanuts idea. Big Loans for Big Projects was the ticket. Yup, big loans for big projects was the ticket for a few good things ... and an unimaginable amount of corruption.

Yunus started Grameen Bank in Bangladesh. A typical first loan is $15. After many a trial and many an error, Grameen ended up granting over 90% of its loans to women. (Women = Reliable. Men = Unreliable.) Lending primarily to women in a Muslim country was, to say the least, no mean feat. Yet Yunus persisted."

Spiritual Formation

"Spiritual formation in a Christian tradition answers a specific human question: What kind of person am I going to be? It is the process of establishing the character of Christ in the person. That's all it is. You are taking on the character of Christ in a process of discipleship to him under the direction of the Holy Spirit and the Word of God. It isn't anything new, because Christians have been in this business forever. They haven't always called it spiritual formation, but the term itself goes way back."

- Dallas Willard

Thoughts on goodness and decency

From Dennis Prager:

"Indeed, much of the world is no longer capable of even identifying the indecent -- or the decent, for that matter. Moral relativism, multiculturalism and dividing humanity between strong and weak or rich and poor, as opposed to dividing it between the decent and the indecent, have all virtually paralyzed the human conscience.

The net result is that not only do the bad keep eradicating the good, but much of the world actually denies that fact, denies that we can even categorize any people as 'good' or 'bad,' and often opposes the best taking up arms against the worst.

Is the prognosis for good triumphing over bad therefore hopeless? Not yet. The good need to fight not only the bad but also the vast middle of humanity who can't tell the difference between the two. It is a daunting task."

Notes on Success

The ones who succeed are usually the ones who are not afraid of failure, and not deterred by failure. Which relates to a few of characteristics - courage to go for it, persistence to keep going for it, and vision to have something to go for.

"To put all of this in context, and before you start to vomit at my bragging, I must confess that I fail miserably about ten times for every one success. (That’s an accurate estimate. I’ve literally kept score.) But interestingly, the failures always involved activities that seemed entirely feasible. I was completely qualified for all of the things that failed. Ironically, I couldn’t even “keep my day job.”" [whereas his long list of successes involved areas way outside his competence, but where he had a premonition he could succeed]

The Biggest Mind-Flip in Business Today

This article reminds us that one smart person in the room is no longer enough. The most effective leaders are able to elicit and utilize the contributions of many people.

How are you at creating a culture of contribution?

"creativity is no longer about which companies have the most visionary executives, but who has the most compelling 'architecture of participation.' That is, which companies make it easy, interesting and rewarding for a wide range of contributors to offer ideas, solve problems and improve products? Ultimately, he argues, the companies that are most likely to dominate their business are the ones most adept at harnessing the collective intelligence of everyone with whom they do business."

Leadership for the "I-Cubed Economy"

I love the sound of this from one of my favorite writers. It's inspiring to me, and I would love to be "leaderful" as he describes it. But I'm a little skeptical about how this will really translate into our everyday lives, where people are comfortable with traditional authority structures.

"According to my recent research, we have entered what experts call the 'I-Cubed Economy' ... which stands for INTANGIBLES, INNOVATION, and INFORMATION. Knowledge assets (what people know and put into use), collaboration assets (who people interact with to create value), engagement assets (the level of commitment and energy of people) and time quality (how quickly value is created) are the four factors of production in this 'Intangible Economy' according to Wikipedia. 'They' also say this new era calls for new leadership ... 'post heroic' leadership which is based on 'bottom-up transformation fueled by shared power and community building.' Organizations that apply this leadership approach are referred to as 'leaderful' and assume that all of us have leadership qualities that can be pooled and drawn upon as needed.

Here's where this conversation gets juicy ... in a world that changes so rapidly, the gap between what we know and what we do has to close...leaders can't just know that command and control leadership doesn't work ... they actually have to DO a different kind of leadership ... NOW! The problem, as I see it, is that we lead from our rearview mirrors. We learn to lead from those who lead us, in an environment that supports old business practices and in cultures that reinforce old values and belief systems. If we learn from those before us ... are we not, in fact, followers? And, if we want to be great leaders, doesn't it make sense that we look to our 'followers' to learn how to lead? Imagine a future and live into it, rather than trying to just improve upon or change the past? We spend a lot of energy trying to capture and apply best practices ... but, in a world with so much change ... what is the shelf life of a best practice anyway?"

Countdown to 300 Million

The US population hits 300 million on Octebr 16th, up from 100 mil in 1915 and 200 mil in 1967.

Other interesting stats are mentioned in this LA Times article.

"Right now the formula is one birth per seven seconds, one death per 13 seconds and one net increase in immigrants per 30 seconds. With the number of deaths subtracted from the number of births, immigration accounts for about 40% of population growth."