Enlightened Conflict

In the battlefield of ideas (gerrymandering version)

October 10th, 2017

 maze-sledge-hammer-idea-thinking-business-light-bulb-breaking-thru-eos

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Richard Lugar <Indiana senator for 35 years>

 

It takes courage to declare dozens or even hundreds of positions and stand for office, knowing that with each position, you are displeasing some group of voters. But we do our country a disservice if we mistake the act of taking positions for governance.

They are not the same thing. Governance requires adaptation to shifting circumstances. It often requires finding common ground with Americans who have a different vision than your own.

 

======

 

So.

 

This is a followup to my battlefield of ideas society version — on gerrymandering.

 

Gerrymandering is being discussed at the Supreme Court level in the United States.

 

Here is the one thing I have not heard discussed, yet, when debating gerrymandering – a desire to create battlefields of ideas.

 

Let me explain.

 

Inherent to gerrymandering is a lack of conflicting ideas to debate. When there is no ideology to compete against the one which will … well … win … then the only ideas which are discussed are the ones that people already deem to be worthy already <this is an ideology discussion and not a battle of ideas>.ideas trapped trapped politics life change business

 

This creates an environment in which a citizenry gets trapped in the same doom loop of existing ideas and ideology never to be freed to view new ideas <or unearn the ones they currently have>.

 

Gerrymandering is driven by politics in America which is an eat or be eaten world.  I could, and will, suggest this is not only not healthy for democracy it is also unhelpful to progress.

 

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“The difference between a politician and a statesman is that a politician thinks about the next election while the statesman think about the next generation.”

 

James Freeman Clarke

 

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I would be arguing to the Supreme Court <and most likely would be laughed out of the court> that democracy is about progress and gerrymandering is not about progress. My rationale for that argument is that lacking any real battle of any ideas there is no progress.

 

But, maybe more concerning, is that if you do not battle over ideas the people, the citizenry, become intellectually hollow. I am not suggesting everyone needs to be an intellectual but I do believe people should be more invested in a better understanding of facts, ideas & pragmatic realities versus ideological opinions & perceptions of truth.

 

Look.

Simplistically … I think this is what people want in a candidate from an economic & success standpoint:

 

  1. Correct identification of the actual, major problems.

 

  1. Plausible, workable solutions <ideas>.

 

best worst people think idea do live lifeI am not sure we want Politicians who deal in the pragmatic reality of governing and how it matters to the everyday business & person … but that is what we need.

 

Without a battlefield of ideas, which gerrymandering eliminates, we don’t discuss what we need … we end up discussing what we want.

 

That is bad.

 

I listen to the rantings of politicians who seem far more caught up in ideology and party positioning than they do in honestly meeting the deep challenges of our economy, the needs of our people, and caring for an environment which is capable of sustain our children’s children.

 

I listen to the rantings of politicians discussing what is right and what is wrong <with regard to citizen assistance> and then witness hurricanes, wildfires and poverty destroying lives and property and then begin to question our priorities when we are unable to respond adequately.

 

Gerrymandering should be discussed not as a structural democratic decision but rather a societal “idea debating structure” discussion. We should be discussing that we want a voting construct which actually FORCES a battle of ideas so that we, the people, can be sure we actually GET the best ideas.

 

I want to listen to the rantings of politicians who are caught up in ideas and the battle to articulate their ideas so that … well … we are here because we have a better idea.

 

What would I do?

Back on February 1st 2016 I offered this thought:

 

  • Stop districting voting blocks.

 

Having republican voting blocks <districts> and democrat voting districts is reckless thinker doer idea workcrazy.

Make a politician win the popular vote in the area they will be representing is in that district. All the people.

I don’t want a republican county or a democrat county … I want a ‘people county’ selecting by popular vote a person to represent their county interests.

Oh.

If you do this, it permits you to choose ALL politicians by popular vote <President included>.

In almost every Gallup poll since 1944 only about 20% of the public has supported the current system of awarding all of a state’s electoral votes to the presidential candidate who receives the most votes in each separate state <about 70% opposed and about 10% undecided>.

Regardless.

Politicians designed redistricting so that politicians could benefit. This is political reengineering at its crudest and worst.

What bullshit.

If we are truly a Republic <which USA is> than the people should design district policies and idea <so that they encapsulate their needs and wants – schools, taxes, infrastructure, etc.> and then by popular vote select a representative who wins the battlefield of ideas.

Remove districting as a variable.

I don’t want a district predestined to select a specific party.

I want voting districts to become battlefields of ideas not partisanship.

 

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outside the box realism idealism think ideasThat was just a thought.

 

I also believe we should have mandatory voting.

 

If I truly believe I have a societal problem in that people are not invested enough intellectually in the ideas that matter to them and to the country then maybe I should enforce some involvement.

 

Do I believe everyone will be an engaged spectator in the battle field of ideas?

No. Of course not.

 

Do I believe MORE people will be an engaged spectator in the battlefield of ideas?

Yes. I surely do.

 

In the end.

 

What I would like is someone who doesn’t insult me with superficial promises and silly diatribes that stoke fear.

 

What I would like is someone who doesn’t insult the intelligence of any and all people and a political system which not only does NOT encourage this but actually penalizes politicians who pander.

 

What I would like is for political campaigns to become battlefields of ideas.

 

I would also like a leader to … well … lead in this discussion.

And … well … Trump is not that leader. He continues to not want to battle on ideas but rather try and win battles by process & procedure <and pandering and superficial promises>.

Frankly, this does nothing to improve society or true understanding of what is right or wrong.

 

And … well … Obama was that kind of leader. He continued to battle on ideas. He didn’t always win but he battled on ideas. Just as a reminder <because there is some untrue criticism of Obama with regard to Fox News> this is what he said in an interview with Bill O’ Reilly:

 

What Obama actually said about Fox:

 

Asked if he was unfair to Obama, the president responded to O’Reilly: “Of course you are, Bill. But I like you anyway.”

“This list of issues you asked about – they’re defined by you guys in a certain way,” Obama continued. “But this is OK. If you want to be president of the United States, then you know you’re going to be subject to criticism.”

 

 

I bring up the Obama/Trump comparison to state that while I wish we had a ideas break the mold new think conformpresident who would encourage a battlefield of ideas … we do not.

 

Therefore I think the entire gerrymandering discussion takes on a completely different hue. It shouldn’t be about who wins from a political party perspective but rather who wins on the battlefield of ideas.

 

The only way I know to do that is to drive debates in a geography which demands some aspects of centrist-type ideas and , inevitably, to a more centrist position where people begin to understand compromise, the trade offs of ideas and neighbor’s wants & needs and wh0 & what represents a greater good rather than “what I think.”

 

And the only way I know to do that is to eliminate gerrymandering and use whatever basic districting which creates a mish  mash of … well … parties, races, incomes, whatever … and force a battlefield of ideas.

 

in the battlefield of ideas (society version)

October 10th, 2017

 thunder lightning ideas storm dark business

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 “The appropriate response for horrible language and horrible ideas — the appropriate response is a better idea.

 

We are here because we have a better idea.”

 

—–

Lt. Gen. Jay Silveria

 

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“It’s no longer the case that technologies of communication merely accelerate the public discourse, they now ensure that every possible public discourse happens simultaneously. It’s not one damned thing after another. It’s every damned thing all the time.

And so in place of a deliberative democracy, in which we as a people could acknowledge, and even tolerate, our differences while working through complex tensions at a pace consistent with social cohesion, we get a no-holds-barred battle royale in which all things are always at stake — in which we’re fighting every culture battle, past, present, and future, right the hell now.”

 

—–

Daniel Foster

 

===============

 

Ok.

 

Hugh's Missing the Point

 

I tend to believe everyone knows that we are in a world in which ideas are getting the shit kicked out of them.  For the majority of people ideas float on the superficial surface of our awareness waiting for us to pick one out when it catches our eye.

What that means is rarely do we do any deeper dive to see what else may lie under the surface.

 

This is happening for a variety of reasons … but the one that bothers me the most is the overall lack of interest in ‘deliberative discussion.’

 

It seems like in the battlefield of ideas it is a kill or be killed world in which we instantaneously shoot one death ray, attempt to deflect the one which was launched at us, and assumes, in this assault, only one walks away alive.

 

Ideas do not fare well in battles like this.

 

The battles in which ideas thrive are the grind it out battles. The ones in which there is an ebb & flow with strategy and strategic maneuvering and there are … well … strategic compromises made in order to win or achieve the objective.

 

As I have said before … to truly win on the battlefield of ideas you actually need ideas communicate media training shrinkingto suffocate bad ideas, suffocate objections and suffocate ignorance not by shouting <which just adds oxygen to a room and an idea> but rather by squeezing the air out of the idea.

 

But in order to do that you need to engage in deliberative discussion and … well … not be a coward.

Battles are for neither the lazy nor the cowardly.

 

 

Deliberative discussion means you just cannot randomly pick up an idea off the superficial surface and walk away.

 

You need to engage … well … deliberately. You need to step onto the battlefield of ideas <either as an engaged spectator or a deliberate contestant>.

 

And maybe this is where I get most grumpy with ‘we the people.’ While we may have a shitload of good excuses it almost seems like the majority of people deliberately resist the invasion of ideas.  This almost takes as much effort & energy as actually deliberately participating in the invasion of ideas.

 

This grumpiness on my part made me revisit something I wrote back in 2016:

 

The conflict of ideas does not have to reside in any open debate. You don’t even need another person. Ideas invade in any number of ways. They plant themselves in boxes you have forgotten you even had. They grow to a point where you cannot ignore them anymore and begin to battle existing ideas you have. It becomes … well … a war between learning and unlearning … new and old … what you knew and what you know.

 

I imagine my point is that we are on the battlefield of ideas whether we choose to deliberately be there or not.

 

In general, I this means we are failing society if we do not deliberately participate in some way.

 

In general, this means we are failing society <and ourselves> if we deliberately  curb the ‘art of the idea battle’ by deliberately deciding to  curb the art of critique & criticism <which is at the core of the deliberate discussion>.

 

This is almost societal malpractice on our part because criticism has a role in an effective battlefield of ideas in that it tends to hone the point of attack and … well … sharp edges break through ignorance & well-formed opinions.

 

Some would call this “the ability to unlearn.”

 

But ,maybe more importantly, by avoiding this battlefield of ideas we have ceded the ground to not only the cowards but also the assholes. The ones who do not seek to battle over real ideas but rather simply to win an opinion <note: opinions CAN be ideas but real ideas are rarely just opinions>.

 

Look.

 

business i have come to do battle legacy defineI have nothing against my idea winning <in fact … I like it a lot> but I imagine my point is that the bar for acceptable good behavior to win has dropped significantly.

 

Studies show it.

 

Shit.

 

Just watch the people around you or watch some tv and you will actually see it.

 

And this lack of acceptable behavior affects how we battle. And, well, that matters because a battle poorly fought means ideas lose or suffer and opinions <and assholes> increase their odds of winning.

 

Anyway.

 

I think we all know that Life isn’t just solely about winning and losing … and this is even more relevant on the battlefield of ideas.

 

I think we all know that some basic good behavior isn’t something that needs to be dictated but rather it is simply something good for common humanity within a population with a desire to have better things and do better things than we are doing today … and this includes better ideas.

 

I think we all know that behaving well, at least relatively speaking the majority of the time, has a reward that may not always show up in pride, power & pay but rather almost always in dignity, honor & … well … certainty … and this is important in the actual battle of ideas.

 

I would argue that the three things I just outlined matter a shitload because if we do this then we will … uhm … treat ideas more fairly and less divisively … even as we battle over them.

If we do these things,it tends to lead people to an overall belief, and understanding,  that the idea is fairer for the greater good & society, that the institutions <and the people battling the ideas in the institutions> will treat them more fairly and the world, in general, will end up treating them more fairly <because the ideas are fairer and better understood>.

 

Ah.debate feel facts stories battle of ideas

 

Better ideas better understood –that is the outcome of not only behaving better on the battlefield but permitting a real battlefield of ideas.

 

I do believe we are behaving more badly.

Suffice it to say that if everyone took one step back and viewed the battlefield of ideas and the behavior on the battlefield and viewed the wide spectrum of current behavior from good to heinous, well, it just doesn’t paint a pretty picture.

 

Not only are there not a shitload of pretty ideas out there being battled over but how we are battling ain’t so pretty either.

 

Frankly, we are acting more like assholes every day.

 

Even the people who are trying to stand up against the assholes.

 

And in doing so while societal discourse suffers the largest loser in all of this assholishness are the ideas.

 

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“Only a more civil and honest public discourse can help us face up to our challenges as a nation, in a way that would make them proud.”

 

———-

Barak Obama

 

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Lastly.

 

With all of this assholishness behavior floating around and ideas suffer … you have to hunker down and understand it’s not personal … it’s about ideas.

 

I know. I know.

Conceptually this is a tasty high road we like to offer everyone who sits at the idea table.

Realistically … well … this one is difficult to swallow.

 

On the battlefield of ideas while the ideas can often do some mighty hand to hand combat far too often the messenger gets personally attacked.

 

But.

 

Here’s the deal.

 

I could care less if I turned on the TV and saw Bruce McTague sucks on every channel I went to. Sure. It would sting but, well, at least in the good ole USofA I have the right to speak my ideas and have the opportunity to rationalize my ideas … and others have the right to criticize … me & my ideas.

 

It’s not personal.

 

At least it’s not if you believe it is a battlefield of ideas and not a battlefield of people ideas think light business‘messengers’ or personalities.

 

We need a battlefield of ideas. And we need this battle to be fought every week, every day, every hour and possibly every minute.

 

Why?

 

The appropriate response for horrible language and horrible ideas — the appropriate response is a better idea. We are here because we have a better idea.

 

We deserve not only better ideas but the best ideas. And the only way I know to get the best ideas is … well … to have a battlefield of ideas. The world, and society, would be a much better place if we actually stopped battling over meaningless things and battled more over the truly meaningful things — ideas.

 

leadership, resentment and impact on delegation

September 8th, 2017

resentment definition

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“I eventually came to understand that in harboring the anger, the bitterness and resentment towards those that had hurt me, I was giving the reins of control over to them.”

 

Isabel Lopez

 

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“Beware of those who are bitter, for they will never allow you to enjoy your fruit.”

 

Suzy Kassem

 

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Well.

 

Spite and resentment is one of the least discussed business ailments in the resentment fear angerbusiness leadership and organization world.

 

What I mean is that businesses around the world <including the good ole USofA> are strewn with middle management and upper management who carry a full backpack of resentment. This backpack has a nifty well designed logo on it — victim.

 

I would imagine <this is a guess> that this significant sprinkling of people in the business world carrying around the resentment of being victimized in some form or fashion do not hold the most senior spots but rather they hold the responsibilities most dangerous to the overall health of an organization – middle management.

 

They are most likely not at the top because those people got the positions they deserve <mostly>.

 

The ones who carry resentment are the ones who have been promoted “too slowly” or maybe haven’t been “recognized for the talents they offer” or maybe have been passed over by “someone who doesn’t know half the shit I know” … and then … to their satisfaction … they have FINALLY been promoted.

 

They take the step up but before they do … stop at the bottom of the stairs to pick up their backpack of resentment … and then accept the step up.

 

I often think of this as the ugly underbelly of ‘entitled’ or “finally getting what one deserves.” This is … uhm … in other words … resentment. And resentment carries a nasty quiver of grievance arrows to shoot when given the opportunity.

And grievances have a nasty habit of being one of those things that like to be addressed and not ignored.

 

Now.

 

Some people confuse this with “carrying a chip on their shoulder” which is what got them to where they are today.

 

Uhm. That’s bullshit.

 

People mistakenly conflate “carrying a chip on their shoulder” with ambition.

resent chip on shoulder

 

It’s not as simple as that. In fact … that simplistic ‘go about business like they have a chip on their shoulder’ is actually just a lazy attitude toward motivation.

 

It is more often than not some self-created ‘boogieman’ someone has created in their mind in order to go out and be your best. That’s bullshit. If that’s all you have for motivation … well … that’s just not good <for you and the people you work with>.

 

Yes.

In small doses a ‘chip on your shoulder’ can give you some well needed nudges to “I will show them” attitude at some key moments.

 

No.

Large doses, or constant, “conducting myself with a chip on my shoulder” attitude simply makes you … well … an asshole.

 

You become an asshole because this 100% chip on shoulder attitude actually makes hate, in some form or fashion, the energy to drive everything – it creates an outsized sense of grievance which you bring with you wherever you go.

This grievance not only seems to pour from every pore in this person but also seems to appear every time this person makes a decision <if not in the words they say>.

 

Yeah.

 

The resentment people can be crafty.

 

resentment are wsps in memoryCrafty in that they justify their behavior not just based on their outsized chip but more often that they are standing up for all who have been overlooked and begrudged of what they were entitled to by some unfair system or ‘cadre of assholes driven to let mediocrity thrive.’

 

It’s another version of us versus them but with a total selfish foundation.

 

In addition.

If they are good at masking their resentment, each decision, taken as mutually exclusive of all other decisions, can maybe be explained as a ‘personal issue being addressed’ or sometimes even simply an impulsive instinctual decision.

 

That’s bullshit too.

 

I am not suggesting all employees burdened by an unhealthy weight of resentment are actually bad managers and business people <in a pragmatic competent sense> but they do have a nasty tendency to have built this façade of some “personal brand” which they have honed over time as they have been ignored & overlooked so much so that all decisions and choices get instinctually filtered through this personal brand filter.

 

Nothing is impulsive, nothing is “resentment driven” and nothing is “addressing a grievance” … it is all simply driven by the personal brand.

 

What makes this behavior confusing to people <in terms of trying to discern motivations and the sense that there is an unhealthy amount of resentment incorporated into the management style> is that there is no long term strategy … it just assumes that all transactions meet the brand therefore, in the long run, it is good.

 

Exceeding expectations is defined in a transaction by transaction basis and secret ingredient is resentmentweapons used to meet expectations <responsibilities> are justified a means to an end. In other words these managers can screw anyone they want professionally but if within that specific project, assignment or transaction the greater organizational expectations are met or exceeded … well … this manager has “won.”

 

Oddly … this behavior creates an odd sense of consistency … & inconsistency. It can often appear inconsistent in that the actions, behavior & decisions are not particularly driven by any business philosophy or ideology … or even based on what is right or wrong.  This drives the appearance of inconsistency.

The consistency is grounded on vindictiveness. This doesn’t mean any and all actions are vindictive just that if the opportunity arises to address some self-defined grievance and the window of opportunity to be vindictive opens … well … this person will jump through that window.

 

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“I must fight with my weapons. Not his. Not selfishness and brutality and shame and resentment.”

 

John Fowles

 

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waste time on resentment an blame energy businessHere is the problem with all that I have shared today.

 

Resentment is part of the devilish trinity of bad shit in a business environment – fear, anger, resentment.

All the yesterdays make this person angry and humiliated and, frankly, they feel like they have been taken advantage of.

 

It creates a negative emotional foundation from which all behavior and actions are leveraged from.

 

I could argue that this is a cultural thing. Something like a “culture of entitlement” in which people feel like they are promised promotions & money simply because they work hard.

I will not.

This is an individual issue.

Individuals are responsible and complicit in this attitude and behavior – culture does not force them to do anything and think anything on this issue.

 

I could argue that this is some version of culture encouraging a larger sense of victimhood.

I will not.

This is an individual issue.

It is not victimhood if you shoulder your own responsibilities and are ‘punished’ if the chips do not fall your way.

 

I could argue that thus is some warped version of culture encouraging unrealistic expectations.

I will not.

This is an individual issue.

Expectations are defined personally … society and culture doesn’t tell you what to expect … you craft that expectation all by your lonesome. And, I have news for everyone, while Life & business can be pretty cruel and unfair, in general, those who have ability and work hard do not typically get overlooked or left behind. Hate to tell the “resentful managers” but … well … I feel pretty confident suggesting that as a basic business truth.

 

never remember the cost of resentment

The only thing I will argue is that someone who has a big backpack of resentment should never be a leader.

 

Why?

 

Anger today.

 

Resentment of yesterday.

 

Fear of tomorrow.

 

That is the trio of partners in crime in this sad story. I have to tell you. I am fairly sure no business wants those three sitting in any one office every day in their business.  And I am absolutely sure these are not qualifications one seeks in a new employee.

 

working with a competent incompetent blowhard

July 21st, 2017

ego at the door

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“I’m an egomaniac with an inferiority complex.”

 

—–

Eric Clapton

 

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“Not everything is about you,” Clary said furiously.

 

“Possibly,” Jace said, “but you do have to admit that the majority of things are.”

 

 

Cassandra Clare

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“Who knows himself a braggart, let him fear this, for it will come to pass that every braggart shall be found an ass.”

 

 

William Shakespeare

 

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“Or, rather, let us be more simple and less vain.”

 

Jean-Jacques Rousseau

 

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So.

 

ego meter

We all have worked with assholes.

We all have also most likely worked with egotistical assholes.

 

And, unfortunately, we all have most likely worked with competent egotistical assholes. This is the particular type of asshole who actually kind of knows their shit, is overly satisfied with their competence, tells everyone who good they are and says all of this no matter what has actually happened <good or bad>or whether it is actually reflective of reality.

 

I have never really worked for anyone like this <fortunately> but I do know from experience that these people particularly suck to work with because, yeah, they don’t completely suck from a functional professional standpoint … so you cannot completely ignore them and, even worse, they may actually even have some specific skill you may need at some point.

 

What makes it suck for you is that they have some serious flaws <not that they would ever admit it> and that they will take credit for anything and everything they can, they will multiply wins in exaggerated results and effort and diminish, if not even blame others, for lack of successes.

 

They are, and always will be, the biggest self-promoters <assholes> you will capitalism narcissistever encounter.

 

They are, and always will be, the biggest selective users of facts and specifics to showcase whatever self-style & strength they want to portray <their own assholedness>.

 

They are a legend in their own mind <and an asshole to the rest of us>.

 

But, at their best, they are not only competent but can actually contribute.

 

These assholes are tougher to deal with and manage than the incompetent. You can ignore the incompetent <or the ‘less than useful’ or the “beyond their sell-by date’ people>.

Once again … I have never had to report to an incompetent blowhard <or an incompetent non blowhard> but I have had several “senior people who were beyond their sell-by date” who you never permitted in a meeting by themselves <for fear of what they would say or promise> and you always tried to diplomatically curb their responsibilities and impact.

They were not always truly assholes or incompetent just ‘less than desired usefulness’ for the business needs.

 

But the competent blowhards are a bear to deal with.

 

You are constantly sitting there thinking … “Jesus … wouldn’t it be terrific to be able to reap the rewards without putting up with the blowhard bullshit?”

 

I actually found an article suggesting some tips on how you can “harness the superb results these folks generate without having to put up with their acting out.”

 

Whew.

That article was off base. You cannot harness a blowhard … competent or incompetent.

 

An egotistical competent person is … well … an egotistical <typically “narcissistic”> competent blowhard asshole and there is little to get around that.

 

asshole day

 

You just figure out how to get around them, use them the best you can and take them head on strategically <knowing you cannot take them head on all the time>.

 

To be clear.

 

I am using “asshole” loosely here. As someone noted somewhere … the term “asshole” is also used as a euphemistic reference to people whom we classify as “disagreeable.”

 

A blowhard is disagreeable but so can a lot of good people who aren’t narcissistic. Shit. Contrarians can portray some asshole tendencies <see myself as a prime example> but not all contrarians are fucking egotistical self-promoting blowhards.

 

I could argue that since each of us is an asshole to someone the term is always relative. In other words, one person’s asshole can be another person’s hero.

 

Therefore … in my eyes … it takes a lot of effort to be a competent asshole.do not speak again oxygen thief opinion blowhard importance

 

Incompetent assholes don’t know that they are assholes.

Competent assholes KNOW that they are assholes.

 

I am writing this because, unfortunately, this is a conversation we all have in business. Egomaniac assholes are in every business. We have to deal with them and the reality is that sometimes they are in senior management.

They may actually be competent but they are manipulative, obsessive, and aggravatingly boastful and far too often bullies.

They may actually have some aspects of competence and use it to throw anyone around them who also shows signs of threatening competence under the bus at any given opportunity.

They actually do it under the guise of “creating a competitive always improving environment” when they are really simply insecure assholes who want to diminish anyone around them so they look bigger & better.

 

—————————————–

Hayakawa: Use the Right Word:

 

By definition ‘boast’ suggests a self-important and tasteless pointing out of one’s own successes.

 

Occasionally the word can refer to self-congratulation for a victory not yet won.  Brag intensifies the note of tastelessness in boast, suggesting limitless conceit and, possibly, inaccuracy of the claims being made – bragging about imaginary exploits. And then there is ‘crowing’ which suggests a noisy or vociferous bragging of an extremely offensive kind. And ‘gloating’? Gloating is an intensification of crow – although it need not be verbal and sometimes suggests taunting someone that one has bested.

 

By definition: egomania

…. an obsessive preoccupation with one’s self and applies to someone who follows their own ungoverned impulses and is possessed by delusions of personal greatness and feels a lack of appreciation.

 

——————————————

 

job i am the greatest confidence trump

Look.

 

I don’t mind a manager with a healthy sense of ego, but the true competent blowhards are best to avoid if possible because they have elements of toxicity.

 

In Toxic Workers , a new Harvard Business School working paper, Michael Housman and Dylan Minor look at the paradox of “superstar” workers who outperform their colleagues by 2:1 or more, but who are “toxic” — awful to work with and be around.

 

The connection between toxicity and productivity has been validated in several studies, but the question that Housman and Minor set out to answer is, “are 1%, superstar workers worth the trouble they cause in the workplace?”

 

Using a clever empirical methodology, they demonstrate that, basically, you shouldn’t work with assholes. It’s better to hire two average employees than to keep one “superstar” on the payroll, once you factor in the disruption that your talented jerk wreaks on their colleagues.

 

 

Simplistically the blowhards distort things. They exaggerate good, diminish bad,  consistently use a made up unique formula of uncertainties & lack of clarity, offer alternatives <facts & universes> and serve to only create difficulties in exactly describing what is, and isn’t, actually happening.

 

While accomplishing some things, which if discussed like a normal human being everyone would be fine with, the abnormal human being says shit like: “I don’t think there’s ever been anyone who in this short period of time has done what I’ve done.”

 

Uhm.

 

Unfortunately for whoever says this there is typically some actual proof that someone somewhere has actually achieved a lot more. But that really doesn’t matter to this type of person … all they have to do is do enough and make it look hopeful enough that a group of employees ignore the hyperbole and focus on the fact someone has done something.

 

By the way.

 

confidence is silent

What makes this truly toxic is the fact the competent non-blowhards around this person start ignoring the blowhard and just doing their own thing <and his because even more toxic to a business the more senior the blowhard is>.

 

I imagine my point here is that we all know someone at work whose biggest fan is himself/herself. They exaggerate all their contributions and diminish & deflect any blame or negatives.

Those people make it really difficult to compliment. Our first instinct is to try and deflate <or ‘right-size’> accomplishments so that even good gets diminished so it doesn’t get exaggerated. Unfortunately his sometimes means that even when credit is due the person has just made it hard for us to WANT to give them credit.

 

=============

“Until the lion learns how to write, every story will glorify the hunter.”

 

 

African proverb

===

 

 

Regardless.

 

We all know some of these people who do not recognize that they are one of those people.

Particularly in business.

 

They aren’t psychopaths and they aren’t the kind of assholes that are raging assholes … these are just the assholes oblivious to their assholedness. Suffice it to say far and away the number one way they justify their existence is “the end justifies the means.”

 

“But I made the numbers.”

“We won.”

“We finished.”

 

All the while ignoring the carnage left behind.

 

The carnage can be lost employees, pissed off employees, tired <emotionally and physically> employees, angry peers and disappointed or abused partners.

 

<lost>

 

extremes managementThey couldn’t keep up or they were not good enough <good they are gone … we weed out those who can’t keep up>.

 

<pissed off>

 

You can’t always pamper people to get them across the finish line <they like me because they know it is all done with ‘tough love’>.

 

<tired>

 

I pushed them beyond what they thought they could do <they won’t be angry once they see how I helped them realize their potential>.

 

<peers>

 

The other managers don’t recognize what it takes to get it done <my project was more important and they won’t be angry once they see the result and how the team responded …or … I am showing them how it should be done>.

 

<partners>

 

They have good intentions but I need to keep them focused on our priorities and objectives and needs <they work for us and need us more than we need them>.

 

Those are the tricks of the trade of the competent blowhards.

 

Regardless.

 

Yes.

Success does matter.

 

No.

I am not suggesting we shouldn’t value ‘the kill’ or even ‘ability to effectively stalk the prey’ in business.

 

But … Yes.

I do believe how you kill or stalk matters.

 

Look.

 

Blowhards can try and convince us of competence in a variety of ways … they can showcase fulfilling promises which does not show the actions of a skilled CEO but rather a bumbling overwhelmed CEO focused on showing action to try and cover up incompetence.

 

I say that because even bumbling incompetent CEO’s can do some things right in a flurry of ‘doing shit.’ I say that because even a semi-incoherent senior business person can do some things right AND justify it in some fairly creative common sense sounding ways.

 

The following is something I found somewhere <I cannot find where> from someone who actually responded to “being an asshole manager” which showcase how a competent asshole business person can quite easily justify their actions.

 

Please note that there is a strong thread of truly competent thoughts.

 

Please note that if I were so inclined I could go back through every point and slice out the slightly self-righteous aspects and showcase how you can actually be competent and not an asshole AND not pamper your employees’ every whim … but I will not.

 

=======

 

. not sure how you define asshole, but I suppose being blunt, efficient, and unable to cater to every employee’s wants (not needs) goes a long way. I go out of my way to reward my best employees, give them the resources they need, approve their time off outside of work, etc. I take a pedagogical approach to my role, passing knowledge to my employees that will help them advance their careers (and make my job easier). Yet, I’m still the asshole.

 

Here are some reasons I’m an asshole manager:

 

  1. I’m responsible for making a diverse group of people with varying job roles work together. Try coming up with one rule or guideline that makes everyone happy.

management new

  1. Some employees only work as hard as they have to. And they hate it when you ask them to do more.

 

  1. Some employees (often the ones who only do the bare minimum) expect to be promoted just for showing up. You can print them a crystal clear roadmap to success within your company, and they’ll still paddle along, doing nothing to distinguish themselves, then ask to be supervisor.

 

  1. Ingratitude is the status quo. Once, everyone in the department got tiny raises (three figures). The reason they were tiny is because we shifted our fiscal year; there was a tiny pool for compensation increases. Because someone had left, I was able to get every one of my employees a raise larger than the 1.5% average everyone in the company had to adhere to. I know it’s not a lot, but I put in a lot of effort to make their tiny raises a little less tiny. The fact they got more than the average was clearly explained to them. The response: the raises “were a slap in the face.” Fine. Next time, we’ll spend the money on a clever fucking food truck half of you won’t like.

 

  1. As a manager, much of your employee’s well-being (compensation, promotion, career growth) depends on you. At the same time, this isn’t a day care center; it’s a business, and my job is to get my employees to do their jobs. That’s a hell of burden, and it makes me less likely to be everyone’s buddy when instead I have to be fair and compassionate, but also directive and efficient.

 

  1. In the same vein, employees know how much power you have over things like compensation, so they’re never, ever totally honest with you. Personality problems I constantly hear about third-hand magically disappear when I’m leading from the floor. Also, employees will admit to making small mistakes, which upon five seconds of investigation, turn out to be related to much larger mistakes they say nothing about.

 

  1. Paranoia is the status quo. I can’t explain to employee #1 why I wrote employee #2 up. That would be unprofessional, and would betray the disciplined employee’s trust. Yet if it appears on the surface that I’m being unfair, then the conspiracy theorists kick in and all of a sudden I’m playing favorites. Example: Two employees don’t show up to work. One is written up. The first employee has a documented record of excessively calling in sick, and misses work yet again, without notice. The other, who has an exemplary attendance record, has a family emergency and calls into work in advance. The former would get written up before the latter every time. Employees aren’t privy to these details, so they form their own conclusions baked in resentment. And God help you if the employee who incorrectly thinks they’re being treated unfairly is a woman or a minority.

management bullshit

  1. You can’t listen to music with the N-word in it. You can’t describe the hot girl you met. You can’t tell off-color jokes, listen to Howard Stern, or share clips of that R-rated stand-up comedian. I’m going to write you up for breaking those rules. You may even get fired. The alternative is me losing my job because I tolerated a hostile work environment. So yes, we’re a friendly, down-to-earth, casual company…until tone-deaf legal standards force us to behave otherwise.

 

  1. Millennials, calling into work because you’re stressed isn’t a good excuse. Especially if it happens exclusively on Fridays and Mondays. I’m going to call you out on it.

 

  1. When HR makes a decision to fire you, I’m the one who breaks the news. When finance says we can’t afford that tool to make your job easier, I’m the one who communicates the message. Part of my job is to be the face of the company to you. Your bridge to the massive bureaucracy. Of course I’m going to sound like an asshole to you. And no, I don’t have time to make you feel better about it. So put my picture on the dartboard. Slander me if it makes you feel better about things. As long as you’re doing your job and I’m doing my best to treat you fairly and humanely, the rest is your problem.

============

 

So.

 

That sounded fairly reasonable, didn’t it?

 

I chuckled a little and stopped myself from going back and showing the author where they were … well … as asshole <but still pointing out their competence>.

Being a manager and a leader is not easy. If it were then … well … not only could anyone be one anyone could actually be a good one.

I shared the 10 thoughts above because the difference between an asshole leader, and a competent non asshole leader, can often be defined in shades … not vivid colors <although the result often can be viewed in vivid displays of rich & royal hues>.

And that vivid comparison truly comes to Life if you are viewing a competent arrogant blowhard.

 

I was an okay manager & leader. I did some things okay and some things not so okay. I can honestly say I did get better at it as time went on and I am much better now, and how I discuss leadership, than I was even 5 years ago.

 

I am much better at identifying incompetence and the characteristics one management what growing-global-executive-talentshould look at in defining and judging managers and leaders than I was at the beginning of my career <at the beginning it was just “boy, that feel and looks wrong” and now it is “let me point out the five things which are wrong that makes it feel wrong.”

 

And … I will admit that it can sometimes be a fine line between solid confidence and overestimated ego.

 

What I can tell you is that you don’t need me to point out an arrogant, narcissistic, semi-competent blowhard. You can see them a mile away and even if you just “feel it” you are more than likely right.

 

An asshole is an asshole. Once you have seen an asshole and felt what it is like to be around an asshole … well … you will never forget the feeling.

 

==================

 

“Besides, nowadays, almost all capable people are terribly afraid of being ridiculous, and are miserable because of it.”

————-

Fyodor Dostoevsky

==================

 

bad ideas never seem to die

June 6th, 2017

 

good idea bad idea fight time busines

====

 

“If truth be told, the easy road is nothing more than an armchair in clever disguise. And if you look around, it seems that there are a whole lot of people in the furniture business.”

 

 

Craig D. Lounsbrough

 

=============

 

“Enter through the narrow gate. For wide is the gate and broad is the way that leads to destruction, and many enter through it.

But small is the gate and narrow the way that leads to life, and only a few find it.

Beware of false prophets. They come to you in sheep’s clothing, but inwardly they are ravenous wolves …”

 

————–

Berean Study Bible

 

==========================

 

So.

 

I tend to believe most of us learn, fairly early in our careers, that bad ideas do bad idea light up good path battle businesnot die on their own. In fact … as you gain more experience you actually find that bad ideas can often be incredibly hard to kill –they may actually have more than nine lives.

 

At exactly the same time most of us also learn that good ideas rarely are seen as the greatest thing since sliced bread and embraced as a good idea as soon as they are presented.

 

Think about that for a second.

 

Bad ideas are incredibly hard to kill and good ideas can be incredibly hard to bring to life.

 

Well.

That’s pretty fucked up.

 

And, yet, despite learning this I still believe most of us are surprised when we find a bad idea still breathing and a good idea is breathing its last breath.

 

Shit.

 

Even I forget this lesson despite having seen some of the most bad ideas in the world live despite my best efforts and some of the goodest of ideas die despite my best efforts.

that is a terribe bad idea speak out business ideas

And I seem to keep forgetting it despite the fact the world is filled with some incredibly absurdly bad factually incomprehensible, or defensible, ideas.

 

Forgetting this idea is dangerous.

 

It creates a Life & business world strewn with bad ideas which can quite easily lead to a complacency that bad ideas will exist no matter what we do … or worse … complacency when faced with a bad idea because we believe it is fruitless to fight it.

 

I will not spend a lot of time on complacency but suffice it to say it is a sneaky little bastard especially when it comes to bad ideas.

But the bigger issue is that, for several reasons, we tend to let our guard down when faced with a bad idea.

 

The difference between a really bad idea and a ‘shrug your shoulders a little’ bad idea can often be indiscernible.

 

We have a bad habit of dismissing bad in its initial stages as just “bad.” This lets run or diea hardier & sturdier bad idea off the hook. It is quite possible most of us just hope it smothers itself in its badness and just goes away but more often than not … it does not. And, yet, time and time again we make an initial assessment of “bad, maybe & good” and mostly dismiss ‘bad’ and move on.

 

I could suggest that not all bad ideas are created equal but it is probably better advice to simply treat all bad ideas as equally bad. Don’t waste your time discerning the difference; just assume a bad idea will be a motherfucker to kill.

 

 

Bad ideas have an innate knack to normalize their being.

 

Once you let a bad idea off the hook when it is initially introduced it has a nasty habit of slipping into the general conversation as “possibility.”

In other words … because it didn’t die before it could draw its first breath it somehow becomes normalized as some viable breathing idea.bad idea there is such a thing

 

Yeah. Normalizing is a word that is being tossed round a lot lately.

 

As a corollary that all bad ideas can look quite similar <bad ideas> we have a tendency to simply normalize them <as ideas that may not be as good as some other ideas>. Bad is a fucking big bucket to normalize as simply “another idea to consider.”

 

It gets worse at that point.

 

“Outsider” ideas take on some personality that almost adds viability even though it is still a bad fucking idea.

It’s like all bad ideas wear black and blend into any crowd … and almost become cool by doing so. Yeah. Just ponder that for a second. How many bad ideas get a label of “cool idea” … but it’s actually a bad idea. Once a bad idea falls into the “cool thing to consider” category it becomes an aggravating difficult challenge for the actual good idea.

 

Anyway.

A moment back to complacency.

 

Complacent is a squooshy word and concept.

 

I tried googling complacency with bad ideas and got only 514000 results. Uhm. But looking within the top 8 results … the office, west point, teen life, politics, religion and a general one … there were none with regard to bad ideas.

 

This suggests complacency strikes everyone at different times in our lives.

But in no place could I find anyone discussing how complacent in our thinking that everyone can see a bad idea as a bad idea and therefore we can relax <become complacent> because … well … bad ideas just get thrown away because they are bad.

 

Complacency is squooshy.

 

Let’s face it.

 

No one wants to invest energy chasing after some bad idea to be sure it is dead.

Sure. The most experienced of us absolutely circle back after the original bad idea has been killed to make sure it is really dead. But we don’t circle around it and hover over it to see if it is really dead … we just check in on it.

 

Basically … we have better things to do than stick around to smother the sonuvabitch to be sure it is dead. But, in the harsh spotlight of truth, this is plain & simple complacency.

 

I have been burned by bad ideas so many times I have come to sometimes think of bad ideas as tsunamis. They begin as a small shaking of the earth miles down under the surface of the ocean … completely unseen. In this metaphor you may have actually been in the frickin’ meeting where it was declared  bad idea and even been there when it got discarded … but you just were not aware of the work bad idea panda angryearth moving way way down under your feet.

 

From there the bad idea can gain some incredible momentum only to build into some huge wave which can wash over even the strongest criticism at a later date <let alone drown a shitload of good ideas>. Suffice it to say … it can drive you crazy.

 

I think we have all been in this situation at work.

 

Once a bad idea has some momentum they are next to impossible to kill.

 

I sometimes believe this is because <a> some people pretend a second rate idea is first rate and <b> a shitload of people cannot see the difference between a second rate idea and a first rate.

 

==========

“What’s terrible is to pretend that second-rate is first-rate.”

Doris Lessing,

==============

 

But I actually believe it is because we give bad ideas a free pass. What I mean by that is we take a good idea and start running the ‘idea to implementation’ gauntlet defending it and selling it and sharing it all with the end goal in mind. All the while, as we focus on the good, we don’t notice <or maybe it is just a nagging aggravation along the way> that the bad idea is also in the ‘idea to implementation’ gauntlet … but getting a free ride because it isn’t really being sold … it just keeps appearing along the way as “the alternative idea to the good one.”

 

While you were focused on good and paying attention to something else the bad idea has gained “a voice” … it can be a person or it can simple be some “myth” associated with it. And when that happens you can find yourself hearing about a bad idea in some hallway from someone who really knows nothing about it … and they speak of its myth in some positive way.

Suffice it to say the moment that happens … you are fucked. The bad idea is not only alive and breathing … it is healthy <in almost mythical proportions>.

 

Ok.

So rather than bitch about bad ideas let me make a suggestion to everyone.

 

Life, and business, is one big mosh pit of shit. The shit is made up of stuff to do, responsibilities, everyday commitments and responsibilities … as well as ideas. This mosh pit is a big dark gloomy cloud of stuff swirling around.

 

Now.

 

The ideas shit is a little different. What I mean by that is 99% of ideas do not just happen <good and bad ones> like most of the other stuff in the mosh pit.

good bad idea battle for path business

 

Ideas need some ‘oomph’ to get thru the mosh pit. They need to navigate a narrow winding path through the big mosh pit of shit from the moment they are introduced to the moment in which it reaches a point where the idea shifts to some action.

As noted earlier … in most cases … the path usually has two ideas jostling each other along this path … a good idea and a bad idea.

 

===========

“Our minds are a battle ground between good and bad ideas; we are whatever side wins the battle”

 

Bangambiki Habyarimana

 

====================

 

I imagine my real point is that bad ideas do not die simply because they are bad.

 

You cannot be silent, you cannot ignore them, you cannot be complacent and you cannot simply champion the good idea. You actually have to fight bad ideas.

It may be aggravating to do so.

It may take more energy than you want fight like hell hughto.

It may even get a little absurd in how often you feel like you have put a knife through its heart and you still find it alive and kicking not long after.

 

But if you want good ideas to win you have to accept the burden of the fight. And this fight has a number of rounds and takes place over an extended period of time.

 

Here is what I know about fighting bad ideas. I now assume they never die … they simply end up in second place to a good idea that competed better.

 

That last sentence may be one of the best pieces of advice I have ever given to the business world.

 

 

 

organizational exhaustion

May 12th, 2017

exhausted organization puppy tie

 

==========

 

“I prefer physical exhaustion over mental fatigue any day.”

—-

Clotilde Hesme

============

 

“There is a construct in computer programming called ‘the infinite loop’ which enables a computer to do what no other physical machine can do – to operate in perpetuity without tiring.

 

In the same way it doesn’t know exhaustion, it doesn’t know when it’s wrong and it can keep doing the wrong thing over and over without tiring.”

 

—–

John Maeda

 

=========

 

So.

 

ideas within organizationLeading an organization is not like running a race … well … at least it is not like running a sprint.

 

Okay.

I am being stupid.

 

It’s not like running a race.

Nothing like it.

 

It is more like managing the health of a body in which you do want some exercise and you do want some healthy eating and you do want to insure proper amount of sleep.

Suggesting you want to run a business like you are in some marathon is silly and misguided.

 

It is just as misguided to think about an organization like a machine with gears and moving parts and keeping it well-oiled and full of gas and shit like that.

 

I say all of that to talk about organizational exhaustion.

 

If you stay away from silly metaphors about what an organization is, or is not, simplistically you are trying to insure your organization is putting forth a proper amount of effort against the efforts you want it, and need it, to be working against. This is a daily, weekly, monthly and annual leadership objective.

 

Different leaders have different styles working against this objective but, simplistically, that is the objective.

 

Now.

HOW you meet this objective typically takes some experience.

What do I mean?

 

I assume most leaders do not inherently know exactly how to do this … pacing an organization takes some experience and some practice, some mistakes and some successes and then you zero in on how to do it well <or just keep getting better at it>.

 

Using me as an example … I liked a hard charging group when I got to a eat sleep work organizational exhaustionteam/group management level. And I, personally, would be ecstatic if I didn’t have to sleep and I could go 24/7.

And, in the beginning, that was my vision for my groups.

 

By the way … in general … good intentions … bad idea.

 

But what that meant was that I probably learned this lesson, pacing and applying effort appropriately, too slowly <and I most likely will have a bunch of past team members chuckling painfully in agreement>. Going hard charging all the time is not sustainable — you juts have a constantly exhausted group.

Effective hard charging doesn’t mean 24/7 it means picking your moments and going hard.

 

That said… in desiring to have hard charging organizations there were certainly some lessons anyone would learn to limit needless organizational exhaustion.

Here are a couple I learned along the way:

 

  • I had to be consistent.

 

It doesn’t get discussed often enough but expectations go both ways. As a leader setting clear expectations is certainly expected <and I will mention that in my second learning> but it really helps an organization if you establish clearly what people can expect of you – behaviorally and attitudinally.

 

Words surely matter.

Setting expectations surely matter.

Actions surely matter.

But consistency matters above all. No leader is perfect and no leader will make the perfect decisions, let alone good decisions, all the time. Therefore it becomes incredibly important to just be consistent. Your organization, and specifically people, will become better accustomed to where you will be really really good and where you may be slightly off <and they will naturally accommodate both>.

 

In other words … your consistency actually offers your employees some direction for what they should do. Your best people will assess situations and know where you are consistently most likely right on, know the things you consistently overlook and know where you consistently leave some spaces for them to ‘do their thing.’

 

  • Keep some strong threads of consistency.

 

Threads of consistency permit an organization to not have to think about some things.

There were some really simple tactical things that I could control.

 

  • What do you mean <clarity in articulation>
  • Where are we going <set a visible North Star>
  • What do you want me to do <pragmatic expectations>

 

organize fish

If you could keep these three things solid and not have people milling about talking amongst themselves on these three questions you were staying ahead of the game.

 

It permits your organization to progress and not be stagnant. It permits your organization  to not invest unnecessary energy against those things and apply energy against doing shit.

 

 

Of course, a leader doesn’t have to do these things.

 

Of course, a leader doesn’t do these things at their own peril.

The peril? Exhaustion. frustration. Waste energy.

 

Not doing these things has an expense to an organization and mostly that is defined by two things – time & energy. I would point out that both of those things are not infinite resources to an organization. I point t out because if they are finite than you better have them available to you when you actually need them.

And that is why I chose to not use an organization as a race metaphor at the beginning but rather an organization as a body metaphor.

 

Look.

 

As a leader of larger organization you can hide your misjudgments or poor decisions in a variety of creative ways … mostly by shifting resources from one group to another or have another department assume some different responsibilities or by shifting some people into the work gaps or to buttress the best people who are flagging with some support.

 

But that is also not sustainable.

 

organizational exhaustion battery

The organization gets exhausted doing all that maneuvering … in addition … they get exhausted by you doing that.

 

I will admit that I got better at this as I moved up in responsibility. And, I will admit, I partially got better at it simply because I had more moving parts, departments and groups to manage. That is because I loved working 24/7 and I thrived with the energy of solving problems and … well … just energy. In a larger organization there is always something going on, some project or problem or initiative somewhere within an organization that needs attention or needs a little ‘push.’ This naturally permitted me to let one part of the organization ‘rest’ while another part of the organization ‘ran.’

 

Oh.

Think about that a second or two if you will.

 

What I just suggested is that an organization as a well-rounded circle or the classical myth of a ‘well rounded person’ is … well … simply a myth. In fact … the idea of it creates a false narrative in our heads.  As an organization learns and thinks and gains experience it does not expand smoothly but, rather, raggedly. Day after day, despite the fact it may feel like business is a grind or it may even feel too fast <or too slow>  an organization is constantly running toward some thought and experience … or … leaping from danger or something  disagreeable or some problem or some success and … well … suffice it to say it is anything but balanced.

And it is certainly not creating any smooth well rounded growth.

 

My main point?

 

exhausted all possibilities tried everythingThere is no such thing as a well-rounded person and there is no such thing as a well rounded organization. A leader may certainly aspire to create a well-rounded organization but, even at your best, the organization at any given point in time is some shape other than a circle.

The good news is that this means organizations also naturally get excited to explore the edged forays into interesting things and, in parallel, get snagged on the ragged edges of unexplored thoughts or even second guesses with regard to the lack of smoothness in what is happening in departments, groups and efforts … as well as thoughts and growth.

 

Yes.

I will point out that this is why an organization can feel slightly uncomfortable on occasion as employees, departments and groups wrestle with this discomfort, as well as dealing with the ragged edges constantly poking at everyone, but I will also point out that is why the things I mentioned earlier become even more important –the consistency, the clarity and the lack of chaos.

I will also point out that his kind of ‘uncomfortable’ is okay. Ito a leader it is actually a sign that things are going okay and the organization is not stagnant <and good leaders know how to point out good non-stagnancy to calm uncomfortable>.

 

All that said.

 

I can unequivocally state that no organization is successful when needlessly exhausted. They can be tired at the end of the day but exhaustion is a symptom not of ‘a good day’s work’ but rather unnecessary mental stress trying to get things going, understand what to do and what to say and kibitzing over why it is so hard to get what seems like normal shit done.

 

When an organization is running well … whether the 350 million, 350 or the 35 organizational exhaustion balancing workrecognize it … there are many days when the 1, the leader, leaves the office exhausted.

And the one is exhausted despite the fact that 349,999,900 people, 341 people or 34 people went to sleep that day feeling pretty good about their day and their needs & wants & hopes took one step forward that day … and they are a good tired … not needlessly exhausted.

 

Oh.

Despite the fact the one went to bed exhausted that one will arise the next day fresh because the organization is ready to go again the next day … and not organizationally exhausted.

 

I will end by pointing out that an exhausted group, an exhausted department or an exhausted organization is the sign of poor leadership. And, most importantly, it is a precursor to signs of inefficiencies and declines in measured productivity.

 

little but big & 100

December 21st, 2016

 little things big things

================

 

“You’re little but you’re  big.”

 

—–

Pretty Little Liars

 

=====================

 

“The human tendency to regard little things as important has produced very many great things.”

 

—-

Georg C. Lichtenberg

 

=========================

 

Ok.

 

Today is December 21st … the littlest day of the year – the winter solstice. The winter solstice marks the shortest day of the year in terms of hours of daylight one tree christmas winter<solstice basically means “sun stands still”>.

 

On the winter solstice, everywhere south of the equator have day lengths greater than 12 hours. Meanwhile, everywhere north of the equator have day lengths less than 12 hours.

 

The good news?

Daylight gets bigger from here. From here on out the days gradually get longer and the nights shorter.

 

Anyway.

 

On the littlest day it seemed like a good time to talk about big things … and their relationship to little things.

 

Couple of quick thoughts.

 

Time. We bitch & moan about not having enough time to do everything we want to do. I could argue that most people actually get more real practical pragmatic shit done on the shortest daylight day of the year then the longest daylight day of the year.

More focus. Less distractions. More shit done. less daylight hours. Littler day. Bigger productivity.

 

Time is time … neither little nor big.no-time-to-be-looking-at-the-bright-side-silver-lining

 

If you ever need an example of how littler can translate to bigger … well … the shortest day of the year is adman good place to start.

 

Little, or few, is more often than not a harbinger, forerunner or precursor to big.

 

From few, many. From one, multitudes.

 

This leads me to the heinous concept called ‘the big idea.’

 

I admit.

 

I get tired of hearing about ‘big ideas.’

 

In fact … in my cynical mind … whenever I hear big idea I hear hyperbole, fantastical thinking & likelihood of big failure.

 

I perk up when I hear someone say … “you know … I have a little idea that I think can make a big impact.” That I can get onboard with.

 

Let me make my point by showing how few, let’s say 100, can be the beginning of something big.

 

100 monkeys.

 

cancelled ThinkingMonkeyYeah.

100 monkeys.

 

=====

100 Monkey Theory

In 1952, on the Japanese island of Koshima, a monkey named Imo washed a sweet potato before she ate it.  She and her fellow, Macaca Fuscata monkeys were given sweet potatoes by the scientists who studied them.  The monkeys like the taste of the potatoes, yet did not like the dirt.  Imo taught her mother and the other monkeys she came into contact with and over time more and more monkeys were washing their potatoes.

 

Imo’s practice catches on.

 

Well, the interesting observation is that after a significant minority (let’s say 100 monkeys to use a number) of the monkeys were washing their potatoes, the scientists observed that very quickly after this, all the monkeys were washing their potatoes.  Like a critical mass had been reached and now all the monkeys were able to access this knowledge somehow even if they did not come into contact with Imo and her friends.  More interesting is that scientists observed that at the same time, on other islands monkeys were also washing their potatoes.

 

It appears that when 99 monkeys were washing potatoes and one more joined, a critical mass was achieved and this awareness was now available to everyone (please don’t get hung up on the exact 99 or 100 numbers).

 

This is known as the 100 Monkey Theory.

=======================

 

So.

 

The foundation of the theory is when a certain critical number achieves an awareness of “something” <an attitude or behavior)> and that ‘something’ becomes accepted … it shifts into a norm, i.e., from the few, many.

 

I believe the truly stunning aspect of this theory is the ‘island to island’ aspect.

 

Oh.

 

And these monkeys didn’t have internet.

Nor a classroom.

Nor any physical contact.

 

This theory suggests that, although the exact number may vary, when only a limited number of people know a new behavior it may subconsciously reside as the conscious property of the collective people. I am NOT suggesting some telepathic mumbo jumbo … but … I am suggesting that accepting new behavior <and attitudes I imagine> has a tipping point.1 2 3 gif score rate life people

 

In addition … I do believe the ‘100th’ is reflective of my overall belief that great minds puzzling over similar situations are quite likely to have the same idea & thought <and inevitably the same innovation> wherever they may be and never having crossed paths with someone who is having the same idea at the same time>.

 

If you agree with that, then the 100 monkey theory is not as wacky or cerebral as it may seem at first blush.

 

Look.

 

You may not buy it.

 

You may not think people are related to monkeys.

You may think 100 isn’t enough.

But you should think about it.

 

You should think about how from little … something bigger arises.

 

And while I really do not want to get hung up on the actual numbers it is fascinating to think that there is a point at which if only one more person absorbs the new attitude and changes its behavior that somehow this awareness is picked up by almost everyone.

 

A book has been written on this theory, “The Hundredth Monkey,” by Ken Keyes Jr., I don’t suggest reading it because, well, the concept is pretty simple and you don’t need a book to explain it nor do I believe a lot of pages with graphs and explanations will convince you.

 

But.

Here is my point on the littlest day of the year.

 

It can take a littler amount than you may think to create the change and behavior you desire. Add to that thought the importance of 1 – as in 99 to 100.

 

Whenever you doubt that 1 can make a difference just think about the 100 Monkey Theory.

 

I believe any one even remotely interested in creating cultural change should invest some time thinking about this theory. Instead of needing dollars to create change or wacky ideas to affect attitudes or investing energy trying to create “a wave of change” someone should focus on “the 100” or ‘the few.’

 

Think about creating change by offering relevant useful behavior information and focusing on the few.

 

Gosh.

 

Sure would make life a little simpler huh?

 

<note: some people, like me for an example, call this creating an influencer base to influence mass behavior>

 

Lastly.

 

If you focus on the littler stuff, the fewer, well … this means you can have a planned what happenedlittler plan than normal.

 

I can hear the screams of disagreement from big idea people … “big ideas need to be nurtured and protected by big well thought out plans.”

 

Well.

 

The main issue with big plans and big planning is the fact that little things are always changing.

Even worse, these changing little things are oblivious to the neat orderly plan you had in place.

 

And even with all this change I imagine you have a choice … plow through the little changes swirling around with an unchanging plan … or watch the little changes <kind of like watching a double dutch jump rope> … and let your neat plan take on some less neat fluidity.

 

Little things can make big differences.

 

Little things can make big plans & ideas die.

 

And not everyone can see little shit when there is a big shiny looking shit dazzling you as if it were a star you shouldn’t take your eye off.

 

I would suggest that you know you are a big planner <as in one effective at creating Big plans> if all the little things that go wrong do not make your big plan go awry.

 

Little things can make big plans go awry.

 

Shit.

Little things can make anything go awry.

 

On the other hand.

 

Little things can make big impacts.

 

Little things can become big things.

 

So.hard to plan success_and_happiness

 

On this littlest day of the year think a little littler.

 

Think small.

 

Take a little time and focus on little things which, if nurtured, can become big things.

 

And maybe think a little about the fact that there is not too little time but rather maybe we should seek to do bigger things in the little time we have.

 

Oh.

 

And always remember … big shit is always a composite of a shitload of little things.

 

===================

 

“That is the problem, we give larger space to small things. We give them power to break us in the tiniest form.”

Kajapajo

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cannot resist the invasion of ideas

December 16th, 2016

 strategy think anger angry business ideas filter

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“One can resist the invasion of an army but one cannot resist the invasion of ideas.”

 

 

Victor Hugo

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“Our ideas, like orange-plants, spread out in proportion to the size of the box which imprisons the roots.”

 

Edward Bulwer Lytton

 

==========

 

 

Well.

 

Whether we like it or not … whether we admit it or not … we are all ignorant. It ignorant people understandingis impossible for s to know everything therefore we have ignorance boxes <different topics> in our heads just sitting around collecting dust waiting to be pulled off the shelf.

 

Now.

 

Those ignorance boxes are interesting boxes.

They come in different sizes and shapes and depths.

 

In addition.

 

Ideas are an interesting plant to … well … plant in the ignorance box.

 

Why?

 

The roots of ideas will inevitably end up in conflict with the box they have been planted in.

 

That is the inevitability of the invasion of ideas … conflict.

 

That is the inevitability of the invasion of curiosity … conflict.

 

One territory … let’s call it ‘the country of what you do not know’ is always being invaded by an army of ideas and thoughts <some true and some untrue>.

 

Yeah.

 

There are winners and losers in this whole knowledge, curiosity & ideas battle … of which you, yourself, can be victor or vanquished. The only thing you can be sure of is you will always be in conflict and always be at war.

 

That is one of Life’s biggest truths.

 

Curiosity comes with a price … and a reward.

 

I wrote once … ‘far too often we place curiosity in some unequivocal good or bad space … “curiosity is the wick in the candle of learning” or “curiosity killed the cat” … but, truthfully, curiosity embodies both good and bad. And I say that as one who is unequivocally in the camp of “knowing more of anything is good.’

 

The constant invasion of ideas seems to revolve around two things near and dear to my heart:

 

  • Positive friction.

 

 

  • Enlightened conflict.

truth and conflict

 

The first is based on curiosity plus friction equals better ideas and thinking … therefore … the friction has a net positive effect. I could even argue that even bad thoughts that are well thought out and well articulated is positive friction. I imagine  could argue any thinking is better than no thinking.

 

Anyway.

 

The second is that … well … any conflict of thought & ideas will enlighten in some form or fashion. I tend to believe the arc of conflict leads to true knowledge. But “arc” is the key word. I think we get a little hasty with regard to people and thinking and this constant war. We forget it is a battle by battle thing and not a ‘battle which embodies the outcome of the war.’ We look at someone who we deem as ‘ignorant’ rather than viewing them in the midst of battle and somewhere on the arc of true knowledge.

I can honestly say there are few people I will not debate with, discuss with or have a discourse with. I will discuss anything with anyone and listen and respond … “go to war” in other words.

 

Yeah.

 

Other than purposeful ignorance I tend to view ignorance as simply the opening gambit in the battle of the day.

 

Regardless.

 

i will talk about anythingI am definitely a curiosity guy.

 

And, well, I guess I am definitely a conflict guy <when it comes to ides and thoughts and issues>.

 

And I love the thought that I am not actually seeking ideas or ‘working hard to learn’ but rather ideas and thoughts are constantly seeking to make battle with us … constantly invading our space, our ignorance, and … well … we go to war because it is a war worth fighting.

 

It is a fight for knowledge.

 

Look.

 

I have heard many people say “I want to know everything there is to know on this topic.”

I often wonder if they are up for the battle that will need to take place to make that happen.

 

I know someone can know a lot.

 

I absolutely know that you can know enough to be dangerous.

 

But I am 100% unequivocally clear that knowledge is a never ending battle.

Even on one topic you probably don’t have enough hours in a lifetime to know everything there is. I guess that doesn’t mean you shouldn’t try … but suggesting you know everything is … well … not only silly but may actually be a reflection you do not understand the extent of the conflict at hand.

 

My site is called Enlightened Conflict.

 

My motto is ‘seek truth.’seek_truth

 

And I do feel as if I am constantly fighting a war … and fighting on the side of Truth.

Do I believe I know truth or at all truth? … absolutely not.

 

As any warrior would tell you … I get closer to be the best I can be as a warrior every time I fight. It is the conflict which fights ignorance and seeks to enlighten in victory … or maybe just survival of the battle of the day.

 

Maybe that is why the two quotes I opened with interested me.

 

The conflict of ideas does not have to reside in any open debate. You don’t even need another person. Ideas invade in any number of ways. They plant themselves in boxes you have forgotten you even had. They grow to a point where you cannot ignore them anymore and begin to battle existing ideas you have. It becomes … well … a war between learning and unlearning … new and old … what you knew and what you know.

Oh.

And once ideas bloom enlightenment occurs.

 

 

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“Enlighten the people, and tyranny and oppressions of body and mind will vanish like evil spirits at the dawn of day.”

Thomas Jefferson

 

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perspective and hunters and business

September 15th, 2015

===

hunting Mooseheads

“Until the lion learns how to write, every story will glorify the hunter.”

African proverb

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Ok.

 

 

When I say hunters I mean the people who will do whatever they feel they need to do to get what they want.

doing life destroy the world

 

We all know some of these people.

 

 

Uhm.

 

 

We all know some of these people who do not recognize that they are one of those people.

 

 

Particularly in business.

 

 

They aren’t psychopaths and they aren’t the kind of assholes that are raging assholes … these are just the assholes oblivious to their assholedness.

 

 

There are a variety of ways they justify their hunting but suffice it to say far and away the number one way is “end justifies the means.”

 

 

“But I <or we> made the numbers.”

“We won.”

“We finished.”

 

 

 

 

 

All the while ignoring the carnage left behind.

 

 

The carnage can be lost employees, pissed off employees, tired <emotionally and physically> employees, angry peers and disappointed or abused partners.

 

 

Let me explain <and what the ‘hunter’ says>.

 

 

asshole bad manager thank you asshole

<lost employees>

 

They couldn’t keep up or they were not good enough <good they are gone … we weed out those who can’t keep up>.

 

 

 

<pissed off employees>

 

You can’t always pamper people to get them across the finish line <they like me because they know it is all done with ‘tough love’>.

 

 

 

<tired employees>

 

 

I pushed them beyond what they thought they could do <they won’t be angry once they see how I helped them realize their potential>.

 

 

<peers angry>

 

 

The other managers don’t recognize what it takes to get it done <my project was more important and they won’t be angry once they see the result and how the team responded …or … I am showing them how it should be done>.

 

 

 

<partners angry>

 

 

They have good intentions but I need to keep them focused on our priorities and objectives and needs <they work for us and need us more than we need them>.

 

 

Look.

 

These are the hunters <assholes in the office> who focus on the kill. We all have them or have encountered them.

 

They unequivocally state …

 

“We came in within budget.”

 

“We finished on time.”

 

“We made the numbers <or exceeded … which is most likely what the hunters say>.”

 

 

Uhm.

 

 

At what cost?

 

 

Ok.

 

Simplistically <part 1> … these are  the bad leaders.

 

 

Simplistically <part 2> … good leaders get the story from the lions and not just the hunters.

 

 
Regardless.

 

 

Many hunters in business are simply assholes … and do not even know it because all they see is they are hunters and they have a lion to show for their efforts.

 

 

Yes.

 

Success does matter.

 

No.

 

I am not suggesting we shouldn’t value ‘the kill’ or even ‘ability to effectively stalk the prey’ in business.

 

 

Yes.

 

I do believe how you kill or stalk matters.

 

 

Now.

 

Let me discuss the ‘how you do it’ matters aspect.

 

 

Having had this conversation several times with hunter like people <assholes> in some office in some city as employees ran to & fro around us … these are the people who quote Sun Tzu and military people all the time.

 

 

They ignore honor and integrity and respect for the event and an honorable opponent and solely speak of the honor of the win and respect for the victory <or kill>.

 

 

I struggle with these people because as hunters they lose sight of the balance or bigger picture.

 

 

Seeking to win, or make the kill, with honor & integrity for the event offers such satisfaction that one who only hunts for the kill sometimes can’t seem to understand.

 

I sometimes think they fear the event and simply go for the kill thinking that honoring the event means increasing the likelihood they lose the kill or lose some success.

 

 

I admit.

 

 

This is a difficult discussion to have with hunters. All they hear is ‘inefficiency’ or even ‘being too nice’ or ‘soft’ … yet, in reality, nowhere in there is nice, or inefficient or softness … it is respect.capitalism personal gain integrity

 

Respect for the hunt itself and finding satisfaction in making the kill, gaining success, in an honorable way.

 

 

In addition.

 

 

Gaining success in an honorable way, the right way in my eyes, not only creates satisfaction for me but … you don’t lose employees <or … the ones you lose are the cold blooded hunters>, your employees are less pissed off, your employees may be physically tired but are rarely mentally tired, your peers have a tendency to look at you & your team with respect and partners want to work with you.

 

 

Sigh.

 

 

But hunters only tell their stories … and far too often are glorified in today’s business world.

reflective thinking

August 20th, 2015

reflect tigger

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“It’s surprising how many persons go through life without ever recognizing that their feelings toward other people are largely determined by their feelings toward themselves, and if you’re not comfortable within yourself, you can’t be comfortable with others.”

Sydney J. Harris

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=

There is neither a right nor a wrong way of reflective thinking, there are just questions to explore.

Reflective thinking process starts with you. Before you can begin to assess the words and ideas of others, you need to pause and identify and examine your own thoughts.

Doing this involves revisiting your prior experience and knowledge of the topic you are exploring. It also involves considering how and why you think the way you do.

The examination of your beliefs, values, attitudes and assumptions forms the foundation of your understanding. 

Reflective thinking demands that you recognise that you bring valuable knowledge to every experience. It helps you therefore to recognise and clarify the important connections between what you already know and what you are learning. It is a way of helping you to become an active, aware and critical learner.

—–

UNSW Australia

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reflective thinking reflect

 

Well.

 

 

I have written dozens of posts with regard to self esteem and being yourself and, yet, this quote made me sit back and think a little more about the importance of how you view yourself.

 

 

When I started writing this thought I am sharing and titled this post I didn’t realize there was actually something called ‘reflective thinking.’  To be clear … today’s thought from me is just that … a thought … and if you want to read up on reflective thinking and research and stuff like that … well … go for it. In general I tend to believe all of us would be a little better off if we actively were aware of the ‘reflective thinking principles’ as we wandered our way thru Life.

 

 

Regardless.

 

 

 

My thoughts.

 

 

reflection people imperefcetBy the way … this thought is also very <very> relatable to business in that how a business, and its organization/employees, feels toward themselves impacts their feelings toward other people <target audience, customers, competitors, etc.>.

 

 

Anyway.

 

 

Life, us, and what is in our heads.

 

 

Very <most> often we think about ‘what do others think about’ or ‘how people view such and such’ and don’t stop and think about “why do I care?”

 

We should.

 

What you care about with regard to yourself impacts what you care about externally.

 

 

It creates expectations, desires, attitudes and even your behavior.

 

 

The danger in ‘non reflective thinking’ is multi dimensional … but the main danger is that means you view the world through a focus group of one – yourself.

 

And that means you view the world thru a lens of what you feel comfortable with about yourself as well as what you feel less comfortable with. it filters the view positively and negatively. Regardless. It creates a filter.

 

 

Worse?

 

self thinking mirror reflections

That filter is always being adjusted by self doubt and what is happening to you day in and day out.

 

Whoa.

 

Hold on.

 

 

There are a bunch of confident people shouting “I have no self doubt !!! … I know what I am comfortable with and I am comfortable in my own skin !!!!”

 

 

 

Well.

 

In all the exclamation points I would suggest ‘you doth protest too much.’

 

 

Confident or not … we all doubt ourselves sometimes and we all certainly question ourselves at all times.

There is nothing wrong with that.

 

 

However … in that natural human activity it affects how we view everyone and everything else around us.

 

 

It makes us comfortable and uncomfortable with things and people in an uneven way. Or maybe in a less than desirable inconsistency which can not only confuse other people <our inconsistent filter … even if it is just a minor inconsistency can create a more major impact> it can confuse us.

 

Be aware.

 

We like consistency within ourselves … it kind of proves to ourselves that we have our shit together.

 

 

On the other hand.

 

reflective We-do-not-learn-fromIf you think about it … you sometimes celebrate the inconsistency as ‘an ability to not treat everyone the same’ and it suggests that we can adapt to new and different experiences.

 

 

Well.

 

Most times we are wrong in that thought. We are fairly consistent. The reality is your own filter has most likely varied because of something that has nothing to do with them or the experience but rather something that has affected your own filter PRIOR to that experience.

 

 

Even worse?

 

 

Your filter could be affected by how <insert an “uh oh” here> … uhm … you feel about yourself that day and in that moment.

 

 

<yikes>

 

 

 

In the end.

 

 

I don’t think we like to admit this to ourselves … the fact that how we view ourselves taints how we view others.

 

Shit.

 

I am not sure most of us even recognize it.

 

 

We far more often reflect upon ourselves as a way of thinking about how to improve ourselves or maybe reflect upon ‘I is what I is.’ Nothing wrong with that <in a balanced way>.

 

 

Self awareness is good.

 

What is even better is to be aware that what you learn is reflected in how you view others … and at its worst … how you judge others.

 

Your personal comfort, or discomfort, affects your comfort or discomfort in others.

reflective looking back

 

If you recognize this maybe you will be a little more appreciative of others in ways you have never imagined.

 

 

Shit.

 

If you recognize this maybe you will gain some valuanble insight into yourslef.

 

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“Reflective thinking turns experience into insight.”

John Maxwell

Enlightened Conflict