Enlightened Conflict

power concedes nothing unless demanded to do so

July 26th, 2017

 dynamics-of-power

 

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 “Power concedes nothing without a demand, it never has and it never will.”

 

—–

Frederick Douglass

 

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

 

“Next to the assumption of power is the responsibility of relinquishing it.”

 

Benjamin Disraeli

 

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Well.

 

We don’t talk about power and people often beyond the tripe about how power power authority leadcorrupts people <as I have written … only people can corrupt themselves>.

 

So let me talk about the dynamics of power in business in a non-corrupting way. What I mean by that is … well … responsibility & authority. Whether anyone really admits it or not once you attain a senior position in a business you have gained power. Now.

 

This power is most often not embodied in any nefarious way but rather it is simply a reflection of responsibility & authority.

 

You have power over decisions.

 

You have power over people.

 

You have power over funds and their allocation.

 

You even have power over ideas … which ones die and which ones live.

 

Most of us do not see this as some all empowering power or even eye it with an power-within-corrupt-strongauthoritarian belief. We do not view it as some “center of power” but rather we see it is actually more like a linear tool <or hammer> selectively used.

 

Now.

 

Wielded well … power can look like a central source of authority but ‘wielded well’ is actually a flurry of linear tools, like playing whack-a-mole, applied to establish selective moments of desired behavior and progress <and this flurry actually creates the sense that there is a larger centralized power>.

 

But here is the thing.

 

Once you have gained authority you are extremely hesitant to concede the ‘power.’ This hesitancy actually shifts into full-on “hold on with ragged claws” if you have mastered <or you feel like you have mastered it> the ‘useful flurry of power’ in appropriate ways.

 

Partially I think this is the allure of … well … owning the initiative – or having some power over initiatives. This shouldn’t be undersold. It is exhilarating and … well … powerful. In business while we measure results and report ad nausea the most satisfaction most leaders get is not in measuring parts & pieces but rather the totality of what they do.  and once you taste that satifation you have no desire to conceded anything that could keep you from possibly attaining that satiscation again.

 

Is that holding onto power? Sure. I guess.

But I tend to believe it is more “I know how to do my shit and I want to keep ding that shit” attitude than any ral bad ‘power trip’ type attitude.

 

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

 

“Never relinquish the initiative.”

 

—–

Charles de Gaulle

 

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Unfortunately … people on the outside just don’t see it that way.

 

And it is understandable they may not see it the right way because I believe it speaking Power of Words 577x600was Geoffrey O’Brien who said ‘history unfolds as always in the midst of distraction, misunderstanding, and partially obscured sight-lines.’

 

That is how the authority version of power works. It unfolds in the midst of distraction and partially obscured sight lines.

 

That is how authority works. It unfolds in the midst of a flurry of choices, decisions, delegations and doing <all blurry and, yet, creating a sense of central power>.

 

Regardless of what it is … or what it looks like … once attained we tend to not want to relinquish it – we do not want to concede it.

 

It must be demanded to be relinquished.

 

And here is where it gets tricky. Because even if there is a demand to relinquish, and you do have to relinquish <you get fired and have to take a ‘lesser authority job’ or you get demoted or you simply shift jobs with a different authority level> … we hate to concede it.

 

I mention that because that is one reason why older senior people who decide to take a lower titled job <even with the best intentions and capability to actually ‘do the job’> can struggle or just be a pain in the ass.

 

It’s not that they truly are a pain in the ass it is simply … well … they have felt the satisfaction of authority and dislike the loss of that authority.

 

All that said.

 

Power concedes nothing <unless the power owner is stupid, foolish or arrogant> … but as someone smarter than I said once … it always reveals.

 

Authority reveals.

 

And maybe what I am suggesting today is that authority can actually reveal character and ability. And once you have seen what you can do, what you are capable of doing and what you like to do … well … it is not an easy thing to conceded or relinquish.

 

And, let me be clear, you can actually be good with authority and effective with use of power and can still be demanded to relinquish it.

 

It is a falsity to suggest that being good at something means you will always be able to do it <or someone will always seek to have you do it>. you can be forced to relinquish authority, even if you are good at it, for a variety of reasons in business <ranging from well-intended to absurd>.

 

It is natural to want it again if you were demanded to relinquish it.

 

Anyway.perspective common sense justice good people

 

I say this so that maybe you take a second before you rush to claim someone is ‘power hungry’ or ‘protective of their power’ … and mean it in a bad way. Having authority and enjoying authority and wielding authority well is addictive <or maybe just like having ‘the perfect buzz’>.

Is it wrong to be hungry for that? Whew. Sure doesn’t seem wrong.

 

I say this so that maybe you take a second before you rush to judge a person who has had a senior role and has decided to assume a position with lesser responsibility & authority because … well … once you have had authority it is really really hard to relinquish it.

 

While power concedes nothing I would suggest that the feeling of authority used well tends to not want to concede anything.

 

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“Life has many ways of testing a person’s will, either by having nothing happen at all or by having everything happen all at once.”

 

Paulo Coelho

 

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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.

 

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

 

 

African proverb

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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.

 

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. 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.

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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.

 

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

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Fyodor Dostoevsky

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sometimes you just cannot make this shit up

May 17th, 2017

 

  cannot make this shit up life

 

Putin willing to give Congress records of Trump’s meeting with Lavrov

 

 

Ok.

 

In the category of “sometimes you just cannot make this shit up” … today the Russian president, who has ‘surprisingly’ <not so surprisingly> dismissed the claim that Trump disclosed classified information in a recent meeting with Russian diplomats/espionage agent, has offered to hand over records of an Oval Office meeting to Congress.

 

This is rich.

 

This would be comedy gold <assuming this wasn’t our presidency and our country>.

 

The idea that America would be able to gain transcripts of a meeting held in the White House oval office to clear up what actually happened from Russia is … well … absurd.

Not to mention the fact they could possibly even have transcripts <which assumes, I imagine, they would have taped the entire conversation> is … well … terrifying.

 

Personally, I think Putin is having fun at America’s expense <i.e., he is trolling us>.

 

Personally, I think why the hell would anyone in the US congress go to Russia to get a transcript and find out what ‘theoretically’ happened.

 

personally i am dead inside make this shit upPersonally, I think we would have officially entered into some alternative universe if a Russian transcript was necessary to “100% confirm” a Trump story.

 

Personally, I think the Russians haven’t stopped laughing since Trump won the election.

 

Personally, I think this entire situation is a tragic comedy.

 

Personally, sometimes you just cannot make this kind of shit up.

the miserable moment when you do not know who to trust

May 16th, 2017

the nature of compromise miserable

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“I never knew it was possible to be so miserable in so many ways.”

 

Amie Kaufman

 

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Well.

 

Trump shares classified information in a moment of braggadocio <does anyone really believe he would do so ‘strategically’? — no>.

 

That is the thought … and the moment … which we are all faced with today <again it seems>.

 

trump-and-calvin

……… young Trump ………..

We are faced with a headline which, anonymous sources or not, on the face of it is believable.

No one … not even the ones with their heads so far up Trump’s ass they can only see darkness … can say it doesn’t have a hint of believability given everything we know about the man.

 

He said something while boasting. He was just being the non-thinking loudmouth we have watched for decades.

 

Well.

 

This is when the birds come home to roost for all the despicable ‘fake news’ and ‘alterative facts’ and all the other lying bullshit.

 

This is the moment we wanted to have someone from the White House step up to the plate and say, unequivocally with no word parsing, “not true” and we would all breathe a sigh of relief and say “whew, okay.”

 

But we are past that point.

We are now at the miserable moment when you do not know who to trust.

 

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

 

“He doesn’t really know any boundaries. He doesn’t think in those terms.

He doesn’t sometimes realize the implications of what he’s saying. I don’t think it was his intention in any way to share any classified information. He wouldn’t want to do that.”

 

Anonymous White House Advisor

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

 

trust is like paperYou want to trust the journalists … and, yet, you don’t really want to <because if they are we have more proof our President is an incompetent asshat>.

 

You want to trust the only people left in the administration who actually seem trustable <Tillerson, McMaster> … and, yet, their words ring a little hollow.

 

You want to trust the president because … well … he is the president … and, yet, that train has already left the station.

 

To be clear … what Tillerson and McMaster said in defense of Donald J Trump are not quite lies. They are just incredibly well parsed words expressing either truths which are not really the issue at hand or half truths about what the real issue is <but it does not really matter because within 12 hours Donald J Trump just partially undermined what they said anyway>.

 

To be clear … what the Washington Post wrote is most likely quite truthful. They offer incredibly parsed words expressing thoughts run through a paranoid filter that “we better not be wrong.”

 

<note: Does that mean Washington Post never gets things wrong? No. But a story this big this means an editor is going to be extremely careful before running it. I would suggest the reason to trust the Washington Post, and other major journalists at other papers, here is twofold <1> they have high journalistic standards that lead them to being accurate much more so than other media options and <2> they know if there is something wrong in their reporting, other reputable news sources will be all over their shit in a second>

 

But, to be clear … what I may think doesn’t really matter … because echoing across America today is a basic feeling of “yikes, this sounds bad, but I do not know who to trust.”

 

That is what Trump hath wrought.

 

Some very good people <Tillerson, McMaster, maybe even Spicer, some prominent politicians, etc.> have had their reputations tainted by the Trump slime – enough that people of seemingly good character are being doubted.

 

We have reached a point, a point which the current Presidency is desperate to offer some honesty & truth to slow down the downward spiral … a downward spiral in which we realize that not one of us can assume that any one of them is going to say some simple truth.

 

The only truth we know is that once having manipulated the truth, once having misrepresented the truth, once misdirecting us from the truth … that person is most likely to do it again.

You need not lie as colorfully and openly as the President to be seen as someone not to be trusted. His depth & breadth of lying offers little room for his associates to do the typical word parsing they may be accustomed to.

 

Journalists have realized this dilemma and the real journalists are rising to the occasion seeking to limit parsing and innuendo and offering as much starkness as possible <that is a path to success>.

 

I could argue that we are having a crisis of character but at the moment I woke up today realizing we are in the miserable moment when you do not know who i am too sad to walkto trust.

 

I have spent months telling everyone Trump is not competent to be president, I question his competence as a business leader in general … and that good CEO’s do not act this way.

 

But today? Today I can only sigh … and think about what a sad world to live in where when you trust no one you end up believing everything & nothing at exactly the same time.

 

This is a sad time for the United States of America.

 

Bad.

 

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.

 

the ports have names for the sea

April 28th, 2017

hand-ocean-birds

 

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

 

 

“And the ports have names for the sea.”

 

 

William Auden

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Well.

 

I could quite easily argue that the most fundamental thing necessary to be successful in Life and in business is the ability to put yourself in someone else’s walk in my shoes see my view morality shoes.

In other words … the ability to see what they see, think what they think and understand why they do what they do.

If you have that ability … or maybe it’s a skill … it fosters understanding, ability to compromise, enables at least the possibility to shift thinking and … well … it actually encourages you to rethink some things and maybe unlearn some learnings.

 

I do sometimes look at what is happening in the world and how we seem to have stopped listening and I think of Auden’s line from a poem he wrote about Iceland. I think about it and sometimes believe we are all out at sea floating amongst tides, waves and storms <rarely calm> looking at the ports with names. And, yet, we can never envision that the ports may look out at us and not only view us differently … but also the seas upon which we float.

 

By maintaining our personal view we do not listen, therefore we do not debate <we only lecture> and we certainly never compromise or find some common ground. Instead we all bob around the vast ocean just trying to keep our own head above water and yell at each other for stupidly bobbing around in the water the wrong way <or not the way we are>.

No wonder the ports have a different name for the seas then we do. We call them Black, Caspian, Mediterranean, Baltic, Caribbean , etc.. Ports most likely look out and … well …”a place upon which fools who do not listen to each other float” is what I guess they would name it.

 

I word it that way because … well … it seems like sometimes we forget that we are all trying to figure out a way of keeping our heads above water.

 

Now.

I imagine the reasons why we forget all the commonalities and why we ignore what each other truly has to say is not simple, nor just one thing, but rather a thousand reasons scattered around like quarters on the floor just waiting for someone to ick up. I would bet I have sloppily discussed many of these reasons on enlightened conflict.

 

But I can truly only think of one thing that trumps all the thousand reason to not do what we should be doing – moral imperative.

That may sound high too falutin’ for somethings as simple as ‘listening to each other and discussing’ but truly it is a moral imperative that we try and solve this.

 

We are better as people if we hear an Ann Coulter and Bernie Sanders debating, in a civil fashion, what they believe and why.

 

We are better as people if we hear a Wilbur Ross and Robert Reich debating , in a civil fashion, what they believe and why.

 

We are better as people when the most liberal of institutions open their ears and eyes to the most conservative of believers and listen … really listen … and discuss and say do not conversationsdebate … and realize that most often our differences reside in tactics, possibly in some strategies, but rarely in objectives.

We are even better when common everyday schmucks, like you and I, sit down and listen and discuss and debate <kind of like Heineken just suggested in a fabulous video message they produced>.

 

I believe this can happen if we embrace the moral imperative as people.

Ah.

But there is that ‘moral’ word I keep tossing into this mix.

 

What a divisive word for a word which should be a unitor.

 

Beyond the entire civil discourse and listening and finding common ground discussion it seems to me that a shitload of us are actually embracing what I believe is called ‘moral condescension.’ It’s not that we are just condescending with each other about views, opinions and beliefs … but all of that crap is grounded on an underlying sense of moral condescension <’not only do you have the wrong belief & attitude but you do that because you are not a morally strong as I am’>.

 

Not only is condescension of any type irritating but moral condescension ratchets up irritating to … well … an incredibly irritating level.

 

For the most part most people don’t really have to deal with it because most of us either keep our moral ‘high horse’ in our pocket or share it with friends and acquaintances of like mind.

And most other people know our views and just avoid us if they disagree.

What that means is <a> there is a significant lack of any discourse and <b> when there is we fairly quickly move into our ‘moral condescension mode’ which … well … irritates the other person/people.

 

I do ponder why we hate moral condescension so much. I mean condescension in general is irritating but with morals and morality it just has a tendency to more condescending moralitybring forth a little anger.

 

I would offer to everyone that maybe it suggests we should feel some guilt for some indulgence in the vagaries of life. It suggests that maybe we feel too much … well … about ‘muchness’ without truly examining the barebones of shit without all the muchness attached.

 

The truth is that, for the most part, if you strip away the condescension it only suggests some examination of what we focus on and what we do not focus on … who we possibly deprive something of in what we may truly subconsciously be indulging upon as something ‘we earned’  <this idea, to me, is at the nucleus of the condescension>.

 

Uhm.

You do not earn indulgence.

You earn money & respect <as well as some other nice and not so nice characteristics I imagine>.

 

I say that because regardless of whether you are the moral condescension giver or the moral condescension receiver you should be stepping back and stripping away the indulgence aspects <simplistically … I earned that huge SUV and deserve it … even though some people cannot even afford taking a bus> and try viewing all moral decisions and people’s views in the most stripped down version.

 

I say that because naked we kind of all have the same problems and issues in a harsh world — it is just a matter of degree in most cases.

 

I say that because we kind of have a moral obligation to the fellowship of all humankind and ‘fairness’ <whoever you would like to define that> for all.

 

Look.

 

I fully understand as we bob around in the sea of survival <and self beliefs> we cannot have moral obligations to everyone around the world. It kind of seems to make more sense to understand we actually only truly have moral obligations against the people we come up against. T

he ones who metaphorically enter into our moral space.

 

This suggests a concept of proximity or that proximity matter in morality.

 

Uhm.

Well, yes and no.

 

First … the closest proximity is yourself – you can control your own actions and what you think, do and say.

 

Second proximity then would be the ones closest to us – physically or mentally.

horton hears a who speak out morality

Third proximity would actually be ‘the world.’ And what I mean by that is you have a choice to be vocal with regard to what you see as right or wrong. It’s kind of like the moral version of the butterfly affect. If enough voices are raised even Horton will hear the Whos in Whovile.

 

I say that because distance diminishes the affect your own moral obligation can have a real impact.

 

But maybe what that proximity idea I just shared with you means is that we have some moral obligation to intersect, with ideas, and listen and discuss with those who our space interconnects with.

 

Here is what I know for sure.

 

We do not listen to each other enough these days. And we certainly do not discuss things with an eye toward commonalities anymore. Our differences seem incontrovertible and our civility has diminished to such a point we don’t even attempt to engage in discussion because of such certainty of lack of civility we do not even believe it is worth the attempt.

 

That is a shame. And in Bruce terms … “it is bad.’ The lack of any attempt is, at Find your voice listen speak moralityits worst, ignoring a moral imperative for the greater good.

 

We would all do better if we recognized that ‘the ports have names for the seas’ … and they may be different names than the ones we have given the seas.

 

==========

Historical note about the line I opened this piece up with … and a thought that sometimes mistakes can lead to a different way of looking at things and thinking about things … and … well … in the end — doing something different than you planed.

 

W.H. Auden describes somewhere how he had written a line, in a poem about Iceland.

 

and the poets have names for the sea

 

and the printer set it up in galley as …

 

and the ports have names for the sea.

 

Auden left it liking the line better. A happy accident.

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

 

How do you solve a problem when one half absolutely hates the other half?

February 10th, 2017

Polar Opposites conflict

 

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I want people to think about our politics here in America, because I’m telling you guys that I don’t know of a single nation in this history of the world that’s been able to solve its problems when half the people in the country absolutely hate the other half of the people in that country.

This is the most important country in the world, and people in this body cannot function if people are offending one another.

Marco Rubio

 

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

 

Well.

 

Polarization can create some pretty foul conduct.

 

Polarization can bring out the worst in people.

 

Polarization can create stillness within turmoil when movement within teamwork is needed <and desired>.

And.

 

Polarization within leadership is a virus that infects everyone in the organization … not just in leadership.

marco rubio speech on respectful conflict

I was reminded of this as I watched a completely underreported and under the radar speech Marco Rubio gave on the senate floor after <I believe> Elizabeth Warren had been asked to stop speaking.

Warren gained all the headlines where Rubio actually had the words we should have all been listening to. It is maybe 8 minutes long and worth every second.

 

 

Please note that I believe this message is more important than just one directed toward the Senate … it is a message which all Americans should take note of.

We are fortunate to have the privilege of freedom of speech & thought and we should embrace that freedom as one to permit healthy discussion, debate and disagreements … all of which should enable healthy, positive decisions.

 

Freedom is a tricky thing. In the United States of America we have the unique opportunity to “criticize a president without retribution.” <as past President Obama said to a group of military people at MacDill Air Force base>.

 

But our freedoms are being challenge by Trump and his attitudes & behaviors in ways we haven’t really seen in a very very long time.

 

The Trump Affect ripples way beyond simple executive orders and specific friends unfluencers ripples2actions that will have an impact on the people of the country. The more dangerous ripple effect is one of attitudes & behaviors.

Within this dangerous Trump affect ripple,  the freedom to freely criticize is a little less secure … and the way we criticize, debate & discuss in the Trump era appears to be one of not listening, not respecting and not believing that there could possibly be a way to do something differently than the way “I believe.”

 

Trump and his merry little band of morally corrupt liars suggest that there is no middle ground for “ladies & gentlemen to disagree with ladies & gentlemen” <note: this is a rip off of the Ritz Carlton motto>.

 

The Trump Affect has trickled down into his direct organization … the congress.

 

And within that ripple Republicans either embrace the bully opportunity or simply privately watch in horror as leadership decorum and leadership example <which, by the way, IS important as impressionable children and adult seeking cues on how to be leaders watch closely>.

And within that ripple Democrats screech & gnash their teeth in impotent frustration over not only having no power to shift the tides of change but also because, in their heart of hearts, they know this is not the way business should be conducted.

 

Balance has disappeared.

compromise balancing actWhile people can bitch & moan that decorum, in the past, has only encouraged stagnancy & lack of action they should not confuse with what business is conducted and how business is conducted.

Just as I am more accepting of my high school football coach if we have a losing season but the players play with respect & dignity and go to class and show signs of growing up with a healthy personal responsibility … I am less accepting of the coach who permits poor behavior & lack of respectful competition even if they win more.

You can have all the good in this case. But balance has been lost.

 

In fact.

 

We should face the fact that balance deserted us the day Trump stepped onto his golden Trump Tower escalator last year to announce his candidacy.

 

And that is why Rubio’s speech is so important. Without actually saying it he suggests that we shouldn’t let Trump drag us down into some dysfunctional squabbling amorphous blob of indignant jerks.

 

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

 

“Our culture has accepted two huge lies. The first is that if you disagree with someone’s lifestyle, you must fear or hate them. The second is that to love someone means you agree with everything they believe or do.

Both are nonsense.

You don’t have to compromise convictions to be compassionate.”

 

———-

Rick Warren

==========

 

I like conflict and I think conflict is healthy.

creative spark light bulb

It is a basic Life truth that conflict is the positive friction that often creates innovations and new thinking and new ideas.

But, as with most things in life, there are degrees of conflict.

 

The kind of conflict we need now, more than ever, is the productive type.

 

We need to better embrace the valuable contradictions in life.

Things like:

 

Smart and funny.

Silent but says a lot.

Liberal conservative.

Cynical optimist.

 

Oh.

 

And enlightened and conflict of course.

 

We need to better embrace the fact that contradictions are powerful.

They create a chemistry ending in positive friction <when done right> and the fire for innovative thinking and thoughts.

 

In general I believe contradiction not only make life & people interesting but they also forge the kind of decisions that become the iron construct for a solid culture, civilization and country.

 

We need to embrace that conflict is part of life and not treat it as only a negative thing.

 

void embrace the unknownHumans are neither passive nor stagnant. We move. We do. We think.

 

Combine that fact with individuals are unique <although they may group together> and inevitably there is some conflict. It can simply be healthy competition or it can be staggeringly evil intended activity <i.e. there will be conflict because your point of view and thoughts shouldn’t exist and I am going to extinguish them>.

 

We need to embrace the fact that conflict can be “managed”.

Maybe call it competitive camaraderie. I call it enlightened conflict. I believe if people know more about stuff <I don’t really believe it needs a technical term> then conflict will be conducted with knowledge.

 

I would suggest that ignorance, and being close minded, guides conflict toward evil interactions … while knowledge guides conflict to responsible interactions.

 

Lastly.

 

We need to embrace that enlightened conflict is really some version of pluralism.

A pluralism in that it encourages, and embraces, freedom to learn and freedom to think different thoughts.

 

In the end I imagine what I really care about are people’s actions. They can remain mute as far as I am concerned as long as their actions respect others opinions and others lives and meets global responsibilities.

 

Look.

 

enlightened conflict ideasIt is silly to think that conflict doesn’t exist as part of our natural behavior <I apologize to all the “why can’t we all get along” groups>.

 

It is silly to think that friction between beliefs and causes is not the spark for something better.

 

It is silly to think conflict and friction is not good.

Good conflict leads to positive friction and ideation and evolution of ideas.

 

But it needs to be conducted with respect. Respectful disagreements & debate lead to two things:

 

  • Positive friction.

 

  • Enlightened conflict.

 

 

The first is based on curiosity plus friction equals better ideas and thinking.

The second is lack of ignorance plus conflict equals respectful competition.

 

We here in the United States have an incredible privilege … a freedom to say what we want and disagree and criticize whomever we want. We shouldn’t abuse that privilege by not understanding that it creates good conflict which enlightened conflict thinkenables ‘gooder’ ideas.

 

Marco Rubio did something in his speech which I endorse wholeheartedly … he tried to make an impact on his own little corner of the world … encouraging positive friction for enlightened conflict.

 

 

Marco Rubio had a stellar enlightened conflict moment … and more people should see it and listen.

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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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Enlightened Conflict