Enlightened Conflict

outlines are often vague and it’s the details that count

September 13th, 2017

 

vague definition unclear indistinct

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“The world is not as simple as we like to make it out to be. The outlines are often vague and it’s the details that count.

Nothing is really truly black or white and bad can be a disguise for good or beauty … and vice versa without one necessarily excluding the other.

 

Someone can both love and betray the object of its love … without diminishing the reality of the true feelings and value.

 

Life is an uncertain adventure in a diffuse landscape whose borders are constantly shifting where all frontiers are artificial where at any moment everything can either end only to begin again … or finish suddenly forever … like an unexpected blow from an axe.

 

Where the only absolute, coherent, indisputable and definitive reality … is death. We have such little time when you look at Life … a tiny lightning flash between two eternal nights.

 

Everything has to do with everything else.

 

Life is a succession of events that link with each other whether we want them to or not.”

 

—–

Arturo Perez Revarte

 

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Vague sucks.

 

outline vague certain uncertaintyAnd, yet, I would argue the majority of people only really have some vague outline of how the world works, or how effective or ineffective a leader is, or even only have a vague outline of any specific relationship between cause & affect.

 

This vaguery exists because it takes a lot of work to parse the details, and the appropriate details, and the ‘right’ details to make the outlines less vague and more tangible.

 

Is this work valuable ? Sure.

 

Is this work necessary to increase some certainty in Life? Sure.

 

But the majority of people have shit to do <other than this type of work>. That is neither good nor bad … it just is what it is.

 

A lot of pseudo intellectuals and smartish pundits bitch & moan and gnash their teeth over this but they would lead a significantly less stressful life if they just accepted it.

 

What this means is that in this ‘vague outline’ people inevitably create a vague/semi solid outline belief. From there they look around on occasion and question that outline. The questions raised either support the vague outline or raise doubts and … well … more questions.

 

All the while this is happening more information barrages the vague outline. In this barrage is a confusing mix of real, fake and quasi truths. All these confusing things do in the people’s minds is, contrary to belief, not confuse but rather make the person more dismissive of the incoming confusion and steadier in whatever vague outline they may have constructed.

 

Once again.

This is neither good nor bad … it just is what it is.

 

A lot of pseudo intellectuals and smartish pundits bitch & moan and gnash their teeth over this but they would lead a significantly less stressful life if they just accepted it.

 

Ah.

 

But at some point the questions gain some gravitas. This can happen several ways but let me point out two:

 

  • The questions themselves coalesce into some easy to understand ‘blob’ from which people who have a vague outline decide … my vague outline is wrong <or sucks>. Let’s say that this is the point at which the doubts and questions begin to outweigh the beliefs that created the vague outline.

 

 

  • Someone weaves a narrative using the doubts & questions into a relatively succinct, believable and non-hyperbolic driven framing of an outline which people look at, scratch their heads, go “hmmmmmmmmm …” and decide this new vague outline will replace the one they had in place. Oh. To be clear. This narrative must not only use the doubts & questions to dissolve the current vague outline but must also offer an alternative vague outline <outlines need to be replaced not simply destroyed>.

 

 

The first never happens fast enough to people who just cannot understand how and why some people have decided to live with some vague outline <that just seems ‘not really a smart outline’ to them>.

 

The second is not as easy as it appears. It isn’t as easy because problems are rarely as clear as we would like them to be and a narrative never lives without the context of all the barrage of real, fake and quasi truths impacting and denting and solidifying a vague outline that already exists. Or someone weaves a  great narrative to destroy but forgets to offer an alternative.

 

In other words … everything has to do with everything else.

 

I imagine I have two points today.

 

 

First.big-decisions-stress-uncertainty

 

We humans have come to accept a certain amount of uncertainty with regard to our lives and our decisions. This uncertainty is also built into the vague outlines we tend to construct for ourselves. What this means is that the construct of our beliefs and thoughts and ideas may be certain to us and, yet, its silhouette accommodates some uncertainty.

 

I began today by unequivocally stating that vague sucks. And I believe 99% of people would agree that it sucks. but in today’s world the majority of people have enough shit to do that they slot their thinking thoughts time. in one slot they place unequivocal certainty type thoughts. In another slot they place the “I will always be uncertain about this shit and thank God there is someone else at some higher pay grade than I who can be certain about it.” and, lastly, we slot all the shit in which we have formed some vague outline which accommodates a certain degree of uncertainty.

 

My point here is we tend to make this a binary discussion where the reality lies in a more complex mix of vagueness & clarity, certainty & uncertainty.

 

Second.

 

uncertainty-principle-here-thereCertainty, in and of itself, has degrees … it is not a simple black or white binary.

 

People can have vague outlines AND have questions with regard to their outlines … and not want to ditch the outline. “How can you still believe that?” may be one of the most misguided and unenlightened questions that has ever existed.  It completely misses the point in that it assumes ignorance, stupidity or some negative trait in order to hold on to some vague outline regardless of doubts.

A vague outline is a choice.

No more and no less.

We question choices all the time and, yet, remain with the original choice despite some fairly extensive doubts.

I say this because that said … it is silly to point out doubts and questions as a reason to ditch a vague outline. My easiest example is President Trump. His followers have a vague outline of what they like and believe about him. We scrutinize them for doubts and questions and when they share them we immediately pounce and suggest “then how can you still believe in your vague outline!?!” <usually said with a slight overall disbelief & wonder>.

Within their lives of doing shit that is important to them they created a vague outline of who and what Trump is, or isn’t, and … well … uncertainty was built into their certainty. The moment they will begin to disbelieve their vague outline is when the uncertainty overpowers the certainty. Until then … we should stop acting confused that someone believes what they believe.

 

Anyway.

 

I love the quote I opened with even though I hate vague. The truth is that we all live with some vague outlines albeit your vague outline may actually be one of my non-vague outlines, and vice versa. And when they are in conflict then … restless spirit fly vaguewell … there is conflict.

 

All that said … while vague sucks there is a reason we do it … and this reason is not stupid, nor unenlightened nor ignorant.

It is just damn practical to have some vague outlines.

 

 

Life is an uncertain adventure in a diffuse landscape whose borders are constantly shifting.

 

 

Life is restless.

Our vague outlines need to accommodate some of its restlessness. Not recognizing that is either naive or foolish.

 

you do not get credit for what you are supposed to do

August 28th, 2017

 

work doing the best you can not enough

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“A diamond is a chunk of coal that did well under pressure.”

 

——

Henry Kissinger

 

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“When you do things right, people won’t be sure that you have done anything at all.”

 

God (in Futurama)

 

===

 

Well.

 

 

Think what you want and say what you want to say about Kissinger … but the unseen lifeopening quote is awesome <although, geologically speaking, it may not be truly accurate>.

 

In our quest for recognition as a leader many business people, and leaders in general, seemingly get shoved <on seemingly a daily basis> into some absurd universe where everyone judges you <mostly on some absurd views of ‘being noticed is what matters’ or ‘shine bright like a diamond‘>. I say that because this means thinking of yourself as a piece of coal seems … well … quite underwhelming and quite ‘unleaderly’ <I made that word up>.

 

Uhm.

 

But.

 

One of the most frustrating things you learn early on in a management career path is that you do not get credit for what you are expected to do.

 

And maybe what makes this most frustrating is that this lesson applies to a crisis as well as the most mundane everyday grind responsibilities.

 

But.

 

The thing is as you gain more and more responsibility you learn that this is actually a good thing.

 

People like reliability.

 

People like consistency.

 

People like a foundation of quiet competent leadership.

 

People like you doing what you are supposed to do <with little fanfare>.

leadership confidence credit insecure Trump

 

 

This is a lesson learned early on in a management career … and you can tell the leaders who <a> did not learn it or <b> saw the lesson but lack self-confidence … because they … well … ignore the lesson and exhibit ongoing aggravating self promotion <even on the things they are expected to do>.

 

That said.

 

This doesn’t mean you aren’t tempted to take amount or two to point out in some fairly loud messaging that you want some credit for what you are doing.

 

This is the ‘dance.’ The management & leader “credit dance.’ I call it a dance because every good leader knows they have to do some self-public relations and, yet, they don’t want to be seen as doing any overt self-public relations.

 

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“The price of greatness is responsibility.”

 

—–

Winston Churchill

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Being a great leader is all about doing your job and doing the right things at the right time … and <I imagine> figuring out how to actually tell people that you did the right things at the right time. This means not being seen a as blowing your own horn or being some narcissistic attention seeking, credit seeking asshat but rather one who understands it really isn’t about gaining credit or accolades but rather reassuring people that the right things, the good things, just get done under your watch.

 

I would note that reassurance is a powerful tool.

 

It is powerful because doing things right isn’t about small … nor large … but if you do it right … really right … people will not really be sure that you’ve done anything at all and, yet, feel reassured that you are there.

 

Now.

 

In today’s bombastic world it can actually become a bad thing if no one notices. Why? <insert a ‘huh?!?’ here> because someone else at the exact same time is telling everyone what they did … and yes … unfortunately … often the squeaky wheel does get the grease.

 

Aw heck.

 

The truth is that the value is never in the credit. And leaders know that. And we everyday schmucks need to remind ourselves of that more often.

 

—-

“I alone cannot change the world, but I can cast a stone across the waters to create many ripples.”

————

 

Leaders know that the little things can matter and that just delivering upon good person what you do not what you saywhat you are supposed to do really matters <a lot>.

 

A subtle touch can create the needed ripples. Doing what you are supposed to do insures the right ripples are always … well … rippling.

 

Good leaders know you can be the initiator, instigator or implementer … or even all of them … and it doesn’t really matter.

 

I would note that within the realm of doing what you are supposed to do about the only thing that can truly diminish ‘greatness of simple doing’ is not accepting responsibility – for the bad and the good and all that it takes to get to either place.

 

I would be remiss if I didn’t point out that what I just stated is ‘character’.

 

Leaders don’t lead by asking or telling people to follow it most often happens by doing the shit you are supposed to do really well.

I know. I know. that doesn’t sound “great” but greatness really cannot be achieved without it.

 

Oh.

This kind of suggests that greatness is a contradiction.

 

Let’s use Winston as an example.

Huge ego. MASSIVE ego. Charismatic speaker. Maybe one of the greatest orators of all time. Made some huge mistakes. HUGE mistakes.

 

But humble in his responsibility. He permitted  the people to get credit for success and strength and what needed to be done … all the while doing what he as supposed to be doing.

 

He was vocal, and sincere, on issues and the people of Great Britain getting credit.

All despite his ego.

 

Great leadership reflects a unique balance of ego and humility.

Ego to effectively lead and humility to be effectively followed.

 

I would imagine those with the greatest character reside somewhere on the line between those two things.

 

I would imagine those with the greatest character reside somewhere in between not getting credit for what they are supposed to do and actually being acknowledged for enabling greater greatness.

 

Well.

 

I know it isn’t popular to say this but most of the best things in Life, and leadership,  are found in the unspectacular:

 

  • The best people more often than not go unseen and unnoticed by the majority.

 

  • The best moments more often than not go unseen until looking back.

 

Just as perfection is most often found in the imperfections … spectacular is most often found in the unspectacular. And, yes, doing what you are supposed to do is unspectacular.

 

But I would argue the spectacular would never ever happen if the ‘supposed to do’ shit never happened.

 

In the end.

 

do what you said you would

Great leaders are often judged by what you don’t see them doing. This also means great leaders are often judged by what they feel comfortable remaining silent about … by what they don’t say about what they are supposed to do and supposed to be.

 

I would be remiss if I didn’t point out this is a little more difficult than it may appear. It is a little more difficult because a great leader does have to have some ego and some higher level of confidence and, therefore, some positive affirmation kind of helps to put some well needed oxygen back into the confidence balloon.

It takes a awhile to learn you don’t have to ask for oxygen or even try and fill it yourself … well … at least good leaders learn that … the bad, insecure ones never do.

 

 

businesses running hard

August 18th, 2017

company culture die trying

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“To think is easy. To act is difficult. To act as one thinks is the most difficult.”

 

Johann Wolfgang Von Goeth

 

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“But if these years have taught me anything it is this: you can never run away.

Not ever.

The only way out, is in.”

 

Junot Diaz

 

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Well.

 

Almost every business I have ever crossed paths with has claimed they were flee run awayrunning hard. Shit. I have never met a business that said “well, we don’t believe in running hard … we are walkers.”

 

Trust me when I say most businesses do not really run hard.

 

I know that because once you have <a> seen and experienced a company that runs hard everything else will look slow and <b> we have all ‘run hard’ in selected moments in our business career but 99% of those companies also say “it is not sustainable” and 99% of the time run at a lower gear.

 

That said.

When a company is running hard there is a slightly odd dynamic that almost always occurs … wondering whether it is worth it.

 

Yeah.

 

When a company is running hard, working hard and doing hard things daily it can be easy to wonder whether it is worth it. Wonder if you are reaching objectives fast enough, doing the right things and whether you are actually getting closer to where you want to be.

 

By the way … this wondering is often exacerbated by poor managers and management who constantly create a false sense of urgency and manage deadlines like a caffeinated rabbit.

 

Regardless.

 

I feel relatively confident most managers fuck up how they address the wondering.

 

This happens because we inherently want to show people they reached something … a goal, a milestone or some ‘finish destination’ when , in reality, progress is the value you should be showing them to show a causal relationship to the energy they are expending. They are running hard, you are asking the company to run hard … you want to show them a often as you can that they are actually making some progress.

 

We fuck it up because we just aren’t taught that it is okay to let them know … “well … we are lagging behind on some sales objectives, but this doesn’t mean someone is doing something wrong, or you aren’t working hard enough or 19 speak the truththat some competitor is doing some magical thing better than we are.”

 

We fuck it up because most of us do not know how to deliver that message well.  most of us make it sound like we are chasing some unrealistic goal, or maybe we throw in some false sense of optimism or maybe we actually create some ‘midway milestone’ which actually encourages people to maybe invest a little less hard, a little less running and a lot more ‘maybe that is enough.’

 

When your people are running hard you don’t want to tell them that it is … well … going to be hard and that is why you are actually running hard.

But you have to tell them.

 

Well.

You have to if you want them to keep running hard.

 

Tell them: You are asking people to change – and change is hard.

 

Most businesses aren’t just selling shit <something> they are asking a potential buyer to change – change current product, supplier or behavior. While change change self getting better and worse same timereally is hard … we get better at explaining how this change we are asking them to do … is easier than they may perceive every day. Sometimes we have to weave our way through objections and sometimes we have to hammer our way through objections … but everyone, every sales person, service person, management, support staff and anyone who interacts with current and potential customers are doing their part today and doing even better the day after.

 

And while asking someone to change is hard actually implementing the change is harder. I sometimes believe most businesses are in the change management business more than anything else.

You have to tell them you know that no one is better at explaining why that change is good and how that change can occur.

The truth is when you are running hard, and not running simply for running sake, people get better at this every day.

 

The truth is we are not where we want to be but getting there … and getting better at getting there.

 

Next.

 

Tell them: You are asking people to believe what you already know – and educating is hard.

 

Even if your company is good, really good, and even if your company is the best, the leader, every company does have competition. People just don’t believe you just because you are the best or the leader – and most of your people know that <no matter how frustrating it is>. In today’s skeptical world people just don’t say “oh, okay.” And, frankly,  we don’t want someone to say “oh, okay” when one of our competitors makes a claim.  We shouldn’t, and don’t, expect our customers and potential customers to simply believe everything we say. This means we need to educate and consistently address each question and request as if each answer is THE one which will make them a partner of our company.

 

The truth is we are not where we want to be but getting there … and getting better at getting there.

 

blanace greater good matters do

——

“If in a company you change nothing, you are sure to fail.

 

If you change everything you are sure to fail as well.

 

So the art of winning resides in your capacity to draw the fine line between what should be changed and what should not.

 

=

Jean Marie-Dru

——

 

Look.

 

Running hard is not the same as running fast. But businesses are impatient, in general, and absolutely over-the-top impatient if they feel like they are running hard.

 

This means you have to tell them some truth about themselves and the company.

 

I doubt you will ever get to where you want to be as fast as you would want. I imagine every leader in every industry is always perpetually dissatisfied in this way. I imagine every adventurer, every explorer and every innovator is always perpetually dissatisfied in this way. I imagine this is partially what makes an average company great – you understand that tomorrow’s company will be a little bit better than the company today.

Our sales will come. They will never come as fast as you want but our company doesn’t just work hard, you work smart and success is ours whether it arrives in small steps or great leaps.

 

 

Anyway.

 

I have away said this — part of what makes a company great is that feeling of dissatisfaction.

 

A great company wants to be more agile, move faster, and retain that perpetual feeling that they can always do more and be better.kitchen-table-great-idea-concept-lead

 

A great company has a spirit that drives them and gives everyone the sense that tomorrow is another opportunity to be better than today.

 

A great company, typically, does run hard but, maybe most importantly, has a leader who can breathe constant oxygen into the runners in a way that is neither false nor insincere.

 

Not everyone who says they are running hard are really running hard but if you are in a company who is … I can almost guarantee the organization will explode without good leadership and will be an Olympian marathoner with good leadership.

staying above even when stepping down

June 25th, 2017

 

inspire people dont give up

 

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“Even the smallest person can change the course of the future.”

 

—-

J.R.R Tolkien

 

 

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“And though she be but little, she is fierce.”

—-

William Shakespeare

 

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Ok.

 

lead togther step down dominant

This is about business and business leadership.

 

Leading is a big job. It carries big responsibilities and big burdens. You have to be big enough in some way <skills, charisma, character, smarts, etc.> to stay above the organization and employees. And I say “above” because part of leading is being able to see above the heads of everyone so that you can lead and align and step in when & where appropriate.

 

Above is not dominance per se just that you maintain a dominant position from which you can most effectively & efficiently lead.

 

Now.

 

Here is what any good leader knows … you don’t have to be big to … well … be big.

Heck. You don’t even have to act ‘big.’

 

In addition.

 

A good leader can leave the comfort of the ‘throne’, i.e. the trappings of the ‘bigness’ –the natural ‘dominance’ that comes with a title — and still remain above even when stepping down from all those things.trump dominant Genuine people fake people

 

However.

 

Not everyone is a good leader. And not every leader is particularly good at navigating the natural doubts <am I doing the right thing, am I doing the best thing, am I doing the thing I should be doing, etc.> that come along with being a leader. By the way … any good leader has some doubts on occasion … it keeps them grounded.

 

Regardless.

 

What that means is there will inevitably be business people who fear looking small. And they protect their illusions of ‘bigness’, or being bigly, mainly in several ways:

 

  • They diminish everyone they can in the attempt to make others as small as they can so that they look bigger no matter the comparison

 

  • They find a ‘safe space’ in which they place their metaphorical throne and make everyone come to them <this is kind of like the boss who purposefully has their desk built slightly higher and the chairs facing the desk slightly lower to insure they maintain a physical dominant position>

 

  • They avoid, as much as possible, one-on-one interactions with anyone their own size <unless they can control the environment>.

 

  • They ground themselves in platitudes under the guise of “flexibility & adaptability” so they can avoid having to defend anything specific with anyone who could diminish their bigness

 

 

Well.

 

Why I decided to write about this is … uhm … day in and day out Donald J Trump offers us in the business world reminders of ineffective leadership style and the characteristics of insecure leadership.

And the number one business dunce stupid brand marketingcharacteristic of insecure leadership is the inability to step down and still stay above.

 

Insecure leaders are extremely hesitant, if not completely resistant, to leaving their ‘dominant position.’

 

Let me explain ‘dominant position’ because it can sound bad <and it is mainly meant to express a position of authority>.

 

A CEO or a president is clearly in a dominant position by title and by responsibility and, in most cases, by some larger skill that got them to where they are. A true ‘dominant position’ <let’s call it “authority”> combines all aspects.

 

Therefore the person in the dominant position combines substance & style. And this is where insecurity steps in … because if a leader has any true doubts with regard to their ‘dominant position’ – mostly doubts on their substance — they start exhibiting some insecure characteristics.

They will dial up their style aspects to cloak any substance deficiencies and become excruciatingly careful with regard to how they interact with other people.

 

But the one I thought about today was “stepping down.’

 

Let me explain.

 

I heard Donald J say the other day “they should call us to participate.” In other words … they need to come to me <thereby establishing some aspect of subservience and feeds the sense of ‘dominant position.’

 

shift up or down

This was not a one-off comment.

He does this … every … frickin’ … day.

 

Trump never “goes to people” nor does he unite by inserting himself into any opposing groups <people who may not agree with him> opening himself up to say “let me be part of what you want.” I cannot envision him ever going to opposition and suggesting he wanted to work with them <they have to come to him>.

His whole leadership style is driven by an insecurity of ‘dominant position’ and he fears stepping down from his position because he fears it will expose the fact he isn’t really above anyone other than in title.

 

In other words … he fears looking small <or ‘not bigly’>.

 

And therein lies the larger lesson.

 

Good leaders don’t become smaller when they step down or go to people rather than make people go to them. They know there are no ‘little people’ but rather only big responsibilities of which everyone has.

 

Little people are little wherever they go … even if they just sit in the corner office.

Unfortunately for us a little leader knows this … and doesn’t know this.

What I mean by that is they can sense their littleness therefore they go out of their way to stay within whatever cocoon of ‘bigness trappings’ to encourage the belief they have that they are actually big. And, yet, they don’t know this rump dominant Do you think clouds look down on people and thinkbecause they tend to have an oversized view of themselves <every should come to me attitude>.

 

They see themselves through a fairly warped view of self-relevance … “everyone else becomes more relevant by being around me therefore they become bigger in my bigness.” And that partially outlines their main fear.

Loss of relevance.

Anyone who becomes more relevant than them is a danger. Loss of power, the illusion of or real, is the danger.

 

What that all means is that an insecure leader more often than not lives in a “you need to come to me, call me or ask me” mentality.

 

  • Foreign dignitaries come to visit him <and he does not visit them>.
  • Democrats should call me instead of being obstructionists.
  • People need to visit him at the White House <or Mar a Lago>.
  • He never works with people or offers to meet them.

 

He treats everyone as if they should be subservient to him and if they do not meet that desire he is dismissive or even attacks them as ‘obstructionist.’

 

leadership go your way

 

Let me be clear.

 

No sane business leader <in this generation> has this attitude.

You cannot.

You cannot because you know many of the people working for you are actually smarter than you and a shitload more just may know something you do not know.

You cannot because oftentimes your peers, who actually report to you, may actually be better than you at some things.

You cannot because you know that good people never want to feel subservient but rather want to feel being a key part of overall success.

 

Most of those who lead have learned these things not by attempting to learn to be ‘above’ but rather by learning how to lead. And you learn that mostly by getting into ‘the game’ and realizing you can play anywhere at any time. I know that I took an advertising job as a young newly promoted VP in NYC not out of any desire to be the best but because I was curious. I was curious to see if I could “play in the NYC advertising game.” I didn’t need to be the best nor did I desire to dominate … I just wanted to see if I could play.

I can tell you that once you become comfortable with knowing you can play at the biggest level and the lowest level you have a fighting chance to become a leader.

 

Look.

 

We all have numerous character flaws and it is a sad truth the majority of us can’t see them. This is even more difficult in a leadership position because you do naturally become more self-aware of any of the things you are good at and yet also not good at … but you also lean heavily on the things you ‘perceive’ got you where you are today.

 

I say that because insecure leaders are relatively hollow on the self-awareness.

Looking at Trump it is easy to see that he grew up thinking he could get away with whatever he wanted. He lived in a bubble in which young, mentally lazy, rich, amoral white men routinely got away with whatever they wanted. These same characteristics are exhibited in his insecure leadership style.

 

Here is what I know.

trump ominant look down on other people

Big leaders are big leaders.

 

And they are big because wherever they go they retain their bigness. That means they need not ‘stay above’ to be big … they can step down … sit in town halls answering questions from real people as well as sit down with people who didn’t vote for you as well as sit down with peers and discuss ideas … and walk away just as big as they entered the room.

 

Small leaders cannot do those things, therefore, they do not.

 

I have now given you a way to judge big leaders from small leaders. Judge away. Every leader should be judged … and judged harshly … because … well … they are leaders and that is their burden.

sweat it out on the streets of a runaway American dream

April 15th, 2017

 American Workers sweat hard hats

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‘In the day we sweat it out on the streets of a runaway American dream …’ It’s a ‘death trap,’ a ‘suicide rap.’

‘I want to guard your dreams and visions.’ ”

 

Bruce Springsteen – Born to Run

 

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“This man said that you can move to Greece, live in Greece, but you can’t become a Greek. You can move to Japan, live there, but you can’t become Japanese; or France and become a Frenchman; or German—or become a—all of these things.

But he said, everybody or anybody from any corner of the world can come to America and become an American.”

 

—————–

Ronald Reagan

 

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Ok.

 

I have a piece coming up on globalization but today it is about the American work flintstoneswork ethos and American workers and, I imagine, a view on any version of isolationism <extreme to practical>.

 

I admit.

I find very little appealing in an isolationist concept <any aspect of it> … even the common rhetoric of the day.

 

Simplistically I feel like it suggests we, America, cannot compete globally. In my pea like brain I view it like sports … sports in which almost every home team retains an advantage … despite the same rules, same number of players, same dimensions of the court & field. Mainly it comes down to coaching, ability and , I imagine, pride of home field … uhm … but I still get on a bus and go play away games.

 

I believe it was Ronald Reagan who said ”American workers don’t need to hide from anyone.”

 

Which reminds me of how much during American presidential campaign, and even now somewhat, I found it extremely aggravating how we had a bunch of people talking about American workers and American businesses.

work sheep wolf

They all seemed to forget that our ethos is “just do it.”

 

When set free to do the voodoo it does … American business is dynamic, energetic, innovative, can-do and actually gets out there and makes & sells shit.

 

We shouldn’t be impatient because the success is coming fast enough and in our impatience “change the rules” or “hide within our borders” but instead we should use our impatience to invite competition, sweat it out and beat the crap out of them.

 

My impatience? I sometimes get a bit impatient when I hear people moaning about the state of the world and the inevitable “the sky is falling” or “the world is unfair” <pick your poison>.

 

Given an opportunity every generation believes it is tougher for them and will create their own prognostications of doom & gloom and, yet, we are still here and still have the world’s largest economy <and best on a variety of measures>.

 

I am not suggesting there aren’t real business issues and I am not suggesting from a regulatory standpoint there are some tweaks to the system which would enable businesses to improve themselves to compete better <please notice I didn’t say “to constrict the competition” but rather to have us improve to compete>.

 

Isolation goes against every bone in our “just do it” American body & soul.

 

Nike trademarked it but the pilgrims brought it to America. From day one immigrants, with the help of Native Americans, went to work building America … stone by stone … seed by seed … idea by idea … sweat drop by sweat drop.

 

labor american workerAmerica First should never be America Alone.

 

America has never been an individual competition it has always been about a team competition.

 

America First should be earned on the playing field competing against the best of the best and winning <by the way … that defines ‘exceptionalism’>.

 

America should be about building a better engine, building a better race car and running a better race.

 

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

”It’s time to gun the engines, not put on the brakes.”

 

——–

Ronald Reagan

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It is aggravating to hear “close the borders” combined with “the world is going to shit” … which all leads to ‘disengage from the world <competition>.’

 

Really?

 

REALLY?

 

What kind of shit response is that?

What kind of “winner” doesn’t want to compete and compete against the best?

 

It seems like we should be investing not in building advantages for ourselves but rather in building a better team. That is where money and energy should be spent.

 

Hire better coaches.

Offer better training programs.

Buy better equipment.

Study better strategies.

Create better plan of attacks.

no substitute for hard work sweat edison

 

 

I wasn’t a huge Ronald Reagan fan but he got it … he hated changing the rules of the business game <tariffs & regulations> and only did so situationally, tactically and for short term ‘balancing out’ … as he says …  given a respite from predatory import practices, can become competitive in a world market.

 

But … he understood the importance of the attitude of the American worker above all else … check out these words he said to Harley Davidson:

 

… you gave some folks in Washington an important lesson about how we go about buying and selling with other nations. You see, we’ve shaken hands on an agreement with most of the other nations of the world, an agreement that sets the rules for international trade. We have problems, of course, with some of those nations—the ones that don’t let us sell to their people as freely as they sell to ours. But the agreement, called the GATT agreement—that’s the General Agreement on Tariffs and Trade — gives us ways of dealing with those problems, and it also gives us ways of giving industries the kind of breathing room we gave you.

 

And if they’re as serious as you were about shaping up—now we’re about to begin worldwide talks on how to make this agreement even stronger.

 

Because of the GATT agreement, when you were ready to sell more bikes around the world, no one stopped you.

But now there are some in Congress who say, in effect, that the United States should break its word with the other countries.

They say American workers need to run and hide from foreign competition, even if that means other countries will strike back by not letting you sell your bikes to their people. Well, Harley-Davidson has shown how wrong that is and what the truth is. American workers don’t need to hide from anyone. America does best when America sticks by its word. And American workers can take on the best in the world, anywhere, anytime, anyplace. No one is better than you are.

 

You may have heard that my temperature’s up about some trade legislation that’s before the Congress right now. On TV the other night, it was called one of the toughest trade bills of this century. I remember the last time we had a so-called tough trade bill. It was called Smoot-Hawley, and they said it would protect American jobs. Instead, after other nations were through retaliating, it helped us—or it helped give us, or at least deepened, the Great Depression of the 1930’s. I’m probably the only one here that’s old enough to remember that. I was looking for a job then. [Laughter] Twenty-five percent were unemployed, including me.

 

The Harley-Davidson example makes a very strong statement about how government, through the judicious application of our trade laws, can help the best and the brightest in American management and labor come together in ways that will create new jobs, new growth, and new prosperity. Government’s role, particularly on the trade front, should be one of creating the conditions where fair trade will flourish, and this is precisely what has been done here. Our trade laws should work to foster growth and trade, not shut it off. And that’s what’s at the heart of our fair trade policy: opening foreign markets, not closing ours. Where U.S. firms have suffered from temporary surges in foreign competition, we haven’t been shy about using our import laws to produce temporary relief. Now, there are those in Congress who say our trade policies haven’t worked, but you here at Harley-Davidson are living proof that our laws are working. The idea of going to mandatory retaliation and shutting down on Presidential discretion in enforcing our trade laws is moving toward a policy that invites, even encourages, trade wars. It’s time to work to expand the world market, not restrict it.

 

Today, as many as 10 million American jobs are tied to international trade, including many jobs right here at Harley. For more than a century, when America’s trade with the world has grown, America has created more jobs. When trade has declined, so have the number of jobs. So, when it comes to making new jobs, free and fair international trade is America’s big machine. It’s time to gun the engines, not put on the brakes. Your chairman, Vaughn Beals, summed it up when he said, and I will quote him: “We’re sending a very strong message to our competitors and to the international industrial community that U.S. workers, given a respite from predatory import practices, can become competitive in a world market.”

 

The best way to meet foreign competition is also the right way: by sticking to our agreements with other countries and not breaking our promises, by making sure other countries also stick to their agreements with us, and by being the best. As America prepares for the 21st century, you’ve shown us how to be the best. You’ve been leaders in new technology. You’ve stuck by the basic American values of hard work and fair play.

 

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

 

A danger we are currently meandering our way toward is one of attitude.

 

attitude foreign life adventureWe currently have a president who doesn’t foster attitude and belief in self but rather believes success is found solely in removing disadvantages, real or not, and removing “unfairness” <even if the other team were simply playing the game better or had better players>.

 

He is wrong in his approach.

 

Business is often more about attitude and fortitude then it is about whether “the pitch was mowed at 1 inch instead of an inch & a ½.”

 

It is a false narrative, and a dangerous narrative, to suggest success is based on ‘fairness’. Why? Because … well … more often than not we will always find that the world was unfair in some form or fashion … and you know what?

You still gotta compete, you still gotta play the game and you still gotta figure out a way to win.

 

America is at its best just doing it … sweating it out on the streets seeking the runaway American dream.

 

America is at its best when it ignores all the reason why we cannot do something and just go do it anyway.

 

America is at its best when we have a leader standing up in front of us not making excuses, not whining about unfairness and all the reasons why we haven’t been successful … but one who is instead saying “here is what we are gonna do and lets go do it.”

 

It was Theodore Roosevelt, in 1904, who said:

“We, the people, can preserve our liberty and our greatness in time of peace only by ourselves exercising the virtues of honesty, of self-restraint, and of fair dealing between man and man.”

But he also reminded everyone of the importance of work ethic.

“They stood for the life of effort, not the life of ease.”

Freedom, Roosevelt warned, had to be earned by the exercise of restraint, and its bounty could only be harvested by diligent labor.

 

Anyway.

 

I am not an isolationist mostly because of all I have written today. I am a compete flower bloombusiness guy and as a business guy I want to compete … and I believe I can compete well and win often enough if I put in the smart thinking and the diligent labor.

 

While I may proudly wrap myself in an American flag I also proudly wrap myself in an attitude … ”American workers don’t need to hide from anyone” … and I am an American worker.

 

We should never underestimate the American worker and American business ingenuity.

We shouldn’t hide from the world … we should be building the best team and sending them to the far corners of the world, wherever they may have an opportunity to compete, and win through hard work and fair play.

 

Isolation is the wrong path. It’s not American. We compete, work hard, play by the rules … and win more often than we lose.

 

American workers can take on the best in the world, anywhere, anytime, anyplace.

shifting gears professionally

March 8th, 2017

 

gears working elite blue collar people experience

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“Don’t dwell on what went wrong.

Instead, focus on what to do next. Spend your energies on moving forward toward finding the answer.”

 

Denis Waitley

 

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“You are always a student, never a master.

You have to keep moving forward. “

 

Conrad Hall

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So.

 

This is about shifting gears professionally.

watch-your-step

What made me think about this?

 

I recently watched a professional acquaintance who shifted gears.

 

Oh.

 

To be clear.

He shifted up.

 

He had a good business, good business model and a good business sense. In my eyes he was cruising along in maybe 2nd or 3rd gear <good … not bad … and not great> … and then … well … he found another gear.

 

To be clear.

 

When I first saw his business he was maybe in 2nd gear … not really rocking the boat or rocking the world but steady consistent and moving forward and solid business.

 

Looking from the outside in I never saw spectacular but I saw steady. I saw … well … 2nd gear.

 

He didn’t know it but, behind the scenes, I would never hesitate to recommend him, maybe not typically for those who needed to shake the etch a sketch,  but 100% for those who just needed a good engine tune up. Over the years he steadily shifted up to maybe 3rd gear … always steady and solid <good, maybe very good, just not that extra little great>.

 

But then that changed.

formula success steps

One day I saw his business newsletter and … well … I sat up a little straighter and read it a little closer.

 

And read it again.

 

It felt like he had shifted gears.

It now felt like 5th gear stuff.

 

I got the next newsletter.

Definitely 5th gear.

 

He had shifted gears professionally.

 

I tend to believe this happens a lot as you get older.

 

We shift gears.

We reach a point professionally where you have it pretty good, you have some good experiences which have taught you a shitload of different things … and you sit back and scan it all <comparing it to what you have done>.

 

This is where the shift occurs.

 

Some decide to downshift.

 

Some decide to shift up.

 

shift up or downNow.

 

To be clear.

 

There is a huge swath of people in the business world who simply go in to earn a paycheck, their only gear is the one that does their job <mostly well or well enough> and their career progresses in that one and only gear.

I would note, just for the record, day to day business relies on these essential people and their steady gear attitude <so stop giving them shit or look down on them in any way>.

 

This is not about them.

 

This is about the business people who want more. They want to use another gear then other employees … and for the most part throughout their career … they do.

 

Inevitably these people reach a point, maybe some success, maybe a title, maybe it is just some more good experience where they … well … decide to shift gears.

 

up or down shift gearsAnd, yes, this is where some shift down.

 

These ‘shift downers’ have decided they have been working hard and they see the other relatively happy one gear people and say “I am going to slow down.”

 

Some people call it selling out.

Younger people look at these older people as ‘wasted space.’

 

I just call them people who believe they deserve to down shift <so stop giving them shit or look down on them and look to maximize their experience>.

 

This is not about them.

 

This is more about the business people who wanted more … and then see that maybe they could actually “be more.”

 

These are the business people who shift up.

 

And you know what? Shifting gear seems like the appropriate metaphor here because ‘the analogy of ‘shifting gears’ is used to identify and explain the key factors (agents) involved in driving career formation, and describe the level of interconnectedness between these drivers.’

 

To shift up … in order to respond to the pressure … the gears have to be in sync, work simultaneously and coordinate the rest of the body around them.

 

And that is what happens. You have accumulated a lot of knowledge, expertise and experiences <practical functional stuff> and then you decide to incorporate some personal clarity to the horsepower.

 

It is almost like you find some clarity … in yourself professionally which permits you to better identify the largest and most influential parts in the gear box.

And then … you shift gears.

 

I feel qualified to write about this because I did it. I shifted gears up.

And I have seen others in my generation shift up … and down.

 

expectations outcome disappointment 1I will admit that it has taken me awhile to not have disdain for people who down shift … mostly because it is so far out of my DNA I, frankly, couldn’t understand it.

 

But I do now.

I certainly see the value of ‘down shifters’ and believe any organization would benefit from having a mix of good, qualified, experienced, downshifters.

 

As for shifting gears up?

 

Whew.

Seeing someone in my business generation do it is … well … a joy.

Mostly because, in general, the shift is tied to a decision that our generation may have not always been the best for the business world and possibly injected some flawed thinking with regard to business acumen & principles. This means that most ‘shifting up’ is tied to trying to address those ‘wrongs’ or at least try and inject some ‘righter thinking.’

 

I get some shit from people because I am hard on my entire business generation … everyone.

 

Look.follow heart brain tupac

 

I think more of us should be.

To be clear.

 

I don’t expect everyone in my generation to decide to shift gears up but I would like more of my generation to at least understand some of the consequences of our behaviors & principles.

 

And for those who decide to shift gears upwards? I hope they get a chance to implement their new horsepower because today’s business world can make it pretty difficult for people in my generation, who truly have something to offer and are willing to not be attached to the old ways of doing things to actually get to do what they truly offer.

 

Enlightened Conflict