Enlightened Conflict

organizational exhaustion

May 12th, 2017

exhausted organization puppy tie

 

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

—-

Clotilde Hesme

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“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

 

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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.

 

what firing someone says about you

May 10th, 2017

you sir are fired

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“We should place confidence in our employee. Confidence is the foundation of friendship.

If we give it, we will receive it. Any person in a managerial position, from supervisor to president, who feels that his employee is basically not as good as he is and who suspects his employee is always trying to put something over on him, lacks the necessary qualities for human leadership – to say nothing of human friendship.”

 

—–

Harry Humphreys

 

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“The conventional definition of management is getting work done through people, but real management is developing people through work.”

 

—-

Agha Abedi

 

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Well.

 

Leading and managing people is possibly one of the most rewarding things you fire bee strategy drive incan do in a business career.

 

Firing people is possibly one of the most unrewarding things you can do in a business career.

 

Unfortunately these two things are inextricably linked.

 

I could argue that once you assume responsibility for firing someone you learn more about yourself, and I imagine others learn about you, than almost any other responsibility you assume as a leader.

 

No one likes firing people. Well. no one who is any good at business leadership. I don’t care if you absolutely hate the person you are firing, if the person has actually committed a fireable offense and you are in the right to fire them, or even if you fire someone for good reason … suffice it to say … it never feels good to fire someone.

 

And because of that … a good business leader never delegates the tough termination. And they never send someone to terminate a direct report.

Generally speaking … you fire anyone who is a direct report, or you were directly responsive for hiring, face to face.

 

Yeah.

setbacks one of those days poohThis may not be, logistically, the easiest thing to do but it is part of the burden of responsibility. It is the mantle you wear and it is what you are obligated to offer the person being terminated – dignity & respect.

 

Anything less than that and you are shirking your responsibility.  Anything less than that is … well … chicken shit. And you are a chickenshit business leader if you do not do these things.

 

Sure.

 

What I just shared is a hard lesson but one business people learn in young management.

 

I will never forget the first person I ever fired. Paul.

An absolute great guy in absolutely the wrong position and possibly career. But that doesn’t mean it was easy to terminate him. While I was 99% sure it was the right thing to do <and my boss and her bosses agreed> there was an extraordinarily loud 1% in my head that kept me awake that night.

Inevitably he chose a different career and went on to become an SVP of sales.

And he was kind enough to drop me a couple of notes to tell me it all worked out for the best.

 

But I will never forget firing him. I can honestly say I never forget anyone I have fired <and that is a semi-long list after years of management>.

 

However.

I would like to think my leadership career is measured more by the people I did not fire.

 

Not firing, in a larger organization, can be harder than you think.

 

I think I spent more time explaining to the most senior people why I would not fire some of the people I managed than I did ever discussing almost anything else about employees with them.

 

Well. That is … it felt that way.

The crap that floats upwards into senior leadership about individual employees is amazing. The littlest mistakes and quirks seem to take on exponential size when it arrives at the most senior people — and they do not hesitate to share their disproportional views.

 

Regardless. All of those views cut into the ‘trust belief’ … are they respected within the organization, do they have the trust of the organization and can they be trusted with their responsibility.

totally worth it show for it life

And that is when you earn your stripes as a manager. You do not cave in to the ‘easy thing to do’ but rather stand up for your people and let the chips fall as they may. Oh. And you learn it is totally worth it to not take the easy way out.

 

Let me be clear.

No one is perfect. I was not a perfect employee nor was a perfect manager. And, yet, when judging employees there sometimes is the ‘perfect measure’ of which becomes the absurd standard.

 

Yes.

We should judge senior people more critically but we should judge them fairly.

 

Anyway.

 

I didn’t fire a lot of people. And I can think of at least 4 who made me incredibly proud that I didn’t … despite some pressure from others to do so.

 

All 4 of these have sent me notes at different points, not thanking me for not firing them but rather for simply giving them a chance, believing in them and seeing something in them that they knew <because all employees know when they are under ‘the human resources microscope’>  many others didn’t.

All 4 of them have been professionally successful and, more importantly, are solid good human beings. Neither of those are because I didn’t fire them but rather vindicate the non-firing decision.

 

All that said.

 

Firing someone, despite the pain of actually doing it, is often the easy way out and is certainly a way to avoid looking at your own flaws.

 

Flaws? I sometimes believe one of the hardest things you can learn in your career is that your best is not particularly special.

Learning the fact that your talent, in reality, is matched by a shitload of people.

Learning that your best is relatively easily matched by a shitload of people.

 

It is an unfortunate truth that:

 

  • Talent is talent.
  • Smarts are smarts.
  • And expertise is almost always relative.

 

reality-slapped-you-really-hardAt any given point in Life and your career you can look around you and if you are self aware you will note you are rarely the most talented, rarely the smartest one in the room and rarely the only expert.

 

Even on your best day you may not actually be the best.

I imagine that is a tough thing to get your head wrapped around.

But I also imagine if you do wrap your head around it evaluating employees and how you fire them is affected.

 

I always watch how someone terminates an employee.

You can learn a lot about people in that situation … and you can learn a shitload about how someone feels about dignity, respect and responsibility in how they terminate an employee.

 

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Postscript 1: under the general heading of “chickenshit” from a business perspective:

 

There are hundreds of different viable reasons to fire someone and if you have the responsibility to hire & fire and it is ‘at will’ you can do what you want. But HOW Trump fired Comey was chickenshit.

 

It wasn’t face to face with a direct report <or even face to face with anyone … just a letter delivered by a non-government employee>.

November 24, 2015

While there appeared to be no sense of urgency to terminate the action was taken with an absurd sense of senseless urgency which permitted Comey the indignity of being blindsided, in the middle of a commitment to the people who reported to him and not even in town.

 

This was a chicken shit way of terminating an honorable employee. It is indicative of Trump’s lack of character.

 

Postscript 2: Under the general heading of “this is some crazy shit” from a business perspective:

 

Firing someone for lack of confidence when the people who you are actually working for have a general lack of confidence in you is slightly surreal.

 

This may actually be the ironic point of the day.

Yesterday Donald J Trump fired his FBI Director because of ‘lack of confidence.’ Well. If that is a true criteria and I were to look at some national polling data I could argue Trump could be fired on the same criteria by the American people.

 

Most leaders do not defend their firing decision through childish name calling.

 

“Crying Chuck” “Richie” in quotes <instead of Richard>. Calling people diminishing names. Childish crap like that. I have been criticized as a leader for people I have fired, as well as people who i didn’t fire, and when appropriate I responded with some “why I did it” information but I never deflected my choice & decision onto others by suggesting they were not qualified to criticize … and I certainly always treated peers with a modicum of respect.

 

Tweet response rather than standing up in person

 

Sniping from the sidelines is not leadership.

Period.

‘nuf said.

persistent setbacks

May 10th, 2017

 setbacks persistent alone

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“We all have a personal pool of quicksand inside us where we begin to sink and need friends and family to find us and remind us of all the good that has been and will be.”

 

—-

Regina Brett

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“Making the best of things is… a damn poor way of dealing with them.

My whole life has been a series of escapes from that quicksand.”

 

—-

Rose Wilder Lane

 

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Well.

 

We all encounter setbacks in our lives. Some people call that ‘life.’

 

setback speed bumpThe positive psychologists just call the setbacks “obstacles” as if they were some hurdles you just learn to either leap or get around.

 

In other words … it is assumed if you stick to your guns no setback is a dead end but rather simply a speed bump.

In other words … we are offered some simplistic discussions about overcoming obstacles.

 

If you really really think about this … this advice is kind of nuts.

 

Yeah.

You may have to think really hard to come on to my side of this argument.

 

You may have to work hard because as soon as you are old enough to comprehend words you get bludgeoned with advice and wisdom with regard to ‘overcoming obstacles.’

 

In its most simplistic form it is uttered as “if you believe, you can overcome anything” or even the famous “it’s not the mistake that matters it is what you do with that mistake.”

 

You get pummeled with things like this:

 

===============medication over medictaion problemsolving2

“Do not fear the conflict, and do not flee from it; where there is no struggle, there is no Virtue.”

 

Joyram

 

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When you start living the life of your dreams, there will always be obstacles, doubters, mistakes and setbacks along the way.

 

But with hard work, perseverance and self-belief there is no limit to what you can achieve.”

 

Roy Bennett

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Well.

 

I don’t doubt the sincerity of this advice but what all of this trite wisdom, mostly offered by wealthier & whiter people whose setbacks are slightly different … okay … exponentially different, then not only the everyday schmuck but those who are in more vulnerable environments seems to overlook is that A setback is manageable … persistent setbacks are a whole different game.

 

I love virtue but after a while you cannot sustain yourself, mentally and physically, on virtue alone when faced with persistent setbacks.

 

What I mean is that we treat setbacks as if they were like a cold … with a little time and some fortitude and some chicken noodle soup you can overcome it and move on.

 

But sometimes setbacks are like a virus … this virus is more like ‘persistent setbacks.’

 

setbacks persistent quicksand

 

And, yes, this is different than what I call “quicksand” or “quicksand setbacks.”

 

Quicksand setbacks are more often in a defined period of time and comes to fruition mostly in a helpless unraveling before your eyes.

It’s like in a football game where one fumble leads to an interception which leads to the other team running a punt back for a touchdown. Everyone fights as hard as they can … but the setbacks stream in a way that drives you deeper and deeper into a hole. Most times quicksand setbacks stop and depending on the quicksand you are in a deep dark fucking hole or just a hole <or something in-between>.

 

A hole is a hole. It sucks.

But most times if you do get your shit together, get your head on straight and maybe get a little help you can get out of the hole <regardless of how deep it is>. And once you get out of a quicksand hole you actually find you have learned some stuff and … well … most times you see future quicksand and avoid it.

 

 

And then there are persistent setbacks.

 

problems overcoming obstacles

….. and, yet, the opportunities can only be found in darker deeper holes ………..

 

They are brutal.

Fucking brutal.

 

You face a setback.

You pick yourself up, recover and get going again. And maybe just as you get going again … well … you get another setback.

 

This one hurts a little more because you knew you had invested and you knew you had done it right … and you still got screwed again with another setback.

 

 

You figure … what the hell … I did it once and I can do it again and you pick yourself up again and get going, recover and you are starting to put the last setback in your rear view mirror and … doh … another setback.

 

 

This one hurts. Hurts bad.

 

But … you know you have no alternative but to get up, try again and get going.

This time is a little different though. This time you are a little more tentative.

Maybe even doubt a little more. You still put energy into it and you are working hard but this time your head is more on a swivel.

 

Uhm.

And then another setback happens.

 

Most will get up and go again. But this time doubt is your companion and while you are trying your best … you are most likely not really your best.

 

And then another setback happens.

 

This is where the trite positive ‘pick yourself up’ people sort of get things wrong.

 

It’s not that you don’t have the desire … you just have lost hope that you will ever get a break or that it will finally be someone else who will have a setback and not you.

 

Sigh.

 

I read this quote somewhere:

 

“Time to bet on yourself, big, huge, gigantic bet on your genius and abilities to change the world for the better because nothing is going to stop you, no force is going to hold you down or get in your way and make you lose your inner motivation again.”

 

 

Well.

 

kitchen-table-study-problems-concerns-home-life-leadThat sound good … really good … but persistent setbacks are a whole different game. You can be motivated, you can bet on yourself and all of those things <which are usually necessary for any success> but … well … what happens if you have to keep on going back to the well again and again and again?

 

What happens when Life just seems to provide one more setback after you have just recovered and gained some momentum for the last setback … which you had done after the setback before that one and … well … you get it.

 

There is only so much anyone can take before they get tired … start having doubts … and then simply lose hope.

Look.

 

Everyone can pull themselves together after a setback.

A quicksand  setback is a little trickier but depending on deeply you sink … most people can pull themselves together.

 

But persistent setbacks? Whew.

 

You aren’t looking for a big break … you are just looking for A break.

 

When in a persistent setback cycle … it is relentlessly exhausting.

 

Your plans all seem to not go as planned.

 

You can do your best, and it may actually be pretty good, and it can still fail.

 

You can be really smart, have a smart idea, articulate it smartly, and it can still be rejected or ignored.

 

You can work harder than anyone else and pour your heart & soul into something and it can still go unnoticed.

 

And all of that gets exponentially harder to take with each ongoing setback.

 

In addition … persistent setbacks take on a darker hue if you start looking around you and see mediocrity winning and rising and some of the least qualified not facing the setbacks you are.

 

Now.

 

I did some research.

And I found how we deal with setbacks depends on how much control someone feels they have over a situation.

 

The study found that changes in certain brain areas were related to persisting with goals after encountering setbacks.

 

Participants more often persisted with their goals, choosing to try again to earn the same academic degree, when they perceived they had control over a setback than if they perceived that they did not have control over a setback.

 

What’s more, activity in a brain area called the ventral striatum was related to persisting with goals in cases where the setbacks were controllable. Participants who showed greater decreases in brain activity in the ventral striatum when they encountered a controllable setback were more likely to persist with their goals.

 

On the other hand, changes in a brain area called the ventromedial prefrontal cortex were related to persistence when the setbacks were uncontrollable. The ventromedial prefrontal cortex is involved in regulation of emotions, and the new study suggests this brain area helps people cope with negative emotions in order to persist in the case of uncontrollable setbacks.

 

 

drowning no water lifeIn other words … when setbacks are uncontrollable they affect us in a more emotional way.

 

Yup. When persistent setbacks seem to continue in ways that are out f our control … well … they fucking kick the shit out of you mentally.

 

 

I say that because I think most of us overlook how persistent setbacks affect the mind.

 

And while I just outlined how I believe it affects an individual … there is also an effect on the people around you.

 

Say you are a parent and you are in this doomed cycle of persistent setbacks.

As a child that is all you see. That is all you hear about. That is what you start thinking Life is more like than what you see on TV with regard to ‘work harder than anyone else and your dreams can come true <or you can do anything you want>.’

 

Let me tell you what I mean by showing you some research numbers I just saw.

 

Among the dozens of research studies post 2016 election I found some number about the working class and education that made me sit up a little and think about this whole ‘persistent setback’ issue and how … if it is affects a swath of the population long enough … can affect their larger attitudes.

 

In an analysis by the Public Religion Research Institute and The Atlantic 54% of white working-class Americans said investing in college education is a risky gamble … this includes a whopping 61% of white working-class men <white working-class voters who held this belief were almost twice as likely as their peers to support Trump>.

 

Ok.

That is bad. But it gets worse.

 

This belief is even more prevalent among white working-class Americans under 30.

 

This belief means that they are not buying into the idea that if you do work really hard, if you do study and go to school, you will be able to get ahead.

 

In my persistent setback theory we have an entire swath of America who has given up hope that they can ‘overcome the setbacks and get ahead.”

 

“The survey shows that many white working-class Americans, especially men, no longer see that path available to them. … It is this sense of economic fatalism, more than just economic hardship, that was the decisive factor in support for Trump among white working-class voters.”

<Robert P. Jones, the CEO of PRRI>

 

 

I don’t really want to discuss Trump voters and white working class people today but I do want to make a point about persistent setbacks and how they affect people’s attitudes.

 

Black, white, Asian, American Indian, whatever … persistent setbacks are an equal opportunity hope killer.

 

Any setback sucks. I don’t care how old you are … a setback is a setback and lovers quarrel life and medepending on where you are in life a setback can be crushing.

 

All the positive encouragement to pick yourself up and get going again kind of misses the mark. I don’t offer a solution today I am just making a point and bitching.

 

And all the bitching aside.

 

Everyone just needs to recognize that setbacks come in all shapes and sizes, not all setbacks are created equal, setbacks can be deceiving in their appearances and if you don’t recognize all that you run the risk of missing what someone else is enduring with regard to persistent setbacks.

 

 

unstimulating relationships & your work life

May 2nd, 2017

burned out employees unsatisfied

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“I see a lot of people in unstimulating relationships. If people were a little less scared of ending things they’d get more out of life.

You meet the right person at the right time and they fulfill a certain something in your life. You fulfill something in theirs.

 

But there’s a time limit to that. “

 

Laura Marling

 

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“When inspiration does not come to me, I go halfway to meet it.”

 

—–

Sigmund Freud

 

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So.

 

Unstimulating relationships. This is actually about business … and about ‘time limits.’

limitations difference knowing

As a business manager you end up grasping a couple of truths about your employees and their relationship with what they do, their work, their careers and the company.

 

The first truth is that many of the employees are just doing their job. They are in a relatively unstimulating relationship with their job & career … and they are kind of okay with that.

 

As a manager you genuinely try and make the relationship a little more simulating for them and, if you are truly genuine, while the these employees may never get as passionate or interested as you would like … they appreciate you caring enough to try and … well … on occasion … will try harder for you and the company.

 

The second truth is that there are some employees who are actively seeking stimulated relationship with their jobs, careers and the company. If they are in an unstimulating relationship, suffice it to say, they will make you miserable out of their own miserableness.

 

As a manager you genuinely try and keep these employees stimulated. If you do it well, these people kill it. they are absolute monster achieving workers/thinkers/doers in the work place. Get it wrong with these employees and … well … most leave to find some stimulating relationship.

 

Understanding these two truths is surprisingly like getting a pail of cold water thrown in your face.

Well. At least it was for me.

 

I am not sure it was the same for others but this may have been one of the most difficult things for me to understand, and deal with, when I moved from managing a group <where you get to hire everyone and try to have them match your attitude> to managing multiple groups, departments and a bunch of people you do not hire yourself.going through the motions good work unsatisfied

 

I, personally, struggled to understand how anyone could come into work each day, be relatively unstimulated and not only do good work but actually want to come in and do good work every day.

 

But a lot of people do just that.

 

It took me awhile.

But I got it. At the same time I also understood that you never really let the unstimulated group of employees remain completely unstimulated. You kind of never really let them completely start doing their work by rote or like robots.

Mostly you just try to give them some positive stimulation on occasion.

 

Anyway.

 

Being an employee is a dance. You have a dance partner and sometimes there is a song you hate and do not dance, sometimes there is a song you hate and you are asked <or told> to dance and sometimes there is a good song and you will dance no matter what.

That is a fairly metaphoric example of a stimulating employment.

 

But I will point out something I purposefully did. I suggested the bad song is playing in two of the three scenarios.

 

Yeah.

And that is still a stimulating relationship.

Go figure.

 

For some reason we seem to think we need to love our jobs all the time <or the significant majority of the time> or inject passion into what we do.

That is, frankly, a little nuts.

 

Mostly we should be seeking to have employees be proud of what they do <even if they don’t actually love what they do> and, as a manager, be wise enough to know what to overlook.

 

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“The art of being wise is the art of knowing what to overlook. “

 

William James

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after a tough day of work drinkWork is called work, and not ‘play, for a reason.

 

It’s work.

And sometimes work takes some … well … work.

 

I could actually argue that the ‘working at work’ can be stimulating if you view it correctly.

But that really doesn’t sound logical enough to invest energy in.

 

And maybe that is the key to understanding this whole ‘unstimulating relationship” thing … logic.

 

I can truthfully say that behind closed doors senior managers talk far too much about “logical” ways to stimulate employees and tap into some mysterious passion muscle we absurdly believe every employee has within <to be focused on our business and their work within our business>.

 

Once again … that is kind of nuts.

 

To be clear. I do believe everyone has a passion muscle within but to think it can randomly be directed toward ‘work’ <which, I will remind everyone, is called ‘work’ because it is work … and not play or relaxation or ‘fun’> is the nuts part.

 

Logically we should just accept the fact that many employees have mentally we are just going through the motions unsatisfiedcome to grips with a job in which they are not in an overly stimulated relationship with.

That doesn’t mean they don’t want to do a good job nor does it mean they will not care it just means that their job is more a paycheck and not a career.

 

All that said … let me close with where I started … “time limits.”

 

All employees have limits in an unstimulating relationship – all … the ones who live with being unstimulated and the ones who actively seek stimulation. I am fairly sure most employees don’t create tangible definable limits … they more often probably fall into the “I will know when it is time.” 

 

All business managers should recognize that all employees have ‘time limits’ when it comes to anything unstimulating. What that means is you cannot get away with being an uninvolved, uninterested, un-energy creating manager for too long. I don’t mean to imply many managers do that but I will note that creating stimulation and seeking to energize a stimulating relationship between your employees and your business is hard work.

 

It isn’t about some motto or slogan.

 

It isn’t about donuts in the mornings and fun team meetings on Fridays.

 

 

unsatisfied key to success passion business womanIt is about finding ways to show employees that their work is respected, their contributions are valued and that there are opportunities to grow as a person <intellectually, skills or responsibilities>. Yeah. I just offered that up as a solution to stimulate relationships and nowhere in that was any activity or initiative. All I outlined was possible destinations – mind, body or leadership.

 

Nothing stimulates an employee business relationship more than being a business that suggest they will enable an individual to ‘be more than they are today’ if they have the time and interest.

 

To me … businesses with an unstimulated relationship with their employees may be doing ‘things’ but they are just going through the motions , maybe using too much logic, to create some false stimulation.

 

Here is the truth. Show people where they can go and tell them you believe in them … and a shitload will be stimulated, all on their own, to engage in the relationship.

 

 

and, just think, we have 1300 more days of this

May 1st, 2017

 

 

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

 pretending-to-be-normal

“People don’t realize, you know, the Civil War, if you think about it, why?”

 

“People don’t ask that question, but why was there the Civil War?

 

Why could that one not have been worked out?”

 

President Trump said during Washington Examiner interview today

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

 

 

In 2013 bibliographers estimated that more than 65,000 books have been i-cannot-believe-that-happened-what-is-going-on-ouch-ponderwritten about the Civil War.

 

 

Sigh.

 

 

It is rather for us to be here dedicated to the great task remaining before us — that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion.

 

 

======= GETTYSBURG ADDRESS: Abraham Lincoln =======

 

Four score and seven years ago our fathers brought forth on this continent, a new nation, conceived in Liberty, and dedicated to the proposition that all men are created equal.

Now we are engaged in a great civil war, testing whether that nation, or any nation so conceived and so dedicated, can long endure. We are met on a great battle-field of that war. We have come to dedicate a portion of that field, as a final resting place for those who here gave their lives that that nation might live. It is altogether fitting and proper that we should do this.

But, in a larger sense, we can not dedicate — we can not consecrate — we can not hallow — this ground. The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract. The world will little note, nor long remember what we say here, but it can never forget what they did here. It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us — that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion — that we here highly resolve that these dead shall not have died in vain — that this nation, under God, shall have a new birth of freedom — and that government of the people, by the people, for the people, shall not perish from the earth.

Abraham Lincoln

November 19, 1863

a profoundly mediocre person

April 30th, 2017

easy hard said

=========

 

“I thought it would be easier.”

 

Donald Trump

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

 

“It’s phenomenal, shoots missiles right out of the sky.”

—-

 

Donald Trump on anti-missile defense system

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

 

Well.

 

Today we begin day 101 of the Trump administration. And while I truly wanted

.......... Trump administration .......

………. Trump administration …….

to suggest that the administration had evolved from clown car status to even possibly a Hyundai status < or at least to a Lada> the leader of the administration, the driver president as it were, seems to want to continue being … well … a profoundly mediocre person.

 

Sad.

 

Sad not in that mediocrity is a bad thing but rather he continues to not see mediocrity whenever he looks in the mirror.

 

Mediocre? The two opening quotes came directly from his most recent interview … this one with Reuters <whose reporter I would give a raise to simply for not laughing out loud at times>.

They seem to sum up everything that makes me think Trump is just a profoundly mediocre person <and, unfortunately, my president>.

 

Frankly, I need to stop reading interviews he gives. Every time I do I <a> laugh out loud, <b> shake my head , <c> am mortified that someone like this is actually leading a country let alone talking with other incredibly qualified people leading their countries and <d> get angry. He always sounds like be believes he is the most interesting man in the world writing his own lines for the “Most Interesting Man In The World” advertising campaign.

 

<note: the Dos Equis most interesting man in the world was actually an interesting man>

 

Sad.

 

I will respectfully disagree with one of Trump’s most ardent followers who suggested yesterday that “that’s how a CEO makes decisions” because the typical CEO does not make decisions like this, does not use words like this nor do they behave like this.

 

All that said.

Another long interview and, once again, we gain some insight into the small brain of the “big handed” Donald J. Trump. He is foolishly naïve … often stunningly ignorant … a profoundly mediocre person.

 

What did he think the Presidency was?

 

Who thinks that being President is easy?

 

Who thinks it’s not a lot of work?

 

How could he be so blind sided … I mean … geez … all you have to do to see the difficulty and complexity of the job, and how that mental burden physically affects a President, is to look at before and after pictures of literally every President <who wasn’t wearing a wig>.

irresponsibility made easy

 

Even in this interview … one 99 days in <so he has had some experience to incorporate into his attitude & behavior> he still sounded like the guy at the end of the bar after having had one too many beers … talking about how he could be as good as any CEO in the world. From the corner of the bar everything looks easier … those of us who have seen the corner office knows it just ain’t that easy.

 

It’s a real job which has real challenges which requires some real skills and demands some real self-awareness.

It’s a real job and not one that resides solely in some imaginative place in which someone sits on a throne where decisions are untouchable and things get done with a word – a presidency may be the world’s most difficult job.

 

Given what I sense was his perception of the job, its responsibilities and its ‘power’ I can only imagine the bitterness he must feel confronted by the stark truth that in the ‘real job’ <not the one he imagined> he cannot simply do what he wants to do and not everyone respects him <if not admires him> simply because he won ‘the crown.’

 

Sad.

 

But lost among all of this “Trump all the time” coverage are the people who voted for him. As he called them “the forgotten American.”

 

You know what? I actually agree with him with regard to a lot of these people. Lots of people and their legitimate grievances were forgotten as we obsessed over a variety of well intended causes.

 

popularity mediocre peopleThey have a cause too … not just survival but economic opportunity and an opportunity to contribute as Americans should contribute.

And these people will pay the price not because as a mediocre president Trump ignores them <as many presidents have in the past> but because he raised their hopes and he is so mediocrely competent he cannot meet even the lowest hope.

 

Oh. That is not just mediocre … that is an asshat.

 

He is a mediocre man whose most immediate concern at the point of any decision is the Trump brand <which, at its core, is built around an image of ‘winning’>.

 

Oh, yeah, that win thing.

 

I cannot explain exactly what my feeling was when I read that in the middle of a discussion with reporters <on day 98>  about Chinese President Xi Jinping Donald J Trump stopped  and handed out copies, to each reporter in the room, of what he said were the latest figures from the 2016 electoral map.

 

“Here, you can take that, that’s the final map of the numbers,” the Republican president said from his desk in the Oval Office, handing out maps of the United States with areas he won marked in red.

“It’s pretty good, right? The red is obviously us.”

 

Oh. Now I know how to explain that feeling – mediocrity.

 

A mediocre man seeking to make everyone feel he is not mediocre.

 

A mediocre leader seeking to find ways to suggest he does not do mediocre sigh-thought-bubblethings.

 

Sigh.

 

On occasion we get glimpses of what I would call, if I were generous, … encouraging signs of reality buried in the bluster. Signs that he knows how difficult the job is <which sucks compared to his incoming beliefs> and that he is woefully unprepared for it all.

 

And when I am generous I start to think he could get better at it.

I hope so.

 

Oh.

Who am I kidding? He is a 70 year old, bombastic, thin skinned, desperate for approval, narcissistic, mediocre asshat. He is not going to change. We may see a glimmer of ‘good shit’ on occasion but I can almost say with 90% confidence level he will remain who he is … a profoundly mediocre person.

 

In the end … his desire to create entertainment and the constant image/perception of ‘doing something’ only creates more uncertainty & angst than it does real solutions & progress.

 

Beyond the fact he doesn’t act the way we should expect a leader of a business to act <let alone a president or a global leader> he verbally and behaviorally:

 

  • remains a constant threat to free speech, free press, independent courts, checks and balances with congress, minority rights

 

  • treats laws on nepotism and conflicts of interests as though they don’t exist

 

  • lies so habitually that we now hesitate to trust anything he says

 

  • is constantly amazed that the job is as difficult as it is, the world is as complicated as it is and that maybe the people who had been doing things in the past just were not as stupid as he thought they were

 

All of which provides constant evidence, to us, that so far is he is an utterly incompetent President.

 

Yeah.

 

only the mediocre quoteSorry to tell everyone but underlying all the glimmers of hope resides the one underlying truth of the moment … he is a bullshit artist and a profoundly mediocre person and that is what we should expect from day 101 on.

 

As one article summarized it perfectly — Trump is simply a profoundly mediocre person tragically unfit for the presidency.

 

He was on day 1. He was on day 100. He is on day 101. And he will be on every foreseeable day from this day on. A mediocre person who only sees an extraordinary person when he looks in the mirror.

 

“I thought it would be easier.”

 

Sad.

the dark days bad days sad black hole life

 

<and, yes, I will continue to criticize him as long as he stays in my criticism crosshairs on my chart>

 

Enlightened Conflict