Enlightened Conflict

questionable civil discourse, calm the rhetoric … and leading

June 14th, 2017

obama sad thoughtful tough

 

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“We may not be able to stop all evil in the world, but I know that how we treat one another is entirely up to us. I believe that for all our imperfections, we are full of decency and goodness, and that the forces that divide us are not as strong as those that unite us.”

 

—-

Barack Obama on January 12th 2011

 

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On a day which we are faced with someone who decided to take a gun and shoot words rememberpoliticians … and appear to target politicians … I am reminded of several things.

 

The first thing is the rhetoric.

The rhetoric of the citizenry but mostly the rhetoric of our elected leaders. I say that because words have repercussions.

 

Yes.

 

I do believe in personal responsibility and choices are made by individuals.

 

But I also believe leaders lead with words <because most of us cannot view their actions>.

 

And if our elected leaders treat their words as if we will not remember them forever.

 

And if our elected leaders treat each other as if they are truly enemies <and even use that word on occasion>.

 

And if our elected leaders treat each other as if the opposite’s behavior is unfathomable behavior for sane, moral people.

 

And if our elected officials treat each other with verbal hyperbole as the standard rhetoric discourse … and the highest of the elected leaders, the president, tosses out the word ‘unity’ on occasion but 99% of the time does nothing verbally or behavior wise to unite … well … the electors will be tempted to do as leaders do.

 

We need to calm our rhetoric. We need to remind ourselves what we teach our children … that you don’t always get what you want and that most progress sis made in mutual effort.

 

We all need to be speaking more calmly and acting more civilly but we should be demanding our elected leaders do so. I get angry with how they act and what they say because it suggests to people that is behavior we should all embrace — and it is not.  Stop, and stop it now.

 

speechless

 

The second thing I am reminded of is one of the best speeches President Obama ever made.

 

To share my thoughts I will borrow <steal> liberally from a NY Times article written by Helene Cooper and Jeff Zelenyjan. The article was Obama Calls for a New Era of Civility in U.S. Politics and it shares the speech Obama gave on January 12th 2011 in Tucson after the shooting of a US Congresswoman and the deaths of 6 other people.

 

Apparently Obama wrote much of the speech himself the day before.

 

I suggest everyone read the speech but today I will share highlights because it is a nice reminder on a day on which we need some reminders.

 

 

President Obama offered the nation’s condolences on Wednesday to the victims of the shootings here, calling on Americans to draw a lesson from the lives of the fallen and the actions of the heroes, and to usher in a new era of civility in their honor.

 

The president directly confronted the political debate that erupted after the rampage, urging people of all beliefs not to use the tragedy to turn on one another. He did not cast blame on Republicans or Democrats, but asked people to “sharpen our instincts for empathy.”

 

It was one of the more powerful addresses that Mr. Obama has delivered as president, harnessing the emotion generated by the shock and loss from Saturday’s shootings to urge Americans “to expand our moral imaginations, to listen to each other more carefully” and to “remind ourselves of all the ways that our hopes and dreams are bound together.”

 

“At a time when our discourse has become so sharply polarized, at a time when we are far too eager to lay the blame for all that ails the world at the feet of those who think differently than we do,” he said, “it’s important for us to pause for a moment and make sure that we are talking with each other in a way that heals, not a way that wounds.”

 

The president led an overflow crowd at the evening service at the University of Arizona in eulogizing the six people who died on Saturday and asking for prayers for the wounded, including Representative Gabrielle Giffords, who the authorities said was the target of an assassination attempt.

 

He warned against “simple explanations” and spoke of the unknowability of the thoughts that “lurked in the inner recesses of a violent man’s mind.”

He suggested that the events should force individuals to look inward, but also that they should prompt a collective response against reflexive ideological and social conflict.

 

While the tone and content were distinctly nonpolitical, there were clear political ramifications to the speech, giving Mr. Obama a chance, for an evening at least, to try to occupy a space outside of partisanship or agenda.

 

“If this tragedy prompts reflection and debate, as it should, let’s make sure it’s worthy of those we have lost,” Mr. Obama said. “Let’s make sure it’s not on the usual plane of politics and point scoring and pettiness that drifts away with the next news cycle.”

 

suicide losing care“If, as has been discussed in recent days, their deaths help usher in more civility in our public discourse,” Mr. Obama said, let us remember that it is not because a simple lack of civility caused this tragedy — it did not — but rather because only a more civil and honest public discourse can help us face up to our challenges as a nation, in a way that would make them proud.”

 

In the end.

No, I do not believe we will learn anything from today’s event <or the other shooting events that cost people’s lives today> but maybe, just maybe, we can start talking to each other like we don’t want to shoot the other person if given an opportunity. That is a good start.

angry strategizing

August 11th, 2016

if you are not angry you are not paying attention

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“It’s time we stop worrying, and get angry you know?

But not angry and pick up a gun, but angry and open our minds.”

 

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Tupac Shakur

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This is hardly worth fighting for

But it’s the little petty shit that I can’t ignore

When my fist hits your face and your face hits the floor

 

It’ll be a long time coming

But you got the message now

‘Cause I was never going

You’re the one that’s going down

 

One of us is going down

I’m not running,

It’s a little different now

‘Cause one of us is going

One of us is going down

 

—————-

Sick Puppies

<You’re Going Down>

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Well.

 

The Olympics is reminding us of a topic which is not discussed often enough in business … angry competition. I call it angry strategizing.

angry strategy yell think business

 

 

Yeah.

 

The Olympics has reminded me about competing angry.

 

While the Olympics are supposed to be about the love of competition and a better world through sports competition … it is actually about determining the best in the world. And that, my friends, is not about love it is about the rage of competition.

And while I will surely give a nod to respect shown to other great competitors and the aftermath camaraderie that can only be had among the best in the world who have competed the hardest and recognize greatness around them at the Olympics, and how they do so even in loss, I must point out that the Olympic best carry a certain rage into their competitiveness.

 

It may not be the traditional version of anger but it is most certainly a version of anger.

 

And it drives them to compete with the intent to beat the shit out of whomever they are competing against and be the best they can be so they can actually be the best.

 

I say all that because I don’t believe enough business people strategize with some anger. Anger that … well … there are some stupid ideas out there …

 

some stupid opinions

 

some stupid attitudes

 

competitors say and do stupid things

 

and certainly there is a stupid acceptance of mediocrity.

 

I know that I have sat in a meeting room with some business partners and looked around at the competition and what they were doing and saying and … angry sign window republicanwell … got angry.

 

And got angry enough t want and do something about it.

 

 

Being angry in business. and, no, I am not talking about being some anger management candidate but I mean planning angry … developing a strategy thinking with some anger about the status quo … maybe even having some anger toward conventional thinking and certainly some anger against whomever you are competing <but you can still respect the ones who deserve the respect while doing so> is effective and leads to effective business strategy to create real distinction in the marketplace.

 

To be clear.

 

Anger, to me, is much more useful than disdain.

 

Disdain breeds some arrogance and certainly diminishes the capabilities of the competition as you think about competing against them. In your scoffing at them it suggests that it is … is … well … just not worth even thinking about.

 

Anger, on the other hand, suggests you are facing what is straight on … in its face … and taking it head on. Anger guides you not toward some flimsy white space but directly into the fray …  directly toward the space you want in a market <whether it is already occupied or not> and take it.

 

Or, as Admiral Nelson once said, “you can do no wrong by putting yourself as close to the enemy as possible.”

 

 

And you know what?

 

In business strategy that is smart.

 

So that is why I call this the angry business strategy.

 

Certainly … there is only one real way to win … and that is without cheating.

Anger almost forces you to not only recognize that there is no virtue to be found in taking a shortcut <although shortcuts never really exist anyway> … but that there is no long cut or shortcut but rather simply getting up and going … and competing to win.

 

I am sure someone will point out that it may simply be you look around and get aggravated by what you see and decide to do something about it.

 

But I think if you have the team, and you have the product or service and you actually have the means to make your mark in the business world … then … well … it is okay if you look around at the competition and the competitive business world and get a little pissed … not just aggravated.

 

You get a little angry …

This is stupid … there is a better way.

 

This is crazy … I have a better product.

 

This is nuts … I can’t believe people believe that shit.

 

Your anger puts an edge on what you decide to say and do.

 

Far too often we sit around and have pot after pot of strong coffee and have intellectual discussions on how to smartly effectively compete. We worry through some fairly random details, talk about being the best and then go ahead and be anything but the best.

 

So … you know what?

 

If you are better and have a better offering and are truly worth a shit and want people to know you are worth a shit … well then … there is no real intellectual challenge.

 

You get on with getting on.

 

You just get competitively angry and stand in the middle of the field and say “here I am, and I am not going down.”

 

strategy think anger angry business ideas filterI am not suggesting being stupid about competing.

 

Nor am I suggesting bludgeoning the industry and competitors with some dull edged hammer.

 

But I am suggesting the anger puts some attitude into your strategy and tactics.

 

It puts a sharper edge into your sense of competitive purpose.

 

And here is what I know.

 

If it isn’t blind anger but rather competitive anger … you won’t tiptoe into your messaging and go to market strategy. You will stride in with some swagger, some confidence and clearly some strong purposeful messaging.

 

I think … no … I know more businesses would do better to attack their business meeting angry business strategystrategy with some anger.

 

Get a little pissed about perceptions, attitudes and mediocrity.

 

Get pissed that people are accepting less than the best and less than real truth.

 

Get pissed at yourself if you are in a position where you don’t believe enough in yourself and your offering to be able to get pissed.

 

Yeah.

 

I do believe more businesses should strategize with some anger.

As Tupac said … not angry and pick up a gun, but angry and open our minds.

our strategy: try things and follow what works

May 2nd, 2016

dilbert on nimble strategy business adapt

 

“Sustained success is largely a matter of focusing regularly on the right things and making a lot of uncelebrated little improvements every day.”

 

Theodore Levitt

 

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People don’t want quarter-inch drills.

They want quarter inch holes.”

 

Theodore Levitt

 

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“The essence of strategy is choosing what not to do.”

 

Michael Porter

 

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Well.

 

As I was picking my way through an old Economist <May 2015> magazine on a wow excited astonish noplane flight I came across an article where The Boston Consulting Group <a smart business consulting firm most known for its “stars, cash cows, dogs & question mark” business matrix> had published something suggesting that a single overarching business strategy, in today’s business world, is a recipe for failure.

 

Uhm.

 

That made me sit up a little. That is something I have believed … well … ever since I was experienced enough to understand what I was learning in the business strategy world.

 

That is also something, my belief, which sometimes made my business career slightly miserable. Because this thought is not the norm, nor the most acceptable, in the typical management office in business <then & now>.

 

Let’s be clear.

This whole business strategy discussion is important … really important.  Strategy makes or breaks a business. In fact … strategy is more important than great leadership and perseverance and hard work and even luck <although all those things are quite helpful>.

 

Strategy is always challenging. More often than not you have some business vision and hunker down with some strategy to attain it.

 

It is during the hunkering down period that some challenges start raising their heads.

 

There will always be characteristics of a good solid strategy that imbue an organization with confidence that it is a guide towards what is needed to succeed. And, yet, there are some other characteristics of this elusive, but probably well thought out strategy, which do not necessarily burst with confidence but rather they represent the greyish areas of the strategy. These are actually the parts of the strategy which are built to adapt and morph into something solid when the time & place occurs.

 

That said.

 

All that grayish stuff does not imbue confidence.

 

Inevitably most companies pursue a variety of diverse thoughts and will end up expect actual wow ughchoosing maybe not a completely new strategy but certainly pursue somewhat different paths.

 

Those ‘different paths’ is actually all about trying things, following the good ones and eliminating the bad ones. well … that can sure sound a lot like chaos.

 

It surely could be … if it were not closely attached to self-interest <and not survival>. Trying strategies on like a new suit for a formal occasion is about reforming and adapting skipping nimbly from one strategy to another to assume your place in the context of the situation.

 

And it can also take on some characteristics f chaos if you do not shed some things, strategies included, as you adapt.

 

As I noted in something I wrote in June 2014 that as an organization naturally grows in fits & starts it will certainly … uhm … no … absolutely … gather up some bad characteristics. Well. Ok. Maybe some characteristics which are like barnacles on the ship.

 

They slow you down.

 

Eliminating those barnacles is hard. And the hard truth in is they must go if the business wants to be successful.

 

Old less than effective strategies are included I this barnacle discussion.

 

They must go as the organization adapts if you accept the multi strategy thinking.

 

The whole adapting and adding and discarding discussion is easy when talking about tactics. Businesses do it all the time and pat themselves on the back for ‘being nimble and adapting to the market needs.’

 

They ignore the fact that tactics are simply window dressing and that these changes are simply a new paint job on a slowly sinking ship.

 

While it may sound too simplistic to suggest businesses would be better off thinking of strategies as easy to change as tactics … it may actually be some sound advice. Well. Sound advice for non-amateurs. Advice like that taken in hand by someone who didn’t really understand strategy and vision would most likely be a disaster.

 

 

Look.

 

In my heart of hearts I have always balked at one overarching unchanging business strategy. It made no sense to me <okay … it made sense I just didn’t think it was particularly effective in an ever changing business environment>. I just never was smart enough to articulate why what I believed made more sense.

 

While I loved that part of business, strategic positioning businesses in the marketplace, I often found myself being forced to apply square peg strategy solutions into what I saw as businesses’ ever evolving round, trapezoid, hexagonal, triangular and, yes, sometimes, square strategy opportunity holes. I often felt like I was being asked to place a stripped screw into a nail hole.

 

I wanted a tighter fit.

 

I always wanted to switch and blend and, as we often suggest a business is unique & distinct, I always felt a business deserved a distinct strategy and not one we simply pulled off the shelf.

 

Frankly, one overarching strategy in today’s fast moving & amazing competitive diverse business environment is a formula for eventual obsoletion. The marketplace naturally cycles and it seems slightly outdated thinking to believe if your organization doesn’t cycle it can ride out the marketplace cycle successfully.

 

And obsoletion can happen even if the business is well run, running well and providing a high level of service and satisfaction. Because as I noted in one of my ‘creative destruction’ articles there is always some scrappy entrepreneurial business out there thinking about how to rewrite the rules of doing business in that category and industry.

 

strategy aim adapt stephen boye

 

I am not suggesting you have to create your own strategy <although I am a fan of a hybrid strategy> but you can certainly select one of the commonly accepted strategies from a menu and switch back & forth as the situation dictates.

 

This means you can use accepted strategy platforms but by constantly adapting the strategy a business can avoid the undesirable situation of:

 

 

<a>deciding to having to leap into the unknown and stop leading and instead emulating the businesses infringing upon an industry they used to know so well … or,

 

<b> simply exist as an ever limiting cash cow, or a business solely relying on operations, in other words … destined to becoming a marginal player in a new world.

 

 

By the way.

This is not about disruption <which has become an overused and ill-used word> but rather managing a business to take advantage of a diverse range of opportunities which inevitably arise in any industry and category.

 

Anyway.

This may sound slightly chaotic and certainly difficult to manage and keep everything, and everyone, in line.

 

I do not believe it is chaotic but I do know 100% for sure, it is difficult to do.

But as someone smarter than I has said in the past … “nothing worth doing is easy.”

 

But it is worth doing.

I have always felt, sometimes balking at what I was being taught, that strategic change is almost a must for long term survival. I say ‘almost’ because if you are big enough, strong enough and savvy enough … like a huge nose tackle in football … you can bull your way through almost anything in your way <for awhile .. until your legs get tired or you get triple teamed>.

 

Now.

Leaders, businesses who do lead, may suggest that this strategy shifting thing is not for them..crazy ivan business strategy adapt

 

But part of leading is recognizing not only that someone is chasing you but that they may be getting a little close to you … and you should pull a ‘crazy Ivan.’

 

I always called this shaking the etch a sketch.

This is not disruption per se … this is more like simply changing the context, the game and the rules. Make the others adapt.

 

So.

 

 

The how. How to do this.

 

strategy think adapt braid focus businessThe article in The Economist whined a little bit about how the authors of the Boston Consulting Group didn’t share ‘ways to implement so that managers didn’t go crazy or astray.’

 

Most likely because they didn’t have to.

Most good businesses do not stray from their core competence and skill. Functionally what they do well. And they combine this with an attitudinal/character compass.

 

Note I say “good businesses.’

Because I will also note, as I have in the past, for some reason defining these two things is oddly more difficult than one would think. And agreement even if you define it? Yikes. Even tougher.

 

In the end.

 

I would suggest pursuing an inconsistent consistent strategy shift is very much like simply pursing self-interest <not survival interest>.

 

The distinction I make here is that survival suggests ‘do anything to survive’ and this more often than not can lead you down some paths that permit you to survive short term but long term can put you in some untenable position.

 

Self interest suggests more ego-ism centered therefore naturally imbibes aspects of self-vision, character and embodiment of who and what you are.

 

This self interest permits you to navigate the natural tension in business of maintaining a stable business model that produces consistent results and the embracing of some reinvention. I say this because a healthy self, a person, navigates this same tension in Life therefore if you view business as … well … not just a business seeking to survive & thrive but rather a personal self-interest modality you can embrace both the rewarding stability and the rewarding reinvention.

 

I will note many of the high falutin’ books on strategy avoid this topic.

Their core premise is staying the course to maximize return and simplify overarching decision making.

And, I admit, the path I am recommending is a rockier road <but far more interesting>.

 

Sure.

Some aspects of strategy, such as pricing the value proposition, portfolio mix, messaging, etc. can be revised relatively quickly and some of these things can change as often as you want. but other elements, such as infrastructure capabilities or existing customer profiles cannot be adapted as quickly.

 

Anyway.

 

Maybe about a dozen years ago or so in my attempt to address this I developed inner truth brand position - Copya philosophy based on staking out a business compass based on something I called “the inner truth.”  <see image to the right>.

 

I believed if a business could understand and embrace their inner truth than day to day business could have some flexibility & autonomy. In some cases I would even suggest strategy could adapt … as long as they stayed true to their inner truth.

 

The concept of strategic agility and flexibility is extremely appealing. It is challenging but has a tendency to combine what almost every business desires — the nimbleness of the start-up/entrepreneurial years and the solid consistency knowledge gained from experience offers.

 

What I do know … and feel slightly vindicated that the Boston consulting group has finally jumped on the ‘adaptable strategy train’ … is that the combination of a solid consistent vision core being enabled by an adapting semi-autonomous strategic construct around it creates a higher likelihood of success in the marketplace.

 

Our strategy.

 

Be smart. Be thoughtful. Try things. Follow those that work. Adapt. Never lose sight of the core no matter what you explore.

Enlightened Conflict