Enlightened Conflict

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

 

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

 

 

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.

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.

 

the difference between breaking a rule and breaking a stupid rule

May 31st, 2015

breaking rules Hagy

——-

“The world is full of rules. Be the exception.”

Audi

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“To every rule there is an exception—and an idiot ready to demonstrate it. “

Vera Nazarian

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“Any fool can make a rule

And any fool will mind it.”

Henry David Thoreau

==

Ok.

 

 

This is a business thought.

 

This is about rules, breaking rules … and how tricky it can be to communicate a thought well in advertising.

thin line business

 

Suffice it to say professional communications is always about walking the thin line of connecting with your audience thru visuals & words … and teetering over into the abyss of ‘just missed.’

 
Professional communicators are paid dearly to be smart enough to discern the difference between things like a ‘break the rules attitude’ <which is burdened by rebellious irresponsibility> and a ‘break stupid rules attitude’ <which is often an attribute and precursor to ‘someone who gets good shit done’>.

 

 

Now.

 

 

It is sometimes a very very thin line and sometimes bad shit happens even with good intentions.

 

But.

 

 

And this is a HUGE but.

 

 

Professional communicators, PR people & advertising people & marketing people, get paid to walk the line and walk it well.

 

 

So when someone does something stupid you have to scratch your head and wonder how the hell something like that happens.

 

 

To be clear.

 

This is different than simply doing bad advertising.

 

This is different in that it is more a reflection of bad thinking … or … let’s call it misguided execution of what was probably a good idea <once>.

 

 

I would imagine the intent was correct.

 

 

I envision business people eating M&M’s sitting in a room discussing strategy and someone saying something like “people who drive our car are the ones who are not comfortable being a sheep in society … and try raising their family to think for themselves” … which is a nice thought.

 

 

And someone else said … “lets figure out how to show everyone they aren’t sheep and just do what everyone tells them to do.”

 

 

And then some brain dead person said … “they don’t follow rules.”

 

 

Dohtrain going off

<insert mental image of train going off the tracks>

 

 

 

I saw an Audi TV commercial that made me think of this.

 

 

Well crafted.

 

Kind of humorous <using some excellent hyperbole>.

 

Beautiful photography <as you would expect from a car manufacturer>.
And then … oops … it teeters off that fine line into ‘missed.’

 

 

Description:

One young boy with the gumption to challenge the very fabric of our society has cannonballed into a pool less than an hour after eating.

The world is full of rules, break them, challenge those in charge, and drive an Audi.

Audi TV Spot ‘Swim’:

=

https://www.youtube.com/watch?v=QeCW-M4hDYo

=

—-

 

 

Now.

 

I did not have a visceral response like this when I saw it:

 

 

“I just saw the commercial twice.

Thank you Audi for undermining everything we need in society. Rules. Now you should try to teach this kid in class when the parents helps undermine the process too.

It’s called ethics. Try it sometime. No Audi for me.”

=

Steve Nordwick

———–

 

Hugh's Missing the Point

Hugh’s Missing the Point

But I did say “shit, they missed the mark with this.”

 

 

I clearly understand what they were trying to do and say.

 

It was tongue in cheek.

 

 

They clearly tried to use an old wives tale ‘rule’ to make a point.

 

It was hyperbole.

 

 

But … well … there is a huge difference between breaking rules and having the attitude to eye rules with some question rather than blindly following them.

 

 

And that is where they miss.

 

 

They want people who don’t simply follow rules like a sheep but rather look at rules with a discerning eye of ‘stupid or smart.’

 

 

And maybe that is where they truly miss the mark.

 

 

Smart.

 

 

Smart people don’t encourage breaking rules.

Smart people encourage breaking stupid rules.

 

SmartBaby answer

Smart people don’t break rules for the sake of breaking rules.

Smart people assess rules and break them when appropriate.

 

 

I am not sure I like the message which suggests kids should not only ignore a safety rule but ignore an authority figure.

 

 

And I absolutely do struggle with depicting a parent who seemingly venerates and applauds a child flaunting not only rules but figures of authority <even a lifeguard has some responsibility and authority>.

 

 

I worry a little about its misguided judgement all within a ‘creating an entertaining commercial’ construct.

 

 

 

Look.

 

 

I do believe you can encourage individualism in some other way than ‘The world is full of rules. Be the exception.’

 

 

No.

 

I KNOW you can encourage individualism and ‘smart behavior choice even in the face of rules.’

 

 

Yeah.

 

I’m sure I am over thinking this but valuing some sense of order thru rules … and personal accountability toward rules … is kind of what makes civilization run.

 

 

And I feel like this communications goes beyond just breaking the rules … the parent is teaching him to disrespect rules <and smart rule breakers respect rules but recognize stupid rules>.

 

 

And more disrespect?

 

 

While I am clearly in over thinking mode … the pool is not theirs … it is a rules followingcommunity pool with a lifeguard … which means it comes with some choice to assume some personal accountability within society guidelines if they elect to use the pool … which then assumes they are respectful of the rules, obey the rules posted by those who grant them the privilege to use the pool.

 

 

Yeah yeah yeah … that is overthink.

 

But … and this is a big BUT … I have written a number of times that advertising and marketing can affect behavior and attitudes. And if I truly believe that <which I do> then even some of the smallest things should be eyed with ‘responsibility’ in mind.

 

 

 

Look <part 1>.

 

 

Some rules are good.

 

And rules intended to keep a child safe <even if it is a stupid rule> is good.

 

 

Telling a child that it is good to break the rules, no matter how seemingly small or stupid, suggests a bad lesson to a child.

 

 

 

Look <part 2>.

 

 

Beyond society … in business I know breaking stupid rules is sometimes necessary to get things done.

 

 

Excellent effective leadership actually seems to come with an unwritten responsibility to cut through rules that act as barriers to achieving what needs to be done <for the overall betterment of the organization>. I could argue that truly great leaders get where they are because they can do exactly that … legally of course, when the rules tell us otherwise.

 

Some people call this cutting through the red tape.

 

I call it the ability to weave your way thru the organizational bullshit and get shit done.

 

 

I can guarantee that if you look throughout any successful organization you will always find some ‘smart’ rule breakers who work diligently to overcome or circumvent the rules, regulations, and policies that unintentionally hinder progress and make it difficult to accomplish shit that needs to be done.

 

 

Ok.

 

 

I mention that because creative people sometimes get mixed up between what they see in a business environment and what happens in Life environment. Lie isn’t always a Dilbert scene and Life SHOULDN’T always translate from some rules everyday existencebusiness perspective.

 

 

The mom in the commercial may be one of those professional ‘break stupid rules smartly’ people … but ‘managing’ her child takes a different skill.

 

 

A professional communicator should recognize that.

 

 

Anyway.

 

 

Close … but they missed the mark.

disruption (make competitors irrelevant)

September 22nd, 2014

disturb the universe

 

——-

“’You’re dangerous’, he says.

‘Why?’

‘Because you make me believe in the impossible.’ “

=

Simone Elkeles

——-

“Disruption is bad.

You seem to be using it to mean something good,” she said.

——

 

 

 

So.
This is about disruption and business.

 

 

This is one of my favorite words & topics. It is one of my favorites for two reasons.

 

 

First is that it is an overlooked way to be successful in the marketplace. Far too often businesses simply seek to “compete.” They are satisfied with standing in the ring and bludgeon each other all the while suggesting that this is ‘smart fighting’ giving me an edge. Shit. “Edges” <in this case> is simply staying in the fight and not a plan to win a fight. Disruption is all about wins and winning.

 

 

Second. It is one of the few words in business that if you actually deign to use in a meeting or business discussion will draw a visceral response from your audience. From a ‘fun’ perspective it is maybe even more fun than farting in the middle of a presentation.

 

 

Anyway.

 

 

 

Disruption, or disrupt, is an emotive word often creating a very unsettling image.

 

 

 

And it is a topic which typically scares the shit out of most businesses <and business people>.

 

 

 

The excuses to ‘not being so disruptive’ are too long to list … and some are quite creative.

 

 

But suffice it to say … almost every excuse is grounded in fear.

 

 

Yeah.

 

 

All those “whoa … slow down on that whole disruption talk” people may suggest ‘it is expensive to do something like that’ but they are simply shaping excuses in their heads & mouths because the whole thought of disrupting anything … well … scares the shit out of them.

 

 

Now.

 

 

To be clear on definitions <and purpose> … the aim of disruption is to frame <or reframe> a business <or a brand> so that the market sees it differently.

 

 

 

Well.

 

 

 

Maybe it is simply turning around and facing reality.

 

 

——-

“At some point you just have to turn around and face your life head on.”

disrupt change world

=

Chris Cleave

—–

 

 

 

 

What I mean by that is disrupting is most typically simply attacking some conventional thinking and tapping into what people really think <when they actually think about it>.

 

 

And most times it is really common sense stuff.

 

 

It is common sense because it is many times rooted in the fact we just get stuck either in ‘that’s the way its done’ … or maybe we have become so numb to the fact we have bolted on crap to the brand <or company> in day to day attempts to keep it relevant that it is almost unfamiliar to what people originally thought of it <we just made it too complex or complicated>.

 

 

 

Please note … this whole disruption thing, while I love it, is not my idea.

 

 

 

Jean Marie Dru, the Chairman of TBWA has been talking about the power of “disruption” since the early 1990s.

 

 

His book, Disruption: Overturning Conventions and Shaking Up the Marketplace, is a must read for anyone who likes this shit <and it is actually a delightful read for a business book>.

 

 

 

Interestingly … even Tom Peters <the ‘in search of excellence’ guy> thought the concept of disruption was topical … even decades ago.

 

 

——

“Disrupt or be disrupted.

Disrupt or die.

Disruption is the most powerful idea in business today.”

disrupt funky type

=

Tom Peters

——

 

 

 

 

I tend to believe disruption gets a bad rap because it implies wholesale change.

 

 

Like as in throw out everything and start from scratch.

 

 

 

Au contraire.

 

 

Disrupting is always about leveraging off of something existing. You may turn everything upside down … but you are still using some existing pieces <some existing attitudes & behavior> from which your idea will end up tapping into.

 

 

I say that to remind everyone that something from nothing equals the same thing as nothing from nothing … uhm … nothing.

 

 

Smart, or intelligent, disrupting is always about something from something.

 

 

——

“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.

Same for a brand.

All brands are in transition.

You can’t build brands by thinking only in a linear way.

You have to think of larger futures for them.

And to do that, you have to use your imagination.

A larger share of the future very seldom comes from an extrapolation of the present.future past present

And that is what Disruption is all about.

Disruption is about discovering new futures.”

=

Jean Marie-Dru

——

 

 

Let’s be honest here.

 

 

New futures sound frickin’ awesome.

 

 

 

Uhm.

 

 

But futures are not guaranteed, are they?

 

 

Doh.

 

 

Success is getting people to think and act differently. <doh again>

 

 

That translates into … yikes … change.

 

 

Here is the good news about this whole disruptive change topic.

 

 

 

Effective disruptive thinking is not some blind irresponsible thinking. It takes into consideration all the levels of change it effects and addresses them.

 

 

—–

“Disruption demands that a company challenges conventional behaviors and finds a new way to act.

If you analyze the behavior of the category in question you will see conventional patterns of activity are apparent on four levels: corporate, marketing, communications and the customer’s point of view.

Some of these conventions are invariably good and necessary, while others are not.

The opportunity lies in seeing how a brand can use its strengths to do something less conventional to change its path and accelerate growth.”

=

Matt Shepherd-Smith, CEO, TBWA\London

—–

 

 

 

Now.

 

 

 

There is truly a difference in disruption and intelligent disruption.

 

 

 

Disruption in and of itself … without thought … is meaningless destruction creating chaos.

 

 

 

Intelligent disruption leads change from what exists rather than reacting to what exists and … well … creates something new <not chaos>.

 

 

 

Anyway.

 

 

Here are few more thoughts by Jean-Marie Dru about brand building and the importance of disruption:

 

 

–        Disruption is creating something dynamic to replace something that has become static.

=

–        I have always believed that a brand has to evolve. It cannot remain motionless.

The same, of course, applies to companies.

While all those words sound inspiring and thoughtful and … well … what business person WOULDN’T want to do that?

Well.

Disruption actually is linked to another word which business people tend to really really dislike … destruction.

Destruction of the conventional … the comfortable.

Conventions train us to do the conventional. And because it is conventional … we tend to not really think about this shit.

Uhm.

Yes.

Accepted beliefs, where everyone is thinking the same, usually means no one is really thinking.

 

 

This all translates into destroying some of the accepted beliefs … uhm … which means destroying … well … familiarity.

 

 

Yet … within destruction there should be a surge of energy <from people and a business perspective because disruption is actually both strategy and action>.

 

 

 

What do I believe <see: “know”>?

 

 

Too much business thinking today is satisfied with maintaining the status quo.

fate and beginnings

 

 

This is doomed thinking.

 

 

Thinking is at its best when used as a sharp weapon and used to transform business and the way people think <and do things>.

 

 

Far too much thinking <and the tactics which arise from that thinking> look the same, say the same, and … well … do the same.

 

 

All of which simply makes it easier to be ignored.

 

 

Worse?

 

 

 

It doesn’t respect people’s intelligence or their sense of <thinking> adventure.

 

 

Therefore disruption incorporates destructing some of ‘what is.’

 

 

Not just for the sake of destruction but rather with the intent to be singular, extraordinary, and even world-changing is inspiring and interesting and adventuresome.

 

 

 

Disrupting is done with the intent to stand out from the crowd and get noticed in a way that fundamentally changes perceptions.

 

 

 

I imagine I could quite simplistically suggest that great disruptive thinking challenges the prevailing ideas of the present.

 

 

 

And therefore disruption sounds difficult, unsettling, painful and fundamentally frightening.

 

 

Why would anybody disrupt, and destroy, on purpose?

 

 

 

Well.

 

 

Here is the contradiction … you are actually destroying to create.

 

=

It’s about creation – creating something dynamic to replace something that has become static.

 

disruption fall apart
Disruption is about systematically breaking through the barriers that shape and limit standard business approaches.

It’s about challenging conventional wisdom and imagining new possibilities. It’s about destroying the assumptions and biases that get in the way of fresh and visionary ideas.

<Jean Marie-Dru>

=

 

 

This actually means that the other thing where disruption gets a bad rap is that it is used as a verb … when it is actually a noun when done correctly.

 

 

Yup.

 

 

Because disruption is actually a destination … a vision of what could, and should, be … against which all strategic and marketing decisions are measure.

 

 

 

This means that disruptive ideas are simply ways to get to the vision as fast as possible.

 

 

This also means that you are taking a stand.

 

 

A stand for not what is … but what will be.

 

 

You are changing the rules <and frankly doing so in your favor>.

 

 

To be clear.

 

 

Disruption is not anarchy <nor chaos>.

 

 

It is a strategically directed shake-up.

 

 

It’s a way of thinking.

 

 

It means taking nothing for granted.

 

 

It means being bold and taking some risk.

 

do what you must by Yoshiteru

 

It means you are actually inventing a future in which you not only want to live … but one in which you can prosper.

 

 

 

Anyone in business worth even half a shit knows that the path to truly winning <and winning big> in business is to create new categories or subcategories rather than engaging in brand preference competition in established categories.

 

 

 

The idea of creating a new category, defining its dimensions and becoming its ‘definer’ <of which everyone else has to measure against> is where true success <financially> resides.

 

 

 

Sure.

 

 

 

Many businesses need to engage in brand preference competition to retain their relevance and market position. But that is a defensive strategy. And, trust me, someone is going to go on the offensive at some point.

 

 

 

 

Anyway.

 

 

Disruption simply means ‘to challenge.’

 

 

And we all need to remember that disruption creates and is not simply to destroy.

 

 

That doesn’t mean everything is all rosy if you get it right.

 

 

disruption bddp_unlimitedTechnological disruption re-defines industries.

 

 

 

Cultural disruption always seems to piss people off.

 

 

 

Why?

 

 

Challenging people … and the status quo … can make people angry.

 

 

What do I say?

 

 

Fuck ‘em.

 

 

 

Disruption by challenging the status quo improves culture.

 

 

Is there conflict?

 

 

 

You bet.

 

 

Does that conflict lead to a spark of energy?

 

 

You bet.

 

 

And from the spark comes improvement.

 

 

 

Look.

 

 

We are all disruptors.

 

 

Just that some of us know it and some of us don’t.

 

 

—-

“We are all manufacturers – making good, making trouble or making excuses.”

=

HV Adolt

——-

disrupt do status quo

 

 

Ok.

 

 

 

I am done babbling.

 

 

Frankly.

 

 

 

All that really matters despite all I babbled about <typed> … is you either choose to disrupt … or be disrupted.

Disruption: Overturning Conventions and Shaking Up the Marketplace by Jean Marie Dru

February 11th, 2010

 

compete disrupt

 

Well.

 

As noted in an earlier post I don’t like most business books.

 

Mostly just drivel hidden in buzzwords.

 

And then there is Disruption.

 

The strategic foundation is so simple and clearly good it is a worthwhile read for anyone in business. Whether you actually use the disruption methodology or not the idea of positioning in a way to create disruption (and therefore being distinct) is a powerful concept.

 

I call it positive friction or owning a contradiction. He calls it disruption.

 

He is more successful than I am.

 

Use his thoughts.

 

Drawing from experiences as the founder and chair of a global advertising agency, Dru gives us this practical, refreshing approach to thinking about advertising, positioning a business in the marketplace and … well … thinking in general.

 

His compelling concept of “disruption” is a three-step reasoning process for creating a set of new visions for successful growth.

 

Dru first explores how firms can get in a rut with their advertising strategies.

 

He then offers hundreds of examples of advertising in Europe, the United States, and Japan to explore cultural differences and government rules and regulations about advertising. Dru’s last section provides more detail and looks toward the future.

 

Rich with examples, this timely book is recommended for advertising-agency and marketing professionals as well as for corporate executives, consultants, and advanced students and academicians.

Enlightened Conflict