Posts tagged respect
let the din of battle begin
Feb 5th
“We await glory in silence, oh, let the din of battle begin” – A midshipman on Collingwood’s flagship wrote this in his diary as his ship sailed into battle at Trafalgar
Tom Brady (yup … this is about him – in honor of the super bowl – and I am going to use this quote).
I like him as a quarterback. I like him as a leader. I like him as a competitor. And in all instances he carries himself with a sense of active stillness. He rarely seems rushed.
With words, thoughts or actions.
‘Awaiting glory in silence.’
Great athletes seem to epitomize this quote.
Brady is all about stillness silence. He finds ‘the moment before the moment’ and it is all stillness for him.
For some reason I envision if Tom knew this obscure quote he would use it. His linemen may look at him like he was frickin’ nuts but “let the din of battle begin”? I am not sure it gets better than that.
(especially if you had a camera in the huddle when he said it)
But the quote certainly reminds us of a return to old times of the banners flying in the wind on the battlefield and the silence and stillness before battle … then the charge with horses thundering forward and thousands of feet pounding forward with weapons in hand.
And players rushing out of the tunnel on the greatest battlefield in football.
But this is about the ‘moment before’ where all empties and all becomes still. And then it all starts.
I know Brady loves “being in the battle.”
But I believe he thrives because of that moment before the battle begins … it may be only a minute, possibly even just seconds, but that moment of calmness where everything kind of just “stills.” Just before everything starts moving again and silence is replaced by the ‘din’ of activity. That is THE moment. I almost think in moments like that your body gathers all the adrenaline in one small space and prepares it for release.
It is an incredible moment.
Oddly, Tom & Winnie the Pooh have something in common with this:
“Well,” said Pooh, “what I like best …” (and then he had to stop and think). “Because although eating honey was a very good thing to do, there was a moment just before you began to eat it which was better than when you were …” (but he didn’t know what it was called).
Anticipation?
Geez. I think that undersells the idea.
It’s bigger than that.
And it is also more important because I believe it often delineates between Brady-like athletes and other athletes.
Try this. Maybe because it is a “me” moment.
In that moment in time there is nothing else … nothing … no sound … no feeling … just ‘me’ … just a space in time with nothing but “me” in it.
Well.
Me (being me) actually tracked down some research on this. Some researchers have imaged the parts of the brain which are in control of us in the ‘moment before’.
(please … no one ask me how the hell they did that)
Interestingly in imaging that part of the brain are not thought to be under our full conscious control or awareness. The studies reinforced the fact that, for most of us, this moment before is one in which there is not much conscious, deliberate thinking going on at all. It’s like a brain “flat-wave” (the guy whose writing I found on it called it ‘a brain wasteland’).
It’s almost like you push your brain to overload and it shuts down for however length of time to ‘reset.’
I don’t know Tom … but I bet he loves those moments.
That precious moment before the moments.
He is probably more aware of himself at this point in time.
But.
He is aware of himself ALL the time which separates himself even more:
“I want to earn it every day.” – tom brady
This is attitude. And I guess this is also about character. Like Brady or not he is not only a helluva quarterback but he has character. Resiliency. A toughness combined with a realistic humbleness (he knows he is good but he knows calling himself great is kinda silly).
And he stands out not because he doesn’t have some of the natural talent many top notch athletes have but rather because how many top notch athletes have let you down with their attitude.
And I also find it interesting to note that the patriots organization has done an amazing job surrounding Brady with likeminded athletes. Wes Welker? That dude may end up being on the best slot receivers of all time. Most talented? Nope (although … don’t get me wrong … he is supremely talented).
but. That talent thing.
There are a shitload of athletes out there with massive talent … but just never seem to develop that Brady-esque/Welker-type attitude. It would be simplistic to suggest that the ones who aren’t as blessed with massive talent are the most competitive and have the biggest heart. It’s just that we take note of this more so because … well … it is obvious they are not the most naturally talented athletes.
It is character.
Being in a state of perpetual dissatisfaction. Jerry Rice was that way. I could name dozens that way. But this is about Tom Brady (because I am using his quotes).
Here are three of them:
“What does three-peat mean? … I’m hoping to put together three good days of practice. I don’t think we’ve done that yet this year.”
- He seems to have a sense of practicality. Combined with some competitiveness and urgency.
“Every quarterback can throw a ball; every running back can run; every receiver is fast; but that mental toughness that you talk about translates into competitiveness.”
- He seems to have a sense of the mental aspect (as well as understanding he is a talented athlete so get off his back)
“Mentally, the only players who survive in the pros are the ones able to manage all their responsibilities.”
- He seems to want everyone to understand that talent alone does not guarantee success. Also. When you read this one … and think about it … he is explaining why it so many supremely talented athletes fail … in the pros … and in life … because part of being a good human (athlete, businessperson, family person, friend, etc.) is understanding how to manage all your responsibilities.
Brady doesn’t take anything, the games, the practices, the moments … for granted.
Somehow … someway … he seems to have the ability … regardless of the urgency or stress … to seemingly savor, and maximize, the time & moment.
We await glory in silence … so let the din of the Super Bowl begin.
hard choices
Jan 25th
Ok. Let’s talk a minute about Kodak.
And the fact that their demise had nothing to do with lack of foresight or inability to innovate (because they actually invented the digital camera). Kodak is about leadership, or the lack thereof, and people and decisions (or the lack thereof). 
When an iconic company and brand like Kodak goes bankrupt everyone should think about hard choices and people who make them.
Oh. And people who don’t make them.
I am sure in 1976 when Kodak had 90% of film and 85% of camera sales in the US and was regularly rated one of the world’s five most valuable brands that it would seem inconceivable to company decision makers that the company could disappear. I do not have to imagine that we the people couldn’t conceive it.
In addition.
What’s not often recognized is that it was actually Kodak that invented the digital camera (in 1975). And, interestingly, four years after that a Kodak executive issued a report that predicted, in some detail, how different parts of the market would switch from film to digital with an inevitable digital mass market by 2010 (whew. Pretty close, huh?).
Look.
This is surely not the first time a company, and its leaders, has decided it is so self-important it can ride out what is happening in the market.
But I believe people are focusing on the wrong things.
Successful organizations are rarely successful because of foresight (or fortune telling or predicting the future). They are typically successful due to thoughtful reaction and response to change … and making the inevitably hard decisions when the change is truly disruptive to their core business.
Yes.
Decisions get significantly harder when a company is faced with truly market disruptive innovations/actions.
And, no, corporations don’t have to inevitably die. It depends entirely on their adaptability.
So. Let’s talk about the decisions to adapt.
What I mean by that is … why couldn’t Kodak and its leaders make the hard choices to avert this demise?
I disagree with the popular opinion that it was their lack of vision with regard to the role digital in the photo business that led to their demise.
Why?
Many organizations make big innovation or lack of vision mistakes and don’t go bankrupt. Why don’t they? They make the hard decisions to course correct.
Yup. Hard decisions are called hard because they are just that – hard.
Difficult.
Not soft.
Not soft?
“I want (and need) to make significant changes. But I want to retain the core.”
(Oops … that is decision with high potential for ‘soft characteristics’).
Why? That core, or what is deemed most important, always seems to grow and grow when being discussed internally. It is almost within the DNA of an organization to think in these terms. And, inevitably, those ‘significant changes’ become soft changes.
Hard means sacrifice. Not cutting back on the decision. Making a real sacrifice.
I wrote about it in a post called “how far would you go to solve a problem?” http://brucemctague.com/how-far-would-you-go-to-solve-a-problem
Hard decisions could have saved Kodak. I truly believe that.
But let’s maybe discuss why hard decisions are hard to make (even by people who are quite capable of making a good hard decision).
Here is something to ponder.
Hard choices harden the person who makes them.
You have to harden yourself. You have to harden yourself, insulate yourself a little, from the human aspects of the decision and focus on the bigger picture and the horizon. Please don’t mistake this for minimizing the ‘little people’ or the individual. This is the forest or trees type decisions leaders need to make. It may sound callous but it is just like firefighting a big fire … burn some trees to save the forest.
Oh. And sometimes burn a shitload of trees to save the forest.
Leaders make the same decisions. In this case it is people & buildings and not trees.
Regardless.
The big hard decisions, when they are made, harden you as a person. It’s just life. It’s not personal.
Here is what makes it even tougher.
I believe all of us who make hard decisions worry a little bit that it … well … becomes too easy.
That we become so hard that we lose sight of everything else.
Oddly Richard Gere in Pretty Woman reminded us of this – if you got past the fact he was hiring a hooker in the Beverly Wilshire Hotel – in that his character lost sight of ‘being human’ as he became quite good at making hard decision for business successes.
And it was a true depiction of what can happen. Hard decisions are difficult because there is not only a financial risk & toll … but a personal toll. Each one affects you.
As with everything in life (it seems) … it is a balancing act.
I say all of this to try and share that there is a human aspect of any hard decision. And leaders don’t overlook that (despite what everyone else may want you to think).
Every one understands the repercussions.
Every. One.
Now. Having said that.
Someone at Kodak couldn’t make the hard decision.
I truly believe that.
Were they soft with regard to people or whatever? Heck. I don’t know. I believe they just inevitably made soft decisions. Soft decisions that possibly gave a glimmer of hope but once you begin the slippery slope of business issues (particularly if you are a large company and gravity really takes over) the glimmer becomes dimmer and dimmer over time.
To stop the slide a really hard decision needed to be made.
A big hairy audacious decision.
Anyway. I often believe business leaders could learn a lot from the military on how to win a war.
Do I believe a general wants to lose a single soldier’s life? No. He does not.
Do I believe a general understands that he needs to lose soldiers’ lives? Yes. He does.
Do I believe those decisions weigh upon him (even if we elect to judge the decision on the final successful outcome)? Yes. I do.
But they make the hard decisions.
And no one at Kodak did make the hard decision.
It wasn’t lack of foresight.
It wasn’t a lack of understanding of what was happening in the market (trust me … they probably saw dozens of reports of what was happening in the marketplace).
It was a lack of ability to make the hard decision.
And … it’s a shame.
facts and creation
Jan 23rd
“Without the hard little bits of marble which are called ‘facts’ or ‘data’ one cannot compose a mosaic; what matters, however, are not so much the individual bits, but the successive patterns into which you arrange them, then break them up and rearrange them.” - The Act of Creation
I find it tragic to watch bright, energetic youth become lethargic and uninspired in the workplace.
Yes. Tragic. Because it is such a waste of not only mindpower but, well, will power. And it is also tragic to the work company because lethargy does not lead to ideas/ideation/creative thinking.
To me? The real problem lies with the older folk (in manager positions) who seem to lack a comprehensive relevant view of learning. Or maybe better said … they have an archaic way of viewing the way it should be done.
There are a lot of leaders (management whatever you want to call them) who appear to be guilty of classifying learning as being a difficult and frustrating experience.
This is in combination with the fact they also tend to have odd views on ‘how to make it fun.’ Oh. And to complete that thought … they have a belief that they have to ‘make it fun’ because learning is difficult/frustrating. Therefore it is a flawed belief system.
Look.
Creative thinking and innovation does not arise out of a vacuum but must be supported by a culture that encourages people to experiment. To experiment with facts, with ideas and products. With the hard little bits of marble as it were.
Original thinking and new ideas has to be nurtured and rearranged in successive patterns … not destroyed and scattered.
We can all encourage creativity by helping young people learn to assess the bits of marble and take intellectual risks in their work & ideation. Does this have to be “made” fun? Nope. And it is, frankly, silly to think it has to be.
Instead this is like providing a spark to combustible matter. I am not suggesting it should be painful but rather fun is slightly less relevant than providing the inspiration to learn and become engaged.
Ultimately I don’t believe management should teach people how to create ideas.
The goal should be to prepare young people to be competent and original in their thinking.
Do that and they will create mosaics like you have never seen before.
Oh.
And in successive patterns.
(by the way … that is a good thing)














