Enlightened Conflict

instinct

April 6th, 2013

 

“Ideas pull the trigger, but instinct loads the gun.” – Don Marquisinstinct collective_unconsciouness

 

This quote is taken from Marquis’ “The Almost Perfect State” which was written in 1927 as a series of sharp criticisms of the Progressive Era.

Ok.

I imagine a lot of people read this quote and wonder if the quote would work better … “ideas load the gun, but instinct pulls the trigger.”

But I believe that misses Don’s point <albeit I have not spoken with him on this topic … he died in 1937>.

The point?

Knowledge and experience can only take you so far.

It is the difference between being solely analytical and incorporating the intangible <the instinctual>.

What he is suggesting is that all the bright big ideas in the world don’t mean shit if they cannot be brought into being without a person who can originate the intellectual movement of action. This person requires a special character.

Ah.

Special character.

Instinct is one of those things people hate.

Because it is not tangible … and it always assumes some level of risk.

It is research of one <which scares the shit out of people these days>.

That means …

Collaboration? Well. Nope.

Consensus? Geez. Nope.

Extrapolation through the hypotenuse of multiple data points discussed ad nausea and plotted on some nifty white board? Sounds like fun … but … nope.

Instinct is gut … albeit typically great instincts have been honed by experience and knowledge.

But in the end … it is not tangible nor proven.

It is … well … just what it is.

Sure.

It can be cultivated.

And it can even be honed.

But I do not believe it can be taught.

Well. Let me take that back and try this.

Good instincts cannot be taught.

Good instinct is first and foremost an internal aptitude. We all have instincts … but some just have gooder instincts. Beyond that natural foundation it is probably a combination of experience and knowledge and ultimately a mindset.

I say a mindset because instinct is a feeling and not anything visible or tangible. You sense what to do and where to go and what to say.

And it often isn’t because your instincts are proven good … but just rather that you know what feels wrong.

 

“Every time I’ve done something that doesn’t feel right, it’s ended up not being right.” – Mario M. Cuomo

 

That said.

I know one of the most frustrating things I have heard in business decision meetings is “I am not sure what the right thing to do is … but … what we are discussing doing sounds wrong.”

And while frustrating … it also feels right.

We sometimes get so rushed to make a decision we grab one … anyone will do. And, yet, it feels wrong … okay … maybe not wrong … just not right.

That is instinct.

Not only knowing the path to success … but also recognizing paths to failure & disappointment <before you even take one step on that path>.

It is a true joy to be near someone with good, if not great, instincts.

They seem to be in an effective zone and not in a comfort zone. What I mean is that they have a habit of disregarding distractions … discerning the important from the unimportant  … and have a focus. That focus may not be the destination <it can be> but oftentimes their instincts are reflective of the journey to the destination.

They have a humble confidence … and sometimes are even slightly insecure <I imagine because their strength is in the intangible>.

 

“Trust instinct to the end, even though you can give no reason.” ― Ralph Waldo Emerson

 

And they are rarely emotional in decision making.

instinct good or badNow.

Conversely, it is absolutely miserable to be near someone who has crappy instincts <but thinks they have good instincts>.

It is not only miserable because you end up going down lots of fruitless paths and waste a lot of energy but also because instincts are intangible.

There are no numbers or research or facts that can counter instincts and intuition. Therefore someone in a leadership position who has crappy instincts is unmovable. They are literally an elephant in the room.

That is misery.

Regardless.

Instinct is a natural aptitude.

Kind of like a knack.

An innate tendency or response to act in ways that, at its most base description, is essential to development, preservation or survival.

As Hayakawa suggests … instinct implies innate disposition rather than having a talent. It is not a gift, nor a talent or even an aptitude. It is more an inborn intangible. It could be called a ‘Knack’ but that has almost always been associated with social rather than intellectual causes & situations.

It is tough in today’s world for people with good instincts.

While intellectual in its strength it is not proven with any reason.

In an over thinking, over analyzing, over safe world .. ‘without reason’ doesn’t often gain a place at the table.

Instinctual decision making often requires having people follow with some blind faith. And in a world of consensus and collaboration … well … that ain’t happening much these days.

morons

March 16th, 2013

 

“All morons hate it when you call them a moron.” - Holden Caulfield <Catcher in the Rye>Cary Town Council - Wellness Morons

 

Ok.

Morons is a harsh word and a harsh concept …but let’s face it … most of us have experienced that maddening discussion where we explain that seemingly simple concept … or that seemingly simple common sense point of view to someone … and not only can they not grasp it but may actually argue a completely moronic point of view that flies in the face of <1> facts, <2> truth, or maybe even <3> common sense.

In fact … during the discussion we may even try several different approaches to the idea, using every metaphor <or parable or analogy> within reach to throw into the discussion that we think the person should reasonably be capable of following.

In the end … sometimes we succeed … mostly we fail … and always it is painful <to us> and obviously moronic <to us>.

It is here I will bring up the idea of intelligence <despite the fact it may sound odd in a rant on morons>.

First. Just to set the groundwork … most everyday functions of modern life require an IQ of around 90.

Those functions include driving a car, mailing a letter, paying bills and making a bank deposit.

The more specialized the function, the more intricate, the higher the level of intelligence necessary.

Second. I am not using the term ‘moron’ as a classification of any mental deficiency despite the fact that technically ‘moron’ translates to denoting a mild mental deficiency. I am going to suggest being a moron denotes a certain deficiency … but not a mental one.

Therefore <here is where I link intelligence and the topic of morons> we can dispense with the idea that morons are stupid or have a lack of intelligence.

The deficiency within morons, or being moronic, has nothing to do with intelligence <or at least IQ>. Most have IQs at or above 90 <I made that up but I tend to believe it>.

Let me take it one step further. You cannot be a moron unless you actually are intelligent.

Because morons are actually people who have intelligence … but they waste it.

Either by using it <their intelligence> poorly or misusing it or not even using it at all.

Wow.

Bet you didn’t think I was going to head down that path, did ya?

Morons are actually intelligent? Yup. Morons are simply purposefully ignorant … but they are smart.

Uh oh.

That means morons are as intelligent as you and I <okay … maybe at least me … you are probably smarter and this is simply my issue>.

All that said … it suggests that the moronic issue resides elsewhere than intelligence.

Robert Heinlein said that stupidity characteristics <or characteristics of morons> are actually tied to ignorance <so I am going to steal that idea because I agree with Bob>.

He suggests that stupidity cannot be cured using money, remedial education or some governmental edict because inevitably it resides within a different reason … a purposeful or intentional ignorance.

Purposeful. Hmmmmmmmmmmmmmm … This means that morons actually know something to be wrong with themselves <it may be subconscious but they somewhere within they understand> … they are intelligent enough to understand … and, yet, rather than correct themselves and abandon that ‘something’ … they practice intentional ignorance clinging to that ‘thing’ and inevitably insist that they are right and everyone else is wrong.

And this is where morons are dangerous.

morons electronsVery very dangerous.

 

“Because, fanaticism and ignorance is forever busy, and needs feeding. And soon, your Honor, with banners flying and drums beating, we’ll be marching backward, backward, to those glorious ages of the 16th century, when bigots burned the man who dared bring enlightenment and intelligence to the human mind.” – Clarence Darrow <Inherit the wind>

Morons march backwards. Busily marching themselves and trying to herd the rest of us backwards to some glorious age.

It is a Life truth that fanaticism & ignorance is forever busy <and a busybody>.

I fully understand that this fanaticism and ignorance is impossible to extinguish. But that doesn’t mean it should be tolerated. Particularly if it is actually harmful.

Regardless. Tolerance is an acceptance of the morons.

And with this acceptance, albeit grudging acceptance, the morons simply see it as permission to be moronic and they gladly step up <in their forever busy way of theirs> and do harm.

Harm in the form of stopping <or even reversal> of progress … harm in marching us backwards.

Or they teach and promote falsehoods to others <others including children which is disturbing> with the hope that this younger generation will grow up and can possibly march us backwards.

All this translates into a lot of time and effort and energy lost as ignorance and its byproducts step up and suck time & energy from progress.

Ok. A Bruce thought.

I believe we can no longer afford the luxury of moronic ignorance or tolerate the presence of morons. Tolerating them leads to the creation of a sense that this moronic ignorance actually equals some sort of knowledge <which then makes them some sort of “knowledgeable person” and you know where that leads … ‘trouble in River City’ to quote The Music Man>.

 

“<there is a> … false notion that my ignorance is just as good as your knowledge.” ― Isaac Asimov

 

Morons are wily. They have the notion that their smarts, combined with their purposeful ignorance, is just as good as real unfiltered knowledge.

This is tiring to deal with.

In fact … if you find yourself surrounded by morons, rather than just shake your head, you have to purposefully accept the challenge to deal with their moronic thinking with the knowledge that they actually have the intelligence to be non-moronic <but actually choose to be moronic>. Wow. Just typing that made my head hurt.

It would take a monumental effort to create the unlikely evolutionary change where morons become extinct <that may be an unattainable objective but it is certainly an admirable objective>.

And it will take your best monumental effort to deal with a moron because there are instances where the lines are blurred and where argument and debate and discussion regarding two sides of an issue are actually warranted.

But.morons disagree

You should seek solace in that there are also issues where right is right … and wrong is wrong … and anyone who argues it looks like the guy who believes Yoda exists somewhere and The Force can be attained with focus & practice.

Oh.

And here is where morons really thrive.

Numbers & science & studies & statistics <oh my>.

Science is smart and science is stupid.

Both are true and there could be studies done to prove it.

One of the smart/stupid things about science is something called the ubiquitous study. They are excellent scientific research formats but while all studies <and most research in general> are interesting … they do not reveal eternal, all-encompassing truths.

They simply provide a glimpse into one small, carefully cordoned off area of interest. Extrapolations from the data are based on statistics and therefore do not necessarily apply to everyone and everything.

I say that because it seems like we find comfort worshiping at the altar of the ‘numbers’.

All of us seem to be considering study results and numbers to be the indisputable truth.

What a fantasy.

But it is often a fantasy land morons live, eat & drink in <and thrive in like a bacteria in a petri dish>>. Numbers are their friends and constant companions.

Morons thrive on the isolated statistic. A random factoid or piece of information that has no context nor admits it has Truth only within a limited set of circumstances. And they win a shitload of debates using this technique. How does all this happen?

Well. It sounds simplistic … but I believe we allow it to happen for a couple of reasons … first is a well intentioned but subverted belief in freedom of speech. Subverted because inevitably it is often simply ‘freedom of opinion’ these days. Secondly … ‘opinion’ forces us all to seek something tangible in which to reach some conclusion … therefore we seek statistics or numbers to identify truth <and isolate something we can all agree on>.

And numbers do not necessarily translate into Truth. Especially isolated non-contextual numbers.

In the end we seem to be damned by a society that has ingrained in us this strange belief that because we encourage freedom of speech and freedom of thought … that all ideas deserve respect and consideration that no one individual <or idea> is “better” or more “worthy” of consideration than any other.

What a bunch of bullhockey.

This has created an environment in which any moronic idea can hover around like an aggravating gnat as legitimate idea.

It is crazy.

A moron is a moron.

A moronic idea is a moronic idea.

It is time that we learned to have the balls <or spine if you are a woman> to call out the morons.

morons quoteMorons don’t like to be called morons.

Why?

Because they are frickin’ intelligent enough to know better than skate by on shallow feelings and beliefs.

And all the while you must swim in the shallow end of the intellectual debate to debate with them … you must be careful of your own ignorance more than theirs … because purposeful ignorance does have a sneaky way of creeping up on you. What I mean is that it is easier to be a moron than to not be a moron. It takes less work, intellectually and curiosity, to maintain an ignorant point of view than it takes to not only grow personally but to actually help a moron grow <which is a quite taxing job>. Frankly it is just easier to quit debating than to take on a moron. I imagine it becomes a test of character.

Regardless. I imagine in the end that is my point <the test morons give us day in and day out>.

Morons are morons because they are smart enough to engage in purposeful ignorance.

To be ignorant on purpose?

Yikes.

You would have to be a moron.

But. In the end … morons hate to be called morons simply because they are smart enough to know they could do, and be, better. Even morons know somewhere under their purposeful ignorance they should be better than what they are. I imagine the only way to beat morons is to actually get them to face that fact.

Wow. There is a tough job. But. We cannot let the morons win. Purposeful ignorance is a disease. A disease that can affect entire civilizations & cultures. That thought makes it scary to even think about tolerating the moron.

les murs ont des oreilles

December 19th, 2012

les murs ont des oreilles

translation: “Who can say who is listening?”

This is a french version of ‘the walls have ears.’

I know that I always told my groups in business if they talked badly about clients … the clients would ‘hear’ <even without being within miles of the conversation>

Hearing is often not a physical thing … it is simply knowing.

It is a feeling.

Here is a truth <albeit a harsh truth>. It is silly to believe you can say something out loud and not believe that it echoes through the ether in a way that someone can feel the ripples of the words.

Well,

Not really silly.

Just stupid.

Or maybe just ignorant.

I fully understand we all say mean things sometimes. And sometimes we actually mean them. And sometimes they are uttered out of spite or some senseless random emotional trigger … in other words … semi-meaningless.

But.

Here is the deal <that Life neglected to put in its handbook for you>.

Senseless or meaningful … it is heard.

Always.

And it amazes me when someone is surprised that something they said came circling back.

The words you hear?

But it was a secret.

But I just told one person.

But I didn’t really mean it.

But.

But.

But again.

You are a butthead.

I don’t go for the bullshit of “if you don’t have anything nice to say don’t say it all” because we wouldn’t be human if we actually did that.

Say what you mean.

Say what you feel.

Say it … and know it will be heard.

No one is eavesdropping but Life.

No one has betrayed you by sharing a secret.

No one has listened when they shouldn’t have.

Life is always listening.

And Life will always share what it knows.

In the end … who can say who is listening? <I can answer that>

Life.

And, by the way, Life is a gossip. But it will not tell you shit about its own secrets … and yet it will not hesitate one second to share everyone else’s secrets.

The quicker you learn that the better off you will be.

doing what you love?

June 18th, 2012

Hugh McLeod popularity

“Maybe find something you love and do it is just pop psychology pablum. What if you can’t find something you love? What if you don’t know what you love? Why not find something you hate and dedicate your life to avoiding it? - the futurist

Every once in awhile you read something that makes you sit back and think.

This was one of those things for me.

I believe finding ‘something you love’ for a career is elusive.

For a couple of big reasons.

First.

There is a massive difference between what you know and what you don’t <or what you think and what is actually true>. How often have you been provided the opportunity to do what you have always thought you would love to do and … well … it just didn’t live up to your expectations? From afar it is easy to think of love … but in business, as in personal life, love takes work and is more difficult.

Second.

Not many of us actually think all the way down to the core of what makes us love something.

I love working in retail <why?>.

I love the game <why?>.

I love teaching <why?>.

Oh. And when we do look we often answer in terms of the result rather than the actual action therefore missing out on what we truly ‘love.’

<be forewarned> Just my opinion on this.

I believe if more of us took the time to truly understand what it was that we loved it would be easier to be happy doing a variety of things.

In lieu of that … maybe more people should focus on simply avoiding the things they hate. And by doing so increase the likelihood they may actually stumble upon that which they love.

but how about?

June 11th, 2012

Ok.

This post is a cross between an observation and a rant.

The observation: How often businesses get trapped in the “but how about?” type discussions. Note. “But how about this?” is just another version of “why shouldn’t we build/service/do this?”

The rant: It is amazing how often the question is generated by one of two things:

1. A new trend or fad or publicized widget need that someone in a flash of brilliance says “hey we can do that!”

… or

2. It is available as an opportunity with the appearance of possible sales (possible profits but that is another discussion that still amazes me).

Well. Point 1 is particularly dangerous because chasing trends/fads is like chasing the Roadrunner <and you are Wile Coyote>. You won’t catch it. oh. And if you do, your plan won’t most likely work anyway.

Point 2 is particularly complex because product extensions, innovations and a whole mess of internal twister-like maneuvers shouldn’t <in general> be dictated by external stimulus.

Regardless. Constantly bringing up the question is wasted energy <the majority of the time>.

Here is the core issue at hand.

Too often businesses struggle to find their sense of self. And it’s kind of nuts because, with regard to this discussion, business is actually pretty easy.

Decide who you are and what you are good at.

Oh. And that doesn’t mean saying “we are a nice company with values and we are good at everything.”

My main issue with this topic is that if I can set up guardrails, or, at minimum, recognize that direction guardrails are important, why can’t businesses?  Its nuts.

Look. I am going to use myself as an example because, as noted above, I don’t easily deal with guardrails … I often find them constricting.

Yet. I get paid more often than not for simply saying “no” to “how about?” Yeah. I get paid to stay within guardrails <go figure>. And I am not smarter than the average bear (yogi bear reference).

Look.

My strength is identifying and creating creative solutions to challenges-problems. I can do it in my sleep. Any time. Any business. Any where.

What that means is my weakness is staying the course – staying on mission-vision-whatever you want to call it. (Note: sorry folks. No one is strong at everything. If you have a strength identify it and you can always identify the related weakness. Don’t worry. You can always compensate for it. ). I envision, using hindsight, that because that was my strength when I was younger I probably went out of my way to create challenges/problems to solve (which most likely drove some of my groups nuts). This didn’t mean I created work … but rather sifted through a lot to uncover a ‘situation/problem’ to solve. Probably out of dumb luck I created some viable issues to pursue and inevitably my groups were known for proactive innovative thinking (hey…I found the silver lining).

Anyway.  In recognizing my weakness I compensate by having a strong process for identifying the core positioning-mission-core competency. By doing that I can leave my strength – solving this issue – unfettered. It revolves around the process but the solution is not driven by the process. Now. My process may allow a little more latitude than some others (think of it as designing a five lane autobahn versus a one lane drag race track) but it sets up guardrails.

And that is what is frustrating.

Because, once again, I can set up guardrails, or, at minimum, recognize that direction guardrails are important, why can’t businesses?  <fill in your own answer here because I don’t have one>.

And then because businesses cannot figure out this sense of self then some brand-voodoo-magicians <i.e., consultants> come along and use sleight of hand bullshit that only confuses businesses.

Thought for everyone. Don’t be confused. It is simple.

A company owns its character, core competency and crap they sell. Consumer owns the brand. Therefore as a business you focus on what you can control. It’s the guardrail thing I mentioned. I promise companies if they stay within their guardrails that buyers will inevitably forge a brand that is within the guardrails. And dealing with “how abouts?” becomes incredibly easy because while some bonehead is presenting a whizbang prezi presentation (with augmented reality to really wow you) outlining all the sales reasons a company should do something it comes down to the guardrails. Because (and I have told dozens of companies this – albeit some listen and some don’t) if the dollars and cents reside outside the guardrails it becomes a gamble. It becomes the Kentucky derby of business decisions.  Which sucks because most companies don’t breed racing horses.

Anyway. Having been around the block a couple of times here is why I believe a sense of self keeps getting missed:

1. Lazy thinking. “We are good with retail business” is a prime example. Lazy, lazy, lazy thinking. Because not all retail is the same. A franchise retail is different than a corporate retail. A grocer retail is very different from a cellular retail. A one location retail is different from a 1500 location retail.  The list goes on. Anyone can select a big bucket to sit your ass in … and it is a waste of time in terms of actually being meaningful in terms of truly understanding your ‘self.’

2. Everything to everyone. Well. Ok. Not trying to be everything, but rather in self reflection believing you are capable of everything. This is the infamous “We can figure it out when it happens. We always have.” Yeah. Well. Maybe. But probably not. The truth is if you really really think about it the business is actually good at something. There is something within the shit you pulled off (sometimes by the hair on your chinny chin chin) that provides a commonality that you should invest the time in figuring out.

Yup. It will actually help you do better in the future. And will help you hire better people (ok … it just may make you better at hiring the right people).

3. “I am going to miss something” (or the “moving sense of self” syndrome). Uh oh. As soon as you put a stake in the ground … it means someone will not want to plant themselves next to you on that ground. Why? They may not realize it immediately but the more they review the landscape they realize that they don’t want to plant their butts there. <Hint: that is okay.>

Next. A fact: it bugs the shit out of the ‘stake placer’ to be spurned (even if it is a bad match). As soon as spurning happens this company wants to pull up its stake and run around looking for a place to put the stake that would be appealing to the ‘spurner’ (i.e., for that one business opportunity).

The conclusion: Just put the stake thru your heart (or thru whomever cannot stay with the original good thought).

Ok. And beyond  the silly business misdirection I imagine it, at its worst, could come down to 2 things (primarily):

- not defining the guardrails in the first place

- not believing in the guardrails that were established.

Both are quite solvable but that’s not what this post is about. It’s about the fact that the majority of businesses fall into 1 or 2 and invest a shitload of energy in “how about?”

So … how about this?

That’s stupid.

In the end.

Beyond the stupidity comment … I could start a ‘who’s who’ list of companies who seemingly get seduced into discussing dreams or what ifs with regard to who they are <as a company> rather than insuring they know what they do and who they currently are. It is not only wasted energy but, even more importantly, potentially disastrous.

Oh. And please do not confuse this questioning with “whats next?’ because that question is usually a reflection of someone who is standing on some solid “this is who I am and what I do well” discussing what they want to do next.

By the way … advertising agencies are the absolute worst offenders of this issue … but … I am amazed on how many of all businesses fall into this discussion category.

Oh. The profit thing. I usually cut to the chase pretty fast on this one. Yes. Someone certainly knows how to make money on ‘x’ because they are doing it (and it appears they are making money). No. That does not mean we know how to do it and make money. There are a lot of business people who just say “we will figure it out if we actually get the opportunity.”. Well it doesn’t work that way. Or. Maybe better said it is more difficult than that simplistic point of view. Some things can be figured out (some not). Some things can be figured out but take time to do so (and what do you do in the interim?).  But. A company needs to figure it out. A wise man once said this:

“Most agencies are in the same boat — from big ones to two man shops. They’re in it for the money and they’re scared. Scared the client’s going to walk. And because they are afraid they compromise their principles. They are so scared of losing the business they give the customer what they think they want rather than what they know he needs. And sometimes it works — for a while. But in the end it always backfires. You lose the business anyway and you wake up one day to find you’re a prostitute. So, in the end, stick to your principles. ‘to thine ownself be true.’ 0ver 200 years old but still good advice.” – Stephen Hawley Martin (founder of The Martin Agency)

Ok.

Just to be sure my rant wasn’t too far off base I did find a study from Prophet <who I sometimes respect>.

New Prophet Study: Execs Understand That Customer Engagement Is Pressuring Brands To Perform Better — But Many Don’t Think Their Marketers Can Handle the Challenge

“The majority (55 percent) of participating senior executives in general management and marketing said that supporting business growth through a well-differentiated and relevant brand positioning was their most pressing concern,” said Mike Leiser, Prophet senior partner.

  • Targeting customers in this environment is problematic; three-fourths of respondents said they’re not doing it effectively. Over 90 percent are targeting more than one segment, and over half of these do so with multiple positionings of a single brand. Importantly, however, those multiple positionings are similar – what’s different among most in this group are the tactics used in bring them to life.

“Adjusting to this changing landscape will be a process,” Leiser said. “Our findings show that marketers must adapt a more visionary orientation to more effectively guide their organizations through it.”

So.

Gosh. Maybe I am not as dumb as I look.

empty of worldly desires

May 29th, 2012

“Trust and pay attention to the law of karma that regulates cause and effects … those who are full of worldly desires cannot do anything for other peoples sake and cannot be helpful even to themselves … load your bodies with hard work and your mind with duties.” – Tibetan yogi milarepa

So.

I could very easily use this quote to make a point about how someone can better live their life but instead I will actually talk about business … and managers.

I purposefully posted this in combination with ‘salvation by society.’

Now.

I won’t be silly enough <or foolish enough> to suggest that to be a good manager you need to completely absolve yourself of ‘worldly desires.’ However … I will suggest that there is an important point to be made here by Milarepa with regard to management. As well as an important point on the influence a manager can have on society <sounds big but remember that subtle actions can influence larger behavioral trends>.

The manager who is focused on personal ‘worldly desires’ or even corporate ‘worldly desires <i.e., profits, efficiency, etc.> cannot be the best they can be to help other people … and even themselves.

I think we can all agree that souls <or salvation> cannot be made of dollars and cents or cars or houses.

Regardless.

I cannot figure out if it is chicken or egg.

What I mean by this is it the fact organizations don’t give a shit about anything other than bottom line therefore middle managers (the leaders of our future by the way) are so focused on “ambition thru solely focused on spending power” or if it is culturally there is such a focus on “spending power as measure of success” that the outside cultural norms define action within the business world.

Suffice it to say that regardless of the damn chicken or its egg … we are breeding a culture of middle management that is losing sight of some pretty big issues.

Or.

Actually.

I imagine they fully understand the bigger issues but they are drawing a line between work and non work (i.e., what I, as an individual, can actually do and affect).

And, oh by the way, I am not talking about ‘better for the planet’ or some nebulous ‘cause’ but I mean bettering the people on the planet. Bettering through character & social values compass definition.

Ok.

I think most middle management (putting on my glass is half full hat) do want to be better people at work … and do want to better people (and positively affect society thru work which, by the way, where we spend the majority of our time anyway).

However, I also think they feel powerless to do anything. Or maybe they feel like they will be demoted … passed over <net result of therefore not maximize their individual spending power> if they incorporate something other than financial interests.

Doesn’t matter which thought you subscribe to because the net result is the same – it isn’t happening.

Excuse me … there is one really big net result.

What is happening in the workplace is affecting us culturally. It effects attitudes (in general) and ultimately effects behavior (in general).  Yeah. It affects attitudes & behavior OUTSIDE of workplace.

We in the work world would be foolish to believe “it is just business.”

Stupid in fact.

Work is so integral to people’s lives these days the work/outside of work attitudes and behaviors are blurred. In fact … with few exceptions they are one and the same.

And, please, don’t anyone throw me the ‘I am a different person at work than I am outside of work.’

Maybe pieces & parts but not the whole.

Contrary to popular myth you cannot ‘flip a switch’ with regard to attitudes and behavior between work and outside work like. We would be foolish to believe so. One bleeds into the other (and I don’t mean ‘doing work stuff’ this is ‘how and what I think stuff’).

Because we should think of it more like a large fuse box instead of a light switch. Our ‘being’ of attitudes & behavior has a large fuse box for all of them. If you flipped them all you would just shut down. You can shut down a room or two, or stop the washer & dryer, but the power is on.

Regardless of whether you agree with the metaphor or not suffice it to say we all seek alignment in attitudes & behavior throughout the 24 hours of a day because it is just damn easier. I don’t have to think about what I am supposed to think, or do … or what is right, or wrong … or what is acceptable, or not acceptable.

The work place simply provides stimulus for overall attitudes & behavior … albeit a large stimulus.

I say all that to get back to the quote.

‘Worldly desires’ is a deceptively tantalizing objective … fraught with ‘no salvation by society’ peril.

Personally I believe we should be instilling more of this belief within today’s organizations and managers. And I believe we can do so without sacrificing ‘the bottom line.’ It is just that we have forgotten our moral responsibility (or possibly we have just forgotten the affect, impact, which we can actually have as business people on culture?).

Personally I also believe that in our current world of “things” not “society values” that we confuse “being cause related” with “bettering a society.”

It is mental masturbation.

Businesses have convinced themselves into feeling good because they are focused on a cause and yet within the organization they expound a ‘bottom line mentality.’

I am glad they feel good because it isn’t shared culturally.

In the end I believe there has to be a shift in business for us to be able to meet an overall ‘greater good’ of a better society.

Ok.

I don’t remember where I found this quote … “doing the right thing doesn’t really mean being correct … it is actually being righteous.”

Maybe, in the end, all I am suggesting is that business remember being righteous matters <and can still be profitable on a dollars & cents level and on a soul level>.

salvation by society

May 29th, 2012

I recently reread Peter Drucker ‘s “No More Salvation by Society” (from his really interesting 1989 book called “the new realities”) in which Drucker reflects on how businesses, governments <and politics> were shifting their focus on delivering ‘an everlasting society which achieves both social perfection and individual perfection’ to seeking ‘economic salvation.’ Let me translate that … money began to matter more than doing the right thing.

Ok. That is a big concept … and a big thought. And I as I read it it seemed to encapsulate an issue that really bother me about how many of today’s businesses (and management) are being run.

But first. My caveat.

I recognize that Drucker’s writing can seduce you into thinking his ideas and thinking are your one true love. He tantalizes you with obscure facts and references and tucks you in with a nice warm theory that makes you dream big thoughts. And while most known for management theory he has written brilliant thinking on government, politics, ideology as well as business.

So please note that while I love his thinking I believe, as with most theorists, taking it as the holy grail is fraught with peril.

That said.

His thought on Management and businesses and “no more salvation by society” is valid. And I believe the issue is more relevant and important today then even in 1989 when he offered up the concept in “the new realities.”

Ok.

The idea of Salvation by Society.

At its core it suggests businesses, and managers, have a responsibility to Society by creating ‘better people.’ Better as in values, moral compass and, in general, ‘do the right thing’ attitudes and behavior.  It is not about salvation through religion <although he does suggest at some point that in the vacuum created by businesses that religion would attempt to step in> but rather creating better citizens through conducting life within a ‘better behavior’ construct.

The shift. His basic premise is that at some point beginning in maybe the 70’s functioning society changed direction … from societal priorities to economic priorities.  In other words … we shifted from a society being driven by social power <values based> to a society driven by purchasing power.

This big shift was driven by the fact politics <and politicians> began integrating economic promise into their platforms thereby replacing social betterment (or salvation by society) as a governmental platform.

Simply said … ultimately, the holy grail became “increasing the purchasing power.”

Interestingly he foresaw several things <that will resonate as we think about it>.

He believed the disappearance of the belief in salvation by society would create an anti-society environment … and that salvation could only be achieved outside society … only in and through the person (he even suggests a withdrawal from society).

Once again. A Bruce translation. Let’s call this the growth of a “me” generation or “what’s in it for me” philosophy.

He may have meant it in a slightly different way but that is how his idea came to life.

He said in 1989 that the death of the belief in salvation by society, which for 200 years had been the most dynamic force in the politics of the west and increasingly globally, has created the rise of economic salvation (and a void in societal values … or salvation).

Once again.

This is not salvation by faith but rather Salvation by Society (Values wherein we do the right thing for the greater good.  Empower the weak. Make the tide rise higher for all morally). And, I agree with Drucker, we sacrificed that direction at some point.

Now.

This is a really big issue which has implications in the business management world (at a later date he addressed further implications in “Management as Social Function and Liberal Art”) as well as individual homes <and heads> and government.

Anyway.

Some thoughts.

About the blurring of the 99%

At the time he wrote New Realities the disparity between the haves and the have-nots was not as extreme as we have it today. But in a way he foretold it as we shifted from “salvation by society.”

By exploiting a common interest in prosperity we have created a ‘blurring of the 99%.’.

The blurring began as instead of “quality” interests <social and cultural values and styles> policies and programs were being developed to focus on individual ‘spending power.’

As he suggested … blue collar workers are clearly blue collar workers and yet in their lifestyle there is little left of working class except possibly preference of beer over wine. Their concerns are material … a motor home, a fishing cabin and retirement pension. They see exactly the same television programs as everybody else. They have exactly the same access to web based knowledge as everybody else. They buy the same consumer goods in the same supermarkets and they often take similar vacations. They do different work but they no longer lead different lives. They define status not through their economic interests <social and cultural values & styles> but rather through their spending power.

I don’t mean to disregard those within the poverty level but the reality is that it is difficult to discern massive differences within the 99%. Upper middle class is burdened with debt & upside down mortgages and lower middle class <the traditional blue collar> is actually relatively unchanged in their wealth situation. ‘Spending power’ is, through different formulas, of equal status.

salvation, society & government

Someone will point out, as Drucker also did, it seems to many of us that politicians and governments are pounding the “anti government” in their rhetoric … yet they are anything but.

They do not look upon government as the organ to produce a better let alone a perfect society. They see the function of government in specifics – to improve American competitiveness, to cut back the power of British trade unions, to make renters home owners, to improve farm productivity.

The role and the function of government is perceived as different and so is its ultimate aim.

So, beyond the blurring of the 99%, government is currently built upon the foundation of individual purchasing power … ultimately feeding the needs of the 99%. Their programs are not about producing a better society but rather ‘creating disposable income.’

In addition … even if government wanted to shift focus to bettering society … we have increasingly come to doubt that there is “one right answer” to any social problem. There are wrong answers for sure but we understand that social issues are much too complex to admit a simple answer. If they can be solved at all they always need several solutions – none of which individually are quite right. Sounds obvious doesn’t it?

Well. Here is a problem. In order to have popular appeal in today’s world any promise of “salvation by society” must be a simple “this is the only way (or at minimum ‘this is the best way by far’)”.

It increases the difficulty of re-finding our inner societal soul.

about society

In society, with the emphasis of authority, leadership, legitimacy, hierarchy, interdependence and individual desires all focused on purchasing power … rather than ethical responsibility as the ultimate evaluation of what is happening in society and how people act … it is not difficult to see how society issues suffer. And the implications with regard to programs and issues being discussed.

Ultimately Drucker outlines global implications with all societies and individuals. First. At the heart of Drucker’s explanation about the world economy is that the world economy will become a non-national flow of money and information as well as the trade within cross-border alliances. This translates into daily money flow exceeding what is needed to finance international trade and investment for several months <but … domestic economy may look completely different>.

Second. Information transactions (e.g., face-to-face, print, Internet, movies, and videos) are even larger and are “…probably growing faster than any other category of transaction in economic history.” <I found this very interesting he saw this as early as 1989>

Both of those leads us to the fact that the driver for growth, prosperity, and employment for every developed nation has become the international economy. That a domestic economy and international economies are indistinguishable except in a political, social, cultural, and psychological sense. On a side note … we should all note … we continue to focus most of our discussions ‘domestic – only’ and in fact we tend to lean toward an isolationist, or at minimum, a domestic policy as a stand alone <that is an issue by the way>. That thought is contrary to the actual economic reality (therefore we continue to have economic inefficiencies and strife).

Lastly, Drucker <remember … this is 1989> outlines how the Asian-rim nations (Japan, South Korea, Hong Kong, Taiwan, Malaysia, Thailand, Indonesia, and Singapore … he did not foresee China at that time …) have become the models for trade policy. Each of these nations has refrained from managing short-term economic fluctuations; rather, they have invested heavily in education and training, rewarded saving and investment, and penalized consumption. Also, these nations have given priority to performance on the world economy over domestic economic performance.

All aspects of these issues feed into a society that is becoming dysfunctional.

society is sick

More important than the economic issues there are unresolved societal problems of attending to the common good.

We are increasingly unable to address the problems of society and “…in every developed country, society is becoming sicker.”

The issue is exacerbated by the fact that as businesses fail at their commitment to society <see my next post … worldly desires> the government began establishing huge bureaucracies to attempt to address the issues … and have failed to measure up to the problem.

Drucker suggested a rise in “volunteerism” to fill the absence of this salvation thru businesses/government but I believe he ignores the overwhelming stress on time with people in today’s age.

In my eyes salvation by society needs to be reestablished within ‘existing hours’ <not volunteer hours> therefore businesses need to begin re-assuming its responsibilities to society.

The incompetence of government in solving social problems is not solely the government’s fault. It is more a reflection of lack of alignment between people’s attitudes & behavior throughout the day <work life and out-of-work life>.

In addition.

While I like the government assuming responsibility it seems like it should be a shared societal responsibility <including businesses>.

I have another post coming up on businesses and their role in ‘salvation by society’ but for now reading Drucker was like going to a doctor with symptoms of a sickness and receiving an analysis that makes you realize the problem may have been different than you thought.

We invest a lot of energy focused on “economy” (is it good, or bad, or improving, or sucking, or whatever …) and we don’t invest a lot of energy on society and the health of the citizenship.

We also seem to blame governments a lot.

And yet, I imagine, if I were to do a survey with two databases, one of typical households and one of business owners, and ask how they assess the health of their respective homes/businesses that by far the number one response would be an economic/monetary assessment. A balance sheet or balance statement assessment first and foremost.

I say that to make a point that this is about alignment … and shared responsibility … and a shared sense of priorities. To say government has a responsibility to society is to only complete a portion of the successful formula.

Anyway.

It may have been written in 1989 but Peter Drucker’s “the new realities” is thought provoking when examining the issues of today.

doing the right thing versus pleasing

May 23rd, 2012

Gabriel: This can’t be. You’ve disobeyed Him.

Michael: You gave Him what he asked for. I gave Him what He needed.

Rodrigo: Tell me … how often we settle for what is asked instead of what is needed (the harder choices)?

I have had this post sitting in my draft folder for months. This issue is one of my biggest peeves in the current business world. It has always been but has grown over the years (growth correlated to existing growth of actions within the business world).

And then Rodrigo gave me the opening in a comment he made on another post I wrote.

“How often do we settle” on the harder choices?

Ok.

Doing the right thing in business, it seems oddly enough, is tied to risk <and risk aversion>.

And risk aversion has increased in management (I have no source for this other than what I have observed).

Risk has always been about balancing that which is and that what you believe can happen.

And work (and personal) seems a lot about balancing what you think, or believe, is the right thing to do and pleasing (just doing what you are asked to do).

Sure.

One could argue by doing what you believe is right that ultimately you will please (with the end result) but work life these days rarely gives you the long term binoculars to permit the “end result” play. So the battle is within the moment.

And, frankly, I believe it is out of whack (the balance).

And it is really out of balance at a level of seniority (middle to lower-upper management) that it is detrimental to the success of businesses. Not just results success but culture success (which begets results success if you are wondering).

Why does it happen?

A lot of people at that level just don’t want to ‘rock the boat.’ They don’t want risk ‘extinction’ <their Reptilian brain kicks in and the survival instinct takes over>.

The survival spectrum in business is multi faceted and responsibility probably falls in a number of places (but I am going to focus on individual responsibility here).

I bring it up, first & foremost, because while I believe it occurs at all levels it is most egregious in older more experienced folk (who actually better understand what the “right thing” really is) and yet their actions clearly fall into the ‘pleasing’ bucket.

And I see it more these days than ever before.

The core of the behavior is fear.

Fear to make a mistake.

Fear to create some conflict among peers/management.

Fear to have spotlight on oneself <for possibly the wrong reason>.

Fear to having people perceive one is ‘slowing down progress.’

Now.  Fear is a harsh word so I will soften it a little with some practical realities. In a tight job market older more expensive unemployed stay unemployed longer.

And many older people have lost savings twice in their careers (early 2000s and recently).

And most older people didn’t have a work forever mindset but rather had a finish line <retire> and rest mind set.

So while the economy has certainly made most companies incredibly risk averse it has probably made older people within the companies think of risk as just another name for Satan.

Ok. I worded it that way purposefully. Because when coming across that random senior who constantly takes risk by the hand and says “let’s dance” most other senior folk look upon her/him as the devil incarnate.

So. Pleasing. In the old days it was called “phoning it in” <just going thru the motions trying to make things as smooth as possible until retirement>. I recognize it is very different now because no one feels completely ‘safe’ to retirement age … oh … and some people aren’t even sure when that retirement age is.

Therefore it all translates into a higher level of “pleasing.” So high it is unpleasantly sugary sweet and unpleasantly unproductive.

So while I softened fear (rationalized it at least) its end product remains the same. Lower productivity. By the way … ‘lower productivity’ is bad in case you weren’t sure.

Anyway.

I began with fear because that was the cruelest judgment I could offer.

Ok. Let me share the blame.

The company/organization. Patience within organizations appears to be at an all time low (if I could create a graph I would have inserted a funny graph showing how expectations have disproportionately increased versus patience … which has actually declined). As I began this post I mentioned risk aversion.

Pleasing has no real immediate risk to a person. And minimal down the road <particularly in this world of keeping emails with the intent to absolve oneself from responsibility>.

Doing the right thing, i.e., the more difficult thing to do … carried immediate risk <it will most likely create some organizational conflict at the moment> as well as will maintain some long term risk <most organizations suck at aligning behind a controversial decision once it is made>.

In the end … pleasing is almost always easy. It takes little or no effort <beyond a self cost of self esteem & self worth>.  Doing the right thing is almost always difficult. Yeah. Difficult. Think about it for a second. Practically speaking, in the work place, almost the only time you hear the “let’s do the right thing” words uttered it is in a debate/discussion of alternatives/issue resolution type situation.  Pleasing just … well … happens. ‘Do the right thing’ rarely just happens.

Regardless.

This kind of behavior, this out of whack balance, is not healthy.

Not healthy on two levels:

-          Organizationally: it creates a lazy organization. And an organization that most certainly runs a risk of lack of innovation and lack of constant improvement. Disharmony often creates a great melody. Pleasing creates a false sense of cultural positiveness. Everything I just typed is bad.

-          Personally: every single time an individual chokes back a ‘right thing’ response and pleases it becomes easier and easier to just please. It diminishes the mental edge <in business>. It diminishes self esteem <in Life>. Everything I just typed is bad.

Look.

Everything in life has some risk. And self preservation (keeping job) should have a high priority. But at some point I imagine everyone has to look in the mirror and ask the REALLY hard questions … the ones that you have to answer about yourself … with no excuses. Because ultimately, I imagine, it is the person in the mirror who makes you make the hardest choices.

Enlightened Conflict