Enlightened Conflict

I’ve accepted that everyone in life

October 16th, 2017

frustrate suffer people business outcomes destroy

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“I’ve accepted that everyone in my life is bound to hurt me but now I have to figure out who’s worth suffering for.”

 

—–

Bob Marley (maybe said this)

 

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Well.

 

When I saw the Marley quote the first time I thought about … well … ideas.

 

Ideas — thoughts about what to do as well as thoughts about oneself.

 

Uhm.

 

I would suggest that ideas … and thoughts about yourself … are inextricably linked together. I say that because behind every good idea, and bad idea, is some relationship between you <the idea creator> and someone else <a possible idea destroyer>.

 

 

intangibe idea yet to be future businessBehind every good idea is a good friend.

 

Behind every bad idea, and thought, is a bad friend.

 

And you know what?

 

It could be exactly the same friend.

 

Friends have an incredible knack for exploiting the cracks & crevasses in ourselves.

 

Why do I think this happens?

 

People, humans, individuals, are much much better at destroying something than they are creating something.

 

It’s not that we enjoy destroying <although there is some inherent satisfaction in taking shit apart> but I just think <know> it is easier.

Why the hell wouldn’t do something that was easier?

 

That’s why in business there are a shitload of people that can destroy ideas, people, thoughts, process, systems & institutions and a significantly smaller group of people who know how to build, create and navigate taking an insight into real action.

 

create to destroy 1

There are derivates of this thought like … “easier to criticize than …” … “easier to edit it than create” … “easier to find reasons to not do than to do” and, of course, “you have to break the pattern to create a new one.”

 

But at the core of all the snazzy little catch phrases is the fact 80% of people <at a minimum> know how to destroy and only 20% <at best> know how to create.

 

People just are better at dividing & destroying rather than effectively combining & creating something that ‘holds’.

 

But.

 

........... Pierre Pauselli ..............

……….. Pierre Pauselli …………..

The biggest thing you have to accept is that some people do it because it is easy and, unfortunately, some people do with a sense of focus, ferocity and frequency that … well … it just isn’t being done because it is easy but rather it is being done because they <a> gain personal satisfaction, <b> derive personal value and/or <c> are one of those people who simply enjoy destroying and dividing because it makes them look smarter (‘bigger’) in their own eyes.

 

Building self-value off of the easy path is kind of like admitting you are willing to be the tallest midget. The easy path, the ‘knee jerk’ path, only can help you reach a certain height.

 

A height? Yes.

 

But let’s say it can only attain a ‘rolling hill’ type height and not a Mount Everest type height.

The hardest paths in Life & business are the ones which offer the highest prizes – the monumental type wins <which offer you the highest self-value prizes also>.

 

Ah.

But my <c> … the ones who simply like destroying.

 

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I stopped holding on to people. I stopped revolving my world around them. If they stay, great; and if they don’t, others will come along and replace them, just like others would replace me.

 

—-

unknown

 

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Look.

 

Everything ends <at some point>.

Everyone is gonna hurt you <at some point>.

Nothing ever goes perfectly <at some point>.

Shit inevitably happens <at some point>.

Even creators are pretty damn good at destroying.

And creators don’t always create what they want to create.

Everyone knows how to destroy.

Not everyone either knows how to create let alone even how to create.

 

 

These are the Life truths no one sits you down and warns you about when you are a kid. In fact … many of these are mostly associated with the foibles of telling-truth-piss-you-offadulthood.

 

I don’t know why we don’t tell kids.

Maybe we want them to keep some of their childhood innocence or some stupid shit reason.

 

Shit.

 

I don’t know why we don’t tell adults.

Maybe we want them to keep some sense of the belief that anyone can create, good can come from destruction and ‘constructive criticism’ is a role of the ‘wise.’

 

Destroying shit is easy and you just should accept the fact that people will be more naturally inclined to do it … and not be disappointed or ‘suffer’ it.

 

Other than the assholes who seem to thrive only in destroying, most people are feeling their way through business and Life ‘becoming & unbecoming’ and part of that is learning what to destroy and how to create.

 

Saying that … well … I would say that you should probably very rarely treat someone as a finished human being.

 

And you should just accept the fact they will disappoint you on occasion and that is just a part of Life <and business> you just … well … suffer. Its aggravating and sometimes painful … but it is what it is.

 

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

“It is not fair to treat people as if they are finished beings.

Everyone is always becoming and unbecoming.”

 

—-

Kathleen Winter

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

 

Now.

 

THAT said … well … remember the ones I pointed out who only know how to destroy and actually seem to thrive on it?

 

Those you don’t suffer.

..... intelligence.org Nate Soares ...........

….. intelligence.org Nate Soares ………..

Especially in business.

 

In business you accept that people will hurt you and your ideas but there is absolutely a difference in types of hurt and the ‘destroyers’ should be insufferable.

 

Those who have no clue how to create anything and destroy aren’t worth a shit.

 

And you shouldn’t accept one sliver of suffering them.

 

Yeah.

I know.

 

In business some of these assholes actually make it to some senior position under the guise of ‘needed contrarianism’ and they aren’t really a contrarian … they are just simply someone who has no idea how to create anything.

 

And, yeah, you have to suffer them <at least for a while>.

 

But.

Here’s the good part.

 

You can make them suffer.

 

How?

 

Create something they can’t destroy. That kills them.

 

Anyway.

 

In the end.

 

Everyone is going to disappoint you at some point and a shitload of those same people will also hurt you in some way.

 

The truth is, in business & in Life, managing decisions is all about a thorough understanding of the decision’s hierarchy of needs & understanding the attributes surrounding those needs … and doing so in some finite amount of time … then decide that which generates the most rewarding outcome.

 

Uhm.

“Generates.”

 

Not all people can do this.

And, maybe worse, some people find ‘the most rewarding outcome’ is … well … not an outcome, nor ‘generating’, but rather destruction.

 

Just think about that for one last time.

 

If we all truly seek a rewarding outcome in which ‘rewarding’ is multiple in dimension — a rational reward and an emotional reward – it would seem to me that we would only suffer the people who desire this kind of outcome.  Or at least only suffer those actually interested in generating a rewarding outcome.

 

Destruction is not a rewarding outcome to anyone but the destroyer.

 

We should never choose to suffer destroyers.

create destroy pencil

 

 

Be wary … very wary … of those who you struggle to find any rewarding outcomes associated with them but only find they thrive on destroying things.

 

And remember …

 

 

Behind every good idea is a good friend.

 

Behind every bad idea, and thought, is a bad friend.

 

And 90%+ of the people will attempt to kill your idea and it will be up to you, and how you feel about yourself, to create the possibility your idea will not be destroyed.

 

a pragmatic primer for leading a business

October 6th, 2017

 

ideas thinking group community enjoy the tactic business

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“In general, people are not drawn to perfection in others. People are drawn to shared interests, shared problems, and an individual’s life energy. Humans connect with humans.

 

Hiding one’s humanity and trying to project an image of perfection makes a person vague, slippery, lifeless, and uninteresting.”

 

Robert Glover

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“Never go outside the expertise of your people.” It results in confusion, fear and retreat. Feeling secure adds to the backbone of anyone.

 

—–

Saul D. Alinsky

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So.

 

I was fishing around for some new ways to talk about leading a business <I get old habits new habits forward back progress life choice secretsbored with using the same words and thoughts over and over again> and I came across the Saul Alinsky quote … the second one I used upfront.

 

It resonated with me because I cannot tell you how many times I have sat in some company “forward thinking strategy” meeting discussing how we would expand the business … stretching not only beyond the existing functional strength of the business but also stepping beyond the existing expertise of the employees.

 

This is usually cloaked in the infamous “oh, if we can do this, we can certainly do this” statement … or the even more dangerous “we have always figured it out” mantra.

 

To be clear … progress is always tricky. And leading progress almost even trickier.

 

But, if you want it to be less trickier, ‘feeling secure’ is almost always a great step toward increasing the odds of success.

Now.

You can secure the … well … security … in a number of ways – some reality based and some emotionally charged ways.

 

And that is where Saul Alinsky comes back into the leadership discussion. He big plans ruler universewrote a book called Rules for Radicals: A Pragmatic Primer for Realistic Radicals in 1971.   He wrote it as a guide to community organization <uniting “Have-Nots”, in order for them to gain social, political, legal, and economic power>.

 

What I loved about the Rules, beyond the rules themselves, was that Alinsky believed, when organized and directed well, the community can determine & achieve its purpose & goal. That thought, to me, is exactly the attitude a leader attempts to create <supporting a vision offered by the leader> within an organization.

 

What I loved about the Rules is the rules themselves are actually signposts for how to have a company compete in the marketplace.

 

That said.

 

Let me share the rules and some brief thoughts with the rules. The Rules:

 

 

  • “Power is not only what you have, but what the enemy thinks you have.” Power is derived from 2 main sources – money and people. “Have-Nots” must build power from flesh and blood.

 

Far too often … despite the fact 99% of businesses unequivocally state “our difference is our people” … a business forgets to actually build their power off of flesh & blood.

watch people behavior what they say and doMoney comes and goes.

Machines and infrastructure does what it does.

 

But people, flesh & blood, is the true power. It pays, as a leader, to never forget that.

 

 

  • “Never go outside the expertise of your people.” It results in confusion, fear and retreat. Feeling secure adds to the backbone of anyone.

 

Every business I have been involved with has had an expertise. Uhm. The difficulty is that far too many leaders & managers wish the organization had a different expertise or they aspire to some other expertise.

I, personally, love the thought of isolating a company expertise, consolidating the inside expertise and using it like a battering ram in terms of progress.

People love doing things well and being appreciated for the expertise they have <and not diminished by suggesting they should have another expertise>.

 

 

  • “Whenever possible, go outside the expertise of the enemy.” Look for ways to increase insecurity, anxiety and uncertainty.

 

When I saw this one I almost chuckled. It is so good, so solidly strategically right … and I would guess 95% of businesses never think this way. Oh. They may be happy  identifying a “this is what we are better at than they are” and competing with that in their hip pocket … but I struggle to think of any business I have ever been involved with who has sat down and said “let’s go outside their expertise <and consciously accepting they have an expertise.”

 

Crushing a competitor is always fun but ignoring an opportunity to outflank them is stupid.

 

 

  • “Make the enemy live up to its own book of rules.” If the rule is that every letter gets a reply, send 30,000 letters. You can kill them with this because no one can possibly obey all of their own rules.

 

rule book leading a company behaviorOk.

 

Here is why I loved this one.

I loved it because bullshit & hollow rhetoric and promises/claims are strewn throughout the business world. I can guarantee, with 95% certainty, I could pick up any business’s vision & strategy & ‘rules of the road’ binder and find a significant amount of hollow shit. What would happen if I consciously attacked one of my competitor’s hollow shit? Make them live up to their own book of rules?

I am chuckling.

 

You would crush them.

You would crush them in two ways:

 

  • External perceptions: everyone knows almost all businesses make hollow promises but get aggravated when it becomes too obvious that the promise really is hollow

 

  • Internal perceptions: almost every employee simply accepts that some of the company rhetoric is bullshit but they accept it because it doesn’t really affect them. But if the hollow rhetoric becomes obvious AND a pain in the ass … discontent grows. Bitching at the water cooler increases.

 

This is an awesome leadership thought.

 

 

  • “Ridicule is man’s most potent weapon.” There is no defense. It’s irrational. It’s infuriating. It also works as a key pressure point to force the enemy into concessions.

 

I admit. Ridiculing your competition is fraught with peril. However … having i was not made to be subtle me Brucesome swagger and vocalizing your swagger is … well … infuriating to some competition. It puts pressure on them.

Ridiculing, specifically, what a competitor believes is their most potent weapon will … well … infuriate them.

 

Pick your path wisely … but there is absolutely nothing wrong with swagger, infuriating your competition and putting some pressure on them.

 

 

  • “A good tactic is one your people enjoy.” They’ll keep doing it without urging and come back to do more. They’re doing their thing, and will even suggest better ones.

 

Far too often some strategic guru envisions some tactic that will be smashingly successful and then attempt to imbue some excitement within the people who will actually do it. I think the best strategic thinkers find tactics that people enjoy AND can be smashingly successful. Unfortunately this is harder than you would think. But nothing really good is easy.

 

 

  • “A tactic that drags on too long becomes a drag.” Don’t become old news.

 

Amen.

A lesson we forget every day <and should not>.

 

 

  • “Keep the pressure on. Never let up.” Keep trying new things to keep the opposition off balance. As the opposition masters one approach, hit them from the flank with something new.

 

work value replaced effort smarts businessTactical adaptation is possibly one of the most underrated strategic decisions a business can make. While we talk a good game on this in today’s ‘digital world’ the truth is that most of us chase numbers more than we think about outflanking and expertise advantages. That is kind of the bane of the ‘big data’ world.

 

Numbers are good in judging things but, in the end, people & behavior are not numbers and no matter how good a tactic may appear in a number it can always be replaced.

 

 

  • “The threat is usually more terrifying than the thing itself.” Imagination and ego can dream up many more consequences than any activist.

 

I am not an empty threat guy, however, ‘power is what the competition thinks you have.’ My point here is not to make shit up and offer empty threats but rather the more you can make a competitor think, and worry, about the wrongs things the better off you are.

 

Stoke their imagination.over thinking mess

Make them have high falutin’ meetings pondering “what if” scenarios.

 

I wouldn’t do this to replace any of the other rules … but in combination?

 

Whew. This is good stuff.

 

 

  • “The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition.” It is this unceasing pressure that results in the reactions from the opposition that are essential for the success of the campaign.

 

Sometimes in today’s business world we treat tactics like spaghetti we throw against the wall and hope something sticks. I am not suggesting a business should invest gobs of energy developing operations to maintain constant pressure in INDIVIDUAL tactics but I am suggesting that strategic tactics tend to coalesce and operations can be developed to support them.

I imagine the real point here is hollow tactics may generate some numbers for you but they don’t really make any dent into the competition <which, inevitably, is the key to leading an industry>.

 

 

  • “If you push a negative hard enough, it will push through and become a positive.” Violence from the other side can win the public to your side because the public sympathizes with the underdog.

 

I love this thought because, let’s be honest, we have become a mamby pamby business world. What I mean by that is at the first glimpse of any significant negativity we tend to retreat or retrench. Pushing through a negative is not standard operating procedure in a business today.

 

Let me be clear on this one.

If you do Rule #5 well, you will infuriate your competition. An infuriated competitor reacts <usually with some desire to inflict some negative pain> — they will violently react. If you stay the course, maintain your expertise, well … you can push through and own a positive.

More businesses need to remember this.

 

 

  • “The price of a successful attack is a constructive alternative.” Never let the enemy score points because you’re caught without a solution to the problem.

 

the end game overI call this “consolidating a win.”

I cannot tell you how many times <but far too many> I have seen a business “lose after winning.” It is maddening, depressing & demoralizing … and completely avoidable.

Far too many businesses chase the success assuming they will be able to take a breath and take advantage of the success in a relatively timely fashion.

This is where ideas die.

 

In the take-a-breath moment.

 

This happens for a bunch of well-intended reasons … the most likely one is everyone invests their energy on the attack and a successful attack rather than diverting any energy & time to “what do we do when we are successful” other than maybe a framework of ‘what will happen.’

 

Unfortunately … frameworks do not consolidate.

The solution to this is so obvious I scratch my head as to why more businesses do not do it. Businesses always have two basic levels … the outside structure and the inside structure. The outside is the face of the organization and most typically is the one that pushes through and creates the ‘wins.’ The inside operations gets shit done … I have always had an ‘inside operations team’ well briefed and ready to go and insert them into the breach as soon as the win has occurred and have the ‘fresh team’ consolidate.

I could write an entire ‘consolidation strategy’ piece but suffice it to say your business gains value in a number of dimensions by doing it this way.

 

The larger point with this Rule is ‘don’t lose a win by not having a plan for when you win.’

 

 

  • “Pick the target, freeze it, personalize it, and polarize it.” Cut off the support network and isolate the target from sympathy. Go after people and not institutions; people hurt faster than institutions.

 

Well. Let me share the thought that first hit me on this … “a brand is a promise delivered in the store everyday” <this was The Limited’s phrase>. The point is that a business doesn’t exist if it doesn’t deliver upon what it promises.

 

That said … this is an important rule. As in a REALLY important rule that I bet crushed by objectives short term bludgeon99% of companies do not even think about let alone adhere to. Most businesses target another competitor’s users & customers and go about trying to steal them <persuade them to switch>.

 

Well.

 

What about instead we attacked the company, the support network … the “promise” as it were … and make the people who actually deliver the promise start doubting, or start feeling less than secure, or just “less good about their brand & promise”?

If we did this, we create a gap, isolate as it were, between what the customer thought they wanted and what they perceive they are getting or would get.

 

I love this rule.

 

I admit I had never thought about t this way before … but from here on out it is part of my leadership toolkit.

 

———

 

 

Okay.

 

control goal is to create something that will live together vision Life business

Those are some good rules for business.

 

But you know what?

 

It all comes back to the first Rule and my first quote.

 

Flesh & blood is the real power in any business and … people are drawn to shared interests, shared problems, and an individual’s life energy. Humans connect with humans.

 

Honestly … I don’t think most leaders ignore the fact the people in their organizations are important but I think we don’t elevate them to ‘flesh & blood is the power’ status.

And that is where the Rules come in.

Inherent to each rule, and the success therein, resides with … well … the flesh & blood. That is a pragmatic reminder for leading a business.

 

 

you believe that you are unworthy of care

September 18th, 2017

attention nobody cares gift message relevant

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“As a therapist, let me just say: almost every trauma survivor I’ve ever had has at some point said, ‘But I didn’t have it as bad as some people,’ and then talked about how other types of trauma are worse. Even my most-traumatized, most-abused, most psychologically-injured clients say this.

 

The ones who were cheated on, abandoned, and neglected say this.

The ones who were in dangerous accidents/disasters say this.

 The ones who were horrifyingly sexually abused say this.

The ones who were brutally beaten say this.

The ones who were psychologically tortured for decades say this.

 

What does that tell you?

 

That one of the typical side-effects of trauma is to make you believe that you are unworthy of care. Don’t buy into it, because it’s nonsense. It doesn’t matter if someone else had it ‘worse.’

 

Every person who experiences a trauma deserves to get the attention and care they need to heal from it.”

 

hobbitsaarebas

 

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“It’s true, I suffer a great deal–but do I suffer well? That is the question.”

 

Thérèse de Lisieux

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“… victimization is a way of attracting sympathy, so rather than emphasize either their strength or inner worth, the aggrieved emphasize their oppression and social marginalization.”

 

—-

sociologists Bradley Campbell and Jason Manning

 

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Whew.

 

still talk about it you care about it trump reporting on oneselfBelieving you are unworthy of care.

I call this “victimhood backlash.”

 

Now.

 

This is different than feeling unworthy of love, respect or … well … unworthy of something or any of that type of thing.

 

In fact.

 

This is actually the exact opposite of a victim mentality.

 

This is when something truly bad has happened to you <you are a real victim of something> and you look around and say “whew, they are the real victims.” In a real sense this person then constructs an extremely viable narrative to suggest that while they are in a shithole … their shithole is nothing compared to some other people’s shithole.

 

This is not self deprecation … it is a sincere feeling that what you did or experienced was closer to ordinary rather than extraordinary.

But.

I say this unequivocally  … even if someone is shrugging off help or maybe even adamantly opposing the help … a hole is a hole and you need help getting out of holes.

 

Someone may not think they are worthy of care, or asking for help … but they need it.

 

Anyway.

 

I have two thoughts on this ‘believing unworthy of care’.

 

First.

 

A hole is a hole.

If you are in a hole, it is a hole.down in a hole layne alice in chains

 

I have written this before … a shithole is a shithole. We are not in the shithole comparison business. All shitholes are dark, deep and often don’t have a visible ladder to get out of the shithole.

 

To me?

 

Horrible is horrible.

A black hole is a black hole.

And while maybe not all holes and abysses are created equal … all seem equally deep, dark & shitty when in one.

This may not be literally true … but figuratively I tend to believe that is how we view it when encountering some shit Life gives us which places us into some dark hole.

 

Second.

 

I do not believe that victimhood is some cultural crisis <the sociologists I highlight upfront do suggest that>.

 

Yeah.

 

The things for which we can publicly accept the fact we were a victim of has certainly increased. This doesn’t mean more shit, and shitholes, have occurred … it is just that it is now more acceptable to admit them and address them.

 

Can this get out of whack? Sure.

 

But a long as someone isn’t creating a shithole and claiming being a victim then .. well … a shithoe is a shithole.

 

I would suggest that we want people who feel like they are n some shithole because they were a victim of something to speak out regardless of whether an falling down the rabbit holeeveryday schmuck like me may look at them and say “c’mon, be real, that’s Life” and maybe we should be focusing on how to better address them when they speak out.

 

We need less pandering and more reality management.  We need less judgement and more dialogue.

 

We need to grow a dialogue culture. Rather than responding to comments or behaviors with less condemnation or judgement and more engagement to engage rather than repel <without increasing victim mentality but rather managing it>.

 

But we do not want anyone at anytime to believe that they are unworthy of care.

 

Anyway.

 

I can almost guarantee almost everyone will either slip into a hole or go crashing into a hole at some point in their Life.

And that person <which means, uhm, everyone> will need help getting out of it.

 

For if you permit someone to linger too long in the hole … well … the abyss will gaze into them. And inevitably find some dark corner in the mind that they will find a place to live, eat and breathe for years and years to come.

 

Just accept what I just said without shrugging or thinking “that’s some bad shit.”

 

<Most> Holes are fine in Life.

 

They are part of Life.stay in the hole

 

Regardless of whether the shithole is incredibly shitty or just basic shit they have the same intended conclusion — you just have to make sure you know how to get out of them.

 

Ah.

Which leads me back to the opening quote.

Someone who believes that they are unworthy of care.

 

I say that because you can spend a lot of time looking around at other shitholes thinking about how to get other people out of their shitholes … all the while ignoring your own shithole, avoiding finding a way out of our own shithole and, maybe the worst, if you gaze long enough into an abyss … anyone’s abyss … it will gaze into you.

 

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“And when you gaze long into an abyss the abyss also gazes into you.”

 

<Beyond Good and Evil> Friedrich Nietzsche

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Look.

 

I have had this debate a zillion times … the one where you discuss who has it worse.

 

Who is going through tougher times.

Who has actually gone through a tougher time.

Maybe even discussing a bad moment in life as horrible, but always discussing ‘horrible’ relative to other horribleness.

 

pick a hole in the sky and we will all be n troubleAnd while it is most likely true that, regardless of your situation, someone somewhere has it worse than you do … that thought only seems to offer some false comfort nor does it really offer any solutions.

 

To me … comparing bad situations is not only not very helpful but it also tends to suggest the wrong thing to me – “my suffering isn’t equal to your suffering.” Which tends to lead to “I don’t believe I am worthy of care.”

 

Bad. Wrong.

 

I do not believe we should be in the shithole comparison business.

A shit hole is a shithole and anyone in a shithole is just as worth of care as anyone else in a shithole.

 

 

leadership, resentment and impact on delegation

September 8th, 2017

resentment definition

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“I eventually came to understand that in harboring the anger, the bitterness and resentment towards those that had hurt me, I was giving the reins of control over to them.”

 

Isabel Lopez

 

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“Beware of those who are bitter, for they will never allow you to enjoy your fruit.”

 

Suzy Kassem

 

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

 

 

Well.

 

Spite and resentment is one of the least discussed business ailments in the resentment fear angerbusiness leadership and organization world.

 

What I mean is that businesses around the world <including the good ole USofA> are strewn with middle management and upper management who carry a full backpack of resentment. This backpack has a nifty well designed logo on it — victim.

 

I would imagine <this is a guess> that this significant sprinkling of people in the business world carrying around the resentment of being victimized in some form or fashion do not hold the most senior spots but rather they hold the responsibilities most dangerous to the overall health of an organization – middle management.

 

They are most likely not at the top because those people got the positions they deserve <mostly>.

 

The ones who carry resentment are the ones who have been promoted “too slowly” or maybe haven’t been “recognized for the talents they offer” or maybe have been passed over by “someone who doesn’t know half the shit I know” … and then … to their satisfaction … they have FINALLY been promoted.

 

They take the step up but before they do … stop at the bottom of the stairs to pick up their backpack of resentment … and then accept the step up.

 

I often think of this as the ugly underbelly of ‘entitled’ or “finally getting what one deserves.” This is … uhm … in other words … resentment. And resentment carries a nasty quiver of grievance arrows to shoot when given the opportunity.

And grievances have a nasty habit of being one of those things that like to be addressed and not ignored.

 

Now.

 

Some people confuse this with “carrying a chip on their shoulder” which is what got them to where they are today.

 

Uhm. That’s bullshit.

 

People mistakenly conflate “carrying a chip on their shoulder” with ambition.

resent chip on shoulder

 

It’s not as simple as that. In fact … that simplistic ‘go about business like they have a chip on their shoulder’ is actually just a lazy attitude toward motivation.

 

It is more often than not some self-created ‘boogieman’ someone has created in their mind in order to go out and be your best. That’s bullshit. If that’s all you have for motivation … well … that’s just not good <for you and the people you work with>.

 

Yes.

In small doses a ‘chip on your shoulder’ can give you some well needed nudges to “I will show them” attitude at some key moments.

 

No.

Large doses, or constant, “conducting myself with a chip on my shoulder” attitude simply makes you … well … an asshole.

 

You become an asshole because this 100% chip on shoulder attitude actually makes hate, in some form or fashion, the energy to drive everything – it creates an outsized sense of grievance which you bring with you wherever you go.

This grievance not only seems to pour from every pore in this person but also seems to appear every time this person makes a decision <if not in the words they say>.

 

Yeah.

 

The resentment people can be crafty.

 

resentment are wsps in memoryCrafty in that they justify their behavior not just based on their outsized chip but more often that they are standing up for all who have been overlooked and begrudged of what they were entitled to by some unfair system or ‘cadre of assholes driven to let mediocrity thrive.’

 

It’s another version of us versus them but with a total selfish foundation.

 

In addition.

If they are good at masking their resentment, each decision, taken as mutually exclusive of all other decisions, can maybe be explained as a ‘personal issue being addressed’ or sometimes even simply an impulsive instinctual decision.

 

That’s bullshit too.

 

I am not suggesting all employees burdened by an unhealthy weight of resentment are actually bad managers and business people <in a pragmatic competent sense> but they do have a nasty tendency to have built this façade of some “personal brand” which they have honed over time as they have been ignored & overlooked so much so that all decisions and choices get instinctually filtered through this personal brand filter.

 

Nothing is impulsive, nothing is “resentment driven” and nothing is “addressing a grievance” … it is all simply driven by the personal brand.

 

What makes this behavior confusing to people <in terms of trying to discern motivations and the sense that there is an unhealthy amount of resentment incorporated into the management style> is that there is no long term strategy … it just assumes that all transactions meet the brand therefore, in the long run, it is good.

 

Exceeding expectations is defined in a transaction by transaction basis and secret ingredient is resentmentweapons used to meet expectations <responsibilities> are justified a means to an end. In other words these managers can screw anyone they want professionally but if within that specific project, assignment or transaction the greater organizational expectations are met or exceeded … well … this manager has “won.”

 

Oddly … this behavior creates an odd sense of consistency … & inconsistency. It can often appear inconsistent in that the actions, behavior & decisions are not particularly driven by any business philosophy or ideology … or even based on what is right or wrong.  This drives the appearance of inconsistency.

The consistency is grounded on vindictiveness. This doesn’t mean any and all actions are vindictive just that if the opportunity arises to address some self-defined grievance and the window of opportunity to be vindictive opens … well … this person will jump through that window.

 

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

 

“I must fight with my weapons. Not his. Not selfishness and brutality and shame and resentment.”

 

John Fowles

 

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

 

waste time on resentment an blame energy businessHere is the problem with all that I have shared today.

 

Resentment is part of the devilish trinity of bad shit in a business environment – fear, anger, resentment.

All the yesterdays make this person angry and humiliated and, frankly, they feel like they have been taken advantage of.

 

It creates a negative emotional foundation from which all behavior and actions are leveraged from.

 

I could argue that this is a cultural thing. Something like a “culture of entitlement” in which people feel like they are promised promotions & money simply because they work hard.

I will not.

This is an individual issue.

Individuals are responsible and complicit in this attitude and behavior – culture does not force them to do anything and think anything on this issue.

 

I could argue that this is some version of culture encouraging a larger sense of victimhood.

I will not.

This is an individual issue.

It is not victimhood if you shoulder your own responsibilities and are ‘punished’ if the chips do not fall your way.

 

I could argue that thus is some warped version of culture encouraging unrealistic expectations.

I will not.

This is an individual issue.

Expectations are defined personally … society and culture doesn’t tell you what to expect … you craft that expectation all by your lonesome. And, I have news for everyone, while Life & business can be pretty cruel and unfair, in general, those who have ability and work hard do not typically get overlooked or left behind. Hate to tell the “resentful managers” but … well … I feel pretty confident suggesting that as a basic business truth.

 

never remember the cost of resentment

The only thing I will argue is that someone who has a big backpack of resentment should never be a leader.

 

Why?

 

Anger today.

 

Resentment of yesterday.

 

Fear of tomorrow.

 

That is the trio of partners in crime in this sad story. I have to tell you. I am fairly sure no business wants those three sitting in any one office every day in their business.  And I am absolutely sure these are not qualifications one seeks in a new employee.

 

humans can do it so quietly

September 5th, 2017

Finding the white space

 

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

 

“The worst thing about falling to pieces is that humans can do it so quietly.”

 

inkskinned tumblr

 

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

 

“The loneliest moment in someone’s life is when they are watching their whole world fall apart, and all they can do is stare blankly.”

 

——

F. Scott Fitzgerald

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

 

 

Well.

 

Stark.

 

That is what I felt when I put these two quotes together for the first time.

stark horizon life view

Starkly absent of cynicism, pessimism or optimism.

 

Just stark.

 

Stripped of any hues of Life.

 

That’s what I felt.

 

Shit.

 

I then sat back and said “whew, if I felt that … imagine how someone feels who actually writes these things.”

 

And maybe that is my point.

 

Most of us can only imagine how it feels.

 

Most of us, at our worst, get only a glimpse of this starkness.

 

And even then our stark is most likely not this stark.

 

 

Now … what I do know that humans can fall to pieces incredibly quietly.

 

I do know that starkness is difficult to express to someone who has never seen fill-emptiness-empty-with-various-thingsstarkness.

 

I do know that there are most likely more people who, on the outside, are holding their shit together so well that most of us don’t even think to offer a ‘are you doing okay’ question.

 

I do know these are the people who so quietly are falling apart.

 

So here’s the deal.

 

Falling apart is falling apart. What I mean by that is everything, and I mean everything, that falls apart makes some sound. You just have to listen closely enough to hear it.

 

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

 

No, now you’ve got me interested, I want to know

 

exactly what seems wrong to you, how something could

 

seem wrong to you. In what way do things get to be wrong?

 

——

John Ashbery

 

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

 

 

You have to listen closely for the sound one makes when they fall to pieces noise silencequietly.

 

For there is a sound.

 

It may be just a whisper of a sound. You may even confuse it for the rustle of falling leaves.

 

But.

 

Quietly or not … as the pieces fall apart they make a sound.

 

You just have to listen closely.

 

This gets even trickier. Let me go back to my ‘stark’ opening. If you have never truly experienced stark, it is difficult to see this kind of starkness.

Sure.

You may get a sense of ‘something wrong’ but far too often we skate along the superficial surface of ‘something wrong’ assuming lack of depth or “not any starker than we have ever seen” and … well … we miss the true starkness.

 

My point?

What may sound like the rustle of some dead leaves on the ground may actually be the sound of some starkness we cannot even imagine.

 

By the way … what differentiates humans from other species isn’t opposable thumbs or the size of our brains … but rather compassion and an interest in humans – interest as in doing better, being better and jut … well … a better life <and helping people be better if they are not>.

 

While, of course, we want it to be better for ourselves we don’t want it to suck for others. And we certainly don’t want anyone to have such a stark existence that their Life retains no color or, worse, no hope.

 

The difficulty in fulfilling this inner innate characteristic is the outer irate characteristic of Life. It is always angrily demanding you to focus on it … and not the other humans occupying Life.

 

Look.

 

I am not suggesting running around listening to everyone’s whispers looking to save everyone.

 

I would suggest that the two quotes I used reminded me that saving a human … life whispers listen closelyjust one … can sometimes be enough.

 

Just listen closely.

 

Humans can fall to pieces so quietly. And no human, even someone we really do not like much, deserves to have such a stark existence that … well … they can only stare blankly at a Life falling apart.

 

a change has come over the affairs of mankind (as it always does)

August 28th, 2017

 

generation think attitudes collective individual share

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

 

“… my spirit is also cheered by the obvious tendencies of the age in which we live. No nation can now shut itself from the surrounding world and trot around the same old path of its fathers. A change has come over the affairs of mankind.  … intelligence is penetrating the darkest corners of the globe.”

 

——

Frederick Douglas 1850

 

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

 

“The ultimate test of man’s conscience may be his willingness to sacrifice something today for future generations whose words of thanks will not be heard.”

 

Gaylord Nelson

 

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

 

 

Ok.

 

Because of the business I am in <marketing advertising & business strategic unique abilityconsulting> I am constantly inundated with the hyperbole associated with “new and unique.”

So, I admit, I am always skeptical of “worst ever”, “best ever” and “whatever superlative you want to toss out” ever.

 

That’s why I almost always step up to the plate when I hear someone suggest how the world is changing like it has never changed before.

 

Or that our situation has never been worse.

Or something is better than it has ever been before.

 

I admit.

 

I kind of chuckle when I hear all this.

 

I often seem to create a maelstrom of conversational misery when I state things like “change is the constant companion of every generation” … or say something like “it isn’t any more difficult for this generation … it is just different.”

Or even when I pull out the quotes I used to open this piece.

 

Frankly.

crazy changes the world

Most people my age think I am nuts when I say it.

 

Shit.

 

Most people any age.

 

Or think I am out of touch with what is happening around us.

 

Ok.

 

If I were sensitive, I would care.

 

Or more likely I would care if I didn’t find quotes like this.

 

“… my spirit is also cheered by the obvious tendencies of the age in which we live. No nation can now shut itself from the surrounding world and trot around the same old path of its fathers. A change has come over the affairs of mankind.  … intelligence is penetrating the darkest corners of the globe.”

 

Sure sounds like something you may have heard recently from some pundit on TV.

 

But.

 

This is mid 1800’s in a speech in NYC.

 

It is a fact that each generation has faced some radical change and thought process and attitude shift.

 

Yup.

 

I could argue <and I have> that the more things change the more they stay the same.

 

ideas crazy light

They stay the same because … well … we move on, we progress, we improve upon what is. Inevitably, as that happens, each generation gets “left behind” as another races toward what will be.

Think of it as tectonic plates in which friction occurs as the new plate slowly <and sometimes quickly> surges over the older plate.

 

Yeah.

The older tectonic plate.

 

The one that is supposed to be smarter.

 

The one that is supposed to know the best.

 

The one that “got us to where we are today.”

 

The one that suggests “why throw away what appears to be good.” 

 

Well.

 

The one has someone scraps of truth in what they are thinking.

 

Pieces or parts smarter and know the best?

Yes. Sure.

 

On the whole?

Nope.

 

Why?

 

You don’t know what you don’t know … and if you hunker down on only what you do know … well … that is called “stagnant.”

 

Ok.

 

To be fair.

change-people-technology

A minority of those being left behind actually enjoy the change an the friction and the conflict. These are the ones who empower the youth. Fuel it. Guide it. Not restrict it. Those few get to enjoy the ride toward “what will be.”

 

But they are a minority.

 

On the whole the majority of any older generation holds on for dear life to what they know and makes them comfortable. And it would possibly be okay of they did that and remained silent … but instead they complain and gripe about what is lost within the following generations and, ultimately, go to some fairly absurd lengths to try and slow change.

 

It is too bad.

 

For by focusing on what is lost they neglect to have the amazing opportunity to see what is gained.

 

But.

 

Regardless.

 

In the end.

 

Change comes upon us whether we want it or not.  As Frederick Douglas said in 1850 … ‘you cannot ignore the intellect of the world.’ Change is our constant companion <and mostly a friend> … at all times we face “a change has come over the affairs of mankind.’

 

True in 1850.

 

True in 2017.

 

True in 2150.

 

This doesn’t mean that we are not slow to change … because we are. Change in mankind is like turning a full tanker ship.

Part of this slow change is actually a reflection of mankind’s survival DNA.

 

And if you want to debate the ‘slow change’ than maybe accept thinking of it more like Schumpeter’s Creative Destruction. The small rise up disrupting and destroying the status quo and that of ‘the big’ … and through their destruction <eating away at the status quo> they begin recreating what is into what could be and what will be.

 

Now.

 

I am not suggesting all past experience should be ignored. But it is a fact, a change self getting better and worse same timetruth, that the older generation needs to be able to let go of some ‘beliefs’ in order to free the change that is inevitable in the affairs of mankind.

 

I say that recognizing this is not a truth because they were wrong in the past but rather because they are wrong ‘now.’

 

Effective change demands a healthy dialogue and relationship between the past perspective and a new perspective.

And this is where the current affairs of mankind tend to fall short … they lose perspective as time goes on because they have cocooned themselves within their successful behavior.

 

Regardless.

 

This post all comes down to several overarching thoughts.

 

Each generation faces radical adversity.

 

Each generation facilitates extraordinary change <typically beneficial as a whole>.

 

Each older generation is extraordinarily reluctant to release that which is comfortable to them <and what they “know” … or believe to know>.

 

And, lastly.

 

We older folk, manager types, should reflect upon this.

 

Why?

 

Because we are managers.

And we are managers of those who will foster the abilities of those who will beget what will be better than what we have done or created.  That doesn’t diminish what we have done. And we should embrace the fact we have created an environment for others to go farther than we were able to go.

 

We wonder why managing young people <call them millennials if you would like> is so difficult?

 

Well.

 

It is because we are holding them back <in general>. It’s like trying to tame mustangs in the Wild West. Except we, unlike the savvy old cowboys, don’t change me twitterreflect on the beauty of the wildness of the mustang as we try and tame them. We simply see the wild untamedness and believe it is a shame they are so wild.

 

Older managers, to be successful, need to admire the beauty of the untamed.  And not seek to break the mustangs but rather guide their energy to enable them to take the herd to the heights it deserves.

And maybe even more important … older managers need to remember they are not the mustang’s mothers & fathers but rather we are savvy cowboys seeking to guide energy.

 

Anyway.

Is this poetic metaphor a bad one? Maybe.

 

But certainly something worth thinking about.

 

A change has come over the affairs of mankind … uhm … the more things change the more they stay the same. This is not anything unique … this is called “progress.”

 

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

 

“Those who stand for different causes during different generations often experience the same oppositions and the same difficulties as those of the previous and the next generations. That is the basis of history repeating itself.”

 

Criss Jami

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

 

 

you do not get credit for what you are supposed to do

August 28th, 2017

 

work doing the best you can not enough

===

 

 

“A diamond is a chunk of coal that did well under pressure.”

 

——

Henry Kissinger

 

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

 

“When you do things right, people won’t be sure that you have done anything at all.”

 

God (in Futurama)

 

===

 

Well.

 

 

Think what you want and say what you want to say about Kissinger … but the unseen lifeopening quote is awesome <although, geologically speaking, it may not be truly accurate>.

 

In our quest for recognition as a leader many business people, and leaders in general, seemingly get shoved <on seemingly a daily basis> into some absurd universe where everyone judges you <mostly on some absurd views of ‘being noticed is what matters’ or ‘shine bright like a diamond‘>. I say that because this means thinking of yourself as a piece of coal seems … well … quite underwhelming and quite ‘unleaderly’ <I made that word up>.

 

Uhm.

 

But.

 

One of the most frustrating things you learn early on in a management career path is that you do not get credit for what you are expected to do.

 

And maybe what makes this most frustrating is that this lesson applies to a crisis as well as the most mundane everyday grind responsibilities.

 

But.

 

The thing is as you gain more and more responsibility you learn that this is actually a good thing.

 

People like reliability.

 

People like consistency.

 

People like a foundation of quiet competent leadership.

 

People like you doing what you are supposed to do <with little fanfare>.

leadership confidence credit insecure Trump

 

 

This is a lesson learned early on in a management career … and you can tell the leaders who <a> did not learn it or <b> saw the lesson but lack self-confidence … because they … well … ignore the lesson and exhibit ongoing aggravating self promotion <even on the things they are expected to do>.

 

That said.

 

This doesn’t mean you aren’t tempted to take amount or two to point out in some fairly loud messaging that you want some credit for what you are doing.

 

This is the ‘dance.’ The management & leader “credit dance.’ I call it a dance because every good leader knows they have to do some self-public relations and, yet, they don’t want to be seen as doing any overt self-public relations.

 

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

 

“The price of greatness is responsibility.”

 

—–

Winston Churchill

=======

 

Being a great leader is all about doing your job and doing the right things at the right time … and <I imagine> figuring out how to actually tell people that you did the right things at the right time. This means not being seen a as blowing your own horn or being some narcissistic attention seeking, credit seeking asshat but rather one who understands it really isn’t about gaining credit or accolades but rather reassuring people that the right things, the good things, just get done under your watch.

 

I would note that reassurance is a powerful tool.

 

It is powerful because doing things right isn’t about small … nor large … but if you do it right … really right … people will not really be sure that you’ve done anything at all and, yet, feel reassured that you are there.

 

Now.

 

In today’s bombastic world it can actually become a bad thing if no one notices. Why? <insert a ‘huh?!?’ here> because someone else at the exact same time is telling everyone what they did … and yes … unfortunately … often the squeaky wheel does get the grease.

 

Aw heck.

 

The truth is that the value is never in the credit. And leaders know that. And we everyday schmucks need to remind ourselves of that more often.

 

—-

“I alone cannot change the world, but I can cast a stone across the waters to create many ripples.”

————

 

Leaders know that the little things can matter and that just delivering upon good person what you do not what you saywhat you are supposed to do really matters <a lot>.

 

A subtle touch can create the needed ripples. Doing what you are supposed to do insures the right ripples are always … well … rippling.

 

Good leaders know you can be the initiator, instigator or implementer … or even all of them … and it doesn’t really matter.

 

I would note that within the realm of doing what you are supposed to do about the only thing that can truly diminish ‘greatness of simple doing’ is not accepting responsibility – for the bad and the good and all that it takes to get to either place.

 

I would be remiss if I didn’t point out that what I just stated is ‘character’.

 

Leaders don’t lead by asking or telling people to follow it most often happens by doing the shit you are supposed to do really well.

I know. I know. that doesn’t sound “great” but greatness really cannot be achieved without it.

 

Oh.

This kind of suggests that greatness is a contradiction.

 

Let’s use Winston as an example.

Huge ego. MASSIVE ego. Charismatic speaker. Maybe one of the greatest orators of all time. Made some huge mistakes. HUGE mistakes.

 

But humble in his responsibility. He permitted  the people to get credit for success and strength and what needed to be done … all the while doing what he as supposed to be doing.

 

He was vocal, and sincere, on issues and the people of Great Britain getting credit.

All despite his ego.

 

Great leadership reflects a unique balance of ego and humility.

Ego to effectively lead and humility to be effectively followed.

 

I would imagine those with the greatest character reside somewhere on the line between those two things.

 

I would imagine those with the greatest character reside somewhere in between not getting credit for what they are supposed to do and actually being acknowledged for enabling greater greatness.

 

Well.

 

I know it isn’t popular to say this but most of the best things in Life, and leadership,  are found in the unspectacular:

 

  • The best people more often than not go unseen and unnoticed by the majority.

 

  • The best moments more often than not go unseen until looking back.

 

Just as perfection is most often found in the imperfections … spectacular is most often found in the unspectacular. And, yes, doing what you are supposed to do is unspectacular.

 

But I would argue the spectacular would never ever happen if the ‘supposed to do’ shit never happened.

 

In the end.

 

do what you said you would

Great leaders are often judged by what you don’t see them doing. This also means great leaders are often judged by what they feel comfortable remaining silent about … by what they don’t say about what they are supposed to do and supposed to be.

 

I would be remiss if I didn’t point out this is a little more difficult than it may appear. It is a little more difficult because a great leader does have to have some ego and some higher level of confidence and, therefore, some positive affirmation kind of helps to put some well needed oxygen back into the confidence balloon.

It takes a awhile to learn you don’t have to ask for oxygen or even try and fill it yourself … well … at least good leaders learn that … the bad, insecure ones never do.

 

 

pardons and the trump equivalency trick

August 28th, 2017

laws dilbert

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

 

“At his best, man is the noblest of all animals; separated from law and justice he is the worst.”

 

—–

Aristotle

 

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

 

“We must reject the idea that every time a law’s broken, society is guilty rather than the lawbreaker.

 

It is time to restore the American precept that each individual is accountable for his actions.”

 

——

Ronald Reagan

 

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

 

 

Well.

 

If there is one thing the Trump administration does well, really well <great just because you can Trump should notagain even> … is to find some scrap of equivalency to suggest what they have done or said is “normal.”

 

In addition, they gird their normalizing arguments with “because he can” simplistic tripe.

 

This is the Trump business mantra applied to the presidency … ‘it is technically legal & norms are irrelevant’.

 

This is the lesson that Trump appears to have ignored, the one where parents teach every child “just because you can doesn’t mean you should.”

 

Look.

 

Presidents can pardon whoever they want convicted of a federal crime … not a state crime. Technically Trump was within his ‘technical rights’ to pardon Sherriff Joe Arpaio and, literally, he wins because “the left” and Republicans’ with any sense of norms will go ballistic.

But I would suggest society actually loses on this one <as does the American legal system>.

 

In a normal world this pardon may appear in the overall scheme of things as small potatoes … but it is not. With this president it edges onto the slippery slope of a new normal <which is not normal nor desired normal>. It edges into an undermining of the justice system.

 

Hear me out.

 

2 things make me say this.dear mr president letter trump

 

How Trump gave the pardon verbally.

 

He suggested in his words that the Sheriff was just doing his job well. In other words … the laws were either wrong or the law of the land restricts people from doing their jobs. Uhm. And that the president is the judge of whether the laws are right or wrong, constricting or supportive.

The words matter just as much as the pardon itself. The words send a message with regard to how people should view laws and the legal system.

By the way … the words are as much Trump as anything we have ever seen … only he knows what laws are truly worthy and he rules his business that way. In his mind Trump is the sole arbiter of right versus wrong & legal versus ‘useless law.’

 

 

How Trump came to the pardon.

 

He offered the pardon without his Dept. of Justice. In other words … the DOJ and what they thought <or knew> was irrelevant. Process and legal minds are irrelevant … he is the law <a shiver went down my spine as I typed that>. It should be disconcerting to any and all that Trump appears to come to a conclusion about something, particularly what is legal and what isn’t, without seeking the legal process to back it up.

 

But.

 

justice statue sword fight for libertyAt the root of the issue is that a “law & order” president just pardoned a ‘law & order employee’ who … well … not only flaunted the law but broke the law of rights. The fact is he is not a law abiding sheriff if he’s disobeying a court order <let us remind ourselves that this charming fellow was a convicted sheriff, who ran sweltering, punishing jails where inmates died and was accused of targeting Latino residents … AND … during the litigation that led to his conviction for criminal contempt, he hired a private detective to investigate the wife of a federal judge hearing a case against his office >.

 

And at the root of the Trump issue <as if there is just one rotten root> is, as USA Today points out, Arpaio didn’t meet the Justice Department guidelines for a pardon. His conviction wasn’t five years old, he hadn’t expressed remorse and he hadn’t even applied to the Office of Pardon Attorney.

The day before, press secretary Sarah Huckabee Sanders said the president would follow a “thorough and standard process” in considering the pardon.

That process usually requires seven layers of review and an FBI background check.

 

 

That did not happen.

 

Past Bush ethics Chief counsel Richard Painter said:

 

—————–

 

Well, I don’t see how this would have made it through any normal process.

This sheriff has been known for lawless acts for many years. I don’t think he would have lasted one week as a sheriff in my home state of Minnesota. We trump soul behavior tweet revealare a law and order state. Many places are. We favor law and order in the United States.

 

When a judge tells a sheriff to do something, the sheriff does it. That’s what law and order is all about. And if you’re in contempt of court and you’re a law enforcement official, you’re abusing your power. You should not be pardoned by the President of the United States.

 

And the message here is very clear: the President likes sheriff Joe because he likes going after immigrants. He was going after minorities. And that’s the clear message here. And I think it’s really reprehensible and I wish that something could be done about it. We gotta think seriously about whether Donald Trump is fit to be President of the United States.

 

I’ve been a Republican for thirty years and we’ve got a lot of great people in the Republican Party. Who can serve honorably in this United States government and can serve this President of the United States.

 

This is just one more stick in the eye to the minority community and to those victimized by the very few people in law enforcement like sheriff Joe who choose to use their power abusively. And choose to ignore the orders of the judiciary. And that is lawlessness. And that should not be tolerated in the United States.

————————-

 

Sigh.

 

The legal system is degraded because it is politicized in the way that it looks like the president wants to do what he wants to do which, in the end, undermines the utility of the legal system overall.

 

But watch.

 

All the Trump surrogates will be flocking to the TV shows to start shaking their fists and defiantly spouting out some false equivalence to justify this non-little trump pouting tweetingnormal presidential behavior.

 

They will use scraps of truth and facts to weave a story that suggest Trump is normal, thought normally and even acted normally.

 

This is not normal and there are few fair equivalences.

 

In the most harsh view … with the pardoning of Joe Arpaio … Trump has established his place in history alongside those who exercised the same executive and dictatorial rights such as Stalin of Russia, Mussolini of Italy and Hitler <as well as Erdogan, Putin and Duterte>. That does not mean he IS them just that he is utilizing some of the same tactics.

 

To be clear.

 

While I fear that Trump and Arpaio are bigots and nationalists and authoritarians … that doesn’t make them Nazis <so I wish some people would tone down some of the rhetoric>.

It just makes them bigoted, nationalistic authoritarians. That’s bad enough and I see little value in bringing up Nazis.

 

That is a false equivalency.

 

I have said this before and I will say it until I die … the Trump presidency nor normal daysthe Trump behavior is normal and we need to stop suggesting it is normal. We should be seeking to explain and justify his uniqueness in behavior <and if we cannot then he should be penalized> but no one … and I mean no one … should be using scraps of normalcy to create a false equivalency of a larger whole normalcy to a non-normal president.

 

This is NOT normal in how we should be viewing our legal system and legal decisions.

 

Trump is certainly no Reagan but maybe we, all of us, should heed Reagan’s words in the age of Trump … we must reject the idea that every time a law’s broken, society is guilty rather than the lawbreaker.

 

Enlightened Conflict