Far too often B2B sales feels like it resides in some Monte Carlo casino where you are playing a high stakes game gambling on the size of your future wallet. Just a reminder it is the Monte Carlo Simulation which suggests that you can only approximate a definitive outcome rather than simple randomness. And randomness is found in many phenomena that we would like to be able to predict, such as changes in the weather or the movements of share prices, oh, as well as sales. Within all of this, Monte Carlo, randomness and approximation, resides uncertainty and business hates uncertainty.

The Monte Carlo simulation, inspired by the casino city of Monte Carlo, is a computer simulation method to calculate the what would appear to be apparently incalculable randomness.

If you roll a dice, you know that you will roll a 1, 2, 3, 4, 5 or 6. But you don’t know which of these numbers you will get with a given roll. This is exactly how the Monte Carlo simulation works: by running multiple trials based on random sampling to determine an outcome, using a combination of probability calculation and statistics.

 Why do we bring up the Monte Carlo model ? Because while it reminds us that models do not represent reality, but are simply an approximation of reality, sales shouldn’t be like gambling.

Yet. Even looking at the standard communication effectiveness formula – right time, right place, right message, right person – it can feel a lot like playing a slot machine hoping you get 4 apples in a row to be successful. In the business world it gets even more complex, and multidimensional, because in B2B for each one decision and sale there are multiple ‘right persons.’ This also increases the complexity of a sale in that each ‘right person’ may need a slightly different message at a different time and at a different place.

This can become seemingly so complex and seemingly uncontrollable, the natural instinct is to simplify for consistency. Interestingly, that instinct to simplify will actually increase the gamble. It is exactly like hoping all 4 apples show up on your sales slot machine.

Some thoughts:

Sales does not reside in a casino

Fortunately, in the business world you don’t have to play by house rules. You can count cards. You can calculate odds. You can stack the deck in your favor so that every time you pull the lever on your sales slot machine you will know the % of times all apples will come up.

This takes engineering. The ability to identify appropriate decision makers and engage them in a meaningful business discussion has to be engineered in order to be effective. To be clear, you can calculate the odds of winning and you can predict how much you will win in sales – consistently.

Today lets focus on lining relevant messaging up with the right decision maker <at the right time & place>.

Now. If you type “finding the right decision makers in business” in Google you will get about 51,700,000 results <in 0.47 seconds>. It is obviously an issue many B2B businesses have to address. Unfortunately it appears that about 51,000,000 of those results never discuss what you are supposed to do with a decision maker once you find them. <note: we didn’t really read all 51+ million results>

Suffice it to say that senior decision makers are paid to make tough decisions. Their decisions are not flippant, rarely are they made emotionally and often a lot rides on the outcome of those decisions. While it is impossible to eliminate risk from decision making it is certainly possible to limit risk.

** note: If your expertise and data can actually shift the context from uncertainty to risk, that is actually an effective step in navigating complexity.

It is also possible to develop sales pipelines by understanding not only who the decision makers are, but what risks they are trying to avoid and what outcomes they would like to improve.

Doing it ‘right’

While the “right’ formula is the same in consumer & B2B, consumer sales and marketing tends to be broad initially in creating awareness and educating ultimately focusing in on a specific decision maker. B2B not only cannot afford to manage its sales and marketing that way, it shouldn’t. It is neither effective nor efficient. In B2B the targeting should be specific, the messaging based on the discussion and the recognition of where the decision maker is within the buying process, the time & place all focused on assisting the decision maker in further education or to facilitate them through the final phases of the buying process.

The following is a description and goal of each individual stage:

– Account Validation: Our sales consultants will personally verify core demographic information contained in the initial data integration. Our sales consultants will additionally gather and or confirm all information that is required to determine whether or not an account meets the thresholds established by our client for their particular products and services.

– Contact Verification: Our sales consultants will personally identify and collect all pertinent contact information. This information may include name, title, location, division, phone number, email address and decision making responsibilities.

– Opening: Our sales consultants seek to make a connection immediately.

– Needs Assessment:  Our sales consultants will explore customer needs thoroughly and capture meaningful business intelligence and inject educational information & tools when appropriate.

– Solution Dialog: Our sales consultants will leverage your solutions persuasively.

– Close: Our sales consultants will act when the time is right and ask for the appointment.

In conclusion: Strategically creating affect

Gambling belongs in casinos not in sales development. Strategically developing a robust sales development decision maker target plan takes the precision of engineering. Pardon the gambling analogy, but laying down a sales royal flush of right decision maker, right time, right place, right message, delivered in the right way shouldn’t be dependent upon someone else dealing the cards, deal your own.

That’s what Company X does. Deal you the royal flush with sales development expertise.

<business success factoid/case study here>

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Note from Author:

This was part of a project I did with an interesting B2B company to write some blog posts and new business direct mail thoughts and help with market positioning. They were interesting because <a> they wanted to focus on a smarter, more intelligent, level of thinking in their communication <b> they truly had an ‘edge’ to them in terms of attitude, and <c> they were interested in taking on specific objections they hear day in and day out in a candid fashion. It was fun for me and I generated maybe 20 draft thoughts for them in less than 3 days. I am sharing some of my favorites <in rough draft form and the name of the company removed>.

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Uh oh. Your company has slid down the slippery slope of brilliant irrelevance. Your business is in trouble.

This sucks because in the not too distant past you were standing at the top of the mountain looking down on everyone — head in the clouds blinded by bright success. Unfortunately, being at the top is heady business and companies easily, and often, step a little too far. Actually, you probably stepped nowhere, but instead the edge of the mountain eroded under your feet because you were looking up too much <or at the gobs of money you were making> and … oops … you just slid down the slope.

Here’s the good news. You have a chance. Albeit it is a small chance. But you do have a chance to get the hell off the slope and resurrect that frickin’ mountain you were standing on before. It’s a small chance because a whole bunch of things need to be done and need to be done right AND need to go right … but it can be done.

Some branding expert once wrote about this topic and cranked out the eight P’s <purpose, promise, people, product, place, price, promotion and performance> as “the way” to resurrect your company.

Uhm.

First. There is no ‘the way.’

Second. It’s a nice trick using all that assonance <all the P stuff>, but before anything else would happen I imagine most people would tell him to ‘piss off’ <that may be the 8^th P> rather than try and do all those things.

Third. Resurrection is hard. It is pushing that boulder back up the mountain.

So while many things need to go right I would say success in business resurrection resides in doing a few things well, with focus, and lots of resilience and determination. Of course, I am not as smart as that branding expert … so you may want to take these thoughts with a grain of salt: 

–          Refocus.

This is about focusing the entire organization. This can be resetting, it can be redefining, or it can simply be realizing that you have lost your focus. Personally, I am never quite on board with the people who say you need to redefine because that assumes you had a crappy definition in the first place which seems unlikely if you actually made it to the top (or close). More likely this is simply refocusing on what got you to the mountain top in the first place.
Refocusing the organization begins with clearly defining the brand and business vision and goals. I know where I mostly get aggravated with ‘rebranding experts’ is that they always seem to suggest a company needs something ‘new’  or recreate or, well, they seem focused on something new and glittery.

Here is a business truth. Brands and companies win not on glitter, but on the grind. And the grind is, well, not glittery. I say that because while you are grinding away and making gobs of money there will always be a bunch of people showing you shiny glittery objects suggesting now that you have had some success in the grind, you should be more, well, fabulous. They whisper “you are better than a ‘grind brand and company.’” Within that tempting glittery ‘I want to be fabulous’ gauntlet many a good company grinding away has been lured away from its focus. In fact. I would suggest the more success <or ongoing failure> a company has the easier it is to lose ‘grind focus‘. It is only when you aren’t entirely resoundingly successful or resoundingly a failure that you keep your nose to the grindstone. I imagine my point is that focus, in and of itself, isn’t glittery. To get off the slippery slope of irrelevance you often need to shed the glitter and refind the grindstone. And, yes, I purposefully chose this metaphor on my first point to reemphasize … this is work. This is hard.

And there is not a lot of glitter in refocusing <and resurrection> a business.

–          Relevance
This is about refinding the company’s true relevance. Because first & foremost the company has to have the perception <internally and externally> it is better at something. That almost sounds silly to point out, but if a company is in a resurrection crisis mode 99% of the time that ‘lack of focus’ that got them here has led to what I refer to as ‘fragmented relevance.’ What I mean is that success often breeds ‘following additional sales’ rather than ‘leading to additional sales.’ Let me explain. At some point things were going well and it became really really easy to begin to make niche or small business exceptions under the guise of ‘the customer wants it’ and it gave some signs of incremental sales <maybe not profit>. Your balance sheet is becoming strewn with these little exceptions which inflate your revenue and sales, but you aren’t making shit for profit from them. You are doing a lot but not getting a lot of return out of what you are doing.

This leads back to relevance. A company fools themselves into believing they are offering something relevant because they are responding to a customer, but it isn’t better or distinct, you are simply attempting to meet a customer need/desire.

In branding words you are flooding your brand with indistinct commodity like features. While each little thing looks … well, little, when viewed as a whole it becomes confusing to the outside world. What are you really good at? What is your best product? All that kind of stuff. You’ve lost perception relevance in people’s minds.

Ah. You have simply slipped down the slippery slope of irrelevance.

Many times a company will have to shed product/service offerings to resurrect. Uh oh. I told you this was difficult. If it helps, think of these things as little rocks weighing you down pulling you further down the slope <as well as making it an increased burden as you try and pull your company back up the slope>. Make sure that ‘better’ <the promise you are offering to anyone who wants to be associated with you> is relevant — to them, not to you.

** note: assessing what you need to shed can be very easy, shedding is often very difficult. I often ask businesses “how far would you go to survive” and “be prepared to abandon everything it does to survive.”

This means defining where you want the brand to be and then deciding how to get there.

This means making sure you are selling people ONLY the things that make you better. This sometimes means moving one foot forward to follow your customer as they have also become older and yet keep one foot solidly in a growing customer base.

Does this mean the company has to mean everything to everyone? Absolutely not. It is just all about remaining relevant to enough people so that you have a meaningful place in the world of business. 

–          Align 

This is always the tricky part. Whatever you have decided the focus is, you need to align everyone internally <without diminishing autonomy> and you need to reinforce this externally <consistent attitude & behavior>. A company has to be mercilessly disciplined and yet maintain the flexibility to accommodate the true fact that ‘a great plan never lives beyond first contact with the enemy.’ I imagine using the P methodology could help because this is what the five of the P’s are all about: people, product, place, price and promotion.

People.

You have to be disciplined on the focus anchor of the business pendulum. The pendulum will swing. You just want to insure that everyone’s pendulum is swinging off the same axis. There has to be employee commitment and confidence. In fact, in resurrection mode, they need to be ‘reinspired.’ This is very difficult during resurrection because you have most likely decreased the number of offerings <which implies they will have less to satisfy the customer with> and you may have laid some people off.

The organization has to believe that there is a <planned> future, the future will happen and that they can help.

Next. The products and services are the tangible evidence of the focus and relevance.

A company’s ONLY chance of resurrection is to be ruthless in assessing their product portfolio. Absolutely frickin’ ruthless. I will outline in price how I would go about figuring this out.

The next P is ‘place.’ Personally I think this is a forced P. This is about the experience or however and whenever and wherever a potential customer interacts and has an experience with your product portfolio and people.  Some people call this the face of the brand.

I don’t really care what you call it. The experience must be consistent everywhere. No ifs, ands or buts.

Ah. Then there is price. Whew. Resurrection almost always falls apart here. I almost always suggest a company do an audit of all their sales and define two main things:

–          How many sales did you make at full price <no customer discounts or exceptions or whatever>

–          How many sales did you make with an acceptable profit.

I almost always begin here because not enough companies do this. In addition it shines a spotlight on where they make money and how they make money.

I am not opposed to discounting <because there are some psychological aspects of selling it appeals to>, but I am opposed to not having an everyday price perception. Too often customer research will come back and say something like “well, that isn’t their real price.”

That’s bad.

People need to know your price or at least your pricing strategy. A good place to always start <part one> is simply decrease an emphasis on discounting.  An overemphasis on deals and discounts builds deal loyalty rather real loyalty <note: discounting is scary to eliminate>.

A good place to start <part 2> is clearly define your pricing strategy. Despite what you may believe. a company does not have to be low price every day.

Yes. Building value perceptions is really difficult. But you know what? So is resurrecting your company. Resurrection doesn’t even get off the ground if you screw up your pricing <value proposition>. As hard as it is to accept, resurrection is really not about sales, it is about value perceptions <sales will follow>.

Chew on that one for a while.

Promotion <or how and what you communicate>. Theme, slogan, visuals, sounds, it doesn’t matter.

Too often someone comes dancing in from the outside suggesting that “how exciting … you are rebranding! … we need to build some excitement!! … some flash & sizzle!!!” <and, yes, the number of exclamation points increase as the conversation continues>. To use Tolkien: “not all that glitters is gold.” Go back to my first point, companies and brands win by grinding. All communications, first and foremost, must be reflective of ‘the alignment grind.’ A consistent reflection of that promise. Disconnected messages and tactics destroy alignment, destroy inspiration internally, and destroy brands externally.

Ok.

Here is your bottom line on business resurrection. You want to, and have to, produce the right results, but you need to do it the right way.

Resurrection is relentlessly unforgiving.

Truth — you are honestly already on your way to death if you need to be resurrected. It drives me a little crazy that more companies don’t take on a ‘do this or die’ attitude in resurrection mode. Of course they are nervous <if not scared> so they inevitably discuss easing changes and gradually shifting … its crazy.

Resurrection is about shaking the etch a sketch or you slide down to the bottom of the slippery slope of irrelevance and die.

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Originally published November 2013

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“Security is mostly a superstition.

It does not exist in nature, nor do the children of men as a whole experience it.  Avoiding danger is no safer in the long run than outright exposure.

Life is either a daring adventure, or nothing. “

—

Helen Keller

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“Maybe you don’t go to hell for the things you do. Maybe you go to hell for the things you don’t do. The things you don’t finish. “

—

Chuck Palahniuk

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Playing it safe.

Those three words send a shiver down my spine.

Safe is an illusion.

Okay.

Maybe, maybe at best, safe is temporary.

I am certainly not suggesting throwing all caution to the wind 100% of the time. All I am suggesting is that far too often people misconstrue safe as, well, safe.

In Life safe can take on a variety of dangerously risky forms. Simplistically the risky forms are all grounded in “hiding” from something.

Hiding from change.

Hiding from danger.

Hiding from someone.

Hiding from fears.

Hiding from problems.

You have convinced yourself you are safe because you have found some safe haven where in your mind you are protected by some moat, wall or, well, you have convinced yourself you are invisible to whatever you are hiding from.

Yeah.

Well.

Maybe for a little while.

And that little while almost always creates some form of complacency. This is where safe becomes dangerous. All the while whatever you are hiding from is persistently pursuing you. and it will find you not by outsmarting you, but rather through its perseverance.

In Life safe is maybe not an illusion, but it is certainly time constrained.

As for business?

I have probably written far too often about how the business world is being undermined by its discomfort with risk, even calculated risk, and its embrace of ‘safe.’ Simplistically it seems like the business world has shoved the entire responsibility and burden of risk into the entrepreneurial and start up world.

“Let them take the risks.”

Conversely this seems to have absolved all existing businesses, small, medium & large, from taking any risk. Therefore, the business ends up living in a constant state of playing it safe, not rocking the boat or convincing themselves that the minor changes they are considering are bigger than they really are.

“Safe” in business insures only one thing … death.

It is inevitable if all you do is play it safe.

Nothing, and I mean nothing, in business is secure or safe. Nothing.

No idea.

No patent.

No ‘uniqueness.’

No point of difference.

None of those things guarantee safety if all you do is play it safe.

Does this mean a business should run scared or even driven by paranoia?

Shit no.

You either embrace the fact you are never safe and simply act as if safe & security are but momentary aspects of a business and behave accordingly, or, you permit paranoia to drive you to some absurd extremes in trying to protect your security <knowing that inevitably it will no longer be safe>.

With the former you simply believe as long as you keep moving you are ‘safer’ <not safe> and standing still makes you more vulnerable <or less safe>. This concept is basically “if I am moving I am harder to hit.” I would be remiss if I didn’t point out here that movement is not always progress and not all moving is good, but, that said, 100% movement is always better than 100% hunkering down. Period.

Anyway.

Go on pinterest, Instagram or any image driven website and you will see zillions upon zillions of quotes, sayings and words espousing life as an adventure and living Life to its fullest.

Great advice.

But advice the majority of people and businesses fail to follow.

Frankly, most people do not want their Life to be an adventure.

Frankly, I cannot think of one business which would like to think of itself as ‘an adventure.’

And, yet, by not doing so, by seeking security and safe, it is actually more dangerous than doing it all as if it were an adventure.

If you believe safe & secure is inevitably just an illusion than I imagine I am simply pointing out you need to pick your poison. Either path, adventure or playing it safe, runs the risk & danger of death. And if that is so then you have a choice to proactively face it or hide from it as long as you can.

That is your choice.

As for me? My choice is adventure and movement. I am not suggesting it is an easier path, in Life or business, but I like the fact I have some illusion of control & controlling at least some aspect of destiny rather than living with the illusion of safety & security.

Choose your illusion and do so wisely. For the end is the same. But choose nonetheless.

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“Incrementalism is how we slide into participation by imperceptible degrees so that there is never the sense of a frontier being crossed.” 

—-

Jonathan Glover 

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“Progress lies not in enhancing what is, but in advancing toward what will be.”

—-

Kahlil Gibran 

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

Well. Incrementalism is a virus. And once you catch it is a sonuvabitch to cure.

I, personally, believe the entire business world, including new business incubators, has this virus. Incrementalism has seeped its way not only into mainstream business but also mainstream ‘innovation’ pipelines.

Yeah. Innovations too.

I dare any of you to walk the halls of your local business incubation center and find a real, “break the etch-a-sketch” idea in there. If you are lucky, you will find one. The majority of innovation ideas these days, incubators as well as established companies, is all about incrementally leveraging from something existing.

Sure. They may claim its “unique” and “a whole new way of doing things”, but the majority of the time, lets say 98% of the time, it is a derivative of something that exists. That is how far the incrementalism virus has reached into the business world.

But this post today isn’t about innovation. This is about how incrementalism just makes us sad. It makes us sad because if you embrace incrementalism that means you have given up on, well, something that is not incremental. You have given up on being able to do something big and risky and game changing. And, worst, you’ve given up on making any substantial decisions <because incrementalism is simply an excuse for not making a clear cut decision>.

Now.

You may not believe you have given it up because we, in the business world, actually cleverly use incrementalism to convince ourselves we are actually achieving big changes.

….. incrementalism dance ………

We do the dance of ‘small steps to achieve big change’ which is kind of some odd waltz in which we make the same moves over and over again and point to change as “we improved how we dance” <but we are still in the same place dancing with the same person dancing to the same music>.

To be clear.

Even I, someone who loves change and “shaking the etch-a-sketch” in business, have been sucked into the black hole of incrementalism.

We do an incredibly good job of convincing ourselves that big change is hard, shit, that any change is hard and almost impossible to do because ‘it is difficult to do’ (note: which is mostly a bullshit thought). Given that, we do an incredibly good job of convincing ourselves that the only way to effectively successfully implement change is through smaller thoughtful steps. All leading to … we do an incredibly good job of convincing ourselves of all that, in fact, so much so that’s all we do.

Look.

Big change is possible. You just need to be smart, thoughtful and choose the ‘big’ wisely and with open eyes. But nowadays we view ‘big’ as some place we need to work our way towards and not just something we do. Unfortunately, as soon as we step onto the incrementalism slippery slope it, more often than not, causes everyone to slide, unintentionally, into unchanging behavior <or microscopic change increments>. This means everyone does small thing after small thing which make everyone feel like they are changing and that shit is changing … uhm … all the while the world itself is changing faster.

This means in our incrementalism we are moving forward and, yet, falling behind. It’s like walking on a moving sidewalk in the wrong direction.

Maybe the worst part?

We do not even see the backwards effect of our supposed forward movement. This happens mostly because most of us suck at not only changing, but perceiving change. We easily lose sight of any change as we focus on the incremental activity we have wholly embraced as ‘progress’ <because we say in our minds: “big change is impossible and this is the way to do it!”>.

The other very real danger of incrementalism is that while you have your head down focused on the incremental task at hand not only may the rest of the world be moving faster than you – it may even turn. So you will keep plugging away plodding down your incrementalism path and all the while the rest of the world is now trundling away in a completely different direction.

By the way. In business this is bad.

Anyway.

I will absolutely admit that most of the business world absolutely recognizes the importance of seeking to continuously reinvent and innovation, yet, sadly mostly we are actually just going through the motions. The motions may look incredibly sensible but they really aren’t achieving any change of any significance.

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the term Incrementalism is also used as a synonym for Gradualism. Incrementalism is a method of working by adding to a project using many small incremental changes instead of a few (extensively planned) large jumps.

Logical incrementalism implies that the steps in the process are sensible.

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

I fully admit that convincing people that change is not hard <and overcoming ‘it pays to be sensible’> is hard. And I fully admit that the “big version” of this is even harder AND I admit that any non-incremental change is even more risky <which makes overcoming “it pays to be sensible” even harder>.

But that isn’t my point.

My point is that it seems like we have convinced ourselves in the business world that change is ALWAYS best achieved gradually and incrementally. We should always find the easy small steps and do them.

So what <you may be asking>?

This means we begin measuring the success of the business not by any real change, but rather defining our usefulness and worthiness by measuring it in increments versus the past. Incrementalism more often than not doesn’t get measured by how much closer to the ‘big change’ you are but rather by how far you have gone from what you were.

Uhm.

That is nuts. And while it is nuts that is almost exactly how over 90% of business conduct business <and their change>. Worse? This incremental behavior decision making actually bleeds into incremental decision making in general. Everyone starts believing that a bold decision just isnt worth it when you know everyone feels comfortable with an incremental decision.

Look.

While I always advocate timely good big change, I certainly would advocate embracing incrementalism on occasion. Business change is, and as always been, about choice. You look around and choose where incrementalism may be most effective and where ‘big change’ is actually needed. In other words, for doing smart change you do both within your business.

** note: this is exactly the same for strategy – deterministic & emergent. Emergent is simply another word for ‘unplanned for opportunity’ or opportunistic and typically is an opportunity for a non-incremental result.

Yeah.

I can do both at the same time. This has two benefits:

• Organization: all businesses need to be reinvented in some way. I cannot remember one business I have seen or been involved in that hadn’t established some routine that didn’t need to be changed significantly. Incrementalism steadies the organization by not destroying something, but rather fine tuning it. Conversely when you can tie big change to the organization situationally it energizes the organization that it is being smart <to not change everything>, but bold <in that it is willing to make selective smart big changes>. Showing both is the best of both worlds.
• The employee/individual: incrementalism is a virus almost like mononucleosis. It encourages employees to almost sleepwalk through the day. When you inject big change and encourage everyone to believe it can be done and develop a plan to show it can be done and activate people to start getting it done, individual employees are reminded that there IS something more than either the status quo or ‘incremental and gradual change’ <which they were struggling to discern from the everyday grind anyway>.

In the end. My concern.

My concern is that our love of incrementalism is killing meaningful change. Its killing meaningful decisions. Its killing believing meaningful (bigger) things can actually happen.

I don’t want to kill incrementalism, but I certainly want to breathe new life into “big” and meaningful.

Just know this about incrementalism: the problem is that incrementalism is seductively sleepy. It’s the Prozac of business strategy. All I can really suggest is that every business should stop taking Prozac on occasion and watch how the pulse of the company picks up. They may find that Life off of Prozac just isn’t that bad. More importantly, they may find they can shrug off the sadness of incrementalism and have a happier organization. And that is a good thing in business.

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

“The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.”

——-

Michelangelo

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

“Go higher and higher, until it becomes impossible to bring you down, I wanna use a microscope to locate you, don’t even dream of coming down.”

―

Michael Bassey Johnson

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

……….. Pierre Pauselli …………..

Business, in general, has a wacky way of talking about bad news & ‘less-than-positive’ business information. In business, and Life I imagine on occasion, we look at down in some fairly absurd ways using voodoo math, clever graphs and … well … some dubious comparisons all to prove that down is actually up.

Yeah.

It has to be voodoo – math or graphics —  to show both down AND up.

No shit. Really.

To them … well … Down isn’t down, it is really up <if only my bank balance could implement that math>.

Examples.

Unemployment is down this month <but its still up versus a year ago>.

Sales are down <but it’s up versus the rest of the category>.

Our new product is losing money <but we are getting new customers>.

And maybe the most famous ‘up is down’ scenario … “we have cut our spending but get more with what we have!” <always be very very leery of this one>.

WTF.

Let’s be clear.

In business when is down, well, up?

(Answer to that question) ………. NEVER.

Down is down.

Down is bad.

Down is never the objective.

Sigh.

If I hear this one more time in one more conference room my head will explode:

————–

 “… well Mr. Giraffenee, it’s a tough economy right now. The category is trending downward at 11%, but we are only down 5%. So we are doing well in a tough category. In fact … <insert pregnant pause here> … we are actually up when you look  it that way.”

— people staring at powerpoint looking serious … “hmmmmmmmmmmmmmmmmmmm …” —

(Mr. Giraffeney after a minute or so)

“So our sales are down … but not really down? I love it!”

————-

What a load of bullshit.

To me negative is down. And bad <because it isn’t up>.

To be fair it is easy to talk your way into the down but not really down rabbit hole of economic unreality <in fact … I say hanging my head sheepishly … I have done it myself years ago>. It is often a self-preservation, program preservation, technique <albeit a slightly dubious one>. Today’s management seems intent on finding something wrong to fix, someone to blame and some reason they will not look good. making down look up can be an effective way to protect a good long term idea in the short term <sad but true>.

To be fair It is extremely easy to justify ‘down but not down’ by saying if people aren’t spending, it must be ok that they are not spending with us. It is extremely easy to say if times are tight than that must be the reason they don’t value our brand as much <or any brand>. It’s a tough competitive world out there and it never hurts to remind everyone it is a tough competitive world.

Lastly.

To be fair … It is important to note that a person might not know he/she is doing something he/she shouldn’t do. Training in today’s business world is pitiful. Teaching people how to tell the tough truths, the harsh truths, is almost nonexistent.

Anyway.

It may be easy to fall into this ‘down is up’ double speak, but it is bullshit.

Up is up.

Growth is always the goal. And if you are not growing you are dying.

Here is something to chew on <a business truth as it were>.

A truth with no caveats on market status, economic challenges or budget constraints.

Business is out there.

People are buying stuff.

And there are plenty of people buying stuff.

Yeah.

Even today.

Even yesterday.

Even tomorrow.

Plenty of businesses are gaining market share and there are a boatload of profitable companies <flush with cash by the way>. And there are a lot of companies with increased sales. And there are a lot of growing companies.

The truth is that we have an extremely robustly sized economy out there my friends. When people talk about ‘shrinking economy’ or ‘shrinking industry’ … don’t laugh too hard in their faces … size is relative. No reasonable business is in an industry with only $100 dollar available and it is shrinking by $5.

Sales and growth are out there for the taking.

Note: while I originally wrote this during the ‘great depression’, fundamentally, this is true during the pandemic. while economies have clearly shrunk, people are still spending money. Every business should have the objective of ‘they should be spending it on me.”

I say all this because it can be easy to justify doing what you are doing a variety of ways and saying down isn’t really down is a way a lot of people do so.

Stop.

Just stop.

Up is attainable.

Growth opportunities are always there.

You may just have to be a little smarter to get it. “Smarter” almost always resides in appealing to consumer needs without losing sight of the fact you have to make money … profit. You cannot <and should not> discount your way to success. That path is a very slippery slope not only from consumer attitudes perspective <defining how they value you>, but it is also puts a massive strain on profitability <which impacts the organization like a bad ripple effect>.

You have to be smart and insightful with how you talk with people you want to buy your stuff.  Maybe you need to seek a new role, or a differently defined role, that is more vital and easier for consumers to rationalize. And, god forbid, tell the truth & have something worth paying for.

Here is a fact.

People will spend against need – real or perceived. They also search for value, but that doesn’t mean people will not spend premiums for quality. Or spend more money for a heightened sense of perceived need <which is actually a “want” if I was going to be technical with myself>.

Look at SUVs, Starbucks <where they are open drive thru lines are nonstop>, Apple and Whole Foods markets <I could point out a shitload of under-the-radar businesses but you wouldn’t know who the are>.

All doing quite well thank you very much.

All ain’t the cheapest shit out there.

This is simply finding growth under pressure … and under existing market conditions.

Harsh truth for everyone? Persistent sales stagnation is most likely a reflection of how people perceive needing what you have to offer more so than it is “the economy.”

(sorry to burst anyone’s excuse bubble with that)

If you want to look at the larger economic situation go ahead, but do so by just accepting an attitude that the economy’s growth is going to be minimal at best, with the risk of another sharp downturn very real, and quit whining and go out and find a way to grow. Businesses must not stop their quest for growth even in ‘bad times’ nor should they stop their quest under the guise that ‘well we were down … but not really.’

Here is one thing I can promise you about growth companies.

In every case, there are a group of people in that company that see things not just as they are, but as they could be.

And then they go out and get it.

No excuses.

So.

I guess I wrote this to warn people about people who stand up and say “we had a good year … we are not down as much as everyone else or the category.”

Down is never up.

And, by the way, up is attainable. Today. Yesterday. Tomorrow. No excuses.

I guess I wrote this to suggest to businesses that the greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark. Go get some market share.

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

“All cruelty springs from weakness.”

―

Seneca

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

“All the animals, the plants, the minerals, even other kinds of men, are being broken and reassembled every day, to preserve an elite few, who are the loudest to theorize on freedom, but the least free of all.”

Thomas Pynchon

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

“Normalizing your boss.”

I would say 95% of us who have had the opportunity to weave our way through corporate America to reach a senior level position have been forced to normalize the behavior of at least one of our bosses.

Some more than others, but in some ways you become a normalizer, or a translator or maybe sometimes you simply sweep up the mess they left behind. That’s just what you do … uhm … assuming that boss actually has some redeeming value. As you get closer and closer to the most senior positions it becomes more and more obvious that gaining responsibility doesn’t always smooth out the edges of someone, but rather more often makes that person lean harder on/into the specific aspects of themselves which they can use to meet the growing responsibilities. Yeah. Many leaders don’t “round out their skills & character” <and become a well-rounded leader>, but rather hone the pointed skills that provide value or increase their power <sacrificing some other skills & attributes along the way>.

Ah. But then you run up against the ‘bull shitter in chief.’

Maybe they got their position through some family contact. Maybe they were a psychopathic ‘kill or be killed’ employee who successfully killed off any competent competitors for the position. Maybe out of sheer organizational incompetence they rose to a position in which they are completely unqualified for.

All they have in their hip pocket is bullshit.

But they are your boss.

Whew. Defending selectively incompetent behavior is one thing. Defending ongoing bull shit is another. Why? The former can actually enhance your reputation <and improve your own skills as you provide solutions in real time> while the latter only diminishes your reputation.

Yeah. I am sure some people will debate what I just wrote, but I would suggest they will only end up quibbling over my phrasing and not the truth behind the thought.

Reputation is not a simple concept. Your reputation is made up of a variety of things which means you can fuck up in one place, but offering a strength in another situation simply builds your reputation unevenly <which can be managed if you are self-aware>. The problem with normalizing a bull shitter’s incompetent behavior is that you aren’t shoring up selective incompetence/deficiencies you are actually forced to normalize their behavior by offering an alternative truth to whatever bullshit truth they advocated on all fronts – not selective.

I imagine the majority of us have never really faced this either <a> as a full onslaught from an incompetent boss — because most organizations weed out this problem fairly efficiently or <b> for long <most bull shitters get exposed by ambitious less senior competent no-nonsense fairly quickly>.

But, yet, I tend to believe in our nightmare scenarios in our minds we worry about what we would do if faced with an ongoing incompetent bull shitter boss scenario.

Personally <and anyone who knows me will probably nod their head and go ‘yeah’> I wouldn’t be able to do it. I would actually call bullshit <and get fired or ‘eased into a different responsibility’>. But, even that said, having been in a quasi-position like this you have a tendency to take on each bullshit situation as discrete from another and avoid any real pattern of behavior until forced to actually face a pattern of behavior. That is how we deal with it … and that is also the personal risk we run as we ignore the larger situation rationalizing it in our own minds as ‘discrete scraps of irresponsible incompetent boss behavior.’

All this come to mind as I think about Donald J Trump.

Let me use his first self-proclaimed “big foreign trip” <which fostered the image of Bill & Ted’s Excellent Adventure … or Pee Wee’s Big adventure  or even Pooh’s Grand Adventure – pick your poison> back several years ago <simply because there are so many to choose from but this was possibly the first which encapsulated the challenges people around him would face> .

Beyond the fact the trip was bookended with a self-proclaimed “big foreign trip” and a self-proclaimed self-reported “home run”, in between there were a number of cringe-able moments in which people were demanded to stand up and become responsible for defending or explaining some tone-deaf remark, some historically ignorant comment or some insensitive gaffe that the president did over the entire big adventure.

Was it the bullying body language he demonstrated at the NATO summit, shoving aside the Prime Minister of Montenegro? <a small country that I am fairly sure the president has no clue where it is>

Was it his apparent unawareness of where Israel is located, an ignorance displayed when he informed an audience of Israelis that he’d “just got back from the Middle East”?

Was it his seeming indifference to the difference between “Islamist” and “Islamic” in front of an Islam audience <a mistake he blamed on exhaustion on the 2^nd day of a trip … “does he have the stamina?”>

Was it his belief that after stating for months that NATO was obsolete that it was unnecessary to verbally state USA unequivocally stood with its NATO partners?

Was it his constant misstatements with regard to how NATO actually works?

Was it after a less than 30 minute visit to Yad Vashem, Israel’s Holocaust memorial, which <or any Holocaust museum> has a nasty habit of bringing people to tears or, at minimum, some deep reflection with regard to humanity and the sometimes startling cruelty humans can inflict upon one another … he left an absurdly out of touch positive note in the memorial’s Book of Remembrance – “It is a great honor to be here with all my friends – so amazing and will never forget!”

Was it his odd alternative universe in which he suggests he has “righted people’s views of where America stands with friends & enemies after a misguided 8 Obama years” where Saudi Arabia is a good friend <let’s avoid they have none of the freedoms America typically support> and where Germany is described as “bad” <albeit only their trade deals … uhm … and their views on immigration … uhm … and their views on globalism>.

Was it his unflinching ability to lie to the face of the world’s newest democratic leader Macron by unequivocally falsely, in a sincere voice, stating “I was for you.”

Or, finally, was it the overarching sadness <to most Americans> in watching the seeming shift to ‘pragmatic relationships policy” <ones in which money exchange defines who we like and who we do not like> in which we find ourselves watching our leaders partying with disciplined non democratic autocrats and constantly showing uneasiness and sincere lack of warmth in interactions with the world’s finest democratic leaders.

Sigh.

Here is what I know <about not only Trump, but normalizing a boss’s behavior>.

If I were working for Trump I would find it hard to read any news, but, particularly European newspapers, without cringing and certainly being embarrassed. But if Trump were my boss where I would be most concerned is that he would be using me to lend some legitimacy as he behaved in some less-than-legitimate behavior.

And that is where one needs to step back and worry about their reputation.

Because lending credibility for a boss who has selective competency is different than lending credibility for a … well … “bull shitter in chief” boss.

As one article put it well … “seasoned people simply lend an air of occasional competence to an otherwise shambolic White House. By appearing before the cameras, looking serious and speaking rationally, they add a veneer of normality to this administration.”

And maybe that is where this whole thing ends up.

It is not about us, the people and media, accepting Donald J Trump’s behavior or getting numbed into believing it is normal … it will be about experienced competent people deciding how much they want to normalize his behavior. This whole situation is not really about a decision on what is best for America <although they will certainly be forced into thinking about that>, but rather their own reputation.

Good competent people will be standing there knowing they can contribute to <a> doing what is right and <b> herding an incompetent boss … both of which America in a larger context benefits … and, yet, they stand there watching their own reputations slowly slip away … drip by drip … word by word.

Good competent people can normalize selective incompetence, but they will struggle to normalize a ‘bull shitter’ whose only competence is ongoing ignorance. At some point people will begin questioning your own competence as you continuously articulate some semblance of nonsensical normalcy and they will definitely start questioning … well … your integrity or character.

And then what do you do? Because, in the end, that is what you are left with – just you & your character.

Why?

Because, frankly, no matter how skilled you are a shitload of people in this world are just as experienced as you are and a lot of people are skilled and competent just like you therefore you get judged, ultimately, on what you did when faced with a situation — did you speak up?

Did you defend the wrong and indefensible? Did you do what was right?

I am not suggesting this is easy.

In fact a good bull shitter can offer such an elegant smoke screen it can offer the competent some cover so they can offer up some truth and competence in a way that … well … is true & competent.

However, in the end, the difficulty resides in the smoke itself.

Because at some point every competent person associated with a bull shitter is asked to explain the smoke … and … well … how do I explain the smoke?

You can’t. And, worse? You cannot put out the fire.

Good people, no matter how good, will choke on the smoke eventually.

….. choice when working for a bullshitter in chief ……

And, let’s be clear, no one wants to see good people die.

It is painful to watch.

It is painful to watch good competent people being broken and reassembled every day, to preserve someone, who are the loudest to theorize on freedom, but the least free of all.”

That is the personal choice one makes when normalizing a boss … how much smoke is there and will I choke from the smoke they make?

I cannot offer a well-defined “here is how you know and what you should do” today because this is a personal choice. But, no matter who you are and where you are, watching good competent people standing in the smoke being demanded to define a smoke, not of their own making, is painful. And sad.

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

They say it all breaks down to keeping your feet on the ground

My sole intention is keeping my head in the clouds

They say that I can’t last a day in the real world

I say you wouldn’t survive one night in mine

—

Asking Alexandria

===

I get businesses unstuck  (90% of the time that simply means helping them get out of their own way). That’s what I do. This discussion most typically revolves around Taleb’s concept of Antifragile. And while I find Nassim Taleb whipsmart trying to explain Antifragile in a pragmatic business sense, and business environment, is semi-impossible (or at least beyond my intellectual capabilities).

Suffice it to say almost every business I have ever interacted with has struggled with balancing, or applying proportionate effort, pragmatism and possibilities – standardized process and agility/vision to meet opportunities. Most businesses see them as binaries where I see them as malleable. Most businesses see them as an organism and I see them as molecular. That said. While I love conceptual discussions (and actually believe the future of business will be owned by the ones who can think conceptually) my job is to frame in the abstract and deliver in the concrete – balancing idealism and realism. I call it ‘’pragmatism and possibilities’ and suggest its all about having your feet in the clouds and head on the ground.

Suffice it to say that 99% of the best businesses have figured out how to successfully keep their feet in the clouds and their head on the ground.

Yeah, yeah, yeah. I know it looks like I got it twisted around, but I did not. Good businesses are always walking with the future in mind. Always traveling toward possibilities. Always seeking ‘what’s next.’

Good businesses are always closely listening to the drumbeat of the feet of what is happening around them. Ear to the ground insuring everyone in the business is keeping their head in the game today. I have called it mastering pragmatism & possibilities. But, in reality, it is the ability to have your feet in the clouds and head on the ground.

I tend to believe if more people thought about it this way businesses would actually manage their pragmatism better (i.e., maximize existing resources in an agile way), would have more hope (i.e., maximize opportunities that arise better) and achieve more possibilities than they could ever imagine.

You have to admit the current definition – feet on the ground & head in the clouds – just ain’t working that well these days. Businesses seem to be more woefully stagnant <albeit always ‘talking’ change> and have more despair and lack of hope with regard to actionable possibilities than ever.

Why? Well. I am sure I could invest dozens of pages sharing thoughts on why, but instead I will focus on what I would consider the intellectual aspects, i.e., what is going on in with our attitudes that affect our heads, how we think and how we approach these things.

** note: if one were to need a playbook on how to discuss pragmatism & possibilities with a business this is as good a place to start as any – deconstructing each issue.

• Issue one. over-simplification

Suffice it to say we have devolved into a society of sound bites. This is true in business even moreso. In business it seems to be all about simplicity. In everyday Life it is ‘summarize it for me’ or ‘oh, it’s simple <insert some explanation here>.’ In the end I can’t figure out if should be pointing the finger at us or them.

Them <management & leadership> because they think we are not capable of understanding some form of complexity and therefore they only offer up simplified versions of what needs to be communicated.

Or us <the employees> because we either:

<a> demand a sound bite under the guise of ‘we only have time for the headline’

<b> we only latch on to the fragment of the whole which we believe summarizes the whole.

Therefore I will point the finger at all of us and them. Here is a Truth.

Most things are just not that simple, in fact, they are complex. An effect can have multiple causes and a cause can have multiple effects. I say this despite the fact, naturally, we would like all the dominoes to line up one after another and when one falls the next naturally is impacted and falls. Causality is just an easier thing to grasp.

Well. Things don’t really work that way. Especially in a business environment. Maybe in a controlled test environment but, in business, events are typically bombarded from a variety of directions and while not all causes are created equal <some can impact more than others> most things are too complex to be simplified into ‘one thing.’ And, yet, we oversimplify again and again and again.

Over simplifying simply means ignoring complexities.

Over simplifying simply means being consciously ignorant.

Over simplifying … well … just doesn’t work in the long run.

It eases you through the moment only to have to doubly <or exponentially> invest energy later on. Let me put this as simply as I can: over simplification just doesn’t work.

Instead of dumbing things down to some simplistic sound bite we need to raise the level of general understanding & knowledge to the level of complexity of the ideas & systems in which a business works – in other words, unravel the complexity into understandable components. Factually, seconds of involvement <sound bites> versus minutes of involvement <deeper complex discussion> leads to degrees of real knowledge, i.e., seconds leads to shallow knowledge or let’s call it ‘less knowledgeable.’ Over simplification will not demystify uncertainty and cannot help us do what we really need to do — reconcepting & rethinking that which is (which is the portal to unlocking potential).

What I am suggesting is difficult and uncertain work. But certainly more satisfying and inspiring when we solve and recreate and it certainly is a more effective way to keep your feet in the clouds and head on the ground..

I can unequivocally state that the fate of possibilities for a business, any business, lies in balance if we don’t invest in the hard work of ‘non over simplification.’

And worse? We won’t solve any of the problems we face if we do not address this.

This leads me to …

• Issue two. being intellectually insightful is about hard work.

Let me begin by suggesting that good ideas cannot be decided by number of tweet votes in favor of. Business ideas do not compete on American Idol nor, frankly, should they compete in any larger group. We are not all judges <and probably shouldn’t be on American Idol either>.

Why? Good ideas are rarely popular; therefore, I don’t really want a business idea to win some meaningless popularity contest. If we really want to do what needs to be done to maximize both the pragmatism & the possibilities in business we have to hunker down and work hard … work hard in that we need to use what we have to rethink things … use all aspects including economic thought and philosophy and the past … all of which means dealing with ambiguity and contradiction.

And, yes, that is hard work. That is the kind of work that hones the intellectual insightfulness necessary to keep your feet in the clouds and your feet on the ground and, well, make progress. Smart progress.

Instead of dumbing things down we need to be raising the level of general understanding to the level of complexity of the systems in which we are embedded and which are embedded in us. And while you may balk at something like ‘intellectual insightfulness’ as too far reaching or ‘elitist’ … suffice it to say we just need to be smarter … less ignorant … more enlightened <open to additional thoughts> and more involved in the difficult and uncertain work of demystification and reconcepting ideas and systems in which we live in and … well … just plain rethinking shit.

Suffice it to say that there is nothing simple when talking about world-changing ideas … because talking will not simply make the world change.

I read somewhere recently that ‘if you remove this boundary … the only boundary left is our imagination.’

Wrong. Wrong. Wrong. Imagination is important, but even imagination is complicated and difficult and tends to not offer tidy solutions. Especially if you don’t invest in the hard work.

We need to be doing more of ‘using your imagination within the box of what exists.’ We don’t need to be wandering aimlessly ‘outside the box’ but rather using our imagination insightfully and creatively WITHIN the box and expand the boundaries.

It is all hard work, but hard work will work. And in this case I mean hard thinking work.

Simply ‘doing’ aint gonna cut it. We need to be smarter. And whether you think about thinking this way or not, it ain’t about staring off into space doing nothing <random dreaming>, thinking is a blue collar job. Thinking is all about work. Hmmmmmm … it is quite possible that what I just wrote defines “head on the ground” better than anything I have ever written before.

Anyway. As a corollary to issue number two …

• Issue three. innovation is not <just> technology.

What makes oversimplification even more challenging is that for some reason we seem to be associating innovation with technology … and just technology. We can’t … and shouldn’t.

This type of thinking leads us to possibly believe technology innovations will eventually solve all problems and maximize everyone’s Life as some point. That is a very dangerous idea.

It is dangerous because in reality if we focus just on technology as the solution we are actually preventing the real change we need. It’s a very dangerous idea because it completely removes the human aspect. I cannot tell people how often I need to remind everyone technology augments humans (if you seek potential & possibilities), not humans augmenting technology.

Regardless. Minds need to innovate too. Thinking and attitudes need to evolve and innovate. New thought systems, economic systems and systems in which people live eat and breath all need to evolve and that happens through innovation <whether technology is involved or not>. Technology is simply a path that runs parallel to culture <or society> basically amplifying everything that is happening on the parallel path <the corollary to that is … with nothing to amplify the technology remains silent>.

Technology and culture and people and business are entangled. Everything is connected with everything. Technologies may enable new ways of doing things as well as thinking. This effects culture so culturally we need to innovate to structure how those technologies will be involved in our lives <so that we can dictate a little how they are incorporated> and we need to innovate our thinking and culture so that we can actually impact how technology evolves <so that we can dictate how what technology is innovated in some form or fashion>.

At the moment it seems like we respond to technology rather than proactively drive technology. Yes. Technology has certainly dramatically improved the overall quality of business but, at some point, technology is not a reason for being, but rather simply an enabler for being. The paradox is that the system we have now may make amazing new technology possible, but at same time is creating such cultural conflict that maximizing technology ‘what could be’ seems impossible. We need to innovate the systems in which technology exists.

Economically, culturally and philosophically. All systems need to see innovation.

• Issue four. adaptability does not mean ‘no strategy’.

Businesses inherently like structure. They see structure as replicable (safe, efficient & maintaining whatever level of effectiveness they have currently attained). The problem is emphasizing structure, pragmatism, actually increases the fragility of a business (source: antifragile) and limits the scope/horizon view of pursuing possibilities. With a ‘feet on the ground’ philosophy structure & construct of resources/systems/process dictate the direction, velocity and vision of the business. In other words, pragmatism is the source of possibilities. If you flip the equation, pragmatism becomes the enabler of possibilities. This does not mean a business has no strategy, all it does is maximize flexibility & agility to pragmatically apply resources to possibilities as they arise. Taleb calls this AntiFragile, Toffler called it the polymalleable organization, HBR has called it “Agile”, I call it “feet in the clouds, head on the ground” or “managing pragmatism & possibilities.” Call it whatever you want but it is the issue a business needs to address in order to be successful in the future.

<that’s it for my issues>

Look.

Hope and possibilities grounded with enlightened pragmatism abound in today’s business world if you look hard enough <and have your feet in the clouds an head to the ground>. But none of it comes easy. These types of things are rarely just given, they need to be earned mostly thru hard work.

I don’t believe simplicity is bad.

I don’t believe being optimistic or having a positive attitude is bad.

I don’t believe technology is bad.

I don’t believe hard work, smartly done, is bad.

But we seem trapped in the old paradigm of “head in the clouds & feet on the ground.” This old paradigm kind of separates work & thinking <vision> in a non useful way. And I … well … I admit I sometimes think this paradigm encourages a slightly warped version of some lazy thinking.

And we cannot be lazy moving forward. And we certainly cannot afford to be lazy thinkers. For in this type of laziness lurks ignorance and it is ignorance we should fear. Not any ideological argument or technological innovation which inserts itself into our daily lives but ignorance.

Avoid lazy thinking. Maybe have everyone should hearken to Emerson’s words:

“Consent yourself to be an organ of your highest thought, and lo! suddenly you put all men in your debt, and are the fountain of an energy that goes pulsing on with waves of benefit to the borders of society, to the circumference of things.”

In the end.

Effective business has always been about applying the right resources at the right time against the right opportunity (or challenge). Period.

Efficient business has always been about applying resources in a consistent way all the time to be applied against the opportunities that exist. Period.

Agility resides in the optimization betwixt the two. Either, alone, is fragile. The fragile mixture, proportionate focus, of the two actually makes one Antifragile (stealing from Taleb). That said. A business is most likely able to find the optimal proportion by, well, keep their head to the ground and their feet in the clouds.

Consent yourself to be of your highest thought.

And how do you do that? Keep your feet in the clouds and your head on the ground. Be pragmatic and explore possibilities.

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

Originally published September 2016

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“Owning my own home symbolizes so much to me. I have been my happiest when I have been in my very own place and I am really looking forward to that.  Stability and routine are vital to us in our day to day life … so moving in is really going to settle us down for a while and i will find a lot of peace of mind in that.”

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

I often believe we confuse stability and consistency, regardless, stability is an interesting topic. Its very personal to each person <and it always surprises me a little when someone assumes what is important to them for ‘stability’ should be, or is, the same for everyone else>. I also believe how you define stability kind of defines you <in a way>.

A good friend just bought a home after struggling through several years and wrote the above quote. Stability, and all the things associated with it, reentered the world for this person. Anyway. It made me think about how important stability is to, well, everyone – at least in some form or fashion. I tend to believe we seem to find stability in our work lives fairly well and fairly easily. Stability in work is rarely what you may think is obvious. For stability is not really a ‘safe’ job <in terms of employment security>, it is actually what we naturally gravitate to in terms of the daily ‘to do’s’ of what we do. Frankly, it is the things that come most easily to us and the things we like to do at work.

Stability in the workplace is found in the form of comfort in a couple of things:

1. knowing what you are doing
2. knowing you are doing it well <or competently>
3. knowing what you do means something to someone

It ain’t money. It ain’t job security. It is about the actual ‘doing’ where the strongest stability is found <because it is actually transferable & movable>. Everyone should note I emphasized ‘doing’ because this is at the heart of ‘work.’ I debate with anyone that people do not have to work to gain some meaning. Work is ‘doing’ <with multiple feedback mechanisms which provide value cues intrinsically & extrinsically>.

Moving on.

Anyway. For some odd reason it seems tougher to find this easy stability in real life. I tend to believe that happens because of ‘over stimulation’ <Life clutters us with responsibilities & worries & a nonstop schedule of ‘possible things to do’>.

Regardless. Whether we recognize it or not we build, or seek to build, some stability into our lives, i.e., something or some things that provides a steadying influence. I am not talking about money. I am talking about something, or somethings, that emotionally settle us so that we can deal with all the other crap that is going on around us.

It is important, and I would suggest, almost vital to have some emotional stability because it is from that which we leverage and make progress <in Life & business>.

All that said. When I heard my friend was buying a house, and what it meant, it made me think of several things:

–          How everyone builds some type of stability onto their lives <or it would be sheer chaos>

–          What is my stability

–          My uncomfortable relationship with permanence <and how I, and not everyone else, has that uncomfortable relationship>

Building stability in Life

Everyone has some stability. And everyone pretty much defines it very personally. Sure. We can be flippant when asked; our house <home>, our family <or parents>, our loved ones is typically the knee jerk response.

And sometimes it is the real truth. It’s easy. It makes sense. But sometimes it is not the obvious. Sure. We thought it was an easy answer, but it is not. Look. I am not telling you what your stability answer is I’m just suggesting it may be deeper than you think.

Regardless. Some of us look at stability in a different way. It isn’t like an unmoving object, but rather a constantly moving object that we try our best to bind to as it moves by.

William Blake said … “I wouldn’t bind myself to a joy, I would kiss the joy as it flew.”

That’s as close to a definition for this version of stability that I could find.

Regardless. We all seek and, I imagine, have ‘some’ stability in our lives. We may create it mentally and always go ‘home’ to it when we need to steady ourselves or it may be something tangible like a home or a person or a thing. Whatever it is that stability actually defines us. Yeah, yeah, yeah … someone will argue with me on this and I will probably get a nasty <but smart> note from a psychologist or behavioral expert reader, but in my simple mind how we define our stability is a reflection of something deep inside us. Either a Maslow thing <self esteem, self actualization, self-whatever> or simply something that given our past experiences <good or bad> that settles us into a ‘good place’ mentally.

This place, or thing, provides comfort, maybe happiness, but most absolutely represents  the calm eye in the hurricane of Life.

Bottom line? We all have something that stabilizes us. Figure it out and you at least know something really really valuable about yourself.

What my stability is.

When I thought about this it was a simple answer – books <and yes this will ultimately lead me to my uncomfortable relationship with permanence>. I find comfort in words and how the words make me think and feel and expand my experiences thru fictional & non fictional lives & stories. I find comfort in sifting thru the real & the unreal to formulate some Life truths, well, at least my Life truths.

I don’t need a home. I don’t need a high falutin’ title. I just need some books. That is my stability.

I could probably live in a studio apartment with bookshelves all around me and I would feel grounded.

For a period of time I thought my dog was my stability … he was a rock of support in Life. Instead I found he simply complimented my Life during the amazing time he was with me. He transitioned me from one point in my life to another and, possibly, in some weird way he tried to remind me of my true stability because throughout his life the only thing he consistently chewed on when I wasn’t around were the corners of books. To this day I have dozens of books with just one corner chewed off.

Maybe he had a comfortable relationship with my stability and found stability in my stability.

I know. Sounds odd, but pets often have a way of showing you things that you don’t really see about yourself <note: point of that little story was you can uncover your stability in a variety of ways>.

Regardless. I am certain this personal insight clearly makes me, well, two things I imagine.

First. A nomad. I’m willing to walk through life anywhere at any time as long as I have a books in hand. My stability is transient able to go wherever I go. In fact, I imagine standing still too long in one place makes me feel uncomfortable & possibly even unstable.

Second. Maybe I’m a sick person. Say what?

“Library is a hospital for the mind.”

Maybe I have a sick mind that always needs assistance to stay healthy rather than have healthy mind that seeks to feed itself with nutrition <because just as I eat some crappy food I certainly read some crappy stuff>.

Interesting thought. But hey … anyone who admits that their stability could possibly fit in their pocket for god’s sake probably has some mental issues don’t they?

My uncomfortable relationship with permanence.

Ok. This is probably most embodied in the fact that I don’t have a tattoo <and most people would guess that I would have one>, but instead I think I will reflect upon my choice for what gives me stability – my books. They are an impermanent permanent feature in my life. They easily travel and I can have hundreds, heck, thousands of which to pick up and put down and read and reread. Stability, to me, in the traditional sense, well, I have always equated with stagnancy.

Is that fair? Probably not, but it is what I have in my pea like brain.

It may be that I have moved so many times in my life, made some friends and met some fabulous amazing people in each place, and have gone back and while the people are still amazing … the place is … well … emptier. Nathaniel Hawthorne said it best:

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

“… they resolved to go back to their own land; because the years have a kind of emptiness when we spend too many of them on a foreign shore. But … if we do return, we find that the native air has lost its invigorating quality, and that life has shifted its reality to the spot where we have deemed ourselves only temporary residents.

Thus, between two countries, we have none at all.”

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

Now. I certainly admit that if I ever stopped moving maybe the spot wouldn’t shift its reality … or maybe I would shift with it and therefore it wouldn’t lose its invigorating quality. But. In my nomad world I have discovered you just cannot go back. You can go back to memories <which are great> but you cannot go back to a place.

All that said my permanence is found in books. Which I imagine suggests that my permanence is lurking somewhere in my mind … traveling with me wherever I go.

I envy people who find stability in a home because it makes them happy, comfortable and fulfilled.

I envy people who find stability in whatever type of permanence they have.

But I don’t envy them enough to give up my sense of stability and permanence.

I have tried their permanence and it has failed for me.

I have no clue what that says about me from a psychological standpoint and I am fairly sure I don’t want to know.

In the end.

I realized how I defined my stability said a lot about me and what is important to me. I don’t recommend a lot of self reflection, but this seems like a valuable use of someone’s time. I believe its valuable because I would assume if you haven’t clearly defined what makes you feel stable you run the risk of not having the platform you need to leverage from to be, and do, the best you can be & do.

I would also guess you run the risk of feeling adrift on occasion and not really knowing why.

Take a moment and think about how you define stability. Go below the obvious and really think about it. It seems important.

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

“I don’t pay attention to the

world Ending.

It has ended for me

many Times

and began again in the morning.”

=

Nayyirah Waheed

————————————

Once to every man and nation

Comes the moment to decide

In the strife of truth with falsehood

For the good or evil side.

=

James R. Lowell , 1845

<poem protesting America’s war with Mexico>

———————-

Is the world heading for another Global War?

As I read through the headlines on Yahoo News and other Media Outlets, it seems that there is a lot of anger, posturing, threats, paranoia, fear and distrust being expressed here in the US and elsewhere in the World.

The Iran deal, North Korea threats, Turkey and the Kurdish separatism, ISIS, Syrian revolution, radical groups in Western Africa, failed states in Somalia, Israel/ Palestinian continual war, Russian aggression and the European response.

Is this our reality, or just the manufacture of NEWS that the media creates to fill a 24/7 cycle? Are these all isolated situations or are they an early stage of a 20th century cycle that must repeat itself?

—

TED Discussion Topic in 2015

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

Well. I admit. There are times I feel like I am ready for the world to end. Okay. Not really. Maybe I only want the entire discussion of as we know it today as predicted by numerous “experts” of the imminent destruction of our world, and everything we now about it, to end.

It seems a little crazy, but, we sometimes seem to always live on the edge of the end of the world. There is no lack of predictors of doom online, on television or on radio talk shows today.

But you know what?

Being good at predicting doom, and the end, seems like an uneasy contradiction. If you are actually accurate and good at your prediction skills, who will be around to actually give you credit for being right?

Shit. Who would actually want to give you credit?

In addition more often than not the predictions are wrong <albeit the predictors are cannily good at>:

<a> post- doom: finding the random thread that actually did come to fruition or,

<b> post-doom: find the next phase of doom.

Here is the craziest aspect. Doom prediction is not a generational thing nor is it worse at one point versus another. Every decade, shit, every year has a new doom or Armageddon ‘thing.’

There is moral crisis <pick the 1740’s, 1880’s, 1910’s, 1970’s and now>.

There is economic crisis <pick the anytime in the 1500’s, the 1780’s, the 1890’s & 1920’s, the 1980’s and now>.

There is unsustainable overpopulation crisis <beginning of the industrial age until now – every year>.

There is terrorism crisis <every decade in recorded history>.

There is political crisis <war of the roses time, 1780’s, 1920’s, 1960’s, 1990’s and now>

Oh. And religion all by itself has a long history of ‘end days’ predictions <242 dates list >.

I cannot remember the first time I heard that the world was going to end because of an existing crisis other than maybe the imminent nuclear attack from the evil empire of the Soviet Union. Heck. Nostradamus and the Mayans as well as the Christians had the corner on the end of the world predictions until people came along trying to create a variety of manmade end of the world scenarios.

It has been my fortune that I have ignored the noise enough that no matter my age I haven’t stopped doing what I was supposed to do awaiting the end <I did my homework, I showed up for work, I didn’t quit exercising> and I still fulfilled the painful commitments which could have easily been shirked under the guise of “who will know I didn’t do it.”

Maybe it is because at a relatively young age I understood that most end of the world conspiracy theories begin with some crackpot wearing an aluminum foil hat sitting in their mother’s basement teasing out “what if” scenarios from actually was.

Maybe I had parents who ignored the bullshit and the foil hat people <who they believed were kooks>.

So are there any real threats?

Most of the conventional ways you’ve heard of the world ending are pretty much speculative bullshit. Even the original apocalypse, nuclear weapons, falls far short of what was promised/predicted. There are simply not enough nuclear weapons to destroy every major city on Earth therefore the entire world as we know it. Even in the 1980s, when the global arsenal reached its height, estimates were that 400-500 million might die in a first strike and perhaps double this number in total from famines, plagues, and radiation.

I will not bore you with real numbers, but that means the vast majority of humanity would survive.

The same numbers apply to any other Armageddon like event you want to worry about.

Pandemic.

Having recently worked with a bunch of highly qualified ER physicians I can factually state that we have them all the time. Before you get all worked up over “what if pandemic scenarios” I will point out that not once in four billion years has a disease mutated to the point where it could wipe out every living creature on Earth. Dangerous pandemics that kill lives? Yes. Dangerous pandemics that kill civilization? No.

Asteroids.

We only get a major asteroid hit <one that can destroy all major life forms> about every ten million years. Ok. Uhm. Maybe we are due (yikes). But. We are probably at a point where we could spot it and do something about it before it crashed into someone’s living room.

Solar Flare.

Possible. But lets say it knocks out every electrical device on the planet. At worst we would struggle with regaining our non-electrical footing and most likely set back the economy, the way we live and standard of living several decades.

Uncomfortable? For sure.

Extinction? Not so much.

Aliens.

Despite some of those TV shows speculating alien involvement with building the pyramid and such … the Earth has been circling the Sun for at least four billion years with no visitors to date. While there is a chance … it kind of seems like a Dumb and Dumber chance <one in a million>.

Manmade.

TV movie <see The Day the Earth Stood Still>.

Regardless. We <people in general> seem to confuse a variety of common everyday occurrences with Armageddon and “the end.”

Why? Let me share 3 reasons.

– Change <in general>

Change sucks and most people balk at changing. As soon as some major innovation that creates a big sweeping change in the way things are done <farming instead of hunting & gathering, printing press, industrial revolution, TV, computers, internet> it is like a tectonic shift within civilization.

Everything gets affected.

People freak.

Some people freak enough to predict the end of the world as we know it. Many others wonder if they are right. Most just ignore it and, well, change.

– Different from us <generations>

Each generation sweeps into the world shoving aside that which was <and how it was done> and puts their own imprint on the world. Each generation doing what is currently being done gives ground grudgingly. And each grudging step, which includes giving something up, seems like a step towards the end of the world as we know it.

Some of the ‘I want to hold on to the way it was’ freak out enough to predict the end of the world. There are enough ‘others’ within their age cohort who wonder if they are right <and comment on it>.

< I encourage everyone to pick up a copy of The 4th turning by Strauss & Howe which outlines the historical turnings of generations and how our freaking out is cyclical in theme>

– Different from us <culturally or ideologically>

This has nothing to do with generations or periods in time, this is simply a constant undercurrent of which current affairs can make the undercurrent bubble to the top. What we don’t know, or understand, freaks us out. When we see others who do, and act, significantly different from “us” <our country cohort> we freak. We freak because we believe we are living Life right <by the way … so do they>.

This is a constant and the freaking typically settles in at a ‘slightly uncomfortable feeling’ but nothing that makes us actually feel uncomfortable enough to say or do anything.

Most of us.

There will always be a few who will place the ‘different & differences’ up on a pedestal and start screaming “it will destroy us.” Depending on what else is happening in the world at that time others may shift from ‘slightly uncomfortable feeling’ to “maybe we should freak.’

<note: populists prey on this underlying fear>

Lastly. We confuse what time, in general, does to reshape the world and us:

==

New occasions teach new duties, time makes ancient good uncouth,

They must upward still and onward, who would keep abreast of truth.

Though the cause of evil prosper, yet the truth alone is strong;

==

Life naturally destroys what was, what is and creates what will be. This restless nature of life, which is constantly destroying, can create a sense that EVERYTHING will be destroyed.

Don’t panic.

The chances that everything will be destroyed falls into the Dumb and Dumber chances <one in a million>.

Yes. I will admit <using Orson Scott Card’s words>:

———

… we do appear to live in a time when people like me, who do not wish to choose the extreme ridiculous, inconsistent, unrelated ideology, are being forced to choose – and to take one whole absurd package or the other.

We live in a time when moderates are treated worse than extremists, being punished as if they were more fanatical than the actual fanatics.

We live in a time when lies are preferred to the truth and truths are called lies, when opponents are assumed to have the worst conceivable motives and treated accordingly, and when we reach immediately for coercion without bothering to find out what those who disagree with us are actually saying.

In short we are creating for ourselves a new dark age – the darkness of blinders we voluntarily wear, and which, if we do not take them off and see each other human beings with legitimate , virtuous concerns, will lead us to tragedies whose cost we will bear for generations.

Orson Scott Card

====

Orson’s words resonate and the sense you may get from what he describes is “Armageddon is upon us”, but it isn’t.

It is simply the uncomfortable chafing of culture & events & civilization trying to find its way. I would also like to remind everyone of something I read somewhere in a book … “all these quarrels had been minor bumps and potholes along the road of a lifetime of respect and trust. When you stop and think about it, what good is a friend who agrees with you all the time?”

Uncomfortable, but what good is a world where everyone agrees with you all the time? Events are uncomfortable, and we will disagree on those events, but .. aren’t the solutions found in the disagreements?

Regardless.

Here is what I know.

Don’t panic

I would guess that if you could visit 2115 you would see a world pretty close to the way it is today.

Sure.

Computers, technology and nanotechnology will most likely have evolved to some absurd heights, but there will still be suburban barbeques, Amish communities, farm communities and a shitload of regular people doing their own thing.

So relax, maybe have a drink or go for a run and accept the likelihood that despite all the blowhards on TV and books about the ‘decline of’ or ‘the end of’ there will still be a relatively normal world for our ancestors to inhabit in a hundred years.

originally posted August 2015

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

“When you ain’t got nothin’, you got nothin’ to lose.”

–

Bob Dylan

<although … ironically … the movie Titanic made this quote even more famous … “When you have nothing, you’ve got nothing to lose.” said Jack Dawson>

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

Well. In business having nothing is an entrepreneurial or ‘save the business’ type of discussion.

In Life? It’s not that cut & dried. Mainly because it is often a survival discussion. I say that especially after searching the web and finding a shitload of vapid “keep your chin up” type writing <and some horrendous writing at that>.

I am all for keeping a positive view or maintaining hope for things to be better and all that stuff … but let’s get to “ain’t got nothin’.”

I am going to offer two seemingly contradictory thoughts:

–          Nothing doesn’t come in one size. It comes in different degrees … maybe I should say that sometimes nothing still contains something. It’s just your point of view.

–          Nothing is a black hole. For everyone. When you are in the ‘aint got nothing’ hole it is simply a black hole <shallow or deep it is dark and a hole>.

–          Nothing and degrees.

Suffice it to say if you have nothing, and you have never had something, nothing looks very very different than if you have had something and now you have nothing.

This flies in the face of the baloney I found online that suggests everyone starts from nothing <although I have found a number of ‘life coaches’ who suggest this as a starting point for positive thinking>.

Rich people, poor people, successful people, non-successful people, top achievers, non-achievers do not start from the same place where they had nothing. While, factually, each of us builds our own achievements and knowledge, your environment can dictate a bunch of ‘something.’

Anyway. I read this somewhere.  Two things define your personality, the way you manage things when you have nothing & the way you behave when you everything. I like that thought. Mainly because I also believe this is based on your perspective … ‘everything’ to a middle class person is very different than ‘everything’ to someone currently in poverty. I say this because so often in my relatively comfortable middle class environment I hear far too many people talking about how people living in poverty squander money when they get it.

Well. If you have never had anything, you have no idea what it feels like to actually have something. Even if that ‘something’ is one steak dinner in the year. It may appear to be a massive misuse of funds available to someone who has something and yet it may be the momentary access to touch ‘hope’ to another group of people.

Regardless. The degrees in nothing is a combination of your environment, situation and attitude.

For example. If you feel attitudinally as if you have lost everything already. That you literally had nothing left to lose. Inevitably you will decide that nothing could be as worse as what you had already gone through.

This is a wiping the slate clean type nothing. But that is just one type of nothing. And on the way to that type of nothing you actually get to watch nothing coming down the road toward you. Painful but at least you see it coming.

So. I am not going to literally outline ever degree of nothingness.

Because all that really matters is if you feel like you have nothing to lose you only feel you only have everything to gain. In other words, there is nowhere to go but up.

By the way, while seemingly flippant that is a very very important thought.

Nowhere to go but up.

Frankly, my idea of bottom is most likely nowhere near what the true bottom is. I may feel like it is, I may feel it as close to a Life truth as one can get, but in my heart of hearts I know there is another degree of nothing below what I believe bottom is.

But. It’s my bottom. That is my ‘nothing’ in my pea like brain.

I do not believe I am that different from many people.

I tend to believe most of us define their own nothing differently than other people.

I say this point because that is why I believe it is so difficult to help someone who is in a nothing stage. Believing you have nothing to lose is most likely exactly what will make you successful. But we are prone to want to hold on to things, but once there is nothing to hold on to we have a tendency to dig deep … and realize that the only thing we can truly hold on to is something deeper and impenetrable inside us.

Let’s call that the survival instinct.

Here’s the tricky thing about survival and nothing. Those truly with nothing are better at surviving than someones who had something and lost it. In the end the people we need to worry about are the ones who have shitty survival instincts.

Yes. They can adapt <painfully I imagine>. But saying ‘do whatever it takes’ is significantly different than DOING ‘do whatever it takes.’

Hence the degrees in nothing.

Ok. My main point in breaking it out this way?

Someone close to the edge of ‘nothing’ needs help. It doesn’t matter what their degree of nothing is. Simplistically they need something more than what they have to survive — survive sometimes physically and sometimes emotionally.

At one point I have neared ‘nothing’ and I have to tell you — the feeling sucks. And you know what? The homeless guy who stands at the corner asking for money would probably laugh in my face if I described how close I was to nothing.

It’s all perspective. But it is all painful <and scary>.

Sometimes it may seem like we have not learned that everything comes at a price. Whatever your bottom in nothing is the price is tenacity and strength and resilience to move past a ‘nothing’ stage in life.

Think about that before you judge someone’s actions with regard to ‘having nothing.’

–          Nothing is a black hole.

Many many people suggest that ‘nothing’ is not really a true concept because we all have something … that undying and eternal part of us called our spirit.

In fact I found where some woman named Libba Bray said something like:

“there’s no such thing as nothing. In every nothing, there’s a something. In fact, there could be everything!”

<apparently she even said it with an exclamation point>

Well. What a bunch of bullshit.

When it is in your head ‘I have nothing’ is as real as the ground you stand on. In fact, nothing is something, it is a black hole that has sucked <or is in the process of sucking> every ounce of hope or dream you have.

“From where you are you can hear their dreams. The dismays and despairs and flight and fall and big seas of their dreams. “

Dylan Thomas

C’mon Bruce … really? Dreams and hope?

Oh, we tend to believe there is so much hope it can never run out. So much hope as that.

Well. If you are one of those who believe that, you have never truly had nothing.

Nothing is … well … nothing. It is the abyss that contains no hope. It has been emptied of dreams and wishes and hope and all that remains is blackness … and the despair that comes with no light <at the end of any tunnel>.

Here’s the good news.

There are not many people in this hole <albeit I would suggest any is too many>.

My point? If you believe you have nothing, sometimes it is difficult to think about something like “I have nothing to lose.” Maybe because in the darkness of nothing you already think you have lost.

Feeling like ‘when you have nothing’ is a really bad feeling. Shit. Even if you start inching toward nothingness it is a bad feeling. It is such a bad feeling it is tough to listen to ‘feel good’ tripe as a way out of the hole.

Just remember that.

When you hear someone suggest they have nothing, before you start pointing out all the ‘something’ in their lives, remember attitudinally they may truly believe they have nothing. So offer them something meaningful <note: easier said than done>.

Ok. Look. Having nothing means you have nothing to lose.

It provides some freedom, but probably not as much freedom as ‘positive life coaches’ would have you believe.

But. It is freedom if you can find it within the dark of the nothingness.

“Nothing, Everything, Anything, Something: If you have nothing, then you have everything, because you have the freedom to do anything, without the fear of losing something.” 

Jarod Kintz,

In Life, positive thinking platitudes aside, nothing is scary. It can feel debilitating and in some situations it IS debilitating.

I end with that thought because I simply don’t believe, attitudinally, you can truly do “what would you do if you had nothing to lose.”

You simply cannot envision it unless you have actually brushed against the darkness of nothingness. Even a light touch of nothingness leaves a scar you will never forget. And once you have the scar, trust me, you will never have to ‘act like you have nothing to lose and make a decision.’

You will know exactly what to do and how to think.