——

“The measure of greatness in a scientific idea is the extent to which it stimulates thought and opens up new lines of research.”

=

Paul A.M. Dirac

——

“Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”

=

John Wanamaker

–

—–

So. I thought about research, and brainstorming, the other day as I perused an article about a good friend of mine <and a gangbuster research group I would highly recommend –studyhall research: http://www.studyhallresearch.com/ > who was just named one of the top 20 research moderators in America.

Couple of thoughts hit me:

–         I have a love/hate relationship with research <we tend to torture numbers & methodology to say what we want to say>.

–        I hate brainstorming.

So. Nifty thoughts <you may say> … but what the hell do these two thoughts have to do with each other? <other than the fact any viable business thinks or does both>

Well. Speaking of hell. Both are devils in their own way.

Research can be devilishly tricky <mostly because business people want to use it incorrectly> … but when done well … it can inform some great insightful decisions and idea.

Brainstorming can be devilishly painful — like visiting the devil at his home type painful and even when done well tends to dull <not sharpen> the good ideas.

I have seen both devils … have danced with both devils … and I would suggest you dance with the one you know the best <at least that’s what I say>.

I would choose to dance with research. No hesitation. Not just because I know it better, but it is better when done well, more cost effective and actually delivers an ROI.

Oh. And let me discuss ‘cost effective’ for a minute. Far <far> too many business leaders & managers suggest “brainstorming doesn’t cost us anything <and we gain value thru ‘involvement’>. Well. That value equation is so far <far> out of fucking wack I am not sure where to begin.

So let me begin with something safe.

Real costs. Like real tangible dollars & cents when addressing the ‘no cost’ theorem. Salary rates are always calculated on an out-of-pocket <what I actually have to pay someone in their paycheck>, overhead and margin model.

This is based on taking the direct salary cost and multiplying it by an overhead factor. The overhead factor is to cover the indirect salary costs such as healthcare/benefits, support staff like the receptionist and accounting and useless management, plus space rent and utility costs, IT and capital expenses.

This overhead factor can vary from 60% to 120% depending on a number of factors. Then you have to add to this cost the profit margin of anywhere from 10% to 25%. And then let’s figure your staff works a 1920 hour annual year <that’s 40 hours a week minus 2 weeks’ vacation and 2 weeks personal/health/whatever>. I won’t bore you with hourly rates per person I will shove into a brainstorming meeting which I will conservatively put in the ‘waste-of-time-thinking-session’ for 2 hours but lets just say you are going to end up dropping maybe $3 to $4,000 in non-billable or ‘producable’ wages on brainstorming.

That is one brainstorming session.

Say your organization does 5 of these gangbuster ideation ‘future’ sessions. Uh oh. I’ve just put 15 to 20,000 buckaroos on brainstorming.

Well.

You have.

I haven’t.

There are so many ways and things you can spend $20000 in research <… and please … no one tell me zoomerang or survey monkey as viable ‘I will bank the future of my business’ research options> your head could explode exploring all of them.

Look. Good research is worth its weight in gold. Even better? It can actually generate ROI.

To be clear. Bad research is worthless <which is typically why I tell most businesses to not do their own research … and hire someone who knows their shit>.

Brainstorming has no ROI. Well. At least I can’t find one.

Good ideas get rejected because they are deemed too obvious <or not innovative or ‘breakthrough’ enough>. Whatever value <ROI> you gain in employee involvement & inclusion you tend to lose quickly with lack of results <i.e., simply waste of time as net employee response>.

Anyway.

Today’s business world is built differently than it used to be. We enter market more quickly <with less information>, move faster and adapt faster. This certainly takes a different kind of leadership & management skill set than many of us older folk learned in management. But more relevantly to what I am writing about today’s business world demands a different research vision that it used to be.

It needs to move faster and adapt faster. Long arduous research projects which are built to create “a solid foundation from which to carve out a space in the marketplace” <which is mostly bullshit anyway> are most often obsolete before you even get into market.

Why? That space, that window, is now closed. Research can’t measure static time & space <well … it actually can … but the information is practically useless because time & space doesn’t stand still nor repeat itself>. Research simply gives you a snapshot in the swirling seemingly chaotic space in which you are going to conduct your business.

That snapshot gives you a glimpse of what could be. I found a great article calling this way of thinking ‘directional research’ < http://gwkuhn3.com/tag/market-research-roi/ >.

The guy who wrote it says this:

—

“… businesses want answers right away and many times high statistical reliability is not worth the cost it takes to achieve it.”

and

“Insights that point decision-makers to go “left” or “right” is innately good enough. Leaders are oftentimes not willing to pay for “turn left at a 30 degree angle” or “turn right at an 115 degree angle” because it may cost too much money and takes far too long to obtain those precise next steps through drawn-out methodologies.

—

Well said.

More people need to be thinking is way.

Shit.

More research companies should be thinking his way.

Unfortunately not only do most people & companies disagree with me about the lack of value of brainstorming <and using that investment on research> but most senior people in business these days do not agree with ‘directional research.’ These business people do not want to be informed … they want decisions made <with research> for them … and then they use the research as ‘one lane highways to drive the company down.’

<note: as an example of how businesses misuse research – for advertising creative – you can see this:  https://brucemctague.com/testing-creative-how-it-sharpens-and-how-it-dulls-the-idea >

That is old school thinking.

Well. It is just old thinking.

I am no research expert, but I know I don’t want to be dumb in bringing a business to market and I know I don’t want to be oblivious to thoughts & ideas that would make the business more likely to be successful initially. But I also know that being 80% close-to-being-right and in business making money <and adapting> is better than being 99% sure and being late to being in business <and being less likely to adapt because … well … shit … we are 99% sure aren’t we ?!?>.

Old school research thinking makes you late to market and encourages less flexible thinking and less adaptable behavior. You just get stuck in the old slow business people lane always getting passed by faster thinkers and adapters <shifters>.

Last two thoughts.

First. Don’t waste your money <or time> on brainstorming.

Second. If you are going to invest in research look for the adaptable directional research ROI.

I will end where I began … ‘the measure of greatness in a scientific idea is the extent to which it stimulates thought and opens up new lines of research.”

Great research not only informs <and does not make decisions> but it stimulates thought and inevitably opens up new lines of questions. Research can make sure you get some good basics right but it can also help you course correct and it can always make you think.

————–

“You cannot use someone else’s fire; you can only use your own.

And in order to do that, you must first be willing to believe you have it.”

==

Audre Lorde

————

“There is always an easy solution to every human problem — neat, plausible, and wrong.”

==

H. L. Mencken

———–

Well. This could be about either business or Life … but let me stick with business for today.

I have worked within so many industries and seen so many different businesses I can’t really keep them all straight. And maybe because of that breadth of experience I have realized that there is no formula for success that is easily transferable.

What this means in a practical sense is that I don’t have a formula to offer when I walk into a new business <because I would have to have dozens and my brain doesn’t work that way>. Yet, everyone, every business, seeks a formula for success. This can be frustrating <for the business and for me>. They do this despite the fact they know in their heart of hearts that most business situations are contextual and dipping into some past developed formula more likely than not is simply not going to replicate whatever had happened in the past that made the formula look so appealing.

And, yet, again and again … businesses seek some elusive formula to apply to their business – to start it, to make it more efficient or even on how to plan tactics.

Here is what I know from having walked through hundreds of business front doors. Business seems to demand order from its thinkers, doers and leaders.

Think about it. Inevitably no matter what conversation you are having … innovation, ideation, process, production or even organizational culture you will find yourself mired in some aspect of ‘order.’ And we wonder why there is so much angst and conflict in business? That is your explanation. The world is not a naturally orderly place and yet we constantly seek to put it in order.

Day in and day out almost everything a business does is about finding some order in a world that demands non order, non tidy, non linear, like thinking.

This is a crazy, sometimes stupefying, discussion of a desire for a winning formula … and a refusal to follow a formula at exactly the same time.

I cannot tell you how many times I have been pressed by a business to show proof that an idea, or something, has worked in the past … only to have another past ‘formula’ be rejected as ‘not relevant for us.’ Frankly, the inconsistency with regard to using something in the past is maybe the most consistent discussion I have in business.

Look. There are certainly some guiding principles that can help insure, or limit, your stupidity moving forward … but formulas don’t exist. What constantly still catches me a little off guard when formulas are being requested <or some derivative of a formula> is that we all know each business, each business situation and each organization is at minimum slightly unique.

Every relatively smart & experienced business person knows this. Therefore a past formula runs the risk of trying to put a square peg into a round hole.

Oh. But then we inevitably slide into the infamous discussion of “let’s just use the parts that apply to us & our situation.” This is another ‘formula but not-formula’ head scratcher.

Most past successes are a confluence of factors intertwined into some uniquely messy tangled ball of string. It looks messy <albeit far too many business consultants portray it as simple, or linear, or anything but tangled as they

straighten the string out to show a flawed construct> and it is … well … messy.

Therefore trying to pull it apart and using one aspect as a “successful foundation for our future success” <see: “formula”> is flawed logic. There are rarely, very rarely, neat & plausible solutions to what a business faces in the here & now. If you are shown a ‘formula for success’ and it looks neat and it seem plausible … it is most likely wrong.

Ok. What I am now going to say is going to sound painfully inefficient.

A business has to create its own way of doing things. It has to create its own formula. It can certainly contain some aspects of things that have been done in the past but those are simply ingredients from which you will build your own formula. And, to be clear, if you start bolting together different formulas to create a successful business … you are simply creating a Frankenstein which the village people are going to end up killing with simple pitchforks & torches.

Your business formula for success will have to be yours. And, yes, you do need some type of formula. Business does demand some order. Without it there is only chaos.

Now. ‘Borrowing’ order <see: “formulas”> seems like a nifty short cut to minimizing risk as well as creating a foundation on which to build upon. Unfortunately, it is often not that simple for a couple of reasons.

<1> Rigidity. Using someone else’s formula is like inserting an immovable part. It is a rigid component inflexible to any organizational adaptations … or external adaptations. Customize the formula and you run the likely risk that it fails <because a successful formula is a formula for a specific need>. Leave the formula rigid and you run the likely risk the organization loses some flexibility to respond to external circumstances.

<2> External adaptations. Because the business environment in which a business competes in is a fairly unorderly world and order constantly chafes with disorder. Formulas in today’s business world look significantly different than formulas of the past in that the past had more rigid aspects and the present has more fluidity.

Anyway. I would like to note that last point as possibly the biggest struggle a business leader has in managing a business – getting comfortable with the constant chafing and recognizing when it is no longer simple chafing and instead a real open wound.

In the end. Let me end where I began … you cannot use someone else’s fire; you can only use your own. And in order to do that, you must first be willing to believe you have it.

Most businesses have their successful formula already in hand. More often than not they don’t need to look elsewhere for a formula. They just cannot see it yet … they cannot see they have their own fire.

That’s what I do.

Painfully, but what I do. Make them see their fire and believe in it. It comes down to assessing the ingredients that reside in the business owner’s mind, in the business culture and what the organization itself is capable of … and building that fire.

And, even then, rarely is there some simple formula which becomes their elixir for success. It becomes almost like the core molecule on which additional molecules can be attached or removed as the business organism interacts with that wacky disorderly business environment.

Success in business is never easy. It only looks easy when looking at someone else from afar or looking to the past. While businesses demand order the business environment conducts itself in a less than orderly fashion. That sentence right there explains why there is no formula for success and that we have a non-formula world.

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

“Leadership is the art of getting someone else to do something you want done because he wants to do it.

—

Dwight D. Eisenhower

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

Whew. In business, getting out of the way, if you are even mediocrely qualified or actually good at what you do … this may be one of the most difficult things to do.

What am I talking about?

Get out of the way of someone who knows what they are doing.

Now. This isn’t about ‘planting your own ideas in someone else’s head” <which you see a number of articles on if you try and google this topic, by the way, interestingly I couldn’t find one article out of the gazillions on my topic today>.

This is simply getting out of the way of someone who actually knows what the hell they are doing. This topic actually came up from a young person who actually asked ‘why don’t stupid people get out of the way of the people who actually know what they are doing.” My immediate response was relatively flippant: “because most stupid people don’t recognize they are stupid … about something.”

Okay.No one panic.

I followed that quickly with “listen … most people truly aren’t stupid … they are just blind to what they may actually not be as good at versus someone else.”

But. So, often, out of the mouths of babes comes truth. We often sit in our office, or in a meeting with a group of people, and if someone could read the thought bubble over our heads they would stare <mouth agape probably> when they read “why the f%$& won’t these stupid people get out of the way so someone who knows what they are doing can get this done?”

C’mon. Admit it.

We have all done it.

We have all thought it.

But here is the other side of that coin. It is really really difficult to admit you are one of the ‘stupid people’ and should be getting out of the way.

<by the way … I am simply using stupid as a harsher place holder for ‘less qualified’ or ‘not as good as’>

First. Reminder.

Most people are not stupid <even in business> and the odds are you aren’t stupid … it is simply a way of expressing your frustration and it isn’t literal.

Second. Well.

It is difficult to get out of the way for a number of reasons but let’s pick two:

<1> Yourself and … <2> someone else.

Huh?

–          Yourself.

This is ego. As well as society <a little> I imagine. But let’s discuss ego first. Getting out of the way implies you are not good enough or qualified enough … and you will not only feel like shit … you will look bad to everyone else.

You kind of have to discipline yourself a little to be able to get out of the way. This type of discipline is not easy.

Society does not support it and the drive to intervene in the process is rooted in how we were brought up, what we have seen around us and reinforced in our culture … as in … accepted behavior of those who are successful.

It is a difficult challenge to overcome the slightly narcissistic impulse to show off ‘your game’ and instead step out of the way and accept you can simply be there … without everything depending on you.

It is difficult for someone to not only know there are better circumstances you can be in but also that there’s a better way to do something.

It is difficult to think that if you actually step out of the way you may learn something and become better <mostly because you feel if you pass on this opportunity you will never get the opportunity again>.

It is difficult to decide in the moment, from a self interest perspective of actually wanting to better yourself <and do what’s right> that, technically, you are actually getting out of your own way.

None of this is easy because these types of decisions boil down to how you see yourself and how much value yourself. Maybe I could say instead … how comfortable you are with yourself.

If you think about it, if you can shed all the angst and society and all the ‘here is how you are supposed to act’ type bullshit, your actions reflect what you want for yourself and what you feel you deserve. In the end … as with almost everything it seems … getting out of the way and yourself is mostly about character. Oddly enough … it is difficult to be honest with yourself.

Next.

–          Someone else.

Ok.

This is a version of yourself … this is assessing the ‘someone else’ who wants you to get out of the way. Beyond the fact you may be admitting that someone may be better than you at something else … you are actually evaluating that someone else.

Uh oh. Typically, we suck at that. We suck at that because we typically judge our co-workers on the wrong criteria – the past.

Sure. If they have delivered on what they promised in the past, it does count for something. And their resume of past behavior and performance can count <albeit resumes are dubious things at best>.

But how much should it REALLY count? Because, uh oh <a BIG business truth here> most expertise is situational.

As in discrete. As in mutually exclusive.

Uh oh. What that means is you cannot judge based on anything historical but rather you have to judge within the moment and the situation.

Wow. That sucks. And we suck at doing that.

Ok. Beyond dealing with yourself and someone else.

When we do get out of the way we feel compelled to praise <this is actually a self ego thing>. Frankly, praising someone in the work place is … well … sometimes painful <particularly with a peer>. And if it isn’t painful it is certainly uncomfortable. Most of us are not skilled enough to be diplomatic and sincere without being condescending or, I cannot find the right words, suffice it to say most of us just plain suck at praising effectively in the work place.

And honestly … there are some good reasons why we suck at it. The behavioral reason <not the immature reason> is that we worry <and know from research> that the praised-for-every-achievement employee ends up reflecting a happier, more successful and highly self-esteemed employee, but more likely, the employee will become a ‘pleasing mode’ model employee <one who is driven to success not by personal curiosity but rather by the desire to earn praise by simply living up to expectations>.

Whew. Looking back at what I just wrote … that sure sounds cynical. Or maybe it just sounds shallow in referring to how people think or act. Take solace in the fact that it really isn’t because it is mainly a subconscious thing. We all do it to some degree it is only the people who consciously suck up and seek praise by ‘being a sheep’ that aggravate us.

Now. Living up to expectations isn’t a bad thing in the scheme of things, but it also doesn’t represent the kind of dynamics you want in a growing & expanding employee <or in a business in general>. You prefer to inspire someone to WANT to do something not HAVE to do it <for some personal gain>.

Anyway.

Getting out of the way is more difficult than most people think. For some good reasons and some bad reasons. Regardless of the reason, suffice it to say, we suck at getting out of the way.

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

“Think of value creation, not valuation.”

–

Pranav Marwah

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

I believe we need to spend more time these days discussing value creation before we begin talking about, well, anything else. I believe this for three reasons:

1. Today, it’s often about efficiency. Or minimizing to maximize. Minimize what to put in and then how creatively you craft the features. We should remember production is more about economical/efficient input and selling is more about thoughtful ideation. Regardless. I believe we need to talk more about maximizing without just talking about efficiency.
2. I worry we talk about “things” because they seem like the right thing to do, not because they will add value <based on our vision/mission>. I worry we don’t talk more, and understand better, about what value we provide people. Oh. A business typically knows what they see as value provided, but very rarely turn the telescope and see what value a possible customer desires <or receives>. I worry we don’t talk more about value creation.
3. Unless everyone wants to enter into a race to commodity business needs to start engaging in an effectiveness discussion. Efficiency is inherently about attempting to provide value by stripping away obstacles or the unnecessary. Effectiveness is inherently about persuading people some things are actually necessary for quality, enjoyment or substance to meet your outlay of investment (cash).

I would begin with the fact we know there is a relationship between velocity & value creation. As I noted in ‘obsession with velocity’, velocity is always about decisions. What I mean by that is there is never any lack of things to do in a business, but some just aren’t worth doing.

Velocity projects fall into 2 slots:

• value creation initiatives which increase velocity of value offered (transactional value opportunities)
• velocity initiatives which increase the velocity of the organization itself & indirectly enhances value (structural value elevation)

Make your project decisions wisely. Velocity is all that matters not only because it guarantees progress, rather than simple “hamster in a wheel” speed, but it also inherently gravitates toward value creation.

Regardless.

Value creation comes in two basic constructs: structural and transactional and revolves around efficiency and effectiveness.

Here you go. Just ponder.

efficiency and effectiveness

All value begins, and ends, with efficacy or the balance between efficiency & effectiveness. Many people when viewing his grid for the first time ask who would ever want to (a) be in the lower left hand quadrant or (b) be below the line at all.

Many business, and specific products, live & die off of efficiency. There is nothing wrong with that. In addition, a low cost provider will care less about effectiveness because their inherent ‘value’ is found in cheapest. I would argue everyone wants some balance but there will always be at least one incredibly efficient, not as effective, business and there will always be at least one incredibly effective business where efficiency is just not that important. Similarly, I could argue a business in & of itself can have all of these things within their business and the collection of them all make up the larger value creation offering.

Regardless. Look for your unique balance and, well, choose wisely.

structural value creation

This is the x axis. Efficiency to left effective to right.

Structural value can be generated through efficiency or effectiveness. Efficiency means your structural change reduces costs (tangibly or intangibly like time). Effectiveness means your structural change increases value to a point that increases price or offer opportunities for premium transactions/offers.

For example, adding 5G in a city is a structural value creation. It lifts everything to a higher value. Digital transformation is also. It’s an infrastructure change which provides structural value creation.

In addition. A structural value creation may, or may not additionally offer specific transactional value creation situations. What this means is incremental value for a specific transaction over and above the basic structural value creation.

transactional value creation

This is the Y axis.

Efficiency at the bottom, effective at top.

Organizations often seek bite sized improvements, therefore, may explore ways to offer distinct transactional value creation.

From an efficiency standpoint these could be things like frictionless engagement, speed, or any improvement which increases convenience or ease of use.

From an effectiveness standpoint these would be things which increase quality of actual transaction. Better products, more effective outcomes, etc.

For example. You could create a video platform, or an AI platform (to show traditional and technology) which enhances a specific transaction to a point in which you could create value (additional sales) or simply charge a higher price.

Value Proposition vs. Employee Value Proposition

Once identifying the value creation one offers a business you develop a value proposition ( a way to communicate what value you create). I would suggest this is an exercise not just for customers but also as a hiring criteria. You want to attract customers who desire what value you offer and you would like to hire people who contribute to your value creation proposition.

In its simplest terms, a value proposition is a positioning statement that explains what benefit you provide for who and what effective/efficient way you do it. Your value proposition isn’t meant to appeal to everyone, but it should have a value appeal of some distinction (not necessarily differentiation).

Lastly.

Now that maybe I’ve given you some things to ponder let me say, frankly, we don’t speak often enough about value creation dynamics within organizational modeling & business construct. Value creation, at its core, is all about people – what they do as well as what they think. Huh? When an individual feels like they are doing something of value & their value can be maximized, the organizational value creation inevitably is maximized. I would argue if you focus on the value-creation-structure the people will believe they are part of value creation and the formal structure will either fall in place or will be simpler to match up to how the value is created.

That’s it.

Value creation. I just don’t see how any business can have an effective vision or mission if they haven’t gone through this exercise. If you don’t have this conversation and go through the rigor, well, it seems like you run a major risk you will not get what you deserve – revenue, profit, customers or even employees.

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

“Any system of ethics must account for scarcity. If it doesn’t, humanity would perish due to misallocation of finite resources, including one’s own body.”

—-

Daniel Alexander Brackins

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

“If somebody never gets enough of you, they will always want more”

―

Ashly Lorenzana

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

I recently was asked to help a Brazilian design & brand consulting company expanding their business into the United State after they read my thoughts on Velocity in business (in particular my thoughts on the Velocity Zone).

It was a fascinating discussion in which I was, once again, reminded of the attitudinal differences between the United States and other countries.

While a Brazilian attitude with regard to how their work should come to life (a stronger attitude with regard to vividness & distinction) in this case it came down to abundance versus scarcity. I often found myself sitting back just thinking about how Brazil viewed the world thru a scarcity lens. It had a sense of urgency with regard to not just ‘use it or lose it’ but rather ‘if I don’t use it I will not survive.’ And that is where I gained my deepest insight – survival. In an abundant world survival may not be accepted as a fait accompli, but it certainly feels like it is more likely. In a scarcity world you almost feel like survival is a moment by moment aspect of life. This isn’t to suggest desperation but it does suggest two things:

• Enjoy the moments you have and maximize them (this comes to life in a business attitude of distinctness, boldness & distinction)
• Not fear of death but more aggressiveness in the moment to survive (this comes to life with grabbing what exists now rather than thinking something better may come along tomorrow)

Anyway.

It led to Velo. It’s a Portuguese spin on Velocity.

About Velo

We made up this word because, to us, its meaning is new. Velo is velocity with a Brazilian twist. Let’s call it the Portuguese version of Velocity.

We arrived at the term because we believe America business view is tainted by the concept of abundance – an abundance of opportunities, resources & money. It doesn’t mean all businesses actual have an abundance of money & resources just that in the back of their minds they believe America is abundant therefore attitudinally they don’t approach things through a scarcity lens. This affects decision making, strategic approaches, brand positioning and messaging, design , messaging and even budget allocation.

Abundance versus scarcity attitude

In an abundant world options are limitless, in other words, miss an opportunity and another will arise. Let’s call this a “limitless supply of water” attitude. Water is abundant so when presented with a glass of it unless I’m desperately thirsty it’s just a glass of water.  In a scarcity world a glass of water can mean life or death.

Now. In America we talk scarcity, but think abundance. This ‘abundance of options’ attitude affects not only our general attitude but also behavioral decisions – business decisions. We sift thru options with a slight lack of urgency. In Brazil one cannot simply talk scarcity but act upon it to insure you get your glass of water. Options are limited and you maximize the ones you do have.

We think of velocity in the same terms. Velocity is a scarce resource and demands a versatile view of communications, design, branding combined with a bold view on crafting a distinctive idea & brand. Velocity falters under an abundance attitude and can quickly become just speed – hamsters on a wheel in an abundant world. Velocity thrives within a scarcity attitude by assembling minimal viable teams with minimal viable products utilizing minimal viable assets & resources applying communications principles & thinking to maximize opportunities as scarce moments in time.  That’s a mouthful but suffice it to say Velocity thrives in a minimalist view.

Comunicação and scarcity

Comunicação is a little different than America communication. It’s a little bit bolder and distinct (remember, resources, including time & money are viewed as scarce therefore need to be maximized). The design has more vividness. The strategy is a little more bold. The branding is more distinct. The communications have a little more edge. Generally speaking the ideas are treated as a scarce resource not to be wasted with ‘safe’ thinking & doing, but rather vivid thinking that demands people pay attention.

Criatividade and scarcity

Criatividade is a little different than American creativity. In a scarcity world everyone is expected to be creative (remember, resources are scare therefore need to be maximized) therefore creativity comes to life from unexpected places in unexpected ways. There are no thinkers and doers in a scarcity Criatividade world, just doers who think & thinkers who do – all the time. Creativity is only abundant if you maximize the scarce resources at hand.

In an abundant world options seem limitless and discussion can actually be infinite all of which just ends with a less creative ‘safer’ solution. In a scarcity driven world options are treated as limited so discussion is finite with bolder, more vivid, creative solutions.

Think: Value on the Move

The essence of Velo is enabling value transactions to happen as effectively and efficiently as possible. By treating the world thru a scarcity lens we maximize time, resources, minds & skills to generate brand velocity.

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

“The fragile structure of logic fades and disappears against the emotional onslaught of hushed tone, a dramatic pause, and the soaring excitement of a verbal crescendo.”

——-

Bill Bernbach

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

“It was the in-between time, before day leaves and night comes, a time I’ve never been partial to because of the sadness that lingers in the space between going and coming.”

——

Sue Monk Kidd

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

Ok. Far too often when talking about pacing in life and business we focus on ‘slowing down.’ We do that because we have convinced ourselves that not only is the world moving at a faster pace than ever before, but that we actually have to move really fast or we are not doing something right.

I will not debate the sheer amount of shit we are faced with in any given moment but I would debate our concept of speed and moving fast is all that matters and our unhealthy belief there is not enough time.

Not everything has to be done immediately.

Not everything should be done with minimal information.

Not every moment has some magical window of opportunity that we will miss out on if we do not act ‘now!’.

Now. This is a little weird when we stop and think about it.

Facing reality, as an individual, it can appear like a speed boat … crashing through waves with any significant milestones flashing by so fast they become a blur.

Facing reality, collectively. It can appear like a fully loaded tanker … plowing its way through the waves where significance is measured, if significance is discernible at all, in broad sweeping miles of slow turns.

That’s life in a nutshell. That is time in a nutshell. That is reality in a nutshell.

Suffice it to say … reality can be a real bastard. Good leaders manage the bastard by managing the pacing of how we deal with all the bastard’s stuff.

Here is a truth.

The truth is that every good self-aware business leader has a panel in their head with a play, pause, rewind and fast forward button.  They have the ability to see things in real time, what has occurred up to that point and, in some way, can envision the ripples of what happens from there. Within that ability they decide to fast forward, or pause, or continue playing at the same speed … or even decide to rewind a little. They see reality and decide how to best take advantage of it.

Some leaders have one speed. There are some who we call ‘the bull in china shop’ asshats who only know forward at some fast speed bludgeoning and blustering their way forward. Some are like golf carts steadily chugging along at steady long play.

Good organizations have a variety of different types of employees, but there is no good functional organization without leaders, or a great leader, with a ‘play/pause’ panel.

Here is another truth.

The other way a good leader uses their ‘play/pause’ panel is how they think about possibilities. But we tend to make reality an even worse bastard. One thing we do that make reality worse is to convince ourselves that ‘the possibilities are infinite in any given moment.’

As I have stated before this is a false premise and a dangerously overwhelming premise. ‘Infinite’ sounds good conceptually, as does possibilities, but when it comes to real pragmatic decision-making the entire idea tends to overwhelm & freeze rather than enhance efficient & effective decision-making.

The reality is that within any given moment possibilities are finite.

And the good leaders & managers recognize that. The great leaders and managers not only see finite possibilities but they see each possibility as a window … some wide open, some slightly cracked and some closed. And in any given moment they have the ability to consistently scan the finite possibilities with a finger poised over their play/pause/rewind/fast forward buttons.

That consistency is at the foundation of any good leader’s value.

Shit. Consistency, in general, may have the highest value it has ever had in the history of Mankind.

Why? Well. Today’s world is structurally hostile to nuance. Subtlety not only doesn’t sell it invokes ‘space’ in which others are more than willing to place something. I mention this because a play/pause panel is all about nuance within the complexity of reality. It is easy to go one speed <or just stop when you get tired>. It takes touch and nuance to pause at the right time, rewind accordingly, fast forward through some difficulties or to take advantage of windows of opportunity or … well … just keep playing <which is sometime tougher than what you would think>.

This actually means great consistency is not about maintaining one speed but rather maintaining a consistent sense for how to adjust pacing accordingly.

This consistency is … well … complex. Business systems, more often than not, are a bit more complicated in their underlying dynamics than simplistic theory or simplistic diagrams attempting to create structure to an organization and its dynamics with the market & consumers/buyers/employees.

I would suggest that you cannot draw a picture for what is <because it is obsolete as soon as it is drawn> and you cannot draw a picture for what will be <because predicting multi-dimensional dynamics is outside the purview of reality>.

All that said.

That is why you cannot pay enough money to a business person who has the ability to know when to slow down to enable effective speeding up … or to pause to accept some responsibility <or explain> … or to fast forward at the right time.

That is why you cannot pay enough money to a business person who has the ability to stand still without really standing still. What I mean by that is the leader with a play/pause panel never really stands till <even though they may be pausing> because even a pause contains some activity and self-awareness to do something within that space.

===========

“She may be going to Hell, of course, but at least she isn’t standing still.”

e.e.cummings

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

I talk about this entire topic often. And it is a difficult thing to explain.

In our business world today we like to have simple formulas and handbook guides. Pacing is more ‘feel’ and awareness and, well, yeah … some humility.

I say humility because no matter how good a leader you are and no matter how good your pacing is there will always be some issues <mostly because you get some things wrong>. Part of the ‘wrong’ portion is you inevitably leave some people behind and some ‘minds’ get a little scattered. And you have to get them back on track and aligned and sometimes you have to step up and show a little humanness and everyone resets when you do that, give you another chance and get a little re energized to pick up their bags and hit the road with you again.

Look.

Real play/pause management is midstream management and not in some grand 5 year, or annual, plan. Midstream where you have some critical learnings and maybe even some momentum or real shit hits the fan. You purposefully do not have everyone stop … just maybe pause … assess … kind of like having a fighter squadron get fuel in flight … and then fast forward on the mission.

I will say one thing about the proper use of pacing. Good pacing business management creates exponential dramatic speed increases — velocity in other words. This occurs even if you pause, rewind or maintain the current play.

I feel confident saying that reality, occurring on its own, shows that these dramatic shifts don’t really happen as part of a business status quo. Dramatic business shifts are situational, contextual and often simply do not happen because a business doesn’t have a business person who sees it, senses it or can steer it … they don’t have a business person with a good play/pause panel.

It is a proven fact <I think> that pacing is one of the most effective tools an organization can wield to effectively run a successful business. I would also suggest that more often than not this pacing is not driven by the market, Reality, but rather driven by one person <or several> who have the ability to sense a contextual shift in the dynamics within a situation. A person who doesn’t have a picture drawn to adapt against but can draw a picture of what they see & sense from which others can leverage from to generate speed.

Not everyone can do this.

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

John Coltrane: “I don’t know what it is. It seems like when I get going, I just don’t know how to stop.”

Miles Davis: “Why don’t you try taking the horn out of your mouth?”

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

What I do know is that a leader who has only one speed and who claims ‘good business instincts’ when it is really only one speed is not a great leader, nor a good leader, but rather a one-trick pony <one speed> leader and they have a habit of making bad choices.

Suffice it to say a one trick pony shouldn’t be a leader, it should be an employee.

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

“[an] idea is a powerful thing — but it’s just an idea. It’s a sketch before the painting.  The truth is that an idea is rarely an answer. It’s usually a hunch wrapped in a bundle of unanswered strategic, operational, technical, and financial questions.”

———–

Mark Payne

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

“With an apple I will astonish Paris.”

———–

Paul Cezanne

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

So.

Could you ever imagine a business person suggesting surprising the world with one of the most ordinary common things in Life — an apple?

People would think that person was crazy.

“We need something new.”

“We need to be unique.”

Well. Let’s face it.

Most new things suck.

Most new ideas are just bad.

And most new shit just stinks.

Which leads me to say several things upfront:

• The concept of Big ideas in marketing is crap. Yup. Crap.
• Confusing a bunch of tactics with a big strategic idea is just plain stupid.

As a corollary to the above statement — iterative tactics without a strategy idea is insane <it is just a race to the bottom>.

• If you can get paid for having no ideas … do anything to keep that job.
• Small <with sharp edges or points> ideas, even the ordinary looking ones, may be uncool but exponentially cooler than no idea and infinitely better than supposed big ideas.

Look.

I truly believe the entire big idea discussion is crap and misguides organizations to aim for the wrong things <and encourages organizations to overlook some big things>. Success is all about tiny sharp insights. Sharp insights that have the possibility of expanding to something big <unfortunately I now have a visual of one of those stupid little sponges that expand when you put a drop of water on them>.

Yeah. It is quite possible saying Big Ideas are crap is overstating it a little, but I can unequivocally state that the entire process to “find” or “uncover” the Big idea is crap.

Huh?

Simply by starting your thought process out with this question you have complicated your business thinking and in fact you are saying you are seeking the wrong thing. For in seeking something big you have a tendency to discuss hollow good looking concepts which can easily be torn apart into meaningless little nothings. Ideas are good in any shape or size <no ideas have no shape therefore … by this logic … are not good>. I just tend to believe often big things come in very small packages when it comes to ideas. So if all you do is look for big packages … well … you are gonna be sorely disappointed when you open it up and look at the idea.

Maybe <and this is quite possible> I am missing something but what I seem to see in all this Big Idea mumbo jumbo is “hey, I don’t really have any idea so I am going to constantly implement a boatload of little tactics until some of them start working and then write up the idea.”

Pragmatic but not really that … uhm … great an idea.

Yeah. I have certainly seen a great tactical idea generate a honed strategic idea but I can honestly say I have never seen anyone just throw a whole bunch of tactical shit up against the wall and see what sticks and then like a Rorschach test identify the strategic idea from the shape of the tactical shit.

Regardless. It is kind of the way business in general seems to be evolving <to my dismay I may add> but good ideas die not because they aren’t “big” but mostly because they have to run the following gauntlet <with these things standing on each side>:

1. Consensus

———

“A consensus means that everyone agrees to say collectively what no one believes individually.”

Abba Eban

———

The consensus & ideas concept gets stated like …“if I have an idea I want to share ownership so it succeeds.” That is kind of the bullshit you hear.

Look.

A good idea is a good idea. A great idea tends to have sharper edges to it <it can hurt a little and make some people feel a little uncomfortable>. All I really know is that gaining consensus will only dull a sharp idea.

No debate on that.

A good idea, in fact, the best ideas, are typically borne of an individual not a consensus.

No debate on that.

Collaboration <not consensus> can nurture an idea to greatness but as an acorn becomes an oak — we should be seeking the acorn. We should be seeking the people who have real ideas and learn to revel in the initial seeming smallness and power of what it is … and understand the gloriousness of what this little thing can become if it is watered and nurtured … not drowned in consensus.

========= 

“Instead of meetings about meetings let’s barge into someone’s office w/ a great idea & figure out how to do it.”

Tom Goodwin

===========

Figure out a way to implement without consensus. Not saying it’s easy but that’s kind of the gig.

2. Fear

To be fearless in a room full of fear is frustrating. Fear is the biggest enemy of any idea … big, medium or small.

===========

“Every normal man must be tempted at times to spit upon his hands, hoist the black flag, and begin slitting throats.”

H. L. Mencken

===========

Fear takes shape in organizations in a couple of ways:

• Fear of being wrong or making a mistake.

This is a tough one. Nowadays with employment being what it is many people are running scared. And scared leadership is putting even more pressure on people to make fewer mistakes <rather than do more right things).

An iterative ideation process is a beautiful way to hide from making a mistake. How can you be wrong if it is baked into an admitted iterative process?

• Use data to make a subjective decision.

Ah. This is where research comes in. In other words “why use common sense and our knowledge when we can implement a congruent multi phase segmentation study that identifies the double helix DNA of our desired customer.” <or some other bullshit you hear in the business world>

I believe big research studies don’t produce big ideas. But. If you have patience and look hard enough typically within this big research study you can probably mine a little sharp looking diamond of an idea that can make a big difference.

But most organizations don’t use research that way. They use research to make a decision for them. They use data out of fear.

All that said. In the end I remind everyone of something I said in the beginning:

“With an apple I will astonish the world.”

I wish more businesses would think this way.

But.

Small & ordinary isn’t sexy in … well .. anything. In today’s business it needs to be Big & extraordinary to be meaningful.

That is just crazy.

We need more people talking about making the ordinary extraordinary and that small sharp ideas are the ones which break through a fairly cluttered world. Within the ordinary always resides a small mundane thing. And it is easy to focus on the mundane as common, useless or even pedantic. Yet each ‘ordinary thing’ also has the capacity, if we are open to it, to usher us into an experience of  something extraordinary & usher us into some new way of looking at the ordinary & usher us into some new way of experiencing the ordinary.

Even the ordinary contains infinite possibilities <if we would only seek it there>.

Within finite often resides the infinite.

Within each of us ordinary people resides something extraordinary.

I mention that last point about us ordinary everyday schmucks <people> because we need to remind ourselves something experts have been trying to tell us for quite some time … “ no one is born a genius … genius takes time and opportunity to develop.” David Shenk <The Genius in All of Us: New Insights into Genetics, Talent, and IQ> described genius as a process, not something someone has or is borne with, but rather something that someone does.

We all have some genius within us. We all have the ability to take something ordinary and surprise the world with something extraordinary. This belief, this understanding of self, far too often is trampled in the rush to get things done and the search for ‘something new’ and gets suffocated in rooms of consensus.

It’s sad that as we rush up & down the hallways of our businesses we tend to overlook the opportunities in the ordinary.

<sigh>

Surprise the world with an apple.

What an amazing thought. Just seek the small sharp insightful seemingly ordinary looking ideas and stick it to the competition.

==

“When written in Chinese, the word crisis is composed of two characters. One represents danger, and the other represents opportunity.”

–

John F. Kennedy

==

Ok.

I love this quote.  And a boatload of business management people do <dozens of books written using it>.

Uh oh. But it isn’t true.

Good ole JFK got it wrong <but he is in good company>.

The usual explanation is that the Chinese ideogram for “crisis” is made up of two characters signifying “opportunity” and “danger.” To us folk on this side of the planet this is a great example of the ancient East wisdom. And teachers, pontificators, self help specialists, motivational speakers and anyone who likes to tell people to find lemonade when given a basket of lemons have used this explanation.

The key lesson shared?

“A crisis provides an opportunity for change and growth as well as a danger of regression or stagnation.”

<but that is too long and complete to be a soundbite>

Yup. This is pretty frickin’ deep.

The truth?

1. In Chinese, the term for crisis is wei ji.

2. Native Chinese speakers tend to think the crisis = danger/opportunity connection is complete bullshit.

The Chinese word <not really an ideogram by the way> for crisis, when translated, literally means “dangerous, or precarious, moment.” That’s it.  No ‘opportunity.’  No benefiting.  Just danger. Or … maybe I should focus on the part I like … “a precarious moment.”

Not a bad lesson in itself. Crisis CAN be bad … but in reality is just all about having a precarious moment … that needs to be managed.

Just to be sure I cover all my bases as I tear down all that self-help mumbo jumbo people have absorbed and are putting in use day-to-day.

(through some research)

A mandarin expert breaks down the word and definition and wisdom mumbo-jumbo:

A whole industry of pundits and therapists has grown up around this one grossly inaccurate statement. A casual search of the Web turns up more than a million references to this spurious proverb. It appears, often complete with Chinese characters, on the covers of books, on advertisements for seminars, on expensive courses for “thinking outside of the box,” and practically everywhere one turns in the world of quick-buck business, pop psychology, and orientalist hocus-pocus. This catchy expression (Crisis = Danger + Opportunity) has rapidly become nearly as ubiquitous as The Tao of Pooh and Sun Zi’s Art of War for the Board / Bed / Bath / Whichever Room.

The explication of the Chinese word for crisis as made up of two components signifying danger and opportunity is due partly to wishful thinking, but mainly to a fundamental misunderstanding about how terms are formed in Mandarin and other Sinitic languages.

<that was awesome …>

Next.

While it is true that wēijī does indeed mean “crisis” and that the wēi syllable of wēijī does convey the notion of “danger,” the jī syllable of wēijī most definitely does not signify “opportunity.”

The jī of wēijī, in fact, means something like “incipient moment; crucial point (when something begins or changes).” Thus, a wēijī is indeed a genuine crisis, a dangerous moment, a time when things start to go awry. A wēijī indicates a perilous situation when one should be especially wary. It is not a juncture when one goes looking for advantages and benefits.

As the Mandarin language expert says quite succinctly … “In a crisis, one wants above all to save one’s skin and neck!”

As well as …

“Any would-be guru who advocates opportunism in the face of crisis should be run out of town on a rail, for his / her advice will only compound the danger of the crisis.”

I loved this guy.

A little wordy in his explanation but he was passionate about telling everyone how far off base they were on the whole crisis/opportunity thing. Sorry.  No Eastern wisdom here. In this case the east and the west agreed that a crisis is bad, dangerous and to be wary of and that’s it.

Ok.

All that said <mostly said to enlighten everyone and piss off a boatload of publishers and book writers> let’s talk about crisis and the opportunities a crisis does actually create. Most of us quickly see the danger in a crisis… and we should … because it is exactly as translated … a precarious moment.  Like its true Chinese definition a crisis is a crucial moment where things begin to go awry.

It is easy to overlook any opportunity within the crisis because, frankly, we are often just trying to survive <in other words … save our skin, neck & ass>.

And what makes this even more difficult is that the opportunity may be well hidden. The danger is always obvious and the most critical in our eye because the crisis creates potential personal harm. So what makes a crisis truly a “precarious moment” is that assuming you are seeking to find that elusive opportunity within the crisis … well … that with danger lurking its not that we forget to look for the opportunity but rather we seek to avoid the danger and the personal harm.

Lets call this for what it is … self preservation.

And that isn’t bad by the way.  Because if you don’t survive the “opportunity” becomes irrelevant. It is natural to avoid danger during a crisis and make that THE priority.  So, no, I am not going to suggest someone become an “opportunity person” when dealing with a crisis.

I believe people who can discover opportunities in a crisis are people who have already successfully managed the ‘precarious moment’ several times in the past. Maybe call it trial by fire.  Maybe call it trial & error.  But suffice it to say you ain’t gonna be seeking opportunities when dealing with your first true crisis.

Yes. Many people say that it was actually a crisis that caused them to make a much-needed change.

Yes. Living through a hard time challenges people to grow in ways that makes them more mature and opens them to new possibilities.

Where I would argue with people on this is that through surviving the crisis they … well … just found a better way to survive. And that’s not being opportunistic.  That is simply survival instinct <compounded by understanding of what makes oneself happiest>.

Look.

Life constantly gives you opportunities … and gives you crisis also <unfortunately> … regardless … you get opportunities not just to take a chance but also just to improve your current state.

Here is the formula (although in this case I am not sure A + B = C).

(A) A crisis is a forced decision making moment (typically survival based).

(B) Decision making moments represent opportunities.

(C) Opportunities typically translate into some type of change.

And everyone, obviously, wants to capitalize on any change (who would choose to have a negative result from a decision?). If someone wants to claim a crisis represents an opportunity go ahead and do so … but please recognize that it is an indirect extended relationship.  And in doing so you could be doing a disservice to people because it ignores what a crisis is truly about – survival.

Ok.

I do believe dealing with a crisis has a lot to do with attitude <which is possibly where many people get confused with this whole opportunity thing>.

A Pollyanna attitude? Nope.

Someone wrote: “Welcoming personal setbacks as rich opportunities for growth can help you survive them. Does that seem like a twisted point of view? After all, problems make us miserable, right? Scott Peck, author of The Road Less Traveled (Touchstone, 2003), considers them a gift — if you look at them in a deeper, less reactive manner. Indeed, they can give us clear perspective.”

Wow.

That is a bunch of bullhockey <bullshit>.

A crisis is just that.  A crisis.  A dangerous moment. A precarious moment.

Should we be seeking opportunities in the middle of a frickin’ crisis? Nope.

We should be seeking survival.

And that is where attitude comes in. Not “lets find the opportunity” or some baloney like that <or find the lemonade out of the lemons> but an attitude capturing a strength of character <I will be strong and overcome> and resiliency <survive>. Afterwards maybe you can look back and discover the opportunities that were an outcome from the crisis (although this has a slightly masochistic point of view in that from pain comes pleasure that kind of creeps me out) but when in a crisis … just deal with it.

Have a good attitude and explore all the possibilities/opportunities … once you have managed the experience itself.

Dealing with a true crisis takes character.  HOW you deal with a crisis says almost as much as what you do to deal with a crisis.  A crisis is a gauntlet. You have to have strength of character.  And strength in resiliency.  Please don’t measure yourself when dealing with a crisis by what opportunity you discovered from the crisis … measure yourself by how you survived.

A crisis.

It is a ‘precarious moment’ … a ‘crucial moment’ … a ‘dangerous moment.’

<East & West agree on this>

Seek to survive the moment. Don’t seek the opportunity for god’s sake. Just try and be aware should an opportunity arise <as you survive>. Leave the ‘opportunistic crisis management approach’ to people who write books and pontificate<but, please do not buy the books and live your life by all their bullshit>.

Oh.

And don’t misuse the Chinese definition of crisis. Because that is where this whole rant started. I am all for seeking opportunities and I have a shitload, too much, experience dealing with crises. But I will be honest … my first response in any crisis is “survival”. Once I can see, or sense, we will survive hen, yeah, I will most likely scan the horizon for some opportunities. But survival first.

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

“We should place confidence in our employee.

Confidence is the foundation of friendship.

If we give it, we will receive it.

Any person in a managerial position, from supervisor to president, who feels that his employee is basically not as good as he is and who suspects his employee is always trying to put something over on him, lacks the necessary qualities for human leadership – to say nothing of human friendship.”

—–

Harry Humphreys

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

“The conventional definition of management is getting work done through people, but real management is developing people through work.”

—-

Agha Abedi

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

Well.

Leading and managing people is possibly one of the most rewarding things you can do in a business career.

Firing people is possibly one of the most unrewarding things you can do in a business career.

Unfortunately these two things are inextricably linked.

I could argue that once you assume responsibility for firing someone … you learn more about yourself, and I imagine others learn about you, than from almost any other responsibility you assume as a leader.

No one likes firing people. Well. No one who is any good at business leadership. I don’t care if you absolutely hate the person you are firing, if the person has actually committed a fireable offense and you are in the right to fire them, or even if you fire someone for good reason … suffice it to say … it never feels good to fire someone.

And because of that … a good business leader never delegates the tough termination. And they never send someone to terminate a direct report.

Generally speaking … you fire anyone who is a direct report, or you were directly responsive for hiring, face to face.

Yeah.

This may not be, logistically, the easiest thing to do but it is part of the burden of responsibility. It is the mantle you wear and it is what you are obligated to offer the person being terminated – dignity & respect.

Anything less than that and you are shirking your responsibility.  Anything less than that is … well … chicken shit. And you are a chickenshit business leader if you do not do these things.

Sure.

What I just shared is a hard lesson but one business people learn in young management.

I will never forget the first person I ever fired. Paul.

An absolute great guy in absolutely the wrong position and possibly career. But that doesn’t mean it was easy to terminate him. While I was 99% sure it was the right thing to do <and my boss and her bosses agreed> there was an extraordinarily loud 1% in my head that kept me awake that night.

Inevitably he chose a different career and went on to become an SVP of sales.

And he was kind enough to drop me a couple of notes to tell me it all worked out for the best.

But I will never forget firing him. I can honestly say I never forget anyone I have fired <and that is a semi-long list after years of management>.

However.

I would like to think my leadership career is measured more by the people I did not fire.

Not firing, in a larger organization, can be harder than you think.

I think I spent more time explaining to the most senior people why I would not fire some of the people I managed than I did ever discussing almost anything else about employees with them.

Well. That is … it felt that way.

The crap that floats upwards into senior leadership about individual employees is amazing. The littlest mistakes and quirks seem to take on exponential size when it arrives at the most senior people — and they do not hesitate to share their disproportional views.

Regardless. All of those views cut into the ‘trust belief’ … are they respected within the organization, do they have the trust of the organization and can they be trusted with their responsibility.

And that is when you earn your stripes as a manager. You do not cave in to the ‘easy thing to do’ but rather stand up for your people and let the chips fall as they may. Oh. And you learn it is totally worth it to not take the easy way out.

Let me be clear.

No one is perfect. I was not a perfect employee nor was a perfect manager. And, yet, when judging employees there sometimes is the ‘perfect measure’ of which becomes the absurd standard.

Yes.

We should judge senior people more critically but we should judge them fairly.

Anyway.

I didn’t fire a lot of people. And I can think of at least 4 who made me incredibly proud that I didn’t … despite some pressure from others to do so.

All 4 of these have sent me notes at different points, not thanking me for not firing them but rather for simply giving them a chance, believing in them and seeing something in them that they knew <because all employees know when they are under ‘the human resources microscope’>  many others didn’t.

All 4 of them have been professionally successful and, more importantly, are solid good human beings. Neither of those are because I didn’t fire them but rather vindicate the non-firing decision.

All that said.

Firing someone, despite the pain of actually doing it, is often the easy way out and is certainly a way to avoid looking at your own flaws.

Flaws? I sometimes believe one of the hardest things you can learn in your career is that your best is not particularly special.

Learning the fact that your talent, in reality, is matched by a shitload of people.

Learning that your best is relatively easily matched by a shitload of people.

It is an unfortunate truth that:

• Talent is talent.
• Smarts are smarts.
• And expertise is almost always relative.

At any given point in Life and your career you can look around you and, if you are self aware, you will note you are rarely the most talented, rarely the smartest one in the room and rarely the only expert.

Even on your best day you may not actually be the best.

I imagine that is a tough thing to get your head wrapped around.

But I also imagine if you do wrap your head around it evaluating employees and how you fire them is affected.

I always watch how someone terminates an employee.

You can learn a lot about people in that situation … and you can learn a shitload about how someone feels about dignity, respect and responsibility in how they terminate an employee.

===========

Postscript 1: under the general heading of “chickenshit” from a business perspective I will comment on a Trump firing:

There are hundreds of different viable reasons to fire someone and if you have the responsibility to hire & fire and it is ‘at will’ you can do what you want. But HOW Trump fired James Comey was chickenshit.

It wasn’t face to face with a direct report <or even face to face with anyone … just a letter delivered by a non-government employee>.

While there appeared to be no sense of urgency to terminate the action was taken with an absurd sense of senseless urgency which permitted Comey the indignity of being blindsided, in the middle of a commitment to the people who reported to him and not even in town.

This was a chicken shit way of terminating an honorable employee. It is indicative of Trump’s lack of character.

Postscript 2: Under the general heading of “this is some crazy shit” from a business perspective:

Firing someone for lack of confidence when the people who you are actually working for have a general lack of confidence in you is slightly surreal.

This may actually be the ironic point of this little postscript rant.

The stated “Donald J Trump fired his FBI Director because of ‘lack of confidence’ is … well … crazy shit.

Well. If that is a true criteria and I were to look at some national polling data I could argue Trump could be fired on the same criteria by the American people.

Most leaders do not defend their firing decision through childish name calling.

“Crying Chuck” .. “Richie” in quotes <instead of Richard>. Calling people diminishing names. Childish crap like that. I have been criticized as a leader for people I have fired, as well as people who I didn’t fire, and when appropriate I responded with some “why I did it” information but I never deflected my choice & decision onto others by suggesting they were not qualified to criticize … and I certainly always treated peers with a modicum of respect.

Tweet response rather than standing up in person

Sniping from the sidelines is not leadership.

Period.

‘nuf said.

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

“Every normal man must be tempted at times to spit upon his hands, hoist the black flag, and begin slitting throats.”

–

H.L. Mencken

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

So.

This is about standing up for what you believe in <not really about being a pirate>. This is about business. And, sometimes, I imagine some of my thoughts are also about Life.

In fact.

This is about several things:

–          Not always being politically correct

–          Possibly not ‘playing nice’

–          Sacrificing some ‘art of compromise’

–          Being a pirate <yeah … I lied … it is partially about being a pirate>

Alrighty. Before I get to the fun part <slitting throats> … let me tell you how this quote is about business. Because the quote suggests that everyone … even a normal <or quasi sensible> person … is tempted to become a pirate <raise the black flag> and kill <hopefully not literally> conformity, the status quo and those things that may dull the edges in business <and life>.

Now.

This isn’t about making being a pirate a living/career, or a way of life, but rather this is more about suggesting some situations in which you are tempted to pillage all that around you, take no prisoners and get it done your way. Ok. Maybe some situations where being ‘pirate-like’ can benefit you in business.

That said.

Here are the things to think about.

Not being politically correct

Hoisting the black flag in business means you are gonna say and do some things that well behaved polite business people just may not like. In fact … it even means going out on your own, hopefully not on the plank, and sailing independently outside the conformity of what is said to be ‘right.’

Well.

Pirates were entrepreneurs. Pirates got things done fast <or faster than going through bureaucracy of some management>.

The prizes were great.

The losses were mind numbingly abrupt and conclusive.

It is often a business truth that wading your way through all the politically correct steps takes time and can sap energy. Sometimes you gotta simply say “I am a pirate … my crew will look motley … and I am abrasive myself … but this ship is gonna sail today with all those who want to hoist the black flag.”

Now.

You cannot be politically incorrect all the time … that would make you a bigot, ignorant, an asshole … and/or simply stupid <in other words … a bad pirate>. However. Selectively avoiding correctness can cut through bullshit and get the ship out of the harbor.

Oh.

And put you in a position to win a prize. Or get sunk.

But that’s the risk a pirate runs.

Not playing nice.

Being a pirate in business isn’t like playing cricket <as the British would say>. Hoyle isn’t giving everyone the rules.

Pirates cared about one thing … okay … two things.

• Booty <winning the prize>
• Not dying.

Good pirates constantly balanced between the 2. This insured they didn’t do something so incredibly stupid that their <your> own throat wasn’t slit but also insured enough risk to get what you wanted.

It also meant rules were vague at best. I am not suggesting someone be immoral or so ruthless that the integrity of the organization is compromised.

But.

To win there is a loser. And pirates didn’t let the feelings of the loser affect how they played the game. They didn’t care about playing nice. They played to win, get some loot and not get killed. This kind of attitude threaded into how you approach business just ain’t a particularly bad thing.

Sacrificing the art of compromise.

Pirates don’t compromise. They cannot.

It is about winning on their terms or losing on their terms.

Why?

Because if they don’t win they hang.

So what does that mean?

Hang compromise out to dry. Sometimes you gotta do what you gotta do to win the battle. Uhm. Sometimes. This advice is a contextual ‘pick your battle’ thought.

I am not suggesting cheating.

I am not suggesting lying.

I am not suggesting anything nefarious.

I am simply suggesting that negotiating and compromising may need to be sacrificed <on occasion> in order to do what is right. And sometimes it is a truth that there is a better, if not actually best, way of doing something.

Slit the throats of compromise and do it ‘your way.’ It is kind of an all or nothing plan of action.

Oh.

Kind of like being a pirate.

Being a pirate.

No … I am not suggesting you get to wear the cool looking black eye patch or say “aargh matey” but this is about sailing the open seas, being swashbuckling and seeking booty <gold and jewels … not the other type>.

Let’s call it … well … maybe independence. And gathering those around you who want to sail off alone just this once <at least>.

Great leaders are often like the great frigate captains of the old British navy <who were kind of like pirates within a larger organization>. They showcased an ability to effectively participate in the larger organizational activities when required … and an ability to be effective taking off on independent campaigns.

Oh.

And choosing when to be independent. No one can be a pirate 100% of the time <I don’t remember reading of many old pirates> but being a pirate every once in a while can be healthy <and fun and productive>. Individually as well as to a business and organization.

Ok.

All that said. To be clear … H.L. Mencken was an extremely cynical person, disgusted with conformity, and firm in the belief that the majority opinion was pretty much always wrong. He also tended to believe the status quo <customs and traditions > was pretty much always silly if not stupid.

I don’t agree.

Selectively … all of those things are healthy.

If you are a pirate as a standard operating procedure … you are simply an outcast <if not a bitter contrarian>. I tend to believe the type of pirate I am discussing <not a greed driven corporate blood sucking leech> is needed in today’s business world more than ever. Organizations do not encourage individuality and controlled conformity <under the guise of ‘team’> is the typical guiding principle. Boring and stagnant. That’s what I think of when I read what I just wrote.

Lastly.

While I don’t recommend being a pirate and hoisting the flag all the time … I guess I would like to remind everyone that Life is awful short … and you either have to have some fun <in business> or you have to stand up for something at some point or you are just marking time. Being a pirate now and then can remind you that individuality, or non conformity, can define you to yourself a little. It can provide some personal clarity.

Something I think we could all use a dose of on occasion.

Anyway.

I can guarantee only one thing … if you hoist the black flag at least once you will certainly have one memorable moment. Oh. And you get to be a pirate for at least one moment.

That is pretty cool all by itself.