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“God could not be everywhere, and therefore he made mothers.”

Rudyard Kipling

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“To describe my mother would be to write about a hurricane in its perfect power.”

Maya Angelou

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Well.

It’s almost a little strange in that when I look back at almost 3000 posts I have written I have written only twice for mother’s day. It’s strange because I have the utmost respect for mothers <and women in general>.

All I can offer on Mother’s Day are some thoughts and perspective.

I am not a father. I have managed individuals, groups, departments, companies as well as <tried> to coordinate the activity of multiple companies at the same time within a specific vision.

Even on my most difficult day I hesitate to suggest I had a tougher job than a mother. Shit. I don’t hesitate, I know I didn’t have a tougher job.

While I envision the rewards of being a mother probably offers heights I can only imagine … the difficulties & challenges are seemingly relentless and unforgiving. In fact, in comparison, business is extremely forgiving. Mistakes are within moments and if you don’t dwell on them they can always <always> be bridged into someplace better <please note that I do believe the only time in business you truly get screwed is if you stop when a mistake happens … if you ‘keep going once in hell’ you will get out>.

Motherhood is strewn with ‘life mines’ and responsibilities. Where moments are not just moments … but rather epic within their seeming minutiae. Some mistakes offer no bridges to someplace better. I say this because so often men, or maybe people with ‘stress related careers,’ flippantly make comparisons to their lives and ‘mothers.’

It is a silly comparison.

We in business are business managers. We are in the business management business <of which we can certainly impact lives but inevitably we manage businesses>.

Mothers are Life managers. Mothers are in the Life management business.

Period.

The decisions they make impact lives. In fact. They are builders. They build lives. Suffice it to say, and I will say this next thought as a quasi-workaholic who typically defines life thru my work, Life is more important than any business. As a corollary, building a Life is exponentially of more value than building a business.

Regardless.

When I think of mothers I always think about something I heard one of my favorite mothers <wife of one of my best friends> say to her daughter during an argument/discussion <whatever it is called that a mother and a tween have between each other> as I sat in their kitchen eavesdropping:

Daughter:

 “… but I am sure you & dad did it.”

Mom:

“… you will have to ask your dad about what he did … but let me tell you what I believe … I made my mistakes … and you will make your own … but know this … I want you to be better than I was and, ultimately, than I am.”

Personally, I believe all children should hear that they won’t simply be as good as someone, even their own parents, but something better. Or at least that is the goal, or wish, for them. Oh. And ‘better’ can be anything or any aspect.

Mothers are builders.

They build by telling you to drink more water and eat vegetables.

They build by listening even when they are so tired they don’t want to listen.

They build by saying ‘no’ <yes … even a negative can be a positive>.

They build by saying ‘yes’ <it is a little push to go and do>.

They build by showing hope <if they can do it then it is possible>

They build something better than anything that already exists.

They are architects of fate.

In the end.

They are builders. Architects of fate as one of my favorite poems written by Henry Wadsworth Longfellow suggests.

Mothers … “… the structures that we raise in Time with materials filled … our to-days and yesterdays are the blocks with which we build … to truly shape and fashion these <people that we build> …”

We are the structures they raise.

Happy mother’s day to our ‘architects of fate’ … these invaluable builders of ours.

The Builders 

All are architects of Fate,

Working in these walls of Time;

Some with massive deeds and great,

Some with ornaments of rhyme.

Nothing useless is, or low;

Each thing in its place is best;

And what seems but idle show

Strengthens and supports the rest.

For the structure that we raise,

Time is with materials filled;

Our to-days and yesterdays

Are the blocks with which we build.

Truly shape and fashion these;

Leave no yawning gaps between;

Think not, because no man sees,

Such things will remain unseen.

In the elder days of Art,

Builders wrought with greatest care

Each minute and unseen part;

For the Gods see everywhere.

Let us do our work as well,

Both the unseen and the seen;

Make the house, where Gods may dwell,

Beautiful, entire, and clean.

Else our lives are incomplete,

Standing in these walls of Time,

Broken stairways, where the feet

Stumble as they seek to climb.

Build to-day, then, strong and sure,

With a firm and ample base;

And ascending and secure

Shall to-morrow find its place.

Thus alone can we attain

To those turrets, where the eye

Sees the world as one vast plain,

And one boundless reach of sky.

Happy Mother’s Day.

And, if interested, my 1st mother’s day post I have written before this: Respect for the Single Mother.

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I used to tell people we use research to INFORM decisions and not MAKE decisions.

Then.

I told people we use numbers to INFORM decisions and not MAKE decisions.

Then.

I told people we use data to INFORM decisions and not MAKE decisions.

Now.

I tell people we use algorithms to INFORM decisions and not MAKE decisions.

Me

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“An idea of working based on three pillars: science, insight and faith. Science because I’m a social scientist by training. I believe in data, robustness of information, making sure you’re on the right track. Insight because if you’re not able to draw insights from research, you’re not a strategist, just someone observing the data. And faith because you never know what’s going to work, so you always need a bit of faith to get everyone started.”

Laura Chiavone

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I believe great companies have one common infrastructure characteristic: culture. Good companies can be grounded in systems, processes, operations, etc, however, the step up to ‘great’ demands a culture (which is always implemented by people) to elevate the ‘infrastructure aspects. To be clear. “Culture” is not some ‘thing’, or values, or some nebulous feeling, it is an emergent consequence of how people interact with each other within a business. It is not what someone does or doesn’t do, it is what happens when people do things with each other. I thought of this because Mike Walsh has a new book, The Algorithm Leader, which suggests that the most successful companies of the future will support/augment/enhance that culture infrastructure – with algorithms. Now. Before anyone defaults into thinking this translates into “empty soul, technology order taker” company, or even holocracy (ponder how polar opposites could be relevant to the algorithm topic), let me share some thoughts on how I believe the thinking suggests structural value creation lift: for business & humans. To me this will occur through a balance of stability (knowledge infrastructure), uncertainty (quests versus missions) & understanding of Antifragility (selective redundancy maximizing untidy opportunities).

Let me pose some thoughts on the relationship between algorithms and antifragility upfront.

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“It is optionality that makes things work & grow.” AntiFragile

Maybe algorithms shouldn’t provide answers, but options. Maybe, more importantly, we become a little less comfortable with the need for construct and more comfortable with using algorithms as dynamic application of ‘movable construct’ at the right time & place.

“The antifragility of some comes necessarily at the fragility of others. In a system the sacrifice of some units – fragile units or people – are often necessary for the well-being of other units or the whole.” AntiFragile

Maybe algorithms should evaluate tradeoffs, fragility versus antifragility & well-being factors (of units & whole).

“The crux of complex systems , those with interacting parts, is that they convey information to these component parts through stressors.” AntiFragile

Maybe algorithms should not highlight solutions, but rather stressors or what Donella Meadows called ‘leverage points.’.

“There is a category of things that we can call half invented, and taking the half invented into the invented is often the real breakthrough.” AntiFragile

Maybe algorithms shouldn’t seek new innovations but rather ‘half invented’ ideas ripe for innovation maturity.

“Meaningful progress is non-linear.” How To Lead a Quest

Algorithms should enable an organization to identify progress paths to explore and discover rather than simply meet the needs of present identified ‘paths’ of progress or solve present identified issues & vulnerabilities.

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Full disclosure on my business beliefs. Throughout my career I have always felt comfortable by making the less certain decisions just certain enough that someone would go “well, it seems riskier, but, if you own it, go do it.” I say all that because I believe all Future of Work discussion should be grounded on the relationship between certainty & uncertainty – for the business, the people within the business organization and people’s minds/attitudes.

Algorithm leadership.

Most people want certainty therefore they let research make decisions, use numbers to make decisions, show data to make decisions and, increasingly, will suggest algorithms make decisions.

This is just a different type of efficiency couched in efficient operations. It will be called “efficient decision making.” The problem is this efficiency is just an attempt to strip a decision of uncertainty and, well, the best, most effective; decisions always carry along some burden of uncertainty.

What made me think about this? I just finished rereading AntiFragile (Nassim Taleb) and reread Mike Walsh’s first chapter of his new book The Algorithm Leader.

The former is about figuring out how to maximize from disorder or uncertainty while the latter is not becoming too dependent upon seemingly ‘certainty.’

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“The future of companies, regardless of size, will be shaped by algorithms.”

Mike Walsh

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Ultimately, it will be humans who use the shapes created by algorithms to assess options, evaluate antifragile components and navigate asymmetrical uncertainty.

It within this dynamic environment in which we should note business is inherently fragile. HBR once said “business is a quivering mass of vulnerabilities.” I say that because as a pendulum swings one way it will inevitably want to swing the other way. We inherently feel the fragile pendulum swing and start seeking to build ‘un-natural’ antifragile aspects to create a sense of antifragility. Aspects like systems, process, rules, KPIs, data/dashboards and, yes, algorithms. Depending on how fragile we see, or feel, the business to be the more likely we use the created mechanisms to ‘tell us what to do.’ We must fight against those instincts.

Frankly, this is where generations DO become relevant in discussing business. Older workers, 50somethings, can be an impediment by seeing past experience as ‘certainty’ . On the other hand, some 50somethings can actually be a bridge between some certainty-type learnings and younger people who are more comfortable with disorder (but they don’t necessarily have the expertise do discern the best bridges between certainty & uncertainty).

Here is what I do know. Business people inherently abhor risk, business organizations inherently gravitate toward the ‘safest’ and numbers, research, data & algorithms look like life rafts in a risky, safe seeking business world. That said. I also know progress is rarely found without some risk and is often found on ‘not-the-safest’ path. Algorithms create a false sense of ‘right thing to do.’ any leader who leans on algorithms too much isn’t leading. Period.

Uncertainty leadership.

For this I lean in on How to Lead a Quest by Dr. Jason Fox. In times of uncertainty a business does not need business ‘heroes’ but rather people aligned on a quest and leaders who embrace the uncertainty of a complex interconnected multi-dimensional business world.

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“You must learn to be still in the midst of activity and to be vibrantly alive in repose.”

Indira Ghandi

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Contrary to popular belief I would suggest a highly successful algorithmic leader is likely a 50something who has navigated research, then data, the ‘dictating’ decisions challenge gauntlet, & who were more likely to see how seemingly unrelated disparate fragments could be coalesced into decisions and futures that the numbers/data didn’t completely support, but also did not completely discount. That was a long winded way to introduce the idea of “data decipherers”. This type of leadership invaluable to an organization more & more steeped in numbers, dashboards, data & algorithms.

Jason Fox calls this “shining a light on the path before us.” Leadership will not use algorithms for ‘squinting into the future but rather to identify the stepping stones in a sea of uncertainty. They will offer people moments of some certainty without promising a certain future nor even promising steady progress organizationally. It will be more about uncovering options, making choices to alleviate stressors, so that teams can breakthrough while others provide the organization with the redundancies to protect an organization from uncertainty vulnerabilities.

Here is what I do know. Psychologically businesses will arc toward a belief algorithms will provide an increased tidiness and symmetry to business. that is a false sense of tidiness. Business will become increasingly untidy, the paths will become increasingly complex, therefore business will become increasingly uncertain with regard to the best, and proper steps, necessary for progress. Pragmatically business will need more, and better, leadership comfortable with uncertainty despite more numbers, data and algorithms.

Antifragile leadership.

Crisis, disaster resolution is rarely about resources available, but rather people* availability.

• * ‘people availability’: this is all of physical energy, skills and mental energy combined.

Here I lean in Taleb’s AntiFragile. We tend to build redundancies incorrectly, don’t assume for disorder well & only enhance fragility in plans. We too often see AntiFragile as a “leadership concept” when in reality it is best absorbed by agile/adaptable teams.

Risk management almost always solely focuses on resources necessary to sustain, and manage, foreseen crisis. As Taleb points out the largest flaw in that is most crisis do not look similar to ones on the past (they will have similarities but still be unique). In addition. Most organizations build in redundancy safety nets as, well, a net.  Because we dislike fragility so much we start building in antifragile everywhere. We tend to think of leadership as “what if” redundancy design. Antifragile leadership should be more ‘aligning resources to meet different scenarios.” Some people would call this ‘agile.’ I would not. I would simply call this pivoting (I am old school) based on the Law of the Situation. Great businesses have always been able to pivot to meet market challenges and opportunities. This is pivoting – no more, no less.

This is where I would view using algorithms a little differently than other people. Algorithms tend to look at opportunities when I believe they could be better used to identify stress points and stressors. Most good leaders are best as problems solvers or maybe better said “removers of obstacles to opportunistic behavior.’ (that doesn’t mean they don’t optimize existing operations/situations just that where good leaders get paid the big bucks is getting moments/situations unstuck). I would also argue identifying stressors permits smarter experimenting and tinkering.

Here is what I do know. Algorithms, used properly, permit people to stop just optimizing for the present and start attempting to optimizing the future. Yes. It may mean being less efficient in the short term (sometimes), but, done well, will create a more effective long term construct.

Conclusion:

I think the smart businesses of the future will be “directed to act” by algorithms, but not managed by. The latter demands acceptance of algorithm as qualified to make us to do something behaviorally, the former demands we accept algorithms as something that ‘informs’ our doing. Somewhere in between is the decision of how much we, people, are accountable for thinking. Algorithms inherently encourage us to believe business is not best when it is random. Yet. The best businesses resist the urge to suppress randomness and permit people to be more accountable for some untidy decisions with some untidy outcomes.

All businesses will exist, in some form or fashion, grounded in algorithms. I am fairly sure that’s a given. The challenge will be to not get consumed by algorithms.

To realize algorithms do not give answers, but outline options.

To realize algorithms don’t define redundancies, but rather where and when to apply redundancy resources (therefore help to define how to create proper redundancies).

To realize algorithms don’t necessarily create innovation opportunities but rather find opportunities to ‘reinvent’ ideas.

And.

To realize algorithms will not replace people, but rather augment minds and skills OF people. Ponder.

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“I’m a firm believer in the power of change. 

But there is one thing I’ve learned, and that’s the hardest part of moving forward is not looking back.”

Felicity

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Progress is difficult <and easy>. Changing is even more difficult <and easy>. Now. I am not sure if it is more difficult if you discuss this as ‘one’ <an individual> or as a ‘whole’ <groups, countries, society>.

Well, to me, the reason why I kept on throwing in easy is because I believe we look at “difficult” incorrectly.

Maybe difficulty is simply difficulty.

Maybe there are no ‘degrees of difficulty’ when it comes to change.

Maybe there is no ‘little or big’ change.

Maybe it is simply, well, change … no size … no degrees … and it is all difficult.

One size – same degree of difficulty.

In fact. Maybe I should be arguing we diminish, or boost the whole concept of difficulty by trying to find levels within it. And maybe a philosophical young student Tv character <Felicity> simplified change and progress and difficulty into the simplest form — not looking back. In other words, change difficulty is all about the past and not looking back. Therein lies the hardest part or the “difficult” as it were with change – looking forward & just doing and not looking back at what you may, or may not be, leaving behind.

That said.

Individuals or societies, the ones or the manys, always seem to want to go back or look back <in some form or fashion>. It’s funny. We do this even if we know it isn’t the right thing or the best thing. We look at the past holding on to what exists with ragged tenacious claws.

Worse? We sometimes <often> delude ourselves into believing we are proceeding in the most rational way by weighing all of the pros and cons of various alternatives which are actually alternatives usually based on looking backwards <with an eye on a future thought>.

Oddly.

Quite often it really isn’t rational thinking because in the end most often the decision ends up no more than “I liked that more than I liked the other alternative.”

Oh. And that is scary. Because our attitude and perception with regard to the past is wacky.

Wacky not only because, all things created equal, we not only view the past differently than it really was <we tend to gloss over things> but also how we think and feel today <please note this is the first time I have mentioned anything to do with the present> influences how we remember yesterday. Yeah. Whatever we are feeling now and about ‘now’ is a filter in which the past has to sift its way thru. That matters because tomorrow’s anticipated gains and losses inspire today’s decisions and actions.

–          Example one:

After being shown an ad talking about the wonders of Disneyland, including shaking hands with Bugs Bunny, people were asked about their own memories of visiting Disneyland. 16 percent vividly remembered shaking hands with Bugs Bunny, even though there’s no Bugs Bunny at Disneyland. (He’s a Warner Brothers character.)

–          Example two <using some research>:

This is about what is called Time perspective. It’s not the actual real events of the past that most strongly influence our lives. It is actually our attitude toward events in the past matter more than the events themselves <ponder that one for a minute or two>.

Our time perspective — whether we tend to get stuck in the past, live only for the moment, or are enslaved by our ambitions for the future – effect our attitudes and behavior and decisions <lets call this ‘progress’>.

Stanford University psychology professor Philip Zimbardo created this idea of time perspective. After a boatload of research over a lot of time <10 years> he concluded our attitude toward time is just as defining as key personality traits such as optimism or sociability. He concluded time perspective influences many of our judgments, decisions, and actions. Zimbardo identified five key approaches to time perspective.

These are:

• The ‘past-negative’ type. You focus on negative personal experiences that still have the power to upset you. This can lead to feelings of bitterness and regret.
• The ‘past-positive’ type. You take a nostalgic view of the past, and stay in very close contact with your family. You tend to have happy relationships, but the downside is a cautious, “better safe than sorry” approach which may hold you back.
• The ‘present-hedonistic’ type. You are dominated by pleasure-seeking impulses, and are reluctant to postpone feeling good for the sake of greater gain later. You are popular but tend to have a less healthy lifestyle and take more risks.
• The ‘present-fatalistic’ type. You aren’t enjoying the present but feel trapped in it, unable to change the inevitability of the future. This sense of powerlessness can lead to anxiety, depression and risk-taking.
• The ‘future-focused’ type. You are highly ambitious, focused on goals, and big on making ‘to do’ lists. You tend to feel a nagging sense of urgency that can create stress for yourself and those around you. Your investment in the future can come at the cost of close relationships and recreation time.

Anyway. All the research aside … here is an uncomfortable truth. Most of us are either focused on the past or the future. Or even both.

Here is the uncomfortable part.

That means if we are so preoccupied with past and future, well, that inevitably makes the present, well, smaller.

Yeah. The present becomes the smallest part of our attitudes which inevitably drives our behavior.

Unfortunately <or fortunately to any change consultant>  change actually begins and ends with what you actually do in the present. Nothing else really matters when it come to change.

Yikes. That sure explains a lot.

Anyway.

The hardest part of moving forward is not looking back. Heck. Maybe the hardest part of moving forward is not only not looking back .but not looking forward too.

<note: my head hurts after typing that>

Change is, adn will always be, about flipping today to tomorrow. Easy, and as hard, as that.

I imagine that change will always be difficult and the only thing that may matter is to make the present a little bit bigger in how you think in the scheme of things. I say that because when you do flip the present, and what you do in the present, and tomorrow looks bigger & better you will most likely have no desire to look backwards anymore, less likely to hold with ragged claws to anything you used to do, and more likely to just have, well, changed … and it is all said and done.

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originally written October 2013

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“All human actions have one or more of these seven causes: chance, nature, compulsion, habit, reason, passion, and desire.”
Aristotle

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I am both a complexity person and a “cause & effect” person. I believe all actions have a stimulus in some form or fashion. Yes. All actions. That said, I also know unwinding a usual complex interconnection of things to isolate a specific cause is often a fool’s errand. But the truth is that something always gets the ball rolling and it is often quite useful to spend some time thinking about causes of things. specifically, I rarely think “man, was that a stupid thing to do” when I see someone do something. Instead my first thought is almost always “gosh, I wonder what made them think that was the right thing to do.” To me that is a useful reflection of cause.

So. If I take that type of thinking and put Aristotle’s thought in place every time you see or hear someone say something, and rather than going ballistic or laughing or shaking your head or whatever,you place one of these into your head:

• Chance
• Nature
• Compulsion
• Habit
• Reason
• Passion
• Desire

Maybe, just maybe, you will generate a more reasonable response to the situation than doing or saying something silly.

I will tell you that I wish more managers (or people managing people) in the business world would try this thinking out when managing people.

Too often I have seen ill considered responses to people’s actions in business environments and it becomes more of a “slamdown” rather than a teaching moment. Or are just plain stupid with regard to this topic (although I like to err on the side of “not investing the energy to teach”).

Cause and effect is any easy thing to grasp and I wonder why managers forget it. Maybe it is because we seem to often get caught up in the “blame game” versus “teaching game” (probably because of the alliteration). Or maybe we get caught up in the complexity narrative and begin thinking there is no cause for any of the effects happening. Either of those two beliefs are less than useful if you want to foster an effective business.

Anyway. There is a Law of Cause & Effect which states that Every EFFECT has a specific and predictable CAUSE and every CAUSE or Action has a specific and predictable EFFECT. I do not buy into that ‘law’, but, as a concept it is useful in exploration. It can be useful because it means that everything that we currently have in our lives is an effect that is a result of a specific cause (or groupings of causes). Simplistically, in a business world, these causes are the decisions we make and the actions we take on a daily basis. Whether our decisions seem small and rather insignificant, or whether they are significant and transformational in nature, does not matter. Each and every decision we have made and action we have taken has set events into motion creating some predictable and specific effects, and some unpredictable and specific events, that we are now experiencing in our lives.

Which leads me to Chance.

The Law’s premise is that life (or any personal action) isn’t built upon accidents, chance or luck. It is rather built upon Cause & Effect. While I think that is a bullshit, absurd, less-than-realistic, thought, I will suggest that for business it has some usefulness. In business you have to believe you can shape your future and destiny in some way or let’s say “nudge chance in your favor” or why be in business at all.

Lastly.

While I simplify cause and effect down to a sound bite “stimulus-response” when teaching high school kids, this thought is really overlooked in personal relationships.

It may be that in long term relationships there becomes such a comfort & routine that you stop paying attention to details or maybe better said “cues” as to what is really going on. Let’s call this “the slippery slope of indifference to stimuli.” In other words, ignoring (or simply overlooking or even being simply oblivious to) the cause ‘cues’ to specific actions and effects. And once you begin to overlook things you run the risk of beginning down that infamous slippery slope.

In the end.

While I began with Aristotle I will end with Harry Potter.

“Humans have a knack for choosing precisely the things that are worst for them.”

Albus Dumbledore

We do have a knack for doing what is worst for us.

We should invest at least a bit of energy wondering why because we aren’t stupid.

I believe it is because we don’t invest enough energy asking “why did this happen?” when we do the ‘worst.’

Instead we choose “precisely the things that are worst for them” and shake our heads and move on.

Maybe if we seek to understand the cause for our actions a little better we could make good ole Dumbledore a little less insightful. Because, well, the answers to our actions are everywhere if you look around a bit. Ponder.

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“Pooh looked at his two paws.

He knew that one of them was right, and he knew that when you had decided which one of them was right, then the other one was the left, but he never could remember how to begin.”

House at Pooh Corner

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So. I opened with this Pooh quote to talk about first words.

Not first impressions, but first words.

Sure. They can be directly related, but I firmly believe first impressions are significantly less important than last impressions. What I mean is that 99% of the time I can redirect a first impression more toward the desired last impression.

First words are trickier. And, as with most things in Life, not all first words are created equal.

There are first words which are just not articulated well. These you can recover from. These are the ones that we all think about afterwards and say “shit, I wish I had said ‘this’ rather than what I said.” And you know what? You can.

But then there are the first words which everyone knows are your true feelings. The ones which put an indelible stamp upon your character. These are, well, almost impossible to recover from. And, truthfully, you cannot recover from something which is a true reflection of who and what you are. You can stumble, mumble or offer a variety of jumbled words, but you is what you is and your first words reflect who you is.

And that is why I thought of Pooh on this topic.

You receive a question.

You think.

And the other person, or people, can actually see you think.

 You know that there is a right answer and a … well … left answer. You look at both paws and just aren’t sure which is which.

Therefore, you answer from your truest self.

It is a character answer.  

Simplistically , when I view another person’s first words when trapped in a “which paw is which” situation I attempt to bucket it into one of two buckets. Are the words a reflection from an “I” perspective <which tend to defend the “I”> or are the words a reflection from a more global view <which tend to defend what other’s may think>?

Why?

Because, to me, great character is most often driven by an ability, or desire, to view the world in someone else’s shoes. This doesn’t mean character shouldn’t be a reflection of self and what is important from your own ethical & moral compass, but rather it means you are always challenging your sense of self against what matters, or has meaning, to other people.

I will admit.

I am sure a part of me wrote about this today because of Trump. He made me, and still makes me, think about how words are used. Time after time Trump ‘first words’ response make me not only think he is hollow empathetically, but also incredibly incapable of viewing the world through anyone’s eyes, and Life criteria filter, other than his own. I often reflect back on his response to Mr. Khan’s emotional, but articulate stance on the patriotism of Muslim Americans. Trump’s response, his words, were so unenlightened, portrayed an absurd lack of empathy let alone showing a depth of obliviousness to the real issue at hand and so defensive, well, suffice it to say that first words matter and often create an indelible imprint as an impression of who and what you are. Where Trump truly is a master is in the follow up to his first words, his attempts at either managing the words or actually arguing you didn’t hear what he actually said.

That said.

I imagine he will send out a variety of tweets trying to explain how his first words were misconstrued.

That said. First words are first words. And first words matter. First words are a true reflection of character maybe 99% of the time.

Look. We have all been asked a question and sat there looking at each paw wondering where to begin. Just listen to me on any podcast and you will envision me looking at paws – a lot. But.

99% of the time, even if we do not get the words exactly right, the words will be in some form or fashion a reflection of how we truly feel.

99% of the time, even if we do not get the words exactly right, the words will be in some form or fashion a reflection of our character.

I do not sit here today writing to suggest anyone should be more careful with regard to what they say first. I do not because I believe most of us are pretty careful with our first words.

I will, however, suggest that everyone should pay attention and think about the first words that they hear. Not to say that someone cannot revise something said at first but rather because not all first words are created equal.

And the first words said by someone who cannot remember which paw is right and which is left and isn’t sure where to begin?

Well. Most likely those first words will be a reflection of who and what they truly are. Ponder.

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“… if you look beyond the tumult of sensational headlines and well-publicized atrocities, there’s a quiet trend of improvement throughout the world.

But although it’s sometimes drowned out by the drumbeat of fear-mongering, the progress that gives rise to hope is real and ongoing.

Adam Lee

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As we near another Christmas I don’t know if it is because I associate hope and hopefulness with Christmas or that I tend to pay attention more to the good things happening in the world (the sometimes unnoticed small steps of progress) than I do the bombastic voices of ‘everything is bad’, but despite all the noisy shitshow stuff happening, I do believe there is a quiet trend of improvement happening before our eyes.

I say that recognizing it is tough to be optimistic these days. And I don’t mean because of what is actually happening in today’s world, but rather because if you are optimistic you run the significant risk of being trampled by a herd of cynicism, pessimism and those unwilling to believe the future can be better than the past. That said. I believe the bigger challenge we face is a general reluctance to believe people can change or should be forgiven.

There is a quiet voice of positive being overwhelmed by a loud voice of ‘nothing can be good’

I mention this because I just reread an old Pope Francis Christmas homily. It was positive, hopeful, instructive and a request that we look beyond decadence and selfishness in order to raise all of human kind to a better place.

It is the kind of message you would hope a religious leader would give.

And then I made the naïve mistake of scanning the comments underneath the article <in several papers>. An overwhelming amount of comments were negative.

Either they:

<a> suggested the message was misguided <somehow some people saw it as anti-capitalism>,

<b> suggested the Pope was a hypocrite <because he represents a church with millions in assets>,

<c> the church had no basis to offer hope because of past transgressions or

<d> religion is bad and therefore what religious people say is simply fantasy <even if it is a good message>.

It is like people were seeking reason to not accept the positive message.

Let’s be clear. The Catholic Church and its history is strewn with moments of sin. And, yet, the Church has a Pope who not only accepts it, but is trying own its history. Should we judge an organization by the moments of transgression & sin <albeit they can be heinous transgressions on occasion> or by the true intent & soul of the organization and its voice for the future? That is a big question with an answer bigger than I can offer.

That said.

I find it disheartening that we cannot accept positiveness and hope without trying to burden it with cynicism or pessimism.

I find it disheartening we can’t accept heroic acts from non heroic people – when we view them in totality.

Good is good.

Hope is hope.

Heroic acts can be done by flawed people.

We shouldn’t discredit the words or the thoughts as we seek to diminish the bearers of the words & thoughts. Maybe we should seek to find the good in what someone says rather than find reasons to point out why the words are flawed or the deliverer is some insincere fraud.

This leads me to the bearers of the words & thoughts.

– Changing to do something good is being slowed by people who suggest someone cannot change.

====

“People tell you who they are, but we ignore it because we want them to be who we want them to be.”

Mad Men

====

Well. Surely doing good today doesn’t absolve you from something you did bad yesterday. And, yet, I could argue those who have made bad mistakes in the past, and recognize them as bad, are most likely the most qualified to lead today.

I scan the headlines of the papers and there are a shitload of flawed people saying a bunch of smart, positive, hopeful things.

I scan the headlines of the papers and I see article after article diminishing the people who are saying these things by pointing out past transgressions or their ‘lack of consistency’ with regard to their beliefs <so why should we believe their positive thoughts>.

Smart flawed people, who maybe had flawed ideas in the past, are often smart enough to realize they need to change or make changes.

I would like to point out that the difficulty seems to arise not in the person who has changed, but in those around the changer/doer. While the best of the best changers seek to build the new, ignoring the old, we the people, continuously fight back with the old.

Can someone actually leave the old baggage behind and move on to do better things? <a question we should all be asking ourselves in today’s world>

We seem hell bent on not letting people even try to change.

I would like to remind people of several things:

Andrew Carnegie, whose Pinkerton men shot down workers at the Homestead strike in Pittsburgh, also left the Carnegie Endowment for International Peace and an international network of public libraries.

John D Rockefeller, whose use of troops against Colorado mineworkers led to scores of deaths, including of women and children, created his foundation, so creative for young people worldwide.

Alfred Nobel, arms manufacturer and “marchand de mort extraordinaire”, set up the peace prize.

Regardless. I fully understand why some people want to hold on to the ‘better days of the past’ and nostalgically wish we could go back to many of what are perceived as ‘better ways of doing things.’

It is natural and, honestly, comforting. But I don’t understand why we far too often hold on to the ‘bad things from the past’ and pessimism/cynicism and constantly burden people who, sincerely, want to do good things, show change, and offer a better version of themselves with the intent to create a better version of the world.

Far too many people today do not see much to be upbeat about. They simply see a lot of existing problems getting worse. And because of that they are tending to gather around anyone promising a return to an imaginary past era of greatness.

Some of the best leaders today are those who were in the past, and in the past flawed, and now are new versions of themselves and do not want to return t some past but try and create a new future.

People change.

We should allow them to change.

Especially if they are one of the valuable few who see the good and hopeful and optimistic in the world. For they are the ones capable of showing us light when dark can appear to be winning. In fact, many of these people accept the quite improvements, enable the quiet improvements, and facilitate the progress that humankind deserves. Maybe we just need to stop the noise and start quietly embracing good improvement. Ponder.

==========

“Life, too, is like that. You live it forward, but understand it backward.”

Abraham Verghese

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

“It’s the one thing we never quite get over: that we contain our own future.”

Barbara Kingsolver

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

Thinking about what legacy you want to leave behind can make you start thinking a little bit about what you may want to stubbornly stand for and demand of Life and what you may decide to compromise with Life to insure you have something, i.e., some progress to show at the end. A significant part of this grand bargain we negotiate with Life is how we decide to compromise with those around us and those who affect the arc of our lives.

Ah.

That word “compromise.”

Therein lies maybe one of the most difficult topics of the current generation.

The topic is that the concept of compromise, meeting someone half way, giving something up and getting something back, is now a nebulous concept.

Why? Because I am not sure I know where the hell half way is.

And I tend to believe a shitload of people are standing with me, on one side or the other, not really sure where the hell half way is.

And if you cannot even see the middle ground how the hell can you figure out how to make a stand on it?

This gets compounded by a massive online communal world in which we all live side by side where even the marginalized people <real or perceived>, nutjobs & experts, now have a place to gather into likeminded groups and share as much a space as mainstream views. For good, or for bad, online any group of people can organize & mobilize & challenge the status quo … or pick & choose which status quo fits their view. The internet amplifies discourses critical of, well, any status quo you can think of.  And, as anyone could expect, all the critical discourse triggers a corresponding equal backlash from those who fear an uprooting of their beliefs <and the self identities that are inevitably attached to these beliefs>. Needless to say much of that backlash is a bit unhealthy and a lot unmoored to accepted reality.

It just becomes one huge mosh pit of criticism and cocooning of likeminded people.

Likeminded people – all who are angry.

Within all of this situation & anger civil discourse tends to be tossed in the trashheap. And maybe worse is the fact there is this ‘digging in’ aspect where we refuse to see any merit in other people’s opinions. Sadly, I can only conclude that we have lost the ability to converse, discuss, debate and have a dialogue with one another.

It seems obvious <at least to me>, but if we could figure out how to come together and compromise, that we could go a long way toward not only creating a better version of society in general, but it may give me, and all of us, at least a fighting chance with regard to where we make our own personal stand and where we compromise and how we attain the future that we contain.

As long as people cling to unbending attitudes & beliefs, the divides between us will not deepen, but will remain an unbridgeable divide.

I tend to believe most of us want better that that.

I tend to believe most of us would be willing to work to make this a better and more civil world to live in.

And if you do not embrace this thinking?

I would remind everyone that America is representative of a great compromise. The U.S. Constitution is possibly the greatest Compromise ever negotiated <it created a nation>.

But as a first step to bettering this entire situation we need to figure out how to better define Compromise.

Far too many loudmouthed people have ripped the meaning out of the word, twisted the value of the word making it seem valueless, and ultimately created an environment in which  we demonize the entire process of trying to reach compromise.

Compromise no longer means understanding your differences and working together toward a common goal, but now it seems to represent weakness, losing and not being strong enough to get what you want. This attitude and unwillingness to work together creates a dysfinctional society where the unwavering stance seems to be “don’t compromise, stick to your guns, don’t give in to the other side”.

Sigh.

Look.

I find it hard to believe that the majority of America is really that selfish and that stubborn. Sure. I know the people most passionate about any issue tend to be the ones less willing to compromise on them. And, yeah, I would guess most of us are fairly passionate about ourselves – what we decide to stand for … as well as what we will decide to sacrifice within compromise to attain some progress. But within this wacky world where no one seems to want to compromise anything on anything … well … shit … some of us are trying to think a little bit about what you may want to stubbornly stand for and demand of Life, and what you may decide to compromise with Life, to insure you have something – some progress to show at the end.

It seems like the situation we are in has arisen because we have permitted the stubborn voices of the radical marginalized <real and perceived> to drown out the pragmatic voices, the majority, of realistic positive compromise. If we want society to start working again we need to embrace compromise — and let it retain the positive definition which has served it well through time.

To end this I will go back to the beginning.

The “I” aspect.

I tend to believe all of us, with the intent of finding the best version of ourselves from which our ultimate legacy will be defined, will seek to find the balance of being stubborn and demand that Life bend to us and our principles and compromise where we make a grand bargain with Life in order to continue progressing.

Uhm.

If we believe this, then why wouldn’t we want this in Life and in business and in politics and in … well … everything.

There was a book that discussed this. In The Spirit of Compromise <Amy Gutsman and Dennis Thomson> they note that Americans support general compromise as an idea and like the idea of ‘other people’ working together to get stuff done <statistics support this in a variety of studies & polls>.

However. The authors then note that support for compromise breaks down when it addresses specific issues <Americans are much less likely to support a compromise on a specific issue>. What this means is that, as with most things in Life, we enthusiastically embrace the conceptual behavior and balk at the actual behavior.

I shared that to say compromise is complex and simple.

What I do know is that we contain our own future and building that future demands that we will have to make some compromises.  That is simple.

Making the specific choices is complex.

And while I am mostly interested in my own future and making my own compromise choices, I tend to believe we would all find the better version of ourself contained within if the society as a whole were more willing to refind the value in compromise. Yeah. I just suggested our best version is not an “I” thing but rather when we are part of the weave of societal fabric, i.e., “We” thing. Ponder.

===

“No matter how careful you are, there’s going to be the sense you missed something, the collapsed feeling under your skin that you didn’t experience it all. There’s that fallen heart feeling that you rushed right through the moments where you should’ve been paying attention.

Well, get used to that feeling. That’s how your whole life will feel some day.

This is all practice. “

—

Chuck Palahniuk

====

“It’s never as good as you want it to be; It’s never as bad as it seems.”

—

William Chapman

====

Well. Chuck Palahniuk writes some really deep shit. Stuff that really makes you think. That said, I have to admit, when I read the opening quote a lot of things about living Life, in business and personal, made a helluva lot more sense to me.

Maybe it’s just me, but, it seems like most of Life is tainted by sense of constantly missing ‘something’ … as in something maybe better than where we are and what we are doing and feeling or in what we have done. It isn’t always this huge disappointment. It’s just like a little nagging sliver in the palm of your hand.

All the while this sense is interposed with glimpses of … well … what is actually better. We, being we humans, naturally don’t accept the sense we missed something. Therefore we begin becoming more & more careful with how we invest our time and more careful about what we do <or don’t do>. Basically, we start treating our lives carefully assuming that if we do so, we will have less sense of something missing and more glimpses of ‘the better we feel like we are missing sometimes.’

Boy.

Are we wrong.

Boy.

We sure are investing a shitload of energy chasing something I believe Life simply dangles in front of us to tease us with thoughts of ‘what could be.’

It is quite possible we should learn to accept the nagging sense of missing something as … well … good. Good as in it makes us a little more alert for ‘things.’ Maybe it just makes us pay attention a little more.

Maybe we should accept the feeling isn’t lostness nor the thought that maybe we were not on the right path in Life.

Maybe we should just accept it as a characteristic of a good life.

Anyway. All of this leads me to a quote, and a thought, I vehemently disagree with:

======

……. me reading this quote ……

“People who succeed tend to find one goal in the distant future and then chase it through thick and thin.  People who flit from one interest to another are much, much less likely to excel at any of them.  School asks students to be good at a range of subjects, but life asks people to find one passion that they will follow forever. “

David Brooks

<The Social Animal: The Hidden Sources Of Love, Character, And Achievement>

=======

That is just bullshit.

Life does not ask people to find one passion that they will follow forever. That’s like saying that I love ice cream, but I am only going to eat chocolate ice cream for the rest of my life because it is my favorite flavor.

What a potentially boring life.

What a potentially ‘missed opportunity’ life.

The whole ‘passion’ discussion makes my head hurt so badly I start rubbing my temples so hard that then the sides of my head hurt too.

Let’s be clear. It is not passion <although glimpses of passion is always fun>. Life asks you to do the best, be the best and pursue what you believes makes you the best of what you could be … that’s it.

That’s what you follow forever.

Is success achieving that ‘one goal in the distant future?’ Maybe for some. But ‘people who succeed tend to find one goal and chase it’ is bullshit. What happens if I suck at picking that one goal or maybe my sense of direction sucks as I ‘go thru think & thin’ getting to the horizon <only to find I am standing in nowhere land>?

Look.

I am all for people pursuing goals.

I am all for people being passionate.

I am all for pursuing thru thick & thin <assuming what you are pursuing is ‘real’ and not some fantasyland>.

But I am not all for putting the blinders on, the bit between the teeth and then run like hell toward some goal on the horizon. I do believe you should be inspired in your actions … but inspired is very different than passion.

Passion.   I have a passion … it is for something.

Inspired.    I can be inspired by many somethings and moments and experiences and … well … you get it.

Here is a Life truth. The people who tend to succeed are inspired … by one thing or by many things … doesn’t matter. They are just inspired people. 

===

“All the effort in the world won’t matter if you’re not inspired.”

Chuck Palahniuk  

===

All that said. Let me circle back to the beginning. No matter how careful you are, no matter how much and how hard you pursue something … you will still have a sense of having missed something. Everyone has an undercurrent sense, a feeling, of missing something.

Look. We all pursue one thing — happiness. We may couch it in some ‘idea I have’ or ‘money’ or “purpose” or, well, anything else life has to offer, but we all want, and therefore seek, happiness. I would suggest what Chuck suggested we think about is not really acceptance of ‘lesser than what we want’ but rather accept the balance Life offers us.

The balance in that we will almost naturally have some sense of ‘something better’ no matter how careful we are in managing our lives or the pursuit of some goal.

The balance of actually getting a glimpse of that ‘something’ and not having rushed thru some important moment versus the missing feeling.

Well. Having said all that.

When I read the opening quote I had a better understanding of why so many people are unhappy far too often.

Because if we DON’T accept the sense of missing something as part of living a full Life … well … that means you will spend your entire life chasing that sense <to suffocate it in some way>. If you do that, well,  that pursuit will inevitably suffocate your Life <and that is an unhappy Life>. Ponder. Maybe I am missing something. And maybe I am not.

==========

Originally posted October 2015

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“How many people long for that “past, simpler, and better world,” I wonder, without ever recognizing the truth that perhaps it was they who were simpler and better, and not the world about them?”

R.A. Salvatore

====

This was going to be another rant, or criticism, of 50somethings. but, I watched a fabulous documentary on cartoonists and cartoon strips called “Stripped” which details the past, present & future of cartoons and it made me scrap my rant and begin over again.

The documentary made me think of 50somethings and how today’s “flux” found in the massive business transition taking place is affecting this generation gap unlike any other generation gap in memorable history <we can look back in time and see others but not any we have lived thru>.

I imagine while this may be about ‘letting go, holding on’ I think it is more just about recognizing the sense of ‘lostness’ that can be found in any flux.

Look.

Facing progress is one thing; facing massive cultural change is another. One permits someone to ease their way into the progress and, in some cases depending on what you do, you may even be able to ignore the progress and still maintain the life and work life you currently enjoy until you decide to stop working. On the other hand, massive cultural shift cannot be ignored. In addition the people within the shift are bombarded with an uncomfortable sense of ‘what is happening ?’ … because there is no well-defined horizon <the shift will define it in the end>.

Anyway. In the documentary some of the older more established <very popular> cartoonists just looked … well … lost. And, frankly, I think a lot of 50somethings are lost in the cultural flux created by the technology-driven/hand held technology driven Life.

This doesn’t mean that 50somethings don’t embrace the features <the smartphones, the tablets, the wi-fi> … it is just that they struggle to see or accept all the benefits.

Oh. It reminds me there is no “guide to being lost” manual you can pull off some shelf.

Regardless.

In this flux time many 50somethings want their cake and eat it too.

Want the new, but don’t want to lose the old.

Now. This ‘holding on’ aspect is truly a reflection of not only ‘it was always better when I was younger’ <and it is worse now than it was before>, but also an underlying desire to have something solid underfoot … like ‘the benefits of the way it was done before’.

Admittedly … this holding on aspect can take on some aggravating & ‘difficult to deal with’ aspects … like … they sometimes think they are living in the present <their perception> by implementing what is comfortable <the past> therefore their behavior is incredibly difficult to impact because their mind is telling them what they are doing is actually different than what they are actually doing.

Sound complicated?

You bet.

So complicated this attitude is next to impossible to change or impact.

And it gets complicated even further by the fact this 50something generation has made a lot of money doing it ‘their way’ <kind of proof for the method>. Regardless. For once I am actually defending the 50somethings. Not sympathy … just some understanding. This just isn’t a normal every day future, this is an uncharted future. One I which more of ‘the past’ is being shelved than we have seen for many generations.

===

“The past is a foreign country; they do things differently there.”

L.P. Hartley

===

It is like going to a foreign country where they may use the same words but many of them have new meanings.

They may live in a culture which values different things.

And, well, say you have been drinking coffee all your life … and … they only drink tea.

That said.

So, when facing the difference, you may know you are in a different country … and you may want to respect the way they do things … and you may want some sympathy, or help, as you get lost … uhm … but … after a period of time you start reflecting on ‘how much better this foreign country would be if they would do it our/my way.’

That’s natural.

And inevitably, as time goes on, and you get farther away from what you were comfortable with and what you know, the more you feel … well … lost.

Now.

Where I don’t have sympathy or understanding is I do believe many 50somethings are lazy. Not in terms of working hard but rather they accept what they know at the moment as ‘what is’ and remain cynical of all that “is not.” And, worse, they believe their laziness is earned, earned from years of accumulating information and knowledge and money as well as earned because it was successful.

And then?

The 50somethings place a value on this ‘thing’ they feel they have earned over time as if it was some product that had been manufactured and was ready to be sold.

The problem?

It is almost like 50somethings have forgotten that if someone is paying you a $100 they should feel like they are getting something more than $100 worth. Maybe worse they think the past learning <even though a lot it is no longer relevant> has a higher value than it does. The product has become semi-obsolete.

And.

Uh oh.

Maybe the worst? It seems like they have forgotten that knowledge actually naturally diminishes without some constant nurturing <therefore the value is actually depreciating over time>.

When will 50somethings recognize that they really have earned little <okay … less than what they think> of real value to the emerging world unless they unlearn some aspects of what we know and reapply what we do know to encourage a better future.

Well. Let me go back to defending the 50somethings and their lostness.

Unlearning is tough <and unsettling and often scary>.

Massive flux is tough <and unsettling and often scary>. Many 50somethings are just lost. They know they have value but the current value looks an awful like ‘none to limited’ value as everything swirls around us. I would also point out that I do believe many 50somethings would gladly reapply what they know to make things better if someone could just show them the path or tell them where to go and what to do.

Uh.

‘Show them the path’ and ‘tell them what to do’ , attach that to my point on ‘believe they have earned’, and you have the formula for holding on tightly.

If unlearning is tough imagine how tough it is to give up control when you believe you have earned the privilege of controlling.

I was reminded the other day that I don’t often give 50somethings credit or the benefit of the doubt.

They may be right.

The documentary reminded me that ‘lost’ is an incredibly bad feeling and when felling it … well … it often doesn’t bring out the best in people.

Which makes me ask.

If we invested the energy to help the 50something generation feel less lost, would we all benefit from how they responded when they knew where to go next?

Nostalgia, or viewing the past as something better, is one issue, but ‘lostness’ is something completely different.

Maybe I have been looking at this wrong all along.

All I do know for sure is that I may give my 50something friends a little more benefit of the doubt.

Look.

If you even partially agree with me on his ‘lost’ thought … think of the numbers … think maybe 75% of 50somethings working in the cartoon business, television business, stock trading business, travel agent business, book business <libraries, publishing>, newspaper business, well, this could become a fairly long list … a shitload of 50somethings in a shitload of industries with a shitload of quality experience … is in a shitload of hurt.

They are, well, lost.

They know their craft well. And, yet, they don’t know the world their craft lives in anymore.

This is no excuse for the curmudgeons holding on tight to the past and the way things used to be done … it is simply an explanation for why so many of them are gripping the past with white knuckles.

—–

“True freedom is where an individual’s thoughts and actions are in alignment with that which is true, correct, and of honor – no matter the personal price.”

=

Bryant H. McGill

——-

This is about managing people, chaos <that is inherent with groups of people> and leadership.

I have written several times about my college job, quasi-security guy with a company called Contemporary Security Company <CSC>, and it made me think about another good business lesson I learned. I call it corralling chaos.

Maybe it is simply managing people.

Whoa.

Comparing chaos to managing people?

Yup.

Look. Unless you want to hire a bunch of clones or do some mind meld trick upon hiring someone, you are going to inevitably have a wide variety of specific skilled people, a mosaic of personalities and characters and, well, humans being human within your purview.

Anyway. I learned this very quickly as a youngster at CSC. And, by the way, I didn’t learn this because I was some brilliant leader or insightful organizational behavior person at the age of 18 … I learned it out of simple survival. Once I became a supervisor I definitely had a ‘Bruce team.’ A small group of guys who I always selected <or they selected me> to be surrounded by to manage and utilize.

In hindsight I was a little different than some of the other supervisors. I liked using the same guys even though the assignment was different. I liked tweaking each guy’s ‘comfort zone’ to show them how to adapt. I think I subconsciously recognized that it probably helped me out under a variety of assignments in that these guys … and these guys were wired differently … wouldn’t take a cookie cutter approach to how they handled things.

Not only did they see that things could be done differently <than maybe what their first instinct was> but also they became comfortable with some things out of their comfort zone.

The best example I have is two guys who were with me whenever possible.

They were book end personalities.

Lamont.

African American. Sharp & smart. Took life seriously. Scowled a lot. Maybe 6’ 1” and 280 pounds of hair triggered whirlwind of aggression. You only walked up to Lamont from behind very carefully. I vividly remember walking up behind him and tapping him on the shoulder … and he spun around with a semi graceful martial arts form <… c’mon, how graceful can a 280 pound guy be> … crouched and coiled to part my head from my shoulders.

I also vividly remember his eyes were laser-like and seemingly completely clear of anything but ‘destroy.’ Without relaxing … he said ‘little buddy … you shouldn’t sneak up on me like that’ and then he uncoiled.

Dave.

White suburban kid. Maybe not the sharpest knife in the drawer. 6’ 2” and chiseled 220 pounds or so. Played defensive end at Orange Coast junior college. Easy going … smiled a lot. The first time I met him on the job I saw him wade into a drunken brawl of maybe 6 guys and singlehandedly blow it up with maybe only one punch thrown by him <which admittedly put that guy out of commission>.

These two guys became the bookends that held most of my teams together.

Lamont was like an assassin.

Dave was like a bull.

Lamont I restrained.

Dave I released.

Both could intimidate in their own way, but their instinct was always to act with power of action and not words.

My bosses struggled to understand why I always wanted them — no matter the assignment.

Lamont was often seen as uncontrollable <therefore they hesitated to want to put him in more ‘delicate diplomatic’ situations>.

Dave was often seen as ‘not too smart’ <therefore they hesitated to want to put him in situations where he may have to think on his feet>.

Beyond the fact I saw how these guys could be used effectively I probably more recognized that situations my bosses ‘foresaw’ within an assignment more often became unforeseen actions & consequences.

Security at some event with zillions of people wandering around <many drinking> all with an attitude that ‘hey … I paid to be here … so I can do pretty much whatever I want’ is inevitably one of much randomness.

Interestingly … that describes the business world fairly well <without the drinking>. Managing people isn’t really about plans & planning, or even having a plan, it is more often about how to deal with what happens when the plan breaks apart.

Look. Plans and planning and all the things under those headings <business plans, contingency plans, succession plans> are all good things … uhm … until they aren’t.

All the plans that once bring order, continuity, and control often become rigid obstacles to progress and adaptation.

Lamont, Dave … shit, whatever personality I was supervising, I found that most people are trying to do what they believe is in the best interest of the organization.

I also found the trouble was often they may not have the same point of view on what that is. And, yes, that leads to some version of chaos.

You can have two people conducting themselves with the best of intentions and trying to do the right thing.

Both options are valid.

Uh oh.

But the conclusions they reach end up in direct conflict with each other.  This creates confusion <with each other as well as those around them seeking cues on what to do>.

A lot of the supervisors around me did two things.

One.

Bitched & moaned about ‘the guys they managed’ and said ‘they just don’t get it.’

Two.

Picked people for their team that they could ‘control.’

Me?

I guess I decided to take responsibility for getting out of the chaos. I assumed from day one that it was me responsible for allowing chaos.

I also assumed I couldn’t control anyone — certainly not someone like Lamont or a number of other highly wired individuals I liked to have on my team — but I did assume I could point them in the right direction <with regard to attitudes & actions>. I picked guys for my teams who could get shit done. And get shit done within some principled behavior guidelines.

I kind of assumed my role was to ‘be still amidst the chaos and active in repose’ <Indira Ghandi>.

Be a compass as it were.

Look.

I certainly didn’t understand all the real thinking behind good management and leadership at that age.

What I do know now for sure – good leaders provide a compass.

A good leader helps others think through implications that can impact the broader team’s goals and objectives.

Once people have orienting values and principles, their ability to think and operate independently accelerates.

Good leaders hold people, themselves included, accountable to a set of values and principles. And leading is often measured by how you deal with the times which inevitably occur when the leader needs to confront a difficult decision that puts principles to the test.

Corralling chaos is all about getting comfortable with being slightly uncomfortable.

My guys recognized that always sticking to the plan without fail provided a false sense of security. They knew from experience that there needed to be some flexibility with “how” the “what” is implemented.

They embraced the purposeful discomfort and I rewarded the purposeful discomfort.

I left room for serendipity.

I left room for what is called “interaction with an unintended outcome” <Scott Doorley, Stanford>.

Some smart guy, Atul Gawande, states there will always be people who excel and thrive in complex and chaotic environments. People who “have a better capacity to prepare for the possibility, to limit the damage, and to sometimes even retrieve success from failure.”

Well. I agree with that and I don’t agree with that.

I agree that some people are better than others at the ability to quickly assess situations and take decisive action based on their experience and instinct.

I don’t agree that anyone and everyone can become better and hone this ability. In fact … part being a good leader is trying to figure out how to maximize this ability within employees <because it enhances autonomy which increases organizational efficiency>.

I have no clue if I am particularly strong with the ‘capacity to prepare for unintended consequences.’

What I do have a clue on is that no matter how strong I may be … I can’t prepare for everything and can’t solve everything and I can’t be everywhere at all times.

I liked having a variety of skilled people available … no matter how difficult they were to manage.

Why?

It increased the likelihood the team could handle any ‘unintended consequences’ as they arose.

CSC taught me a shitload.

It taught me very quickly that when supervisors complained that people are working against each other, that they are not aligned, that they don’t seem to ‘get it’ … that they are full of shit.

It taught me first & foremost that a supervisor needs to look in the mirror.

Anyway.

Is chaos a bad word to use when discussing people management?

Aw.

Probably.

But here is what I do know.

I would rather corral chaos than ‘light a fire under someone’s ass.’

Is that a management style?

Sure. I imagine so.

I imagine it is actually a management or leadership choice. And when I look in the mirror with regard to management style I am okay with what I see. And I thank my CSC job for helping me be okay with it.

—-

If interested, after you read this post, you can visit his past CSC ‘learnings’ posts:

—

<learning to say no>

https://brucemctague.com/big-fred

=

<practicing actually means more relaxed>

https://brucemctague.com/the-wall

=

<action has its time>

https://brucemctague.com/there-is-a-time-to-talk-and-a-time-to-act-part-1

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<gaining perspective>

https://brucemctague.com/what-you-do-not-see-at-a-concert

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