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

“It didn’t work,” said the King. “The cloak of invisibility didn’t work.”
“Yes, it did,” said the Royal Wizard.
“No, it didn’t,” said the King. “I kept bumping into things, the same as ever.”
“The cloak is supposed to make you invisible,” said the Royal Wizard. “It is not supposed to keep you from bumping into things.”
“All I know is, I kept bumping into things,” said the King.”

—

James Thurber

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

So.

While this is about business in general it certainly taps into entrepreneurs & entrepreneurial attitudes and what happens once a business transitions from startup to ‘gravitas.’

Unreasonableness is very often a matter of perspective. In addition. being unreasonable is often not being some innovative disruptor but rather someone who prioritizes progress over, well, everything else.

Regardless. My favorite unreasonable example on this has to do with successful entrepreneurs. Unreasonable is status quo for becoming successful, yet, once successful, the people around the entrepreneur owner will most likely see the unreasonable as  unreasonably risky (this creates some tension). In this situation the biggest issue is often the entrepreneur is comfortable doing things which may appear to have never done before, but once a business is up and running the team tends to seek things that have been done in the past <or “proven practices & things” from the past> to develop action plans.  In this situation I am usually the jerk who says “most business success, in general, typically has a layer of idiosyncrasy <and context> that begs the ultimate question – can it really be copied?”

(I usually answer my own question: no)

Look. Here is a thought <to be applied with business book learning before you run off implementing everything you read> … as Henry Kissinger pointed out when discussing learning from history … “if you are seeking examples and exact  parallelisms by studying history you will be disappointed. The study of history is the study of analogies.” However, all that said, I actually found an interesting business book. There is a relatively short book called ‘The Art of being Unreasonable” from a guy named Eli Broad.

I liked it for 4 reasons.

1. It was pretty short – I love it.

2. He suggests that rather than be a pioneer it is often better to be second with a new idea. – I love it.

3. He suggests that the best diversification may not be into an industry related to your own. – I love it.

4. The premise of the entire book is that the world has always been shaped by unreasonable people <ultimately they are the ones who force change>. – I love it.

The book did get me thinking and some thoughts which relate to the art of being unreasonable.

Business people often confuse safe with smart.

Safe may not be smart … because it is … well … just safe. Typically safe means less return <combined with less risk of course>. In fact it often translates into less return than the initial idea because it is … well … simply an extension of what is <smaller increments of growth>.

That (in simplistic terms) doesn’t mean bad return but rather diminishing return. Because it is, well, safe <okay … you get the point about safe>. Safe is hedging your bets. It is a sound strategy depending on what you would like to achieve. And it is a reasonable thing to do.

The book’s point is that isn’t what an entrepreneur <or business builders in general> is all about – being reasonable. They simply get convinced to do so by those around after their initial unreasonable-driven success (or sometimes they simply fear losing that has been gained).

Here is a silly thought. Maybe an unreasonable thought.

Entrepreneurs are entrepreneurs. To ask them to be anything other than what they are is fraught with peril.

As Broad points out there is a safe path (extension into a related industry) or a comfortable path (one that is an extension of him). By the way I love the distinction between safe and comfortable in this sense because to some people <me could be included here> safe can make some leaders uncomfortable, conversely, some leaders are quite comfortable with risk.

Now. I am not as smart as Eli.

But I have coached several businesses in a similar fashion. It makes them uncomfortable (the leader group) and excites the one (the leader). I often find myself negotiating between the desires of the organization formed behind the success of the leader/entrepreneur … and the entrepreneur themself.

It is an odd experience.

I would say in my experience that the entrepreneur gets dragged down into the dismal depths of the “reasonable” decision making organization. The main argument is businesses inherently desire to protect their success once they have shifted beyond the intial building. Now. I also admit I often walk away shaking my head in disappointment as the one who “built” defers to those who “protect” an investment under the guise of a “mature business people.”

What many business people don’t recognize is that building & protecting are different skills. Or, actually, they probably do but inevitably decisions need to be made that become a battle between comfortable and uncomfortable … and the seemingly reasonable and the unreasonable.

Last thought.I am not suggesting the unreasonable is always the path to walk because sometimes the unreasonable is really unreasonable <undoable, impractical, insane>.

However, there is an art to being unreasonable. An art that can lead to stunning success if it is fostered properly and encouraged <even if it is uncomfortable>.

The point?

Never totally disregard the unreasonable option & idea. It may not feel safe nor may it feel comfortable, but it may actually be one or both when viewed correctly.

===

“It’s the people who no one imagines anything of, who do the things that no one imagines.”

–

The Imitation Game

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

“The ability to learn faster than your competitors may be the only sustainable competitive advantage.”

—-

Arie de Geus – Dutch business strategist

====

Well.

One of my business pet peeves is our unhealthy pursuit of unique. Far too often in our relentless charge toward unique we reach a dubious destination, if not a completely false ‘original’ stance. This heinous business tradition almost always begins when some consultant comes in and forces you to sit down and answer the infamous question “so what makes you unique?”

Oh … how I get tired of this unique or ‘how are you different?’ discussion. If you have been there, you have seen these conversations go round and round dancing on the head of a pin.

After this dizzying absurd discussion invariably you land on:

• one meaningless thing <meaningless to the majority of the world if not the majority of your own employees>, or
• a laundry list that the consultant writes on a board and says “okay, great day, you need to figure out which of these is most important to you.”

Note to self:

“gee. thanks. what makes you think we can resolve that 48 hours from now, if we cannot now?”

What a bunch of wasted energy. I say do not waste your time hunting some dubious unique but instead zero in on what I believe is the key –  distinctness.

Am I suggesting avoiding true product or service differentiation? Heck no. Go for it.

I am simply arguing that it is next to impossible in today’s environment to have a sustainable ‘unique.’ If people were honest they would agree that most ‘uniques’ in today’s world are short term <t best> and not sustainable <note: some people use lots of money to make short term look big>.

In service categories sustainable “uniqueness” is, well, pretty much impossible. Unique customer service experience? Pretty much impossible to sustain <and stay sane>. Thinking customer first or “we care” is certainly not unique nor different. That characteristic may represent something the company cares a lot about but most companies to one degree or another feature that characteristic.

In the end that means we are often talking about small degrees of separation which makes it difficult to discern the difference <or originality> to the majority. And the amount of energy we expend trying to justify and explain that this incredibly small difference translates into a significantly larger benefit … just isn’t worth the return on that investment <because that small degree of separation is lost to a competitor responder or thru consumer confusion on internet>.

Now.

What is sustainable? Character and personality. That is certainly distinct.

Could it end up looking close to someone else? Maybe <but I would argue 90% of the time the other guy will blink and do something that will make people question their character>. But brand personality/character differentiation topic is another writing of mine.

Today is just a rant on uniqueness.

My go-to books when I am thinking about things are good ole Ralph Waldo Emerson & Montaigne Essays. I had to pull Montaigne off the shelf as I thought about originality & business’s unhealthy relationship with “unique.”

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

“I have gathered a posy of other men’s flowers, and nothing but the thread that binds them is mine own.”

Montaigne

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

Of all social philosophers he seemed to delve into the difference between style & substance. His originality can actually be found in some fairly relentless honesty. A lesson in and of itself to any business seeking unique or ‘original’ claims.

——————–

We are all framed of flaps and patches, and of so shapeless and diverse a contexture, that every piece and every moment playeth his part.

——————-

“Que sais-je?” “What do I know?” was what Montaigne consistently said … kind of a “what the hell do I really know?” Which brings me back to uniqueness … or … let’s call it the illusion of uniqueness.

It seems like every person, and every business, is born with some innate insane focus on what I would consider a fairly nebulous concept of ‘original.’ I speak with a lot of business owners. And I can often discern the best of the best of them just by listening and waiting to see if they use this one word <or the words surrounding this one word>:

Unique.

And when they do … well … I get a shiver down my back. Ok. I assume there actually has to be some unique products out there in this wide world of ours because over 500,000 patents are filed every year in the good ole USofA. Of course having this conversation with a patent owner is excruciatingly painful … they keep saying “I have a patent therefore it is unique” and you keep saying “yes, sure, and the unique benefit to the buyer is ???” you often find that this conversation is a deadly doom loop with no conclusion but frustration.

I imagine the real point is that everyone wants to be the best at whatever it is they elect to do the best. Everyone would like to be the only ones who do what you do <assuming what you do is actually of some value to people>. Everyone wants their business to be ‘unique’ in some form or fashion.

And, if you try hard enough, I imagine every business can be ‘unique’ at something. But I also imagine if you try hard enough you can learn to dance on the head of a pin.

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

“There lurks, perhaps, in every human heart a desire of distinction, which inclines every man first to hope, and then to believe, that Nature has given him something peculiar to himself.”

Samuel Johnson

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

Regardless, the point of me writing this <other than ‘unique’ aggravates me> is that I believe somewhere along the way something got lost. What do I mean? Since the beginning of time <in marketingese> the concept of unique has been important but I believe it was Ted Bates who simplified <dumbed it down> for the rest of the world to grasp in a usable form by developing what he, and his advertising agency, called the USP <the unique selling proposition>.

Excellent idea. Dumbed it down for anyone and everyone to use. Unfortunately it has all gone wrong since then.

The concept was “unique proposition” not “unique” <all by itself>.  Their point was just that simple – proposing to people some kind of proposition that was meaningful and seemingly unique <at minimum creating a perception of uniqueness>.  Ah. Please note the nuance.

You need not actually be unique in actuality but rather you simply needed to be able to tell people you were unique in some form or fashion.  The concept implied how you told your proposition was as important as the product-service proposition itself. The brilliance in the concept is that it recognizes most products and services are not truly unique but that didn’t mean you could explain your product-service in a way that wasn’t unique <from a selling perspective>.

And here is where it all went awry … in our world of:

• a lack of desire to use someone else’s idea, even if it is a great idea, and
• the belief, the theory, we should be simplifying even the simplified <or even the most dumbed down> whereby we lose the nuance

Ultimately … the ‘experts’ started focusing solely on the ‘unique.’ I envision the conversation went something along these lines … “okay, let me simplify this because it is pretty simply … what makes you unique? Answer that and we can get started.”

Well.  Here is the deal. A unique selling proposition is rarely a simple process or outcome. And discerning what is truly meaningfully unique is rarely simple.

The point?

There is a big difference between “what is your unique selling proposition?” and “what makes you unique?” Both can be valuable discussions but they are not the same discussions. 

I believe the problem is that somewhere along the way marketing, advertising, brand people forgot the nuanced selling proposition concept and simply focused on some <mostly> unattainable facet – unique. And therein lies the bigger problem. Identifying the false unique.

Because it is our inherent nature <at least in the business world> to find what you seek. If I am told I must find something unique than, dammit, I am sure gonna find something unique … even if I have to quasi make it up. However, fooling yourself does not mean fooling others <although it is a common trap> in fact consumers/buyers are rarely fooled … and if they are … just once.

Look.

I fully understand everyone wants to be the best at something <which is their uniqueness>.

I fully understand that there are truly some widgets with some meaningful describable benefits that are unique.

I fully understand that what most people are construing as ‘unique’ these days is meaningless drivel. At its worst it is simply mental masturbation.

And I fully understand that there are also a lot of missed opportunities for good meaningful “unique selling propositions’ floating out there in the business universe simply because many people just don’t have it on their radar as a meaningful objective.

And, yes, positioning <using words to create a perception of uniqueness> is valuable and an opportunity.

It is not ‘lying’ to the public to create sales. In fact … I would argue it is smart and a reflection of your only true competitive advantage — the ability to learn faster than your competition.

Why? Uniqueness is NEVER alone. Standing beside it … hugging it closely is someone called “Benefit.”

They are inextricably attached as companions for life. And as you learn more about what the buyer of your product really wants <that Benefit the person> your ‘uniqueness’ may actually change … radically or nominally … it doesn’t matter. It may change to meet the needs & wants of the buyer.

Let me close with this thought:

• being the best, or the only one to do something, is irrelevant if it has no value or benefit to others
• unique is rare and often fleeting

However.

• adaptable ‘best’ and adaptable ‘uniqueness’ is neither fleeting nor useless >the key to those is to be to be the only fastest learner in your category>.

Heck. If you do that you may actually not only have a unique selling proposition but a unique product/service to offer. It will certainly maintain some distinctness <if not relevance in the marketplace>.

Regardless. Whenever unique or original comes up I try and convince every business to stop talking about that and, if they were smart, they would be mart about focusing on themselves … who they were and who they wanted to be.

Tough to do because it doesn’t exactly match up with the standard “this is how you are supposed to do it” management guides.

Anyway.

Maybe this is the most important point.

There are a lot, a shitload, of crazy smart business people out there. But there are not a lot of crazy smart business people willing to do something crazy like ignore the business books “plan to success” blueprints.

Here is where I put my money.

The few and crazy.

Those crazy enough to not invest energy in ‘unique seeking’ or ‘false originality’ but rather let distinction and originality simply evolve from who they are, what they think and their vision of what they think they should be.

Those crazy enough to not obsessively pursue ‘out of the box’ recognizing that the true enemy of innovation is getting ‘stuck’ in the structure but not the structure <the box)> itself.

Those crazy enough to know that structure is what enables the kind of insightful innovation that is (a) disruptive of status quo & (b) insures some traction to leverage from & (c) IS your distinction if you arrange the shit in your box properly & color your box properly.

That may all sound crazy but in a world where the majority of businesses, and new ideas, fail maybe this isn’t a crazy a thought as it sounds. Be distinct. I promise you if you focus on being distinct simply by default you will be unique from 99% of everyone out there.

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

just-shower-thoughts:

The moral of the Tortoise and the Hare shouldn’t be “slow and steady wins the race.” The Tortoise only won because the Hare kept getting distracted. The moral should instead be “stay on task.”

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

So.

Some people have the flair for the dramatic in business. They make it look easy. I would actually point out they are stellar at staying on task in business <which permits the moments of flair>. Now. Staying on task has different dimensions. The most basic are <a> staying on task throughout and <b> being focused in the moments that matter in the task.

The second isn’t as easy as you may think.

You have to be on task in the first place and then you actually have to recognize the moment that matters. In sports this is easier because sports has a tendency to ‘present’ the moment that matter, but in business these moments tend to be a little more sneaky.

Regardless.

Moments that matter are truly the moments in which it doesn’t matter whether you are a tortoise or a hare. In these types of moments all becomes one, judged equally, and … well … times stands still and you either produce or you don’t.

Everything that came before and all that comes after is kind of irrelevant.

Everything gets squeezed into what you do in that moment.

And this is where the flair for the dramatic can occur.

Well.

It seems dramatic only because <a> doing the dramatic is special (not everyone can do it> and <b> ‘having a flair’ implies the person can deliver ‘the goods’ in the moment more than once and possibly on a relatively consistent basis. Suffice it to say … anyone who has a flair for the dramatic deserves not only some accolades but also some analysis.

On the analysis front I would argue that this person has a key attribute with two dimensions  – a unique type of focus which <a> has the ability to recognize the massive amount of self-imposed distractions which inevitably slows other people down … and shuts them out and <b> has the ability to ‘slow things down.’

I think this focus permits a person to ignore all the expectations placed upon their decision <but accept that they are there>, and ignore the inherent pressure to live up to the monumental things that people around the person expect him/her to do … and constantly lives up to them.

By the way.

If you can also do this with some class, dignity, integrity and humility … well … you will earn gobs of money.

I would suggest that this person embodies this formula:

Expertise = secure = confidence.

Winning in these business moments is often more about confidence, and how the attitude enables clear ‘non-hedging’ articulation of what can be done, than anything else. And that confidence embraces real expertise brought to the fore by that unique focus I described.

All that said. Here is why I really like these people. I abhor social chameleons: people who change to impress whoever they happen to be with. I will note, 99% of the time, chameleons suck in the moments that matter. In fact. If I were a betting man, I would bet that anyone you may know with a flair for the dramatic is not a chameleon.

At the core of almost any person with the flair for the dramatic is someone who knows who they are and knows who they ain’t … and stays true to that day in and day out.

That ‘trueness’ permits this person to offer a steady consistency on the ‘task at hand’ which is not about maintaining one speed but rather maintaining a consistent sense for how to adjust pacing accordingly. And what THAT means is that this person is also more likely to spot the moment that matters and zero in with their unique focus in that moment. I cannot tell you how important, and how valuable, this is. I say that because I sometimes think while we admire the people with the flair for the dramatic we diminish the abilities that actually permit it to happen.

Why do I say that?

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. I would draw a picture to show you this but 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>. It is actually like a big swirling mass of fragments <not chaos, just movement>.

Therefore, in business, moments that matter are most likely found within a spinning Rubik cube and the ones who have the fair for the dramatic have the ability to actually step in, at exactly the right moment, and in that moment solve the Rubik cube. Seeing as I, personally, have never solved a Rubik cube … this sounds particularly complicated and sounds like it would take an incredible skill in order to do.

That is what someone in business with a flair for the dramatic does.

All that said.

This skill is a version of slowing down to speed up. And 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 this is the business person who can seemingly pause in the midst of play <on multiple dimensions> and grab the Rubik cube and solves it. Not a lot of people can do that.

I don’t care if you call this a flair for the dramatic.

I don’t care if you call it ‘slowing down to speed up.’

I don’t care if you call this “an ability to slow things down mentally.”

All I know is you should call it a person who you want in your business.

So.

If you go online you will be barraged with positive, inspiring, “go get ’em” lists of “things to do today.” I am sure the intent is to encourage us to better ourselves and our lives (in fact I believe there is a whole section in bookstores for this crap).

You know.

Smile more.

Say something nice to someone.

Drink more water.

Sure.

All great reminders. Just not my thing. I don’t mind being happy, nice or hydrated. I just don’t feel the need to be encouraged, or reminded, to do so. Maybe it makes me sound like an asshole, but I just don’t care about that shit. I want to go “do.”

And then I came across a the list made by a teen/young adult shown in the opening image.

Awesome.

Now THIS is my type of thinking.

Yeah. I fully understand that sometimes the day to day grind of life makes you focus on just “getting through the day.”

Trying to be happier.

Trying to be nice so that we get some positive responses from those around us (which inevitably makes us feel better).

Trying to make sure you are hydrated so at least you will not pass out from the stress.

My only fear is that while we are trying to do all those things, you know, trying to be happy through the grind (and seemingly always driving toward that window of opportunity when we get glimpses of life that aren’t a grind and are uncluttered happy moments) we, well, forget to kick some ass.

Yeah, yeah, yeah.

I would imagine if every day all you did was focus on kicking ass and taking names you would be pretty much of an asshole and not have a lot of friendly co-workers.

But.

Kicking ass and taking names does create a different kind of happiness that smiling just cannot create.

And, yeah, it takes more effort than smiling and being nice (well, for most of us, excluding Donald Trump, the Wicked Witch of the West and Alan Rickman in the original Die Hard) but the ‘return’ is bigger. The return is … well … you kicked ass, did some good shit. most likely took some names along the way and have something good to show at the end of the day.

So, in my mind, when you make your list for the week make sure you have kick some ass somewhere on the list. Maybe even dedicate a day to it every week. Aw. Shit. What am I thinking? I want to wake up everyday and go kick some ass. That makes me smile. That makes me happy. That actually makes me nice to people. And I may actually even drink more water. Some of us just want to kick some ass.

I honesty don’t think this makes me an asshole, just possibly a pain in the ass.

That said.

Gotta go.

Time to at least take some names (but I will be looking for some ass kicking opportunities).

==

“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.

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

“If all you can do is crawl, start crawling.”

—–

Rumi

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

That night the wind stirred in the forsythia bushes,

but it was a wrong one, blowing in the wrong direction.

That’s silly. How can there be a wrong direction?

‘It bloweth where it listeth,’ as you know, just as we do

————

John Ashbery

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

Ok.

One would think getting started would be one of the easiest things in the world to do.

One would be wrong.

Oddly, in business, and Life I imagine, getting started is one of the more challenging things we encounter.

We hem.

We haw.

We wax poetically.

We gnash our teeth.

We plan.

We plan some more.

We play out a zillion ‘what of scenarios.’

We make assignments; discuss the assignments and who will do the assignments.

We discuss the assignments again.

We debate whether the right people are assigned to assignments.

We reassign assignments and assign milestones, checklists and a variety of “we do not have confidence in you so we will set up a labyrinth of reporting checks & balances for you so that you know we do not have confidence in you.”

We wait until the wind blows in the right direction <even though no one is sure what the wrong direction is – to blows in whatever direction it blows, doesn’t it?>.

And then maybe, just maybe, we get started. We do all of this under the guise of insuring we get right whatever we start. Uhm. And we do this knowing full well, at least in business, the odds of something going wrong is near almost 100% on any given project.

I imagine a part of our hesitation to start is our ‘self’ trying to address the feeling of not being ‘expert enough’ right out of the starting blocks gate. That certainly holds a lot of people back from even trying because while you may not care about being the absolute best, or even being perfect, you don’t want to suck or look stupid <or, at minimum, we desire to limit our suckedness>.

To be clear.

Making a mistake is one thing.

Making a stupid mistake is another.

I wish business would more often view workflow as learning to ride a bike. Chances are you weren’t an expert your first try … crashing into shit, banging the crap out of yourself … but most times you persisted and not only figured it out but got pretty good at riding the frickin’ bike. The problem is that business looks at those crashes and bumps & bruises as “mistakes” <despite the fact they happen all the time and to everyone>.

Yeah.

That is something a shitload of people don’t talk about a lot. The fact that Businesses face failures and mistakes <of the system or process or of people> all the time.

Sometimes small, sometimes large … but all the time. Most mistakes stay under the radar and are relatively harmless. They are simply the cost of doing business … as humans.

However.

Far too often these failures come to the attention of some manager within the system and then THEY bring it to everyone’s attention. And therein lies the bigger business truth … discerning the type of error – exception or systematic.

That said. With regard to mistakes … business people tend to fall into one of two categories:

—

• Those who see the exception as systemic <a reflection of an ongoing issue>

• Those who see the exception as … well … an exception

—

I could argue that the difference between a good leader and a bad leader can be found by which category they fall into.

I cannot tell you how many times I have sat in a business meeting watching people wring their hands and speculate on ‘why did this happen?” <that speculation is the business version of ‘misinformation’, in other words, ‘made up’ version of why things happened the way they did>.

But.

Once the misinformation is stripped away, the remaining question is, and always will be, how big is the mistake <not whether it was stupid or not or should it have been known or not>? And therein lies the flaw in how business tends to view these exceptions <mistakes> in today’s business world.

We seek some absurd level of perfection and in doing so we shut down in dealing with an exception with the incredibly stupid intent to break <or revisit> a well-designed, well working system <or even a well-trained, highly capable employee> to eliminate a … well … a stupid mistake <although almost no one can truly discern the difference between a stupid mistake, a mistake or simply a failure of the system itself>.

How does this apply to getting started?

This translates into having our head on a swivel before we even start. We look for trouble where there truly is none.

We find issues everywhere … even when it is simply a perception … or worse … a speculative ‘what if’ issue. And, maybe the worst, in all of our speculative modeling and ‘what if scenarios’ we absurdly end up applying the wrong remedy <or sometimes an unnecessary remedy> against something that is … uhm … speculative for god’s sake.

Look.

If you do some research on what slows people from getting started you will find one word over and over again – fear. It is often used simplistically and … well … inappropriately. I imagine if I stretch my thinking I could suggest fear is at the root of hesitation but I kind of think it is just most of us just do not want to suck. We truly do want to get shit right. Therefore it would seem gale wind almost everyone faces at the starting gate is one thing – the unknown. And this unknown is multi-dimensional in that there is a forward unknown <you may not have done this exact assignment or task before>, there is the general unknown <each task lives contextually in a different environment therefore even if you have done something once before the new context will invariably mean you will face something new> and the’ unknown’ unknowns <the random shit that inevitably occurs in the business world>.

Shit.

After reading that I don’t know why anyone actually starts anything.

Shit.

After reading that I don’t know why anyone would ‘go full speed’ but rather aim for some mediocrity as it would appear to be a safer more conservative path.

Oh.

But here is where the unknown really hits you hard in business – accountability. In business, regardless of whether you encounter knowns or unknowns, you are accountable.

Shit.

Double shit.

In business most time <I think> getting started is so hard because … well … you are accountable once you start <albeit … you will also be accountable if you don’t start … it just seems a little less risky>.

Accountability is a sonuvabitch. It is a sonuvabitch because even just one bad thing seems to create a crisis scenario.

And therein lies the biggest challenge.

Inevitable criticism occurs based on some perception of perfectionism <because the world around you almost absurdly always believe you should have foreseen the knowns AND unknowns>. It is an unfortunate truth that people expect certain things … and often these ‘certain things’ are unrealistic.

Look.

I am all for striving for perfection with an eye toward the implementation of an idea. But as with so many aspects of life, the key is striking a balance between opposing forces, each with its own set of pros and cons.

Too little perfectionism leads to a rapid but undesirable endpoint.

Too much perfectionism leads to analysis paralysis and no endpoint at all.

To be clear.

I believe Perfection is shit. It is shit because things just happen in business.

How often does this ‘happen’?

All.

The.

Frickin’.

Time.

I say that because it sure would encourage more people to get started if we embraced the truth that not everything, and not every mistake, is a crisis. And you know what? Even if you do face a crisis it has a familiar pattern.

You’re knocked off balance.

You learn.

You adapt.

Anyway.

The truth is that the wind, more often than not, blows in the wrong direction … even though … well … how can a wind blow in the wrong direction? My point on that so many times we wait on getting started until the wind is blowing in the right direction and … well … it never will.

The wind just blows.

And we just need to get started.

I will admit. I have always been a “let’s just go do shit and figure shit out as we go” type business person assuming I was surrounded with enough good smart talented people that we ran little risk of not figuring shit out.

That said.

I didn’t always sprint out of the blocks … I was also willing to crawl.  All I cared about was getting started.

I wish we taught that attitude more often.

Crawling can be as good as, and even more effective, sprinting and crawling is better than not moving at all.

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

“The more identities a man has, the more they express the person they conceal.”

―

John le Carré, Tinker, Tailor, Soldier, Spy

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

“Dr. Watson’s summary list of Sherlock Holmes’s strengths and weaknesses:

Knowledge of Literature: Nil.

Knowledge of Philosophy: Nil.

Knowledge of Astronomy: Nil.

Knowledge of Politics: Feeble.

Knowledge of Botany: Variable. Well up in belladonna, opium, and poisons generally. Knows nothing of practical gardening.

Knowledge of Geology: Practical but limited. Tells at a glance different soils from each other. After walks has shown me splashes upon his trousers, and told me by their colour and consistence in what part of London he had received them.

Knowledge of Chemistry: Profound.

Knowledge of Anatomy: Accurate but unsystematic.

Knowledge of Sensational Literature: Immense. He appears to know every detail of every horror perpetrated in the century.

Plays the violin well.

Is an expert singlestick player, boxer, and swordsman.

Has a good practical knowledge of British law.”

―

Arthur Conan Doyle <A Study in Scarlet>

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

So.

I am not sure if it is that I am of an age where my experiences have become varied enough that I chafe on being slotted in some form of ‘what you do’ or if I am of an age where many of the people I know get frustrated that they are demanded to define themselves, careerwise, in some simplistic way.

All that said.

I found myself in an odd alternative universe writing a core “here is why I have created this site and initiative” for someone I respect … and it was written for him but easily expressed my own situation.

After I sent him what I had scribbled I went back and I replaced his field with mine and … well … I found I was writing about my frustrations were which his … as well as a number of people I know:

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

This site is borne of my frustration with explaining I am more than an advertising guy.

This site is borne of a belief that there is a community of advertising guys/gals who not only know they are more than advertising people but they also know they would like to use the skills they have in a business world which they see as needing what they have to offer.

This site is borne of what I know to be true – many of us are not simply advertising people, we are tinkers, tailors, soldiers & spies … all in one.

For some of us it gets frustrating to explain just because I have my MBA and am an experienced advertising guy that I am more than just that.

I get frustrated when my degree defines me.

I get frustrated when my industry experience label defines what my skills are.

I get frustrated that what I do, or have tangibly done, defines what I am capable of.

I get frustrated because I know how to ask the hard questions which often offer the hardest answers – the right things to do <which I believe businesses are desperate for this skill>.

I get frustrated because I know that “the truth is” is rarely the truth and I know that truths are often misty and multiple, like ghosts.

I get frustrated because I know all that I just wrote is a reflection of a thinking skill, a problem solving skill, a business skill and not just an advertising skill.

I get frustrated because I am more than an advertising guy and I know many people are frustrated by being slotted so simplistically.

To me, the world is too quick to define people and their skills in a simplistic way — simplistically by what they do <on the surface> and what specific skills they have acquired. People are often more complex than the labels they carry along with them and skills are often more translatable, with surprisingly positive outcomes, than many people are willing to think about.

It is our own fault because we have bludgeoned it into everyone’s head that everyone has to be a specialist or have some specific skill and, therefore, if you cannot simply define your specialty or skill you are … well … of less worth than someone who can.

That is, frankly, silly if not ludicrous.

Here is what I know.

I am more than an advertising guy. I am a tinker, tailor soldier and spy.

And I am building a community of likeminded people with a desire to go beyond simply being defined by the degree they earned and what labels people put on them to reach out into a business world, which may not know they need our skills at the moment, and show them there is a group of overlooked people who have skills to offer which businesses can benefit from.

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

tin·ker

ˈtiNGkər/

noun: tinker; plural noun: tinkers

    1.

    (especially in former times) a person who travels from place to place mending metal utensils as a way of making a living.

        a person who makes minor mechanical repairs, especially on a variety of appliances and apparatuses, usually for a living.

2.

    an act of attempting to repair something.

tai·lor

ˈtālər/

noun: tailor; plural noun: tailors

    1.

    a person whose occupation is making fitted clothes such as suits, pants, and jackets to fit individual customers.

Soldier

Noun

A soldier is one who fights as part of an organised, land based, sea based and air based armed force.

spy

spī/

noun: spy; plural noun: spies

    1.

    a person who secretly collects and reports information on the activities, movements, and plans of an enemy or competitor.

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

Sigh.

I am fairly sure I am not in the majority in that the bulk of the world tends to acquire specific skills but I do believe the majority of generalists get unfairly squeezed into some incredibly uncomfortable boxes simply because the world just doesn’t seem to believe a generalist has the same value as a specialist.

It is frustrating.

To be clear … a qualified generalist doesn’t claim to be able to do everything.

I am not qualified to be a CFO <although I understand what CFOs do and what they say>.

I am not qualified to be some social media strategist <although I understand what they do and what they say>.

I am not qualified to … well … you get the point.

But from a generalist perspective I am qualified to talk about effective marketing, advertising and communications in any industry <even if I have never worked specifically in that industry>.

But from a generalist perspective I am qualified to talk about effective company vision, objectives, strategies and how to grow sales & retention in any industry <even if I have never worked specifically in that industry>.

But from a generalist perspective I am qualified to talk about positioning products & services, behavioral economics, the emotional & functional reasons people do things as well as using those things in making the hard business decisions which guide businesses toward success in any industry <even if I have never worked specifically in that industry>.

But from a generalist perspective I am qualified to dabble in almost any topic in any industry on any issue and use that ‘dabbling’ to make some relevant points based on some seemingly disparate type knowledge.

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

“You know about fixing cars, you’re athletic, and you know when to shut up.”

“That last one isn’t a skill.”

“Honey, trust me. It’s a skill.” 

―

Simone Elkeles

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

Anyway.

Tinker tailor soldier spy.

I like that title.

A little bit of this in a lot of ‘that.’

I am tinker, tailor, soldier & spy.

<I originally posted this in April 2010>

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

“Fortune passes everywhere.”

—-

Frank Herbert

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

Ok.

This illustration on the right is from a site called secretvespers.com.  He does some seriously cool illustrations.

That said. As soon as I saw this one I started smiling.

Whenever anyone has ever asked me ‘what is the one thing you want to do if you could only do one thing?’ … I have always answered with about 6 things.

I honestly want to do and be everywhere.

And it works for me.

Yeah.

Drives some people crazy.

Life is funny this way.

Some people need to have a focal point and aim for it. They want to be on top of the world and dammit they are going straight there.

Me?

My world is round so I am happy to aim for the top because that means I can be anywhere and be happy.

Hey. Whatever works for you is what I say.

I guess my point is that I am always amazed when someone can say one thing will make them happy. My gut tells me that most of us would be happy if we had one of a dozen things. Or two of the dozen. Or any combination of things in that dozen if we are fortunate to get more than one.

To me it insures I am never a creature of the commonplace.

I know. I know.

Some people’s DNA doesn’t work that way. They have to choose a star and aim for it. And, in general, the world & society & business encourages you to focus on one star and do your damndest to get to that star.

Not me.

To me the sky is full of stars and I am happy with any of them. Actually as many as I can catch if it be true.

Anyway.

I saw the truth in “being everywhere” in myself. And I am comfortable in this skin <albeit it isn’t the best career advice to give anyone>.

On a separate note.

I believe a lot of young people would like to answer this way when some old person says to them “where do you want to be in 10 years?”

Why do I say that?

I always remember my own dad bugging me about “what is it you want to do with your life?” and me <being the ever so mature kid … then tween .. then young adult … yeah … this discussion lasted that long> and going ballistic thinking it was the stupidest question I had ever heard even then.

I wanted to do everything with my Life.

I just find everything interesting.

Anyway.

Where do I want to be 10 years from now?

Even today I will answer it the same way I did 10 years ago.

Everywhere.

All at once.

========== 

“Mistakes are always forgivable, if one has the courage to admit them.”

–

Bruce Lee

======

“If you own up to your mistakes, you don’t suffer as much. But that’s a tough lesson to learn.”

–

Lee Iacocca

=====

So.

Owning up is all about the respect for the boundaries of responsibility.

Owning up to what you have done and said is possibly the truest test of character you will ever see.

When you are managing people you learn a shitload about employees by how they handle a mistake and how they ‘own up.’

Now.

As a manager you always filter the ‘owning up’ through your own management style <because you affect your employees behavior whether you admit it or not>. Any leader worth half a shit encourages the people on their team to think, go and do. In doing so they also accept the inevitable mistakes that happen with those who are often reaching beyond what they are currently capable of <that reaching is called “growth” by the way>. Leaders aside anyone, in any organization worth a shit, is going to find themselves in situations where well intended actions which have become mistakes have been made.

<note: I will ignore the crappy organizations who believe stupid ongoing mistakes are a fundamental building block to everyday business>

 This is where ‘owning up’ moves to the forefront. In general … you will find owning up falls into three basic categories:

• Cocoon the mistake.

It is mine. Examine it. Accept it. Blame yourself for it. Own it as an isolated incident.

• Leverage the mistake.

It was mine. Examine it. I learned from it. Own it. Use it moving forward as a stepping stone.

• Equivalize the mistake

<note: I made up the word “equivalize” … I could have used ‘equalize’ but it is actually more about someone searching for some equivalence that they can pony up in their defense>

It was mine … but … it was pretty similar to this other mistake … and remember when <insert name> did this? … which makes it not so bad, right?

<note: there are certainly degrees of each and every of these response categories>

Let me talk about these.

The first is a martyr. Throwing themselves at the mercy of the court.

The last is a victim. Saying … well … if you are going to convict me, be aware, you will also have to convict all these other people.

The middle one? Well. Before you convict me let me tell you how it makes me, and us, better.

Once again, any good manager worth half a shit will reflect upon their responsibility for the response before they respond. Good managers understand that they set the tone for ‘encouraging mistakes’ and managing the main filter someone flows through when assessing and articulating their own mistakes – fear of repercussions.

All that said. If you remove fear of repercussion you gain some true insight into the person. For example a senior person who feels entitled and ‘above the fray’ will have little to no fear of repercussion and you will see who they truly are in their response. And they can fall into any of the three categories I outlined. Younger employees, on the other hand, are more likely to be scared shitless and their response is like looking into a mirror of your management style.

But. Here is an interesting thought with regard to owning up.

Shit hitting the fan is like … well … a hurricane. Rarely is it simple and even more rarely does it stay a simple storm if you ignore it, it will eventually become a hurricane if you let it.

The thought? The ‘i’ in hurricane is also in its center. That is where owning up truly resides. How the “I” in the middle of the hurricane acts.

Still amidst the buffeting winds?

Scared of the mountain high waves?

Make little nuanced responses to remain in the calm of the hurricane?

=====

“The little things? The little moments? — They aren’t little. “

John Zabat-Zinn

===========

I imagine my point is that in owning up there is certainly the larger “am I willing to accept responsibility” but there are numerous little things within the acceptance which showcase character.

Being accountable, in general, demonstrates you are responsible. It certainly demonstrates you are willing to do shit, to make a mistake and are prepared to take accountability for it.

Being unaccountable creates an incredibly irritating dilemma to a manager.

“I didn’t do it” , when all the obvious evidence states you did do it, creates incredibly stilted conversations circling some alternative universes. It can become an absurd dance around reality. And, worse, not owning up to something actually creates a spark which creates a smoldering fire which needs to be constantly dealt with over and over and over again. I would note each time its little flame appears it scorches that person’s integrity just a little more.

I know.

It is incredibly easy to point fingers when things go wrong. Even easier to not even speak up and hope that no one notices. Good things, the right things, are always harder to do. Which leads me to a really neat thing I found about ‘owning up’ which I found when doing some research — an organization called ‘cultures of dignity’ that has a curriculum they offer for young people.

====

Owning Up teaches young people to understand their individual development in relation to group behavior, the influence of social media on their conflicts, and the dynamics that lead to discrimination and bigotry.

Whether you’re teaching in a school, a team, or a youth-serving organization, Owning Up is a flexible, dynamic curriculum that respects your knowledge of the young people you work with and the communities in which you serve. Owning Up is a tool to help educators work with the most interesting, funny, and challenging people in the world: tweens and teens. It’s also a tool to teach young people the capacity to understand their individual development in relation to group behavior with their peers, the social dynamics that lead to discrimination and bigotry, and the skills to be socially competent in the difficult yet common social conflicts they experience.

====

Fabulous. I love it. I love we go out of our way to show young people the power of ‘owning up.’ Uhm. Now adults have to exhibit the same behavior <or have their own class>. Which leads me to Trump who is, unfortunately, serving as a potential role model for our young people.

I imagine I thought about ‘owning up’ because of Trump. He has mastered the art of not owning up to anything. But he does it in a way that I am not sure I have ever seen before. He just ignores what he has said and done. He just keeps moving onward <not upward> and I imagine in his head he shows a disdain for ‘owning up’ because it is so far in his rear view mirror he can’t even see why others want to keep talking about it.

I am not sure if in his own alternative universe <in his head> he never did anything to own up to … or if he is so focused on where he is going next he cannot be bothered by going back to what was. Either way it teaches nothing about the value of ‘owning up’ to our young people and sends a horrible message with regard to accepting responsibility for words & actions. I would be quite pleased if Trump ‘owned up’ to that.

Regardless. All I would suggest to everyone is that there may be nothing more reflective of someone’s character than their ‘owning up’ behavior. And, I have to tell you, ‘owning up’ is possibly a key common characteristic of a good person & a good leader.

=====

Creating a company takes more than an idea. It demands a vision. And visions are more difficult to sell than products. Because a good vision isn’t easily attainable but still remains worth reaching for.

Great visions are grounded by the practical pragmatism of what it takes to reach a destination which is often located somewhere over the horizon … unseeable but imaginable.

Our company?

We have a change the world attitude. We don’t mind being disruptive as long as it is with the intent to create something new and better. Smart disruption displaces the conventional and replaces it with an unconventional way to do things that actually meets what people want, need and expect.

We call what we are doing ‘shaking the category etch a sketch.’

Visions should be lofty and grounded.

Simple yet reflective of a complex world.

Pragmatic & practical yet not the status quo.

Bruce McTague <for his own company>

====

Ok.

This is about having a vision, vision statements and thinking of a ‘place to go’ … a place to aim for … business and personal. This is about the pragmatic side of possibilities & the possibilities of pragmatism. You will find some practical stuff <because I have had to do it recently with several companies> and some … well … thoughtful stuff <because any time you work on vision projects you inevitably start thinking>.

Let me state upfront.

I am an admitted ‘hope vision’ type guy.

The vision statements I write and the visions I gravitate to almost always have some ‘bigness’ to them … always strive for aspirations … and attempt to offer a sense of hope … as in hope for something better in what we offer … maybe make things better in Life … certainly give people hope for something better.

This can be small hope <if I make nuts & bolts, my hope is everlasting strength … of something else>.

This can be big hope <if I am remaking how everyday healthcare is conducted my hope is … well … enabling people to live a better, fuller, Life>.

The bottom line with me is that a great vision, and visionary, has an idea of the world they want to be part of … and how they want to help create that world <whether it be in a small or big way>.

Regardless.

Let me get the practical ‘what is a vision statement’ crap out of the way first.

To be clear.

A vision statement shouldn’t be confused with a mission statement.

– Mission statements are present-based statements and reflective of your external existence. A mission statement answers the question “why does my business exist?”

– Vision statements are future-based and internally focused. A vision statement answers the question “who do I see myself as in a bigger picture <and where do I see my business in this bigger picture?”

A well crafted vision statement should communicate the company’s goals in a single sentence … or a few concise paragraphs … or in a tightly knit manifesto.

As you can see … a vision has no formula … excepting it should inspire. I believe visions are to be treated seriously … but is also a time for creativity, dreams and fun thinking.

They should stretch the imagination as well as offer some construct for direction and culture. A good vision statement will help set the company direction for employees as well as guide priorities … all the while challenging employees to think & grow & inspire <actions & attitudes>.

Develop a good vision and I promise you … a good strategy will follow <note: strategy never leads to a vision>.

Now.

The problem is that some vision statements consist of one vague statement which, frankly, anyone could say. Some are too long, unstructured and wandering reflecting not only a management’s lack of understanding of what a company really does but also reflects a lack of understanding for meaningful aspirational direction.

Suffice it to say … there is something called the Golden Bull award “for excellence in gobbledygook” for which many visions could be nominated.

Yet.

None of this stops me from seeking something that whispers ‘be dynamic beyond your purpose’ in everyone’s ear.

I do believe the vision can be one of a company’s cornerstones. But I also believe that because there is so much <too much> importance being placed on such statements that businesses tend to sit down like it is going to a dentist … generates a vision … whether it is good or bad … and posts it up on some website to prove they have a vision.

Let me unequivocally state … I would rather have no vision then a bad vision.

Ah.

But a good vision?

A well articulated vision aligns a company <that is a good thing>.

And more businesses apparently need a well done vision because according to a Harvard Business Review study up to 70% of employees do not understand their company’s purpose & strategy <that is a bad thing>.

It’s bad mostly because failure to understand your company’s position typically leads to poor decision making <that’s the practical side> and leads to thinking commodity-like thoughts about your company <that’s the ‘value’ side> and, finally, doesn’t lead to any ‘wow, I am part of something big & purposeful & meaningful’ <that’s the aspirational side>.

Anyway.

Maybe it’s because I have been working with some people on visions and seen how excited they get when they truly think about how their little idea can actually make something better and how what they thought when they thought of their company was part of something bigger they had been thinking.

Oh.

And maybe that is why I like vision statements. I like aiming for something in the future. I like inspiring people. I like an organization that feels like it is doing something more than making something or providing some service.

I like that a vision aims for some “what” … as in what could be & what do we want to happen.

I like a vision that is so big that it is compelling, not only to everyone else, but to me.

And, yet, no matter how big a vision gets it is very specific in outlining who you are as an organization.

This may sound crazy but I have seen dozens upon dozens of companies who have not taken the time to define themselves … or … define themselves so broadly it is meaningless … or … the worst … create a bunch of beautiful words and then behave in a completely different way.

Look.

If you discuss vision with business nerds you will get so many definitions and suggestions your head will start spinning.

If you discuss vision within an organization it may start in a good place but inevitably will be dragged down by pragmatism and ‘clarity’ <see mindless drivel>.

Screw them.

Here is what I know.

Your vision is your dream.

It is your company’s north star.

And while its primary objective is to inspire and create a shared sense of purpose throughout the company inevitably it sets the direction for new products, company culture, future decisions, hiring and … well … everything.

It is dynamic beyond your own purpose.

That’s business and vision.

Uhm.

Which leads me to my second and last thought on visions and a ‘place to go.’

Vision statements are a well renowned business tool.

Why isn’t it a personal or individual tool?

I would encourage everyone to write one of their own <instead of pursuing some of that personal branding drivel advice>.

Here is the incredibly great thing about a vision … its big and it gives you some place to go.

This isn’t dreamer type stuff … albeit … the stuffy pragmatic jerkwads of the world tend to shove this type of thinking up many people’s asses.

Far too often if a young person, shit, anyone … writes down a vision for themselves you will see the people they share it with shaking their heads and saying “well, that’s nice, not very realistic, but nice …”

What shitheads they are.

A vision is some horizon. It’s a place to go. Something yet to be created but a directional north star for who and what you are as a person.

Let’s call it ‘your soul direction.’

I tell young people that they may never get there … and that’s okay … the most important thing is maintaining sight of the north star.

I think we lose sight of how important something like this is for everyday schmucks like you & me.

In a world in which far too often visions seem small & practical <therefore not really a vision> it seems like trees become the focus and we never see the forest. And if that is the case then how the hell do you even know you are in the right forest?

All you know is that there is another one of those frickin’ trees in front of you.

I will end with where I began … creating a great person takes more than an idea. It demands a vision. And visions are more difficult to sell than products.

Because a good vision isn’t easily attainable but still remains worth reaching for. Visions are difficult mostly because they are difficult to ‘sell.’

Sell? Sell to yourself as something practical and worthwhile <because Life has a nasty habit of suggesting there are more important things to focus on> and sell to others <because people have a nasty habit of being scared of big things>.

I would suggest to truly be happy in Life … Life will demand you have a vision.

I would also suggest that you will more likely be happier as a person if you actually have a vision.

I would also suggest stop trying to ‘sell’ anything when it comes to a vision.

Shit.

Do you think the night sits down every day wondering “how the hell am I gonna sell all those people out there that this star is the one that points North?”

No. It does not.

Direction & vision feels right. It doesn’t need selling. And, what the hell, if you are the one who can see the world you want to help create … only you can really see the direction to get there.