ReliableInsights Blog

DEGREE OR NONDEGREE, THAT IS THE QUESTION

Sun, 07 Sep 2025 21:49:04 GMT

Is a college degree still worth the investment? It depends of the path you craft.

In spite of some of the challenges facing higher education today, a positive hopeful mindset remains among many people. Prospective, current, and former college students affirm higher education’s value for their futures. Frequently, it comes down to which particular higher education path or nondegree option would be best. People simply need guidance and clarity as eCampus News explains:

“Many students are open to returning to college or pursuing new credentials, but don’t fully understand their options. There is a significant opportunity to support re-entry and lifelong learning by clarifying pathways and elevating non-degree options.”

Nondegree options include certifications, apprenticeships, specialized training programs, and on-the-job training. They certainly can be very smart opportunities provided the student has exercised due diligence before making that significant commitment. Equally important to that student’s success is the solid commitment and execution follow-through in that nondegree program. Georgetown University’s Center on Education and the Workforce strongly affirms the nondegree option:

“a bachelor’s degree should not be—and is not—the only path to an attractive career. Business leaders have an important role to play in this respect, to both ensure we are not inflating job requirements to include degrees or credentials when they are unnecessary, as well as to engage with educators and community partners on the knowledge, skills, and behaviors that are critical to worker success.” ( The Future of Good Jobs : Projections through 2031, p. 4.)

Nevertheless, that same report affirms that the higher education path is often more favorable:

“[we project] that 79 percent of jobs on the bachelor’s degree pathway will be good jobs, far and away the highest good-jobs rate among [alternate] pathways.”

Although a nondegree career path certainly will lead many people to very successful outcomes, in the big picture purely based on the numbers, the degree path does have somewhat of the edge. Hiring managers, HR departments, and society at large tend to attach significance to an academic credential. The degree is often a key indicator of commitment, professionalism, knowledge, and competence.

Not surprisingly, people’s probability of being gainfully employed is significantly affected by their academic credentials. The unemployment figures consistently demonstrate the enduring value of higher education. The seasonally adjusted August 2025 unemployment rate for persons not having a high school diploma is 6.7% ( Bureau of Labor Statistics ). Having a high school diploma drops that rate to 4.3% and some college or a two-year degree drops it significantly further to 3.2%. Finally, if we look at people having a four-year degree, a graduate degree, or a doctoral degree, the unemployment rate is a low 2.7%.

Higher education’s edge is especially clear when you consider the significant range of these percentages over the education levels. Look at the two ends of the spectrum: less-than-high school (6.7%) versus a four-year degree or higher (2.7%). Consistently, regardless of the sampling period, the unemployment rate clearly demonstrates these statistical correlations. This is why, when people seek my counsel about career planning, higher education remains one of my significant emphases. Formal education pays. Degrees still rock.

Regardless of how good or bad the economy is, regardless of how many individual academic and career disasters can be cited, and regardless of how loud higher education critics might shout, when it comes to having a job versus not having a job, you are better off having a degree than not having a degree.

In conclusion, this is not an argument for the absolute validity of the degree option versus the absolute validity of the nondegree option. Rather, it is a clear endorsement of the validity of both paths, and realizing all the factors that will make either one optimally useful for any particular student or worker. The good news (for the younger generations especially) is that people are starting to understand these dynamics better. Equipped with that understanding, students and workers will make more informed decisions, and thereby enjoy more successful careers on whichever path they choose. I trust you have made or will make similarly well-informed career-path decisions too.

ARTIFICIAL INTELLIGENCE: TAMING THE TIGER

Tue, 12 Aug 2025 20:11:39 GMT

You need to give serious thought to taming the tiger before you are in its cage.

AI is here to stay. I don’t think anyone would argue that point. The advent of AI and all its future derivatives are inextricably enmeshed into our thinking and our technologies. Different people and different organizations use AI differently. Nevertheless, we each have an ethical and moral obligation to assess exactly what we believe about AI and how it should be used or not used. Pondering these convictions today can make the difference between using or misusing AI tomorrow. Having given this topic some deep reflection, I have arrived at three AI principles, three AI cautions, and one AI conclusion.

Principles—

Artificial intelligence is an oxymoron. If something is artificial, then it can’t be intelligent; if something is intelligent, then it can’t be artificial.
AI systems and devices create an intelligence illusion purely based on their technical complexity and speed. Rather than succumbing to the intelligence illusion, we must call it exactly what it is, a system output.
A system output must be rigorously evaluated to determine its genuine value, and only then will we understand what to do with that system output.

Cautions—

Humanity must never serve AI; AI must serve humanity.
AI must never be blindly followed; humanity must always be the final conductor of the AI orchestra.
Input to AI directly and indirectly controls AI output. Humanity must hold itself accountable through multiple checks and balances to combat its predisposition to corruption. We do not need to search history far or wide to identify countless examples of humanity using technology to commit crimes against humanity, big corporations cloaking their nefarious agendas in deceptive marketing campaigns, and governments driving all kinds of horrific coverups.

Conclusion—

For good or for bad, AI will be exactly what we make it to be. Let us choose the good.

HOW I EMBRACED A 2020 LAYOFF TO CAPTURE A NEW LIFE SEASON

Sun, 08 Jun 2025 23:58:23 GMT

Losing a position might be one of the best things to happen to you.

Introduction

Everyone’s story is unique, as is mine. As I chronicle it, my story seemed to organize itself naturally into four three-week blocks. Instead of imposing my so-called editorial skills to the story, I will tell the story the way it arrived—by the timeframes.

My first three weeks

There was no shock. I knew that this was coming. COVID-19 was affecting everyone in one way or another. I could read the handwriting on the wall.

Coincidentally, I had two weeks of vacation scheduled beginning just two days after my boss announced the RIF in process to our team. Therefore, when I checked in on my company email on the first day of my vacation, I found a meeting request with my boss for the Wednesday after my vacation time. No subject was included. In my mind, I instantly put two and two together and essentially concluded that I had been identified as one of those among thousands whose position was being eliminated. On the bright side, this gave me a two-week head start on preparing myself for a career transition.

Although I was disappointed that I had not survived the RIF, I was simultaneously glad and excited for the new opportunity this development represented. My faith told me when God closes one door, he is opening a new door. I simply have to find it.

I had been fortunate throughout my life to never have faced this situation. Now, at age 64, it was a completely new journey for me. Nevertheless, my insatiably curious intellect, heart, and spirit, always deeply committed to personal, professional, and spiritual growth, were passionately looking forward to all I would learn by navigating this major albeit unexpected life transition. Having observed many other people face layoffs and seeing the wide variety of responses and outcomes, I was excited by the challenge. How would I now do? Would I capitalize on this event as a stimulating, marvelous, new open door to a new career? Would I successfully leverage my personal and professional assets into an exciting career promotion? Would I crash and burn?

Additionally, I had always been the person that constantly mentored others about remaining agile and optimistic regardless of what the seas of change might bring. This was my chance to demonstrate that I genuinely practice what I preach.

In terms of how I was treated by my company, I felt extremely blessed. Quite simply, the company “did the right thing.” My 15-plus years of professional service were ethically, respectfully, and carefully considered. I was extremely impressed with all aspects of how the company set me up with professional and financial career-transition benefits.

One of the professional benefits was a membership with LHH, a global leader in providing professional career-transition services. This was a tremendous resource. Although I was strongly self-educated on career transitions, I dearly appreciated the opportunity to have such a high-powered, proven organization by my side. I anticipated they would be a fantastic sounding board, a rich wisdom resource, a training extravaganza, and a welcome mitigator to my blind spots.

Being unemployed is a fulltime job and then some—assuming you are doing it right. Having never been in this situation, the reality set in that this was a completely new universe to me. Its gravity sobered me, and equally important, excited me. I entered into a period of very deep reflection about my career redirection. I knew that this situation was a golden opportunity for me.

Given those uniquely defining launchpad preconditions, I passionately committed myself to two fundamental imperatives for this transition:

I will remain deeply introspective about all aspects of my personal, professional, and spiritual navigation throughout this period so that I will extract every gram of knowledge and wisdom from this experience.
I will impose no limitations on what my future direction should be, but rather will remain 100% open to any and all paths because I do not want my assumptions or prejudices to be a limitation on all I can become as a person and a professional.

These two imperatives were powerful and genuine. As one flawed human being among billions, I clearly knew how easily I can make mistakes. A marvelously fascinating fruitful path might await me, but I knew that my imperfections could easily blind me to that path. I definitely did not want that to happen. Therefore, I regularly, randomly, passionately repeated these two imperatives to myself, and I shared them with my wife Kathy and those closest to me.

My second three weeks

My second three weeks began with a couple profitable LHH meetings. I had the chance to work on revising my resume with a branding specialist. This was extremely valuable because it provided many fresh insights. For example, I could exercise flexibility by creating two or three resumes targeting different career paths. This strategy would diversify “hooks in the water” increasing the probability of a catch.

The second meeting was with my assigned coach. Now that I had been so fully engaged as the “unemployed guy” for the past three weeks, I had many ideas, questions, and discussion points for which I dearly needed a sounding board. My coach was that person.

The combined wisdom of these two people helped me to regroup forces and achieve a measure of redirection into my future. Some key takeaways:

Because my qualifications, experience, and interests pointed to two separate viable career paths, simultaneously pursuing them was reassuring and exciting.
Obviously, this strategy required carefully designing two resumes, two marketing plans, and two target positions. Yes, it was a juggling act, yet one with which I was very comfortable.

My third three weeks

My third three weeks continued a whirlwind of extremely careful, intense, intelligent (I thought!), job prospecting. I had a particular job for which I had already endured multiple panel interviews. After a finalist round, a day later I was informed that the company chose a different finalist. On the surface, this was extremely disappointing. Nevertheless, on a much deeper level within my soul, I knew God had something better ordained for me. I simply didn’t know what it was right now. But that’s okay because that is the way God works.

My fourth three weeks

In my fourth three-week period, significant, clear direction arrived in three ways. First, I made some key connections in fintech (financial technology). Fintech was a sector I had always tracked yet never had the opportunity to deep dive. And more strategically, my connections led me to the credit card payment processing industry. Second, I learned that credit card payment processing gave me the perfect opportunity to tailor the major elements of this new season in my life in a manner I had always wanted to achieve—I would be 100% self-employed, I would work out of my home, and I would be providing a vital service to businesses throughout the USA. Third, everything about this three-week period completely infused my entire being with the deep awareness that I was passionately and productively refocusing my multidecade career of accomplishment and experience into this new season in my life. To summarize, this fourth three-week period massively inspired my excitement and confidence that my future was very bright.

My new season in life

At the time of this writing, I am now five years out from my layoff. Many powerful realities stand out to me as I reflect on where I was at in 2020 and where I am at in 2025. I want to address only what I perceive to be the most profound ones, not only because they were my experience, but more importantly because they have the highest probability of genuinely helping the reader.

As much as I cherished every ounce of opportunity that corporate America gave to me, that of course does not equate to zero stress. About four weeks out from the layoff, it suddenly dawned on me that an entire level of what I will call “background stress” had completely evaporated from my mind, body, and spirit. I felt like a brand new person with fresh energy! This experience was extremely refreshing and empowering.

Certainly my new season in life provided its own stresses and challenges. Nevertheless, given the context, I was massively more in control of my time, my plans, my environment, and my destiny. Therefore, the new stresses and challenges have become inspiring and invigorating in a deeper way compared to my prior professional roles.

Human nature being what it is, we tend to marginalize our own accomplishments and experience. Throughout this new season in my life, I have frequently found that it is other people that toot my horn for me. Nevertheless, standing confidently (not arrogantly) in a proven track record is not dishonorable. When relevant, sharing key elements of my background with certain persons and groups has been a catalyst for connection, collaboration, and cohesion.

Business networking became infinitely more important. Because adding value has been my lifelong passion, I joined several additional networking groups, chambers, private clubs, service organizations, and nonprofits to contribute as much time and talent as possible. Many of them asked me to serve in various leadership capacities, and I was delighted to step into some of those roles. They expanded my visibility in various communities and granted me larger platforms of influence. Being able to continue learning from others while also mentoring others has been extremely fulfilling. Although I have always cultivated a quality relationship network, my relationship network today is larger and stronger than ever.

Without in any way throwing stones at my time in corporate America, I want to make a legitimate observation: Had I never left corporate America in 2020, I never would have obtained the countless opportunities, experiences, relationships, achievements, and collaborations for which I am so tremendously grateful today. In God’s grand plan for my life, leaving corporate America when I did was essential to my future success, and I continue to see that with each passing day.

Additionally, here is the natural human reason that is true—I had to encounter a brand new season in my life in order to apprehend all these vanguard opportunities. I had to step out of my old context and into a completely new context. In doing so, my mind, heart, soul, and spirit became open to a new universe, and I am indescribably grateful that I did step into that new universe.

I have always been the kind of person that is passionate, enthusiastic, and excited to get up each day and do all the terrific things I am privileged to do. Nevertheless, at this new season in my life, I am even more passionate, more enthusiastic, and more excited to get up each day and do all the terrific things I am privileged to do!

Conclusion

I hope that my story helpfully illustrates a successful navigation of what can often be an extremely painful and disruptive career transition. Furthermore, I hope it inspires you to rethink how these kinds of situations genuinely are opportunities in disguise (even though some of them are awfully well disguised!). Hence, as I reflect on all my experience, especially over the past five years, I leave you with my personal, professional summary of these universal career-transition lessons. I posit that you will maximize your career success if you can implement these key lessons in your own career transitions.

Maintain a positive attitude, even in the toughest circumstances. Instead of focusing on all the negatives of your situation, force yourself to explore what the positives are.
Reach out to your closest confidantes, friends, and loved ones to gain any perspectives you could be missing. Those special inner-circle people are there for a reason. Listen to them, yet exercise discernment.
Take wise advantage of every possible resource available to you from every possible place. So many helpful powerful tools and resources are available, but they have zero value unless you choose to tap them.
Declare to yourself that nothing is off the table. Many a person has regretted navigating through a career transition with a narrow mind, thereby sabotaging what should have been a marvelous new career journey.
Never discount how your prior experience and credentials might give you key leverage for your future. God uses all your past to prepare you for today; He is using today to prepare you for tomorrow.
Think deeply about your unique personality, skillsets, and preferences—they will provide crucial insights into what opportunities you should explore, and which ones you should bypass.
Move quickly, but not too quickly. You need to be a person of action so as not to become lackadaisical, yet not so energetic that you are making uninformed decisions.
Although making money is important, it cannot be the sole driver. Give top priority to how you will best serve humanity while nurturing your daily passion, enthusiasm, and sense of destiny.

GAME OF THRONES LEADERSHIP LESSONS

Sat, 29 Jun 2024 04:09:36 GMT

The earliest days of this series present fundamentally significant leadership content.

I love leadership lessons. They abound in so many different areas such as classic literature, history, world events, religious texts, philosophers, confidantes, workplace mentors, and personal experiences. In addition to all these marvelous sources, I always enjoy the leadership lessons that arise in some of our contemporary movies and television programs. The popular eight-season television series, Game of Thrones (2011–2019), quickly drew a strong fan base. Whether the genre appeals to you, the series definitely provides us with challenging leadership lessons from which we can benefit.

The television series is based on the original written series by George R. R. Martin entitled, Song of Ice and Fire. Set in an unusual world similar to the Middle Ages, but unlike the earth as we know it, seven major kingdoms battle for dominance. The topography is extremely interesting because it is cast in what appears to be a geometrically inverted hollow globe perhaps a quarter the size of the earth with a small sun hovering in its center as people exist on the inside surface. The sun is encased in various opaque bands that apparently by their systematic rotation create night, day, and seasons. You definitely gain a powerful sense of fantasy. Along with its fantastical and unusual setting, some rich leadership lessons arise from its characters. Writing in Bloomberg Businessweek, Logan Hill summarizes many of these leadership lessons by quoting various series characters (“The Game of Thrones Guide to Management” 4/1/13–4/7/13, pp. 82–83). Here are my favorites on the perils and the heavy burdens of leadership:

Targets

“If a man paints a target on his chest, he should expect that sooner or later someone will loose an arrow on him.” (Tyrion Lannister.)

This quote reminds us when you are a leader you are a target. It is unavoidable. You become the lightning rod. Just as a lightning rod inevitably captures destructive energy from the atmosphere, likewise the leader inevitably captures destructive energy from the group. I can think of no leadership position others or I have filled in which this was not true. Never step into a leadership role unless you are prepared for the arrows.

Friends

“A lord may love the men that he commands, but he cannot be a friend to them. One day he may need to sit in judgment on them or send them forth to die.” (Jon Snow.)

Leadership roles remind us we are in a different relationship with those we lead. That is because we will hold them accountable. A leader must do that. A leader who does not hold his or her people accountable is violating the fundamentals of leadership and is not a true leader. That said, in my personal leadership philosophy, I allow friendships to arise. What I find is important is to maintain boundaries, manage each relationship on its merits, and never give favorable treatment to one person over another due to a friendship. If anything, I believe the friendship relationship enhances my ability to lead the person for two reasons. First, my friends understand that people must be held accountable within any organization. Second, my friends understand that I want what is best for them in every area of their lives not only as a leader, but also as a caring friend.

Consequences

“The man who passes the sentence should swing the sword. If you would take a man’s life, you owe it to him to look into his eyes and hear his final words. And if you cannot bear to do that, then perhaps the man does not deserve to die.” (Eddard Stark.)

As a leader, you must understand the powerful and real consequences of your decisions. Sometimes you have to look people in the eye when you are delivering painful sentence, and you must give them your ear too. The leader’s sword can be wielded rightly or wrongly. As leaders, we must wield it rightly. Moreover, if you cannot wield it rightly, then you must reassess your motives.

Networking

“When the snows fall and the white winds blow, the lone wolf dies but the pack survives.” (Eddard Stark.)

This quote reminds us we are always better off in a group than alone, especially during dangerous times. Being in a group affords a measure of protection and safety. Being alone can render us vulnerable. The most effective leaders know the importance of aligning with other people and with other groups of people. Networking is not something new in our technological times; it is an ancient art that has never lost its utility.

Power

“A man without friends is a man without power.” (Renly Baratheon.)

A person can have a big title with much responsibility, but if he or she does not have influence, then leadership is absent. In one word (as John Maxwell has affirmed), leadership is influence, and influence derives from relationship. The smart leader handles every relationship with care. Ultimately, the leader’s power will only manifest if something deeper than a big title exists. You can have position power or you can have people power. Position power is ultimately ineffective because people tend to give it lip service only. People power is always effective because people are responding to the character and integrity of the real person.

Trust

“Trust is earned. Like gold.” (Brienne of Tarth.)

Trust is not some commodity that is instantly pulled off the shelf at anyone’s command. Brienne of Tarth reminds us just as we work for our income, likewise we must work for our trust. This is essential to leadership because all leadership is based in relationship and all relationship evolves from trust. Just as gold is earned over time, trust is earned over time. The longer I have known someone in a trusting relationship, the more I know I can depend on that person, because of our mutual trust.

Motivation

“When you know what a man wants, you know who he is and how to move him.” (Petyr Baelish.)

Understanding another person’s motivations is one of the most important components to leadership. If I do not understand what drives a person, then I have no hope of influencing that person. On the other hand, when I know another person’s motives, passions, and desires, then I can adjust my approach accordingly.

Deportment

“Power resides where men believe it resides. It’s a trick. A shadow on the wall. And a very small man can cast a very large shadow.” (Varys.)

Although I do not endorse Varys’ allusions to deception, the fact remains a person’s deportment is extremely important to his or her leadership. Presentation is everything. Perception is reality. These truths are integral to leadership. I have met many people I anticipated would be great leaders only to be sadly disappointed. I have met many people whom for one reason or another I thought would not be leadership material, yet the way in which they comported themselves quickly convinced me otherwise.

Optimization

“There is a tool for every task and a task for every tool.” (Tywin Lannister.)

A wise leader does not try to fit a square peg into a round hole. At leadership’s core is the desire to be a good steward over all entrusted resources. This means the leader must be committed to putting the right people in the right places with the right tools at the right times. Using resources wisely to their maximum capability is fundamental to quality leadership.

Discipline

“In battle, discipline beats numbers 9 times out of 10.” (Eddard Stark.)

Eddard Stark recognizes that even in a battle in which his army is outnumbered, the discipline of his troops will often prevail and ensure the win. A small disciplined army will usually beat the larger undisciplined one. You do not rise to the privilege of leadership without discipline. Discipline is what enhances and extends all your efforts and plans. Without discipline, the leader and the organization suffer. With discipline, the leader and the organization will achieve victories others found impossible.

Gravity

“When you play the game of thrones, you win or you die. There is no middle ground.” (Cersei Lannister.)

A leader understands you win or you lose. Leadership by definition is serious. On some matters, no second chances exist. Leadership can be life-and-death serious. Nevertheless, that very understanding provokes and empowers the leader to lead. The leader engages with full force precisely because of the seriousness of the situation and all that is at stake.

Temperance

“A good king knows when to save his strength and when to destroy his enemies.” (Cersei Lannister.)

Just because you are a leader does not mean you must act on every situation. Not every situation calls for a response. Not every hill is a hill on which to die. Not every situation demands you call out your army. Nevertheless, when an army is called for, then you must swiftly deploy the troops.

Clarity

“Those are brave men. Let’s go kill them.” (Tyrion Lannister.)

I love this line. It is as funny as it is profound. Tyrion Lannister recognized noble qualities even in his enemies, yet he was perfectly happy to kill them. A good leader thoroughly sees reality yet chooses to take the actions the situation demands. The leader makes a decision and then has the resolve to act on it.

Decrees

“Some day you’ll sit on the throne, and the truth will be what you make it.” (Cersei Lannister.)

This quote contains an element of truth and an element of falsehood. A leader understands the power of his or her decrees. As Max DePree states in the opening sentence of his book, Leadership Is an Art, “The first responsibility of a leader is to define reality.” The point is leaders define the realities of their times. That is the truth element. The falsehood element is this: Just because a leader decrees something does not guarantee it is based in truth. Leaders, like all people, are fallible. A person’s leadership will ultimately fail if it was never based in truth.

Truth

“People often claim to hunger for truth but seldom like the taste when it’s served up.” (Tyrion Lannister.)

Tyrion Lannister captures the adage: the truth hurts. A significant part of a leader’s responsibility is to lead people into truth. In so doing, individual journeys are sometimes tinged with pain. Sometimes in our personal and professional growth, we must face hard truths about our circumstances or ourselves. Nevertheless, another adage is true: no pain, no gain. A leader may not always like the truth, but failing to engage it does no good to anyone. Leaders must embrace the truth.

Words

“In the end, words are just wind.” (Ser Davos Seaworth.)

In the modern vernacular, talk is cheap, or actions speak louder than words. As a leader, your credibility rises or falls on your words. Words are easy to cast, but sometimes difficult to execute. Thinking before you speak can save much pain and embarrassment later. As leaders, people should be able to count on our words.

Follow-through

“A Lannister always pays his debts.” (Tyrion Lannister.)

Tyrion Lannister valued his heritage and who he was as a person. Therefore, when he affirmed a Lannister always pays his debts, he was emphasizing he honored all his obligations. He wanted people to know if he said he would do something, then you could count on him to do it.

Self-awareness

“In King’s Landing, there are two sorts of people: the players and the pieces. . . . Every man’s a piece to start with, and every maid as well. Even some who think they are players.” (Petyr Baelish.)

This quote reminds us regardless of our level of leadership, we ought to be concerned not so much with how the world revolves around us, but how we revolve around the world. As much as we might sometimes think we are maneuvering other people, it may be other people are maneuvering us. Arrogance, narcissism, and selfishness can override our intelligence, our morals, and our ethics if we let them. We must take charge of our lives and our leadership. Nevertheless, that should never happen at the expense of our intelligence, our morals, and our ethics.

Disappointment

“In the game of thrones, even the humblest pieces can have wills of their own. Sometimes they refuse to make the moves you’ve planned for them.” (Petyr Baelish.)

Leadership can be a messy business. People do not always do what you would like them to do or even what they say they will do. People do not always do what is best for the organization or even what is best for them. People disappoint us often. In spite of all that, you cannot allow yourself to become demoralized. The superior solution is to take it all in stride, focus on the positive, and consistently use it all to sharpen your leadership.

CONCLUSION

The perils and the heavy burdens of leadership are many. This should give us all pause to reflect deeply upon our leadership. My guess is I am not the only one who can use some improvement.

Fundamentally, all genuine leadership flows out of relationship. The quality of your leadership is a reflection of the quality of your relationships. If you are not happy with your leadership, review how you handle your relationships.

Effective leaders must recognize and respect power. They must learn how to approach it, how to use it, and how to grant it. Missteps with power can have grave consequences, but correct steps with power can deliver terrific accomplishments. Our enduring responsibility as leaders is to use our power correctly.

Stewardship and discipline are two tremendously important leadership obligations. To the extent we demonstrate them, our leadership benefits. To the extent we ignore them, our leadership suffers. I find I must periodically evaluate my stewardship and my discipline if I am serious about strengthening my leadership.

Leaders must sometimes make grave decisions—it simply goes with the territory. Leaders must recognize the gravity of their decisions, and they must be equally committed to the execution of those decisions. A decision with no execution is not the mark of a genuine leader.

Leadership is intrinsically linked to truth. Leaders who ignore this dynamic undermine their leadership, their growth, and their followers’ growth. Leaders who embrace this dynamic strengthen their leadership, their growth, and their followers’ growth.

Leaders who affirm something with their words and then follow through on those words will always have a premium on their leadership. Unfortunately, we see too many examples of cheap leaders. The challenge we all face today is to exercise our leadership in such a manner that people know our words mean something. As leaders, our words must have merit. The saddest place any leader can ever be is when onlookers know his or her words mean nothing. I value my word and my name too much to go there. I trust you do too.

As a past United States president has observed, no small problems ever came to his office. If it was small, then someone else had already handled it. By the time it got to his office, it was quite the mess. This principle remains true for you and me as leaders today. Leadership is, always has been, and always will be a messy business. People and situations do not always play out the way we wanted them to or even the way we thought they would. That is also part of the challenge, and yes, even the fun, of being in leadership. You get to tangle with tumultuous tasks and times. If leadership is not your calling, you will know it fast. If it is your calling, then you will somehow find the strength to embrace joyfully all it brings to your door.

FIDELITY TO SCIENCE

Tue, 22 Aug 2023 17:36:15 GMT

What we should expect from fidelity to science.

My life has always been rather eclectic. One special area was my first major career in research and development with Eastman Kodak Company. I was originally educated and trained as a scientist, and I have always deeply appreciated all that science brings to the table. It affects so many aspects of how we approach life and business.

At the heart of scientific advancement is empiricism. The scientific method is used to establish correct and repeatable results. Peer review within the science community validates the methodologies and the reported results.

This process is of course dependent on the integrity and professionalism of every participant. On rare occasions, we have discovered scientists who chose to falsify their experimental data in the interest of some nefarious personal gain. The good news is that those instances have been relatively rare and typically quickly exposed.

As reliable as the scientific process is, in sometimes the very nature of science complexity predisposes some observers to a measure of skepticism. When other scientists find that they cannot reproduce published experimental results, the integrity of the original researcher is called into question. However, that skepticism may be misplaced when we simply understand how complex science is becoming. As the devil is in the details, biology might be one branch of science especially prone to complexity challenges.

It seems to me the answer is to keep moving forward in all our scientific research to see where it takes us. Let us be certain that every participant is manifesting the highest level of professionalism, integrity, and technical skill. Finally, let us understand the growing science reservoir enough that we do not jump to conclusions about the science or the researcher that may not otherwise be warranted. I like the way that Veronique Kiermer explains the situation in the context of biology (“Forum: Eureka Once, Eureka Twice” Scientific American , May 2014, p. 13):

“ Laboratory biologists deal with complexity on a daily basis. Mice bred with identical DNA behave differently. Two cells growing side by side in a petri dish cannot be considered identical. In the variable environment of the cell, it is difficult to distinguish a change that is meaningful to a process from one that is unrelated. Working in a modern lab also entails using sensitive apparatuses, rare technical skills and biological reagents . . . which are themselves variable. . . . The need for replicating results is as important as ever. But it is inevitable that results obtained in one cell line might not exactly match those in another. They in turn might not be completely predictive of the observations in animal models, let alone human beings. The literature of published results is still strong. To keep it that way, the scientific community cannot afford to be complacent. It must pay attention to the professionalism of researchers and take into account the complexity of biology .”

Science will continue to be a dynamic reservoir of exciting new opportunities. Business decisions will continue to be predicated on those opportunities. To make smart business decisions, we all depend on each other for mutual integrity, professionalism, and technical skill. If we maintain those fundamental commitments, then we will all enjoy maximum benefit from these exciting new opportunities.

A BETTER WORD THAN HONESTY

Wed, 09 Aug 2023 11:15:00 GMT

Why "honesty" can be one of the worst words you can use.

Whether in our personal lives or our professional lives, our communication is the lifeblood of our relationships, and our relationships are the foundation of our leadership, and our leadership is the core of our ultimate success. Please note however, it all starts with our communication. That is precisely why giving diligent attention to all elements of our communication is in everyone’s best interests.

Do we genuinely want to be honest?

We’ve all been there either as the perpetrator or the recipient or both. Someone wants to garner attraction, be persuasive, drive home a point, close a sale, and then it happens. The conversation is prefaced with some version of these frequently used phrases: “To be honest with you, . . .” or “In all honesty, . . . ” or “Honestly, . . .” or “If I’m really being honest with you, . . .”

I call these various phrases “honesty validators.” Somehow we believe by incorporating “honest” or “honesty” or “honestly” into our conversation, we thereby validate the truth of our words. After all, we referenced the fundamental virtue of honesty and therefore it must be more convincing. This approach suggests the transmission of insider information to which other parties do not have access; a very special favor is involved. Because a very special favor is being done, we infer it must be based on honesty, truth, and integrity. At least those are the implications that usually run through people’s minds. Unfortunately, all the above belies the presence of honesty, truth, and integrity.

Do we want to send an unintended message?

When we use honesty validators, an unintended, tragic, potent message is sent. By virtue of drawing special attention to the honesty of this communication, it implicitly sends the message that “yes, I’m being honest with you at this moment, but all my other past and future statements to you might be dishonest. So can you ever really trust me?” Perhaps that is why a very wise man once said let your yes be yes and your no be no. Adding certain qualifiers often undermines the integrity of the statement. Naturally, most people hear this and immediately declare, “No, I am being honest all the time!” Unfortunately, the unintended message contradicts that declaration, and it is the unintended message that has consequences with which we might not be happy.

If we are serious about the highest quality communication in our highest quality relationships driving our highest quality leadership, then let’s cease using these honesty validators. They merely communicate everything you actually do not want to communicate in your highest quality communication in your highest quality relationships driving your highest quality leadership.

Do we have a better word than honesty?

From repetition, habit, or example, we have all fallen prey to these honesty validators. If we genuinely want to refine our communication, then we must give deep attention to the words we use because like it or not, words have meaning, and that includes the meaning we intend to convey and the meaning the recipient interprets (which may or may not be the same). Therefore, we must ask ourselves, do we have a better word than honesty that would convey the actual meaning we want to convey? What is a word that faithfully conveys the noble nature of our communication? What is a word that does not intrinsically taint the veracity of our tongue the moment we utter it?

As a lifelong communicator and writer, I have not been immune to this problem. Indeed, I have often been one of its many victims much to my frustration at the damages it causes when I succumb. Nevertheless, having given considerable thought to this perplexing challenge, I have arrived at a solution that works very well for me. Perhaps it will for you too.

Don’t be honest—be clear.

In these communication contexts, I believe the infinitely superior simple solution is to replace honesty validators with what I call “clarity validators.” Ultimately, honesty validators while thought to be indicators of truth, are actually indicators of falsehood. Clarity validators are indicators of truth. Ponder whether you are more comfortable with these clarity validators that were formerly written as honesty validators.

To be clear with you, . . . .
In all clarity, . . . .
Clearly, . . . .
If I’m really being clear with you, . . . .

Clarity validators do not destroy the core of your soul and virtue. If anything, they elicit respect, comfort, and confidence because the recipient realizes you are trying to add accuracy and precision to your communication. On the other hand, honesty validators fundamentally destroy the core of your soul and virtue.

People will typically forgive you for fumbling clarity because anyone can make a mistake. People have a much harder time forgiving you for fumbling honesty because honesty is a choice. Therefore, unless you actually want to reveal that your words cannot be trusted, then let’s eliminate honesty validators from our conversation and instead employ clarity validators.

Prepare for your mind’s battle.

If you embrace this clarity validator logic and determine to replace all your honesty validators with clarity validators, then prepare for battle! It took me a very long time to reprogram and reinforce all my autopilot statements in my cerebral language library. At times it was very frustrating because I often caught myself the moment after my honesty validators rolled off the tip of my tongue. Nevertheless, if you genuinely embrace the clarity validator logic, then you owe it to yourself and your audience to master this linguistic method. Eventually, you will succeed in replacing your mental library of honesty validators with clarity validators, and everyone will be better for it.

Clearly, if I can do it, you can too.

WHEN THE ORIGINAL IS NOT THE BEST

Mon, 07 Aug 2023 12:15:00 GMT

It's the real thing alright!

In 1886 John Pemberton created the original Coca-Cola. It was advertised as a brain tonic particularly due to its two key ingredients—cocaine and caffeine. Well, I am glad we got the coke out of the Coke. However, it was a good move to keep the caffeine. Most people appreciate that.

This is definitely a case in which the original was not the best. Companies sometimes create an original product and then fall so in love with it that they believe it can never be improved. Sometimes people become so immersed in the current culture that they can never see beyond it. For example, most of the cars some of us loved, adored, and drove in the 1960s and 1970s we call death traps today.

Perspectives and cultures change. Knowledge enlarges. When that happens new possibilities arise. New visions appear. What is ultimately important is that we continually embrace the possibilities of the future by being willing to discard elements of the past. We have to be willing to dump the coke but keep the caffeine.

MY 30-YEAR PC SAGA

Tue, 30 May 2023 15:03:45 GMT

Reflecting on 30 years as a PC user.

It’s official. I have been a PC owner for 30 years. I purchased my very first PC in May 1993. That first PC purchase marked the beginning of an amazing new technological era in my life, both personally and professionally. I sensed my life would never be the same again, and I was right!

Living through my 30-year PC era has definitely had its highlights and its lowlights. As with most of us, I witnessed and experienced some astonishing technology transitions, some very pleasurable and some very painful.

My first PC was a Compaq. It came with a whopping four megabytes of RAM (yes, megabytes, not gigabytes). You can imagine my sense of accomplishment when a year later I installed four additional megabytes of RAM for a grand total of eight megabytes! My PC suddenly was a lean, mean, screaming machine! My hard drive was 120 megabytes. I thought I was the Storage King when I later installed a second 250-Mb hard drive.

Upon learning all my PC’s capabilities and software, I immediately began applying my exciting newfound technology to all aspects of my life, both personal and professional. I saw applications everywhere. I remember sitting in a church board meeting declaring, “This has revolutionized the way we can do ministry.” I received several blank looks. One of the older board members disinterestedly mumbled, “My son has one of those.” I quickly learned some people got it and some people did not—and that is still true today.

Speaking of excitement, welcome to the nefarious world of computer viruses and malware! I remember one day suddenly noticing that every single title underneath my desktop icons right before my eyes was changing into a one or a zero. Obviously, I had an unwelcome stowaway onboard. Fortunately, in that case, a simple reboot eliminated the problem and its source.

Rebooting, I learned, was (and still is) often the panacea for all sorts of PC problems. I remember hearing a radio talk show host emphatically declare, “No matter what problems your PC is giving you, rebooting fixes them all.” Funny, it seemed to work back in those days. Many things were simpler then, such as working in DOS or manually editing your AUTOEXEC.BAT file. However, simple did not stay simple forever.

This annoying matter of “software conflicts” and “OS glitches” often arose. Technical support phone calls at all hours of the day or night became a common experience. I remember one software conflict that quickly degenerated so badly, I was up until sunrise reinstalling Windows. I did not get much done that day.

Once I gave into the temptation to play an online game. After typing in a code to indicate I was turning my character right instead of left in the warrior’s labyrinth, the game responded, “You are looking at a wall. What do you want to do now?” I did not have much patience for online gaming back then.

It has been an astonishing 30-year technological ride filled with great victories and horrific failures. Nonetheless, I am so glad that I have stayed on the ride. Did I really have any choice?—did any of us really have any choice? Look at where we are at today!

What I encounter today in PC technology is quantum leaps beyond where it started. My PC life still has its problems, but the good news is we just seem to know so much more today about how it all fits together. Overall, problems seem to get resolved faster and easier, and there seem to be fewer of them. I like where we are going. And in spite of what all the critics say—thank God for Windows 11!

My 30-year PC saga has been absolutely fascinating. It has been gratifying to see that the PC, like any tool with time and experience, has been refined and strengthened. I can only imagine what I will now encounter on my next 30-year PC saga (yes, I could live that long). But I remain convinced that I will enjoy all its new benefits and efficiencies . . . and so will you!

GRAVELY EXPENSIVE YET UNDENIABLY VALUABLE TRAINING LESSONS

Sun, 26 Jul 2020 22:20:28 GMT

What we learn from the Boeing 737 Max crashes.

It’s All in Your Approach

How your company approaches training communicates worlds about its corporate culture. You usually see one of three scenarios.

Some companies don’t worry about training—they just worry.
Some companies take training seriously, but not seriously enough—they mainly aim to check the “right” checkboxes as quickly as possible.
Some companies make training a nonnegotiable absolute requirement—they become the standard bearers and the purveyors of best practices.

Which of these three approaches your company adopts will determine your company’s success or failure. Success has its own special ramifications on every level of the organization, and so too does failure. This is why it is critical to adopt the right approach.

A Chicken-Or-Egg Question Answered

Does training determine the corporate culture or does the corporate culture determine training? I posit that because corporate culture exists first, therefore it determines the training. The moment a company is formed, even in its earliest stages, the corporate culture by fiat already exists. The company’s founders create the corporate culture intentionally or by default. It will of course continue to evolve and change. Then later, as just one of many functions emanating from that corporate culture, the training arrives.

As a healthy organization evolves, a symbiotic relationship between training and the corporate culture should arise. The corporate culture and the training will continuously feed each other. Training will inform and reinforce the corporate culture and the corporate culture will inform and reinforce training.

For this reason, leaders must give constant attention to the quality of the training and the quality of the corporate culture. Successes in training will enhance the corporate culture and successes in the corporate culture will enhance the training. Breakdowns in training will harm the corporate culture and breakdowns in the corporate culture will harm the training. They both rise or fall in unison. They ride the same curve for good or for bad.

The Momentous Nature of Best Practices

Best practices in training along with best practices in all the other company departments contribute to your company’s daily success. Failure to embrace best practices will eventually lead to routine failures throughout the company. Many of those failures will be minor but some will be major.

Major, as in the case of Lion Air Flight 610 (a Boeing 737 Max) that departed from Jakarta on October 29, 2018. Thirteen minutes after takeoff, it crashed into the Java Sea. All 189 passengers and crew died.

The main factor in the accident seemed to be the MCAS (Maneuvering Characteristics Augmentation System), a recently installed software system that supposedly would interrupt any tendency by the aircraft to raise its nose too high under certain conditions thereby risking a stall. The software would responsively make the real-time adjustments to drive the nose angle down sufficiently to avoid that stall risk. In the case of Lion Air Flight 610, the MCAS seems to have overcorrected.

Less than six months later on March 10, 2019, Ethiopian Airlines Flight 302 (another Boeing 737 Max) departed from Addis Ababa. Tragically, six minutes after takeoff it crashed near the town of Bishoftu, killing all 157 passengers and crew. Again, the key factor was the MCAS apparently overcorrecting.

What Goes Wrong

Boeing is just one example of some very large failures that were driven by deficiencies in training and in the corporate culture. Previously followed best practices were compromised. The priority for thorough training on the MCAS was undermined. Key personnel in key departments and groups did not thoroughly communicate serious concerns. It appears Boeing’s normally healthy corporate culture was disrupted. This disruption interfered with best practices.

With respect to training and the corporate culture, certain dysfunctions can develop. Communication breakdowns can occur. Has the corporate culture changed? Do people still feel free to speak up about problems? Have leaders been less receptive when subordinates push back? These conditions will generate a disconnect between training and the corporate culture, and that ultimately leads to company failures.

These failures do not happen in a vacuum. In the case of the Boeing disasters, Dan Catchpole emphasized the corporate culture connection:

“Scrutiny from journalists, crash investigators, regulators, Congress, and the Department of Justice has exposed profound flaws in Boeing’s corporate culture—shaking its workforce, forcing supplier layoffs, and shattering fliers’ trust.” (“Boeing’s Long Descent” Fortune . February 2020, p. 56).

Communication is the lifeblood of any relationship. When communication’s door is slammed shut, destruction’s door opens wide. In the years leading up to the two crashes, several significant factors were directly and indirectly impairing the formal and informal communications network among key groups such as pilots, training staff, and design engineers. Certain union disputes and company profitability concerns exacerbated matters. The web of factors was far too complex to unpack in detail here. However, the bottom line was communications that had traditionally kept training in sync with key stakeholders was seriously eroding. The results of that erosion caught Boeing by horrible, tragic surprise. Pete Robison and Julie Johnsson highlight some of these crucial oversights:

“Company reassignments placed thousands of miles between designers honing flight-deck concepts in Seattle, trainers working with airline pilots in Miami, and a team in California that provides day-to-day support of airplanes in the field. . . . Three former senior Boeing executives, [privately say] they regret the profit-driven imperatives imposed on the training process and see it as critical to understanding how a company renowned for meticulous engineering missed the mark so badly with the Max.” (James E. Ellis, Ed. “Where the 737 Max Went Off Course” Bloomberg Businessweek . December 23, 2019. p. 15).

What We Learn

While not in any way diminishing the enormous devastation of the two jet crashes and the 346 lives lost, I contend that every day in the workplace at large we have similar “jet crashes” with hundreds of “lives lost.” We lose customers, we lose employee engagement, we lose ethical parity, we lose team cohesiveness, we lose health, we lose growth opportunities, we lose reputation, we lose leadership development, we lose long-term profitability, we lose families, we lose market share, we lose social justice, we lose effectiveness, we lose core values, and the list goes on endlessly. In response, we ought to make certain promises concerning how we approach training. Those promises will have their genesis within these three fundamental concepts and their ensuing questions:

A healthy positive corporate culture is the precursor to all personal, professional, and organizational success. What are you doing to build or improve your corporate culture? If not now, then when?
Communication is the lifeblood for all personal, professional, and organizational success. What are you doing to build or improve your communication? If not now, then when?
Training is absolutely vital to all personal, professional, and organizational success. What are you doing to build or improve your training? If not now, then when?

It’s all in your approach.

MILLENNIALS AND GENERATION Z FAVOR HIGHER EDUCATION

Tue, 13 Aug 2019 17:49:25 GMT

When it comes to college, you can't fool these younger generations.

Although anyone can and will criticize higher education, millennials are evidently smart enough to know its value. In spite of the horror stories about student loan debt, academic disasters, and wrong career turns, millennials have boasted one of the highest graduation rates of any generation to date. Generation Z may soon surpass them too as Laura A. Scione, managing editor of eCampus News reports :

“ Despite growing questions around the value of college and return on investment in tuition, just 25 percent of Generation Z students say they believe they can have a rewarding career without going to college, compared to 40 percent of millennials.

Eighty percent of Generation Z respondents and 74 percent of millennials agree that college either has a fair amount of value, is a good value, or is an excellent value. Only 20 percent of Generation Z students and 26 percent of millennials said college has ‘little value’ or ‘no value at all.’ ”

Good for them! The statistics remain on their side—and the side of anyone who pursues higher education. Anthony P. Carnevale is the director of the Georgetown University Center on Education and the Workforce. Based on his research, that trend will only continue (Gillian B. White “Those Savvy Millennials” The Atlantic , May 2015, p. 38):

" In 1973, 32% of jobs did not even require a high school diploma, 9% required a bachelor’s degree, and 7% required a master’s degree or higher.

It is projected that by 2020, 12% of jobs will not require a high school diploma, 24% will require a bachelor’s degree, and 11% will require a master’s degree or higher. "

Derek Newton wrote an article entitled “Please Stop Asking Whether College Is Worth It” in which his opening declaration gets right to the point:

“ Colleges and universities are still the best, most direct path to a good career that pays well. ”

In addition to those insights, the unemployment figures consistently reveal the enduring value of higher education. The seasonally adjusted July 2019 unemployment rate for persons not having a high school diploma is 5.1% ( Bureau of Labor Statistics ). Having a high school diploma drops that rate to 3.6% and some college or a two-year degree drops it further to 3.2%. Pretty good trending, would you agree? Finally, if we look at people having a four-year degree, a graduate degree, or a doctoral degree, the unemployment rate is a low 2.2%.

Higher education’s edge is especially clear when you consider the range of these numbers over the education level. Look at the two ends of the spectrum: less-than-high school (5.1%) versus a four-year degree or higher (2.2%). Consistently, regardless of the measured time, the unemployment rate for a less-than-high-school-educated worker is two to four times larger than for the college-degreed worker. This is why, when people seek my counsel about career planning, higher education remains one of my most significant emphases. Education pays. Degrees still rock.

Regardless of how good or bad the economy is, regardless of how many individual academic and career disasters can be cited, and regardless of how loudly the antidegree crowd howls, you are still in a better position having a degree than not having a degree. The good news for the millennials and Generation Z is that they have arrived at the same conclusion and now they will enjoy the benefits.

OPERATION VARSITY BLUES ETHICAL OPPORTUNITIES

Mon, 05 Aug 2019 15:30:41 GMT

Exploring how getting into an ivory tower means we break all the rules.

A few months ago, US News reported on the academic admissions scandal, Operation Varsity Blues :

" The case—the largest college admission scam ever prosecuted by the Department of Justice—exposes a long-running racketeering scheme dating back to 2011, in which parents paid an admissions consultant a combined $25 million to help students cheat on college entrance exams and to get them into elite colleges and universities as recruited athletes when in reality they were not athletes. ”

This was a profoundly disappointing situation that displays the worst of our human failure on many levels. In addition to its magnitude, this particular scam especially grabbed my attention due to its higher-education context. It occurs within the confluence of many deeply significant factors:

Mentoring developing young adults.
Student life transitions including high school to college, and college to the professional world.
Parental ethics and leadership.
Student accountability and fairness.
Respect for the processes and institutions of higher education.
The responsibilities that are intrinsic to power and privilege.
Personal character and integrity.
Student character and integrity.
Parental character and integrity.
Professional character and integrity.
Societal and academic implications.

These are weighty matters that should give us all cause for concern. Specifically, they should remind us of six essential ethical realities:

1—Power and privilege do not equal immunity.

Whether in the Spider-Man world (“with great power comes great responsibility”) or in sacred writings (“to whom much is given, much is required”), we understand that large influence travels with commensurate accountability. Just because a parent might hold a position of influence, have a prominent name, or possess significant fiscal assets does not mean the law of the land and academic admissions policies do not apply. Many benefits come with position, name, and assets—immunity from the law and organizational policies should not be among them.

2—Bad outcomes can manifest from an apparent good heart.

A pure heart never guarantees a noble outcome. That is because all of us are subject to change and sometimes that change equals corruption. A parent of a one-month-old child might begin with a pure heart that leads to noble outcomes. However, fast forward that same parent 17 years and now vicariously experiencing that child’s college admissions stress. Do we have an outcome guarantee? Of course, it depends on the parent. Many noble outcomes ensue, but many does not equal all. Some parents in their quest to provide the best for their child will succumb to the temptation to step outside proper boundaries. Doing so is seemingly justified by that apparent good heart:

“ I’m doing this because I want to give my child the best. ”

Although we can all to some extent understand this sentiment, it in no way excuses or justifies the unethical actions and outcomes. If anything, it reinforces how vulnerable we all are. Therein lies the need for a constant ethical scrutiny over ourselves and our communities.

3—Unethical practices to gain entry into an ethical institution fundamentally disqualify the candidate.

On the most basic sensible and philosophical level, by definition any ethical institution must deny any candidate entry when that entry attempt was unethically based. Any other action makes a mockery of the ethical institution and its entry process. Our academic institutions are among the tallest pillars of our humanity. The fundamental preservation of their purity must remain a constant commitment by every human being directly or indirectly connected to them.

4—Falsifying your child's profile only immerses that child into a universe that is fundamentally and unfairly built on false pretenses.

When we enter into a new universe by virtue of truth and integrity, we do the best service to ourselves and others. To enter into a new universe not arrived at via truth and integrity will degrade and undermine all aspects of that new universe both for ourselves and others. Going into a new universe is something that the student should want to do by being his or her authentic best person. You cannot be your authentic best person without first being that person. In being that person, you then genuinely display that person. Therefore, no one can be that best person without truth and integrity.

5—Secretly shielding your child from the consequences of that child's behavior, aptitudes, and performance vehemently disrespects that child's personhood, and this is an abuse of your parenthood.

Parenthood is an extremely personal, overwhelming, grave, complicated, rewarding, painful, amazing, and beautiful role. However, none of those adjectives imply that the parent owns that child. Nothing could be further from the truth. Indeed, the child is “on loan” to the parent for a limited time, during which the parent has a stewardship responsibility.

An intrinsic stewardship component of parenthood is releasing that child from your tutelage. That releasing process begins the moment the child is born and slowly continues for nearly two decades (in most cases). Although parents may struggle to varying degrees with the releasing process, each parent generally embraces the releasing process out of a respect for the child’s personhood.

Fundamentally, the best action a parent can take is to respect the child’s personhood; the worst action a parent can take is to disrespect the child’s personhood. When you send your child out into the real world, anything that you directly or indirectly do to disrespect that child’s personhood does that child no favors. Rather, it does that child an inexcusable disfavor.

6—The university should be the grooming and proving ground for the professional world.

From the student’s first connection to the college, the grooming and proving ground springs into action. If the student takes this opportunity seriously, then the stage is set for an ongoing personal and professional growth experience hosted by that college. It is an extremely significant academic development opportunity while simultaneously presenting somewhat of a preface to the yet-to-come extremely significant professional development opportunity that more fully continues postgraduation. Lifelong patterns embed themselves into how that student executes personal and professional growth. That total process deserves and demands nothing less than a student’s pure authentic personal and professional investment. Polluting any aspect of that process by deceptive practices is reprehensible.

CONCLUSION

Navigating higher education was never intended to be a walk in the park. Young people and their parents must understand this. However, by embracing these six ethical realities, we will navigate higher education with virtue, class, and character—and those are the inner assets of the soul that no academic credential can provide.

CRASH TEST DUMMIES UNIONIZE

Mon, 01 Apr 2019 07:01:27 GMT

Never underestimate a crash test dummy.

In an unprecedented breakthrough decision today, over 177,000 crash test dummies were given final approval by federal labor regulators to form the Crash Test Dummies of America labor union (CTDA). The CTDA plans to fight for crash test dummies’ working conditions and fair treatment. According to the CTDA union organizers, Anita Karr, Moe Mentum, and Cole Lijjun, their top priorities are:

Limiting the quantity and types of crash tests per week.
Strengthening torso, limb, and head replacement parts entitlements.
Adopting a more compassionate approach to crash test dummy recycling.
Improving the pay scale by replacing Monopoly money with real cash.

The PETCTD (People for the Ethical Treatment of Crash Test Dummies) has endorsed the new labor union. PETCTD president Banng M. Hardar commented:

“Being a crash test dummy is not an easy job. Most people could not handle the working conditions. We are very gratified that crash test dummies have taken a major step forward to receive the same wages, benefits, and equal treatment under the law that human workers take for granted.”

The CTDA is in negotiations with various networks to launch a reality TV series to draw attention to the longstanding difficulties of being a crash test dummy. The title of the pending series is “Crashing Bad.” The CTDA plans additional kickoff events later this year. The union has already created its slogan:

“When it comes to workers’ rights, we are not dummies!”

KEY ETHICAL QUESTIONS

Wed, 13 Feb 2019 03:48:54 GMT

What do you do when you face ethical dilemmas?

Ethical questions are often easy to address. However, sometimes ethical quandaries can be overwhelming. In some situations, no easy answers exist and you are forced to select the best possible option from among several poor options.

Regardless of the depth of the ethical quandary, I have found that certain guiding questions can help to elucidate the decision process. While I make no claims at being an expert, I humbly offer these for your consideration. When I face a tough ethical decision, these are the questions that have helped me the most:

Will my decision create any ethical dilemmas, and if so, have I arrived at the best option among several less-than-ideal options?
Is there any opportunity to renegotiate with involved parties to resolve the ethical difficulties?
Is there a creative decision that I have not yet identified that would shed new light on the situation, thereby resolving the ethical dilemma?
Is there a way to reframe the problem so that the ethical concerns are satisfied while moving all parties forward?
Will my decision enhance my organization’s brand and reputation?
Will my decision enhance my brand and reputation?
Will my decision allow me to preserve my spiritual or religious convictions?
How would I view my decision 20 years from today?
How would others view my decision 20 years from today?
How would my significant other or my children view my decision 20 years from today?
Will my decision allow me to preserve my personal integrity?
Will my decision allow me to preserve my professional integrity?
Will my decision allow me to preserve my prior commitments to people and organizations?
Will my decision respect the rights, privileges, and preferences of the people involved?
Will my decision create the highest probability to do the most good for the most people over the long run?

HOW ELECTION DAY LED ME TO THREE THOUGHTS THAT GO FAR DEEPER THAN POLITICS

183:752361895 (James Meadows) — Tue, 13 Nov 2018 15:18:48 GMT

[A NOTE TO THE READER: I originally published this article two years ago. Considering the calendar and the circumstances, I am republishing it today with only minor edits.]

We are entering a world to which we’ve never been. As we’ve often observed, our world is constantly changing, sometimes for good and sometimes for bad. With the advent of the Internet, new technologies, cultural revisions, and all other active fields of human endeavor, that change is only accelerating. The old adage relentlessly remains true: the only constant is change.

Much of the change we have encountered has been immeasurably beneficial for humanity. On average, the human condition today is orders of magnitude improved from previous centuries. The opportunities afforded today in education, science, art, wellness, healthcare, communications, careers, and many other areas too numerous to mention are immensely better than in the past.

Of course, with these changes not every consequence has been positive. We have faced some negative consequences too. Lately, one prominent area that comes to mind is politics and people’s reactions to politics. Reflecting on the politics of the 2016 presidential election, Scott Canon and Dave Helling offer this sad summary (“Is It Over Yet? 2016 Campaign Reflects how Quickly, how Much Society Has Changed” The Kansas City Star , November 6, 2016, pp. 1A, 13A):

“The 2016 campaign made the quirks of our era more obvious. A variety of forces—online and otherwise—upend our commerce, our culture, our politics. They make our lives less private and more fractious in large part because of how they put grievance on display.” (p. 1A)

Historian Richard Rhodes opines:

“The world, at every level, is getting more transparent. . . . There are just almost no secrets anywhere.”

Regardless of your or my political persuasion, over the past few years all of us have been subjected to one of the most–let’s just say—“interesting” political landscapes of all time. It illustrates some of the consequences and trends of our technology and our humanity. Therefore, it also at a more fundamental level reminds us of how we are both its creators and its victims. With that said, here are three thoughts that might help us all:

You Are Always On Stage. Like it or not, the Internet has almost destroyed the concept of personal privacy. Never before have we been able to touch one another from around the globe the way we can today. Tragically, never before have we been able to harm one another from around the globe the way we can today. The positives in relationships are even more positive. The negatives in relationships are even more negative. It behooves us all to live our lives in such a manner that anything and everything we say or do today could potentially be searchable in Google tomorrow. Therefore, let’s think through our words and our behaviors more carefully. Once it is captured in the cyber world, it is there forever. Then again, if we do in fact give such thought to what we say or do, isn’t that genuinely a very good outcome for everyone?

Not Everyone Agrees With You. We need to remember the art of respectfully agreeing to disagree. Admittedly, we as people can have intense and passionate convictions. Isn’t that part of what makes the world so interesting? The world would be a pretty boring place if it was you and your 7.7 billion clones. Perhaps we need to learn afresh the art of conversation?

Find Your Peace. When the world offers you no sanctuary, find your own sanctuaries. Family, faith, special places, special times, rest, prayer, and reflection are all opportunities to find peace amidst the storms of life. You don’t always have to be at war. The most successful businesspeople not only work hard, but stop to play hard too. We all need those sanctuaries. Mine might be different than yours, but we must all find them. Without them we would go insane. That is not a good outcome. Where will you find your peace?

Notice I didn’t get political on you. My objective was something much more important. You can decide whether I achieved it.

OUR DISTURBING DIGITAL DILEMMAS

Wed, 07 Nov 2018 15:06:00 GMT

In the midst of our most delightful digital days we find ourselves facing our most disturbing digital dilemmas. At the very moment we are most concerned about journalism’s integrity, we realize that our digital technology is on the edge of a new era. Just as Photoshop has facilitated the creation of photographic pranks and fallacies, so too, our newest wave of technological development will create the same opportunities with video.

We are not merely referring to doctoring an existing video to make it appear that a person is saying or doing something that never actually happened (as inappropriate as that is in its own right), but we are referring to the creation of a brand-new video built from nothing other than imagination to make it appear that any chosen person is doing anything, all of which never actually happened. Ready or not, digital technology has opened up a new Pandora’s Box and the technology only becomes better with time. Writing in Scientific American (“Clicks, Lies and Videotape” October 2018, pp. 38–43), Brooke Borel reports:

The proposed solutions to these kinds of disturbing digital dilemmas come via two technical countermeasures:

As one of the best comprehensive examples of the evaluation-of-content strategy, the Defense Advanced Research Project Agency’s leading program uses:

Thankfully, these and other similar solutions are already developing. This entire situation is analogous to the antivirus programs always trying to be one step ahead of the virus purveyors. However, it remains a race that never ends.

It also prompts two fundamental questions about how we live in this new world.

What Is Real?

The very fact that we have arrived at these disturbing digital dilemmas raises some fundamental questions related to how we perceive reality. Borel expands on the implications of this quandary:

Back in my chemical research days, around the dawn of the digital age when digital photography was beginning to encroach upon traditional wet chemistry photography, I had a conversation with my father-in-law (who at the time happened to be a division director for Eastman Kodak Company). We were discussing the implications of the digital age for traditional wet chemistry photography and several other disciplines. Pondering the much larger societal outcomes, he made this statement that I have always remembered:

His statement was incredibly ironic because today we have come to a place where people will simply not believe something precisely because it is in digital form (“fake news”).

What Is Ethical?

These kinds of dilemmas raise many ethical concerns and they all revolve around the core concept of authenticity. I see two different yet very important levels of ethical concern. One is the public relations challenges. When a public figure (or a private citizen) is victimized by this cybercrime, how it is managed from a PR standpoint will be a subject that demands careful scrutiny. People by nature tend to believe a video. Society has a new weapon of attack and it may require some new applications of traditional PR to navigate these situations successfully.

The second level is the personal one. If you become the victim, how will you choose to handle it? After all, a malevolent video-content creator can produce virtually any kind of reputation-damaging flick about you. As important as that debacle is on the PR level, even more important is your personal authenticity. Although any victim of this kind of crime will experience considerable pain, disruption, and stress, it is the person of integrity that will walk through it with an inner sustaining peace. Ultimately, anyone can make up anything about you and claim it is true, including claims against your integrity.

However, integrity is something that you either have or don’t have. It is known in your heart and seen in your actions. It is a part of your character. We all know of people that had pristine integrity yet were accused of horrible behaviors. That sad door is always open.

Therefore, regardless of the technology involved, on the personal level these kinds of attacks upon your integrity should be handled the same way that a person of integrity always handles them. It is fairly simple: you make your defense on whatever level is required and you let the evidence and your life speak for themselves. That is all you can do and that is all you must do.

Beyond that, on a deeper level, when you know that you are that person of integrity, then no image–no matter how well contrived–can harm your soul. That protection comes from within you and it will sustain you.

I close this article as I opened it: In the midst of our most delightful digital days we find ourselves facing our most disturbing digital dilemmas.

How will you respond?

THREE REASONS WHY I STILL LOVE SOCIAL MEDIA

Thu, 23 Aug 2018 23:27:00 GMT

You do not have to look far to find folks who like to share all the things they hate about social media. Many people have taken it a step further and completely thrown in the towel on social media. They simply wanted to block all the social media negatives out of their lives. Each person has that right and I certainly respect that right.

As for me, I choose not to exercise that right. I choose to remain engaged with social media. Now I definitely agree that social media has its disadvantages. That is true of every human arena. I think it has something to do with the fact that none of us is perfect. Therefore, we must actively work to overcome the disadvantages and the misuses involved in every human arena. Simultaneously, as I reflect on where social media is today and what it has done for us, I prefer to focus on the significant positives.

When it comes to social media, I like to think of “Life Before Social Media” and “Life After Social Media.” As a baby boomer, that gives me lots of material with which to work! Even a cursory review of life before and life after, tells us much has changed. Again, preferring to focus on the positive, here are the three big reasons I still love social media:

1—Professional Networking. Professional networking has always been important, and some folks are better at it than others. Regardless of your prowess with professional networking, social media is a commanding way to expand and enhance your network. In addition to all the traditional mechanisms of professional networking, social media opens up an entirely new dimension unbounded by time and space. I have some great people in my professional network today that I never would have even known without social media. I love social media because of what it does for my professional networking. Perhaps you do too.

2—Old And New Friends. We often strike up acquaintances and friendships with wonderful people . . . with whom we then lose connection due to time, circumstances, and geography. What I love about social media is that you have the ability in real time to make social media connections with those same wonderful people. Going forward, even if time, circumstances, and geography change, you still have that personal connection via social media. Social media facilitates the discovery of new friends. Additionally, it significantly improves the odds of reconnecting with old friends. For example, due to the power of Facebook, I now have some very dear friends back in my circle. We had simply lost touch over many decades due to, again time, circumstances, and geography. I love social media because of what it does for my old and my new friends. Perhaps you do too.

3—Knowing And Responding To Current Information. Whether it is professional relationships or personal friendships, social media constantly enables me to access current information and respond as I wish. This ability adds immeasurably to my information awareness. I pick up so many insights, alerts, news bulletins, and technical information directly from my social media connections. Likewise, for those bits of information to which I must respond, I can usually do so much faster, even instantly, compared to “life before social media.” I love social media because of what it does for my knowing and responding to current information. Perhaps you do too.

As someone who knows life before social media and life after social media, I still love social media. Perhaps you do too.

A WHOLE NEW FIND INSIDE A WHOLE NEW MIND

183:752361895 (James Meadows) — Thu, 07 Jun 2018 00:00:00 GMT

Books abound but time does not. So much to read yet so little RAM. Welcome to my world.

As sad as that reality is, occasionally you come across a book that is a true standout. A book that moved you when you first read it and it continues to move you today. Such has been the case with Daniel H. Pink’s book, A Whole New Mind: Moving from the Information Age to the Conceptual Age (New York: Riverhead Books, 2005). I read the book when it was first published, but I find myself constantly rereading it. So much of exactly what we see societally, technologically, economically, commercially, nationally, globally, institutionally, demographically, dynamically, culturally, and relationally continues to play itself out as Pink articulated 13 years ago. My excitement over Pink’s book during my first read is only exceeded by the excitement of my recent rereads.

My contention is that Pink’s book captures the foundational blueprint of where our world is today and where it must go. If you are willing to read the book, you will position yourself and your organization for greater success in the challenging and exciting future we face. Understanding the trends of the future allows us to participate in that future.

While I can in no way do justice to the writings of Pink, I would like to offer some words of review, response, and recommendation that might inspire you to give it a read yourself. This article will give you the key points of the book. Nevertheless, don’t allow this to rob you of the joy of reading the book in all its depth for yourself.

Seismic Shifts Underway

In studying who we are as a people, Pink describes a:

“ seismic—though as yet undetected—shift now under way in much of the advanced world. We are moving from an economy and a society built on the logical, linear, computerlike capabilities of the Information Age to an economy and a society built on the inventive, empathic, big-picture capabilities of what’s rising in its place, the Conceptual Age. ” (pp. 1–2)

I resonate with Pink’s thesis, especially because I have had the privilege of engaging in both the hard science and technology world and in the soft creative, holistic, artistic, and philosophical world. I believe that people who want to remain on the cutting edge of their field must maintain an awareness of both worlds. Although many have imposed immoveable boundaries between the two, much insight and appreciation arises when we can erase that boundary.

Very much related to the above, Pink discusses classical left-brain thinking versus right-brain thinking. Some people are very gifted with their left-brain talents and thereby remain extremely proficient in technical fields. Other people are very gifted with their right-brain talents and thereby remain extremely proficient in the arts and related fields. No harm exists here because people are excelling in their areas of interest and capability.

What I love about Pink’s thesis is the challenge that we recognize the seismic shift under our feet today. I see it as a professional and societal redemption. I have seen too many folks in the left-brained arena alienate the right-brained arena, and vice versa. My position has always been that both sides are needed and both sides bring much value to the table. The tragedy happens when one side continually excludes the other.

Science and technology alone, as massively important as they are, will never serve humanity optimally in isolation. The arts and softer sciences alone, as massively important as they are, will never serve humanity optimally in isolation. In fact, some of the most exciting projects I have ever seen are those in which we experience a marvelous melding of the two worlds. That seems to be happening with increasing frequency, and it confirms the seismic shift about which Pink talks. I say, let us keep it going!

Time To Change Drivers

In discussing left-brain thinking versus right-brain thinking, Pink explains the legitimacy of both. He further clarifies that our society has elevated left-brain thinking at the expense of right-brain thinking, but the pendulum is about to swing in the opposite direction:

“ Of course, we need both approaches in order to craft fulfilling lives and build productive, just societies. But the mere fact that I feel obliged to underscore that obvious point is perhaps further indication of how much we’ve been in the thrall of reductionist, binary thinking. Despite those who have deified the right brain beyond all scientific evidence, there remains a strong tilt toward the left. Our broader culture tends to prize L-Directed Thinking [left-brain thinking] more highly than its counterpart, taking this approach more seriously and viewing the alternative as useful but secondary. But this is changing—and it will dramatically reshape our lives. Left-brain-style thinking used to be the driver and right-brain-style thinking the passenger. Now, R-Directed Thinking is suddenly grabbing the wheel, stepping on the gas, and determining where we’re going and how we’ll get there. ” (p. 27)

Pink is right. We do need both types of thinking to achieve balance in our world. Nevertheless, for too long we have sanctified the empirical at the expense of the sensing and the feeling. While not in any way degrading or minimizing the empirical, we absolutely must restore the sensing and the feeling to its rightful place. This means in our personal lives, our professional lives, our business lives, and our institutional lives.

As I reflect upon my life, which originally began very heavily immersed in the scientific community, I recall that I absolutely loved being around likeminded people. Unfortunately for me, this congregating sometimes occurred at the expense of broadening and deepening my knowledge from some other right-brained perspectives. Slowly, I began to realize that some of my greatest intellectual insights and personal and professional growth moments happened when engaged with a right-brained thinker.

In a similar manner, Pink is urging us to embrace equally both sides of the human brain. We need to embrace fully the left-brain approach to knowledge and we need to embrace fully the right-brain approach to knowledge. Only in so doing will we maximize our communal knowledge.

Pink takes this a step further by correctly affirming the right-brain thinking has some overdue exposure coming. If we miss that opportunity, then we will all suffer. Moreover, not only is all that true, claims Pink, but he further asserts given our current position in knowledge evolution, we absolutely must embrace this future.

I buy into Pink’s argument. Not only do I buy into it, I find it assures me of a marvelously exciting future because I am one who is willing to make the needed transitions. How about you?

Our Search For Meaning Continues

In developing his thesis, Pink shares some extremely relevant ideas about the age in which we live. We are, in fact, living in an age of abundance. Automation, technology, and prosperity have taken us to the place where it is never a matter of finding an electric toothbrush. It is instead a matter of deciding which one to choose.

As wonderful as the creature comforts are, the age of abundance reveals a hidden stress. Physical or financial abundance do not translate to personal fulfillment or a sense of life purpose as Pink elaborates:

“ The paradox of prosperity is that while living standards have risen steadily decade after decade, personal, family, and life satisfaction haven’t budged. That’s why more people—liberated by prosperity but not fulfilled by it—are resolving the paradox by searching for meaning. ” (p. 35)

On the most fundamental, philosophical level, your spiritual or religious convictions and beliefs should sustain you in this search for meaning. These things drive us and support us at the core of our being. I know that mine certainly work for me. If yours are not working for you, then a reexamination of them is dearly needed.

Beyond that, on a human business level, these search-for-meaning dynamics powerfully come into play. That is exactly what Pink is saying to support his larger argument. Everything about how we do business, run our companies, and design our products and services must reach out to this core human need for meaning:

“ In an age of abundance, appealing only to rational, logical, and functional needs is woefully insufficient. Engineers must figure out how to get things to work. But if those things are not also pleasing to the eye or compelling to the soul, few will buy them. There are too many other options. Mastery of design, empathy, play, and other seemingly ‘soft’ aptitudes is now the main way for individuals and firms to stand out in a crowded marketplace. ” (p. 34)

I predict that some companies are going to capture Pink’s message and fundamentally change the way they do business. Some companies already have made the shift. I also predict that some companies will reject Pink’s message. In so doing, they will encounter their undoing.

Just as every “buy” decision is emotionally based, so too, every company that builds that quality into its products and services will find more buyers. For those parties, the age of abundance will continue and so too, will a sense of meaning.

We Will Adjust

Pink references business globalization’s irreversibility as part of the larger canvas upon which he paints his picture of the future. Moving from the Information Age to the Conceptual Age is happening partially because of business globalization’s irreversibility. Although some have denounced this development as purely an attack upon American jobs, Pink views it as a natural order of positive progression. It is not that America will just lose jobs, but more importantly that the nature of American jobs will evolve with the times and the technologies. Some jobs will disappear, but they will be replaced by other jobs more suited to newer technological opportunities:

“ Much of the anxiety over this issue outstrips the reality. We are not all going to lose our jobs tomorrow. Outsourcing is overhyped in the short term. But it’s underhyped in the long term. As the cost of communicating with the other side of the globe falls essentially to zero, and as developing nations continue to mint millions of extremely capable knowledge workers, the working lives of North Americans, Europeans, and Japanese people will change dramatically. . . . Just as . . . factory workers had to master a new set of skills and learn how to bend pixels instead of steel, many of today’s knowledge workers will likewise have to command a new set of aptitudes. They’ll need to do what workers abroad cannot do equally well for much less money—using R-Directed abilities [right-brain thinking] such as forging relationships rather than executing transactions, tackling novel challenges instead of solving routine problems, and synthesizing the big picture rather than analyzing a single component. ” (pp. 39–40)

Just as moving from the agricultural age to the industrial age meant that the nature of work changed for most people, so too, as we move from the Information Age to the Conceptual Age, the nature of work must change. Moreover, it is the nature of this upcoming change that makes the future so exciting. That is one of Pink’s main points. The nature of work will demand more right-brain thinking. It will reward those who are able to manage the big picture to see business goals achieved.

Think about it this way: With few exceptions, if you could magically transport yourself into a workplace 500 years ago, or 100 years ago, or 30 years ago, or three years ago, would you not have a strong preference for the most modern timeframes? The reason is generally speaking, technology and communal knowledge all produce a more comfortable, enjoyable, and fulfilling workplace with greater opportunities for growth and development. (Again, I am taking the global view here. We can always find specific examples of horrific working conditions or situations in 2018.)

Ultimately, the key is for every professional to seize personal responsibility for his or her own skill acquisition. Other than me, I cannot force anyone to acquire new skills. That is a direction we each must engage. Some of us do better than others and some of us do worse, but that does not deny the point that it remains our own individual responsibility.

Changes in technology and the labor market are not always easy to navigate. Nevertheless, it can be done and thereby create a better future. We will adjust.

Program Your Future Or Be Programmed Out

Because we are indeed moving from the Information Age into the Conceptual Age, Pink contends we must assess our employment opportunities accordingly. The very nature of technology is rendering certain human skills obsolete while creating demand for different skills. I love the example Pink offers from computer programming:

“ Last century, machines proved they could replace human backs. This century, new technologies are proving they can replace human left brains. . . . A small British company called Appligenics has created software that can write software. Where a typical human being . . . can write about four hundred lines of computer code per day, Appligenics applications can do the same work in less than a second. The result: as the scut work gets off-loaded, engineers and programmers will have to master different aptitudes, relying more on creativity than competence, more on tacit knowledge than technical manuals, and more on fashioning the big picture than sweating the details. ” (pp. 44–45)

This example powerfully illustrates the ongoing need we have to reinvent ourselves at strategic moments in our careers. Just because I have certain skillsets with which I started my working life does not guarantee that those skillsets will sustain me productively for my entire working life. With all the technological quantum leaps and the corresponding sweeping changes in industry, no one can ever afford to grow complacent.

Unfortunately, that is exactly what has made the last couple decades of economic and employment change so difficult for so many. The baby boomers along with some additional demographic segments have been so accustomed to an older economic and employment model, that complacency was almost the norm. These sweeping changes caught many by surprise, resulting in tremendous personal and professional devastation. The good news is we do not have to stay there. We must commit to moving forward productively and ethically. Thomas Friedman, in his seminal work, The World Is Flat: A Brief History of the Twenty-first Century (New York: Farrar, Straus and Giroux, 2006), affirms it this way:

“ The great challenge for our time will be to absorb these changes in ways that do not overwhelm people but also do not leave them behind. None of this will be easy. But this is our task. It is inevitable and unavoidable. ” (pp. 46-47).

By becoming more proactive about how we approach our careers—and help others to approach their careers—we can see the labor force make great strides forward. Will it be easy? No. Will it do the best service to the labor force for the long run? Absolutely. And that is what we must do.

Living In A New Age

Central to the book’s premise is the progression of the last few centuries of human working history. Pink describes a movement from the Agricultural Age (1700s) in which we needed farmers, to the Industrial Age (1800s) in which we needed factory workers, to the Information Age (1900s) in which we needed knowledge workers (the left-brainers), and finally to the Conceptual Age (2000s) in which we need creators and empathizers (the right-brainers). Pink observes that as we have progressed through each of these ages, we have enjoyed a commensurate rise in affluence, technology, and globalization.

Like it or not, we are living in a new age. The affluence, the technology, and the globalization are synergistically creating a new age that places entirely new demands upon us. To look at it any other way is to be the proverbial ostrich with its head in the sand. According to Pink, the bottom line is that as professionals or as business owners, we must ask three key questions about our livelihoods:

“ 1. Can someone overseas do it cheaper? 2. Can a computer do it faster? 3. Is what I’m offering in demand in an age of abundance? ” (p. 51)

As we consider those questions, we come to realize Pink is right. Because he is right, we are moving:

“ to a society of creators and empathizers, of pattern recognizers and meaning makers. ” (p. 50)

I completely agree. We absolutely must embrace the new age of work and all its ramifications. If you do not want to be involved, then no need exists for you to embrace it. However, I think most serious professionals and business owners want to remain involved. The future is simply too exciting to ignore.

A Degree Of Design

As we move from the Information Age (and the corresponding need for left-brain thinking) into the Conceptual Age (and the corresponding need for right-brain thinking), Pink points out how higher education and corporate recruiting are changing:

“ A master of fine arts, an MFA, is now one of the hottest credentials in a world where even General Motors is in the art business. Corporate recruiters have begun visiting the top arts grad schools—places such as the Rhode Island School of Design, the School of the Art Institute of Chicago, Michigan’s Cranbrook Academy of Art—in search of talent. . . . With applications climbing and ever more arts grads occupying key corporate positions, the rules have changed: the MFA is the new MBA. ” (p. 54)

I love what Pink is asserting. Business skills are always important, but they will do more harm than good if misapplied. On the other hand, when someone can channel the business skills through the grid of the arts, design, and perceptions, then we have the opportunity to maximize our products and services. We will not just be producing products and services that speak to the bottom line. Instead, we will be holistically creating products and services that so effectively speak to the human bottom line that the corporate bottom line benefits too. Talk about a win-win solution—this is it!

Industry trends further mirror these realities, as Pink cites:

“ Since 1970, the United States has 30 percent more people earning a living as writers and 50 percent more earning a living by composing or performing music. Some 240 U.S. universities have established creative writing MFA programs, up from fewer than twenty two decades ago. More Americans today work in arts, entertainment, and design than work as lawyers, accountants, and auditors. ” (p. 55)

Our world will always need left-brain thinking. The important matter to remember though is that increasingly, left-brain work is being done cheaper and faster by overseas labor or stateside computers. Add to that the universal need for all people to maintain a sense of meaning, and the need for right-brain thinking is crystal clear.

Pink is correct. We increasingly need the pattern recognizers, the creators, the synthesizers, the storytellers, the empathizers, and the meaning makers. These skillsets help everyone to tie it all together. These skillsets keep us from being deluged in information yet starved for knowledge.

Let’s face it. Everyone loves a good story, and we have a marvelous one to tell.

The New Money

Pink emphasizes that a new currency has debuted:

“ Baby boomers are entering the Conceptual Age with an eye on their own chronological age. They recognize that they now have more of their lives behind them than ahead of them. And such indisputable arithmetic can concentrate the mind. After decades of pursuing riches, wealth seems less alluring. For them, and for many others in this new era, meaning is the new money. ” (p. 61)

I believe meaning should always be more important than money. It is especially true as we enter the Conceptual Age. Intrinsically, people do not just want to work for a wage. They want to perform work that has meaning that also happens to pay a wage. This is the ideal. It happens when your skills, interests, and passions collide with opportunity. Moreover, it has never been more important than it is today.

Indeed, meaning is the new money. I genuinely hope you are extremely rich.

The D Word

Not everyone will be successful in the Conceptual Age. It all depends on the aptitudes you bring into it. Pink identifies and defends six aptitudes that we must master to be successful in the Conceptual Age. They are:

Design
Story
Symphony
Empathy
Play
Meaning

Pink explains the importance of the first one, design:

“ Design is a high-concept aptitude that is difficult to outsource or automate—and that increasingly confers a competitive advantage in business. Good design, now more accessible and affordable than ever, also offers us a chance to bring pleasure, meaning, and beauty to our lives. ” (p. 86)

I agree with Pink’s assertion and I understand how design fits into his overall argument that we are moving from the Information Age to the Conceptual Age. We are more than just the data we accumulate. We need to make sense of the data and decide how it best fits into our world and how it makes our world a better place. That is where design becomes indispensable. It seems to me that moving into this new Conceptual Age, it will be those persons with design skills who will add the most value.

The good news is you do not have to be a designer to think like a designer. You can look for design opportunities in every aspect of your current role and in strategizing your future roles. Organizations can renew their emphasis on design above data. After all, it will only be those persons and those organizations who adopt design’s power who will then persist and prosper in the Conceptual Age.

Do you want to live long and prosper? Then think like a designer.

Everyone Has A Story

The second aptitude Pink says we must master to be successful in the Conceptual Age is story. Considering story, here is what I would offer.

Everyone has a story. Everyone has a story because everyone has a past. When I say everyone has a story, my implication is we have an obligation to hear that story. Failing to do so brings no good to anyone.

The greatest gift you can give to any person is to listen to his or her story. By listening to a person’s story, you are demonstrating respect, interest, concern, and affirmation. It builds relationship and connection, which are desperately needed today.

More than just listening to a person’s story—as important as that is—responding to that story is even more important. Sometimes it can be too easy just to listen without responding. That can send the wrong message. To that point, I deeply appreciate Pink’s observations involving research studies about how doctors interact with their patients:

“ [About 40 years ago], when researchers videotaped doctor-patient encounters in an exam room, they found that doctors interrupted their patients after an average of twenty-one seconds. When another set of researchers repeated the study [a little over 15 years ago], doctors had improved. They now waited an average of twenty-three seconds before butting in. ” (p. 110)

These are sad statistics. The good news is the latest trends are now moving in a more positive direction. This is especially important for success in the Conceptual Age:

“ At Columbia, all second-year medical students take a semester in narrative medicine . . . [where] they learn to listen more empathically to the stories their patients tell. . . . The goal is empathy, which studies have shown declines in students with every year they spend in medical school. And the result is both high touch and high concept. Studying narrative helps a young doctor relate better to patients and to assess a patient’s current condition in the context of that person’s full life story. ” (p. 111)

Every person has a story. Every person loves to share it. In the Conceptual Age, all of us will love to listen too.

Let’s Do Symphony

Considering symphony, another Conceptual Age proposed aptitude, here is what I would offer. A musical symphony involves many musical instruments synergistically playing to create a result that is bigger than what any individual instrument could create alone.

Symphony means while we constantly give full attention to all the minutia of the individual pieces, we do so with an overriding passion and focus toward the big picture and the composite result. Pink describes the concept of symphony this way:

“ What’s in greatest demand today isn’t analysis but synthesis—seeing the big picture and, crossing boundaries, being able to combine disparate pieces into an arresting new whole. ” (p. 66)

Pink further explains this aptitude against the backdrop of right-brain thinking as opposed to left-brain thinking:

“ Symphony . . . is the ability to put together the pieces. It is the capacity to synthesize rather than to analyze; to see relationships between seemingly unrelated fields; to detect broad patterns rather than to deliver specific answers; and to invent something new by combining elements nobody else thought to pair. ” (p. 126)

I believe that from the perspective of leadership opportunity, symphony’s validity is opening up remarkable new doors. Fundamentally, a large portion of leadership responsibility has always been helping your team to navigate the diverse pieces of the puzzle to achieve organizational success. With the ongoing, exponentially increasing change we face, symphony has never been more important. In fact, its importance will only increase, and that means leadership opportunities will only increase. Andy Serwer, when he was the managing editor of Fortune , expressed serious concerns about our increasing difficulties with just keeping up with technology’s growth and in particular just keeping up with the unanticipated consequences of technology’s growth (“Waiting for Datapocalypse” February 24, 2014, p. 8):

“ First, the rate of change here—and by ‘here’ I mean the amount of our data and the number of our transactions occurring online—is increasing lickety-split. And second, our ability to understand and control the consequences of this increasing change is not keeping up. The consequence gap is proving highly problematic. ”

Precisely because the big picture is getting bigger, we need more big-picture thinkers. Precisely because diverse disciplines and subdisciplines are arising, we need more connection makers. Precisely because technologies, demographics, cultures, and societies are creating new entities, we need more boundary crossers.

We will always need the violinist. We will always need the pianist. We will always need the drummer. That is because we will always need the experts. The experts have always remained and will remain important. Nevertheless, more than ever in the past, today we especially need the conductors—the people who truly can do “symphony.”

Let’s look for opportunities each day to do symphony. Our future success depends on it.

Seeking An Enduring Empathy

Another essential aptitude to success in the Conceptual Age is empathy. Considering just empathy, here is what I would offer. People do not care how much you know until they know how much you care. Although knowledge is power, that knowledge can never be unleashed to its full power if the receiver is not open to it. A lack of empathy will block knowledge reception.

In today’s society, as cliché as it might sound, people want to know that other people care. People need people. The best personal and professional relationships always have a strong element of empathy to them.

Pink points out that certain healthcare components can be outsourced or computerized. That is not necessarily a bad thing either. For example, medical doctors following a system of diagnostic rules help ensure treatment consistency, speed, and effectiveness, as Pink explains:

“ Rules-based medicine builds on the accumulated evidence of hundreds, and sometimes thousands, of cases. It helps ensure that medical professionals don’t reinvent the therapeutic wheel with each patient. But the truth is, computers could do some of this work. What they can’t do . . . is to be empathic. ” (pp. 162–163)

Empathy cannot be outsourced or computerized. Therefore, healthcare providers have a vital need to develop and generously offer their skill of empathy. This is not just a “feel good” strategy; something to say because it sounds nice. Rather, it derives from the intangible patient-doctor bond and it translates to a powerful force within the human soul:

“ All other things being equal, [in clinical studies] a patient was more likely to get better with an empathic doctor than with a detached one. ” (p. 164)

Granted, some people are more skilled or gifted at empathy than others. Nevertheless, that does not excuse any one of us from recognizing its value as we continue to shift from the Information Age into the Conceptual Age.

Playtime

When I was a kid, I believed that play, fun, and humor were things that kids should enjoy, but it was somehow wrong for adults to enjoy them. While adults might find some occasional joy in play, fun, and humor, the unspoken understanding was that doing so somehow took away from an adult’s standing. You might have your “adult card” revoked if you became involved in play, fun, and humor. Therefore, as a kid growing into adulthood, I carried this distorted awareness that I should squelch my play, fun, and humor. After all, I was destined to become a bona fide adult.

Fortunately, that spell did not last very long.

The reality of play, fun, and humor is undeniable. Play, fun, and humor bring intangible benefits to everyone involved. This is true informally among our friends and associates, but it is equally true in formal contexts. Think about how much more meaningful a business meeting was that included something fun. Some psychotherapists are now specializing in “laughter therapy” because they recognize the power of laughter to invoke healing of the mind and body.

As our rapidly changing, increasingly technological world continues to evolve, taking us relentlessly into the Conceptual Age, play will be an aptitude we absolutely cannot afford to lose. It will be what keeps us human. It will challenge our intelligence in a playful way while refreshing our soul in the process. It will bond our teams in deeper ways than any organizational chart can. Pink affirms the terrific power of play:

“ Humor can be a cohesive force in organizations—as anyone who’s ever traded jokes at the water cooler or laughed over lunch with colleagues understands. Instead of disciplining the joke-cracker, as [Henry] Ford did in the last century, organizations should be seeking them out and treating a sense of humor as an asset. It’s time to rescue humor from its status as mere entertainment and recognize it for what it is—a sophisticated and peculiarly human form of intelligence that can’t be replicated by computers and that is becoming increasingly valuable in a high-concept, high-touch world. ” (p. 191)

Keep playing, I say. Keep playing!

When Meaning Goes To Work

People want to go to jobs in which their full personhood is recognized. Meaning, purpose, and spirituality are affirmed when this happens. Just doing a job—any job—without a passionate sense of purpose, becomes very mundane and stressful very fast.

Pink cites a report published in 2000 by Ian Mitroff (professor at University of Southern California, Marshall School of Business) and Elizabeth Denton (independent consultant) entitled, A Spiritual Audit of Corporate America. The report chronicles insights about spirituality and meaning in the workplace based on interviewing almost 100 corporate executives. On one hand, executives did not want to offend employees and customers by not maintaining a tight leash on how people experience and express meaning in their work. On the other hand, the more employees are affirmed as holistic individuals, the more effective organizations operate:

“ Executives were so understandably concerned that the language of spirit in the workplace would offend their religiously diverse employees that they scrubbed their vocabulary of all such talk. Meanwhile, Mitroff and Denton discovered, the employees were hungering to bring their spiritual values (and thus their whole person rather than one compartment of themselves) to work, but didn’t feel comfortable doing so. . . . You can almost picture a river of meaning and purpose being dammed outside of corporate headquarters. But here’s the kicker: if that spiritual tide had been released, the companies might have been better off. Mitroff and Denton also found that companies that acknowledged spiritual values and aligned them with company goals outperformed those that did not. In other words, letting spirituality into the workplace didn’t distract organizations from their goals. It often helped them reach those goals. ” (pp. 214–215)

This is one of my convictions. When you allow people to bring the very best of themselves, in all its diversity, into the workplace, then the organization will become its very best. Yes, I recognize we must still operate the workplace in such a manner that diversity principles and best practices are fully supported. Simultaneously, within whatever wiggle room an organization might have, encouraging those expressions of personal meaning and purpose by every employee will add to the individual’s sense of fulfillment. When that occurs, then the organization and its customers will benefit.

A WHOLE NEW MIND—FINAL THOUGHTS

Early in his tome, Pink challenges us with three incredibly important questions concerning livelihood:

“ 1. Can someone overseas do it cheaper? 2. Can a computer do it faster? 3. Is what I’m offering in demand in an age of abundance? ” (p. 51)

The implications of these questions were played out in numerous scenarios throughout Pink’s analysis. As I see it, the demographics and trends, the increasingly changing technological world, business globalization’s irreversibility, and the fundamental needs, wants, and desires of people and companies require that we address these questions with our eyes wide open.

Some people will like the answers and others will not. Whether you like the answers or not, that will not change the realities of the world we live in today. The Conceptual Age is upon us. It is not going away. Its strength and significance will only grow with each passing day. Pink summarizes it this way:

“ These three questions will mark the fault line between who gets ahead and who gets left behind. Individuals and organizations that focus their efforts on doing what foreign knowledge workers can’t do cheaper and computers can’t do faster, as well as on meeting the aesthetic, emotional, and spiritual demands of a prosperous time, will thrive. Those who ignore these three questions will struggle. ” (p. 233)

You and I need a whole new mind if we are serious about maximizing our success and our organizations’ success in this new Conceptual Age. I meet people every day who do not want that new mind because for whatever dysfunctional worldview or ill-conceived business plan they embrace, their world does not include this kind of change. I, with Pink, predict those are the people who surely will struggle the most.

On the other hand, I meet people every day who are just as thrilled, excited, and energized as I am and as Pink is and as millions of others are. That is because we understand the truth of the Conceptual Age. I encourage you to be one of them.

Many things exist we cannot control. Nevertheless, we can control how we respond to those things. I believe the Conceptual Age will play well for those who know how to respond to it.

One way or another, the future is going to be extremely exciting. You can decide on which side of that excitement you want to be. Let’s embrace a whole new mind to choose the right side!

ENTRY LEVEL’S BENEFITS

Tue, 29 May 2018 18:38:00 GMT

When Bill Simon was Walmart’s CEO, he defended low-paying jobs in the retail sector by emphasizing that these jobs are the initial step in many people’s careers (“Quoted” Bloomberg Businessweek 1/21/13–1/27/13, p. 21):

“ Just about everyone started out in an entry-level job. I did, and I bet you did. My first job was as a dishwasher in a restaurant for $2.10 an hour. It wasn’t a great job, but it was a great first job. ”

My first job was as a hospital janitor for $2.14 per hour. That was a pretty good wage for a high school kid back in the day, especially considering minimum wage at the time was around $1.65 per hour. So, although Simon’s statement makes me chuckle, more importantly I love Simon’s statement for four reasons:

1—No Free Lunch. Especially for teenagers and others new to the workforce, Simon’s statement reminds us that the proverbial free lunch is a mirage. Anything of value in this world will be things for which you work. (Granted, occasional providential gifts arise, but that is not the norm.)

2—Start Means Start. An entry-level job is exactly that—entry level. It is where you start. Whether you remain there is largely up to you. Nevertheless, we all have to start somewhere, and for most of us that means entry level.

3—Opportunity Abounds. By virtue of working an entry-level job, you quickly realize many additional opportunities exist for those with special skills, training, experience, ambition, and education. This results in a mindset transformation from “I’m stuck in this entry-level job” to “Wow! Look at all the cool things I can do with my future!”

4—Incentives Are Good. While I do believe the love of money is the root of all evil, I also believe money must be acquired and managed well so we may accomplish those things we are called to accomplish. Therefore, money itself to a certain extent is a direct incentive because it enlarges our ability to accomplish, which is the ultimate incentive.

I understand many people like to bemoan and mock entry-level jobs. It’s about time we recognize their value and benefits. And since it doesn’t appear we have yet arrived at Edward Bellamy’s socialist utopia (Looking Backward: 2000–1887) where everyone makes the same wage regardless of occupation, entry-level jobs are here to stay. I appreciate them for what they built into my life, and for what they built into the lives of millions of workers.

FIVE QUESTIONS TO ASK ABOUT CORPORATE CULTURE CHANGE

Tue, 10 Apr 2018 17:17:00 GMT

Corporate culture is one of the most important elements to any organization’s success and prosperity. Inc. has an excellent definition of corporate culture :

A valuable exercise is to stop and think about what behaviors you experience in your organization. In so doing, you must face the fact that the behaviors—good or bad—exist because the corporate culture permits them to exist. That is a wonderful situation if the behaviors are good. It is a nightmare if the behaviors are bad.

We are each going to embrace and affirm a good corporate culture or we are each going to embrace and affirm a bad corporate culture. That is a pretty clear choice in my mind. Let’s embrace and affirm good corporate cultures wherever they may be found. When we come upon bad corporate cultures, let’s challenge them and aim to change them. Ultimately, this is a professional, ethical imperative.

Now, the question arises, how do we change the corporate culture? And before you even try to answer that question, first you must ask the question, can the corporate culture be changed? Because the “how” makes no sense without the “can.” Finally, you must assess your role in changing the corporate culture. This leads us to five fundamental questions to ask about corporate culture change:

Let’s consider these questions one by one.

How Big Is The Organization?

Although not formulaic, you absolutely must understand the size of an organization when you are attempting to change its corporate culture. Your knowledge of the organization’s size will drive all aspects of your strategy and process for corporate culture change.

The kinds of challenges a multibillion-dollar corporation presents will not be identical to the kinds of challenges a 20-employee small business presents. The larger the organization, the higher the tendency for the current corporate culture to be solidified, regardless of how good or bad it is. The larger the organization, the more important it becomes for the changes to spring from the top down. Without an executive-level commitment and execution, the changes simply will not catch fire at the middle-management level and down to the bench level.

If the organization is small- to medium-sized, that does not mean that these dynamics are absent, but simply that their speed and style may vary. Your approach will still need to be tailored to connect more effectively with people at various levels. The task is not necessarily any easier. In fact, it could be harder because the smaller the organization is, the higher the possibility for one stubborn individual to create roadblocks to the entire process.

Size never tells the whole story. However, it does remain a significant factor in your strategy and process. Everything about your strategy and process will need to be adjusted to the size-specific assets, limitations, and unique opportunities of that organization.

How Large Is The Inertia?

Inertia is a physics concept that refers to the tendency of an object that is in motion to remain in motion and the tendency of an object that is not in motion to remain at rest. Although it is a physics concept, it has many human illustrations. We all experience those inertia moments at various times and we see them in other people.

What is true for the individual is true for the corporate culture because the corporate culture by definition is the composite of all the individuals. When you want to change the corporate culture, knowing the magnitude of the inertia is crucial. You might find many dynamics in motion that need to be stopped. You might find certain aspects of the corporate culture that are at rest that need to begin moving. Your prospects for success and how you design your strategy and process are all dependent on the size of that inertia.

I remember once moving a very large piece of medical equipment on wheels. It took much more of my strength than I first realized to get it rolling. Once I got it rolling, I nearly took out a wall. It had much more inertia than I initially realized. The good news about inertia is that once you understand it, you will know where to put your resources. You will be putting your resources where they will be most effective and where genuine needs exist. Without this inertial knowledge, you would be nothing more than a feather in a tornado. With this inertial knowledge, you will be a funneling force capable of redirecting energy, objects, and people.

Of course, the inertia of physics is rooted in unbending formulas and equations of the universe. Corporate culture inertia is rooted in people’s minds and hearts where formulas and equations do not always work. However, it is the minds and hearts of people that will move a mountain or create a new one.

Inertia never tells the whole story. Nevertheless, once you understand its size and configuration, then you can apply your energies where they will be most effective. Only then will you have an opportunity to change the corporate culture.

Who Are The Influencers?

Let’s consider the influencers. Do you know who they are? And lest you answer too quickly, remember that a job title does not automatically equal influence.

In any organization, it is those who have influence that are the genuine leaders. At its core, leadership is influence. Sometimes that comes with an impressive job title and sometimes it does not. Once you have identified the authentic leadership, then you will know who the influencers are.

Identifying the influencers is key to executing corporate culture change. When you know who the influencers are and you understand how they think, what their goals are, their integrity, and their character, then you can deduce the options for corporate culture change. The influencers will drive that change. Knowing who they are tells you much about what that change might look like.

As with all these variables, knowing who the influencers are never tells the whole story. Nevertheless, once you understand the influencers, you at least have a much better idea of what the future may hold. In knowing that, you can commit to the future with an informed confidence and excitement about that corporate culture change.

What Can You Do?

Let’s consider what might be the most important question, what can you do? You have a voice. You are empowered. You bring a perspective. Never underestimate where your volition might take you and the organization.

Understanding what you can do frees and empowers you to do it. The specifics of exactly what you can do will vary with the situation. You can offer input. You can affirm the positive. You can share your opinions. You can set the example. You can meet with a key influencer. You can challenge the status quo. What you cannot do is dodge the professional, ethical imperative to embrace a positive corporate culture and to change a negative one. You do not have that selfish luxury. The professional, ethical imperative does not permit such inaction.

Although it is easy to focus on what other people could do or should do, the professional, ethical imperative demands that you take other people out of the spotlight and place the spotlight on you. You cannot control what someone else will do. You can only control what you will do. Understanding what you can do is perhaps the most important step in corporate culture change.

Should You Stay Or Leave?

Let’s consider that last question, should you stay or leave? The question is intensely personal and corporate culture change is never easy. You will have a lot to analyze. Nevertheless, your answers to all the prior questions will provide the resources you need to make a good—albeit not easy—decision. By understanding the size and inertia of the organization, by identifying the influencers, and by discerning your ability to contribute, you will have a rich resource reservoir to create your solution.

This is all you need with just one exception. The single item that trumps everything else is your integrity. Although the previously described analyses are necessary, you must let your integrity be your final arbiter on whether you stay or leave.

In some cases, the quality of the people, the timing, the need, the opportunities, and a sense of calling will overwhelmingly affirm your decision to stay with your integrity intact. You are part of the glorious solution. In other cases, certain aspects of your findings will clearly confirm that for your integrity’s sake, you must leave. When a situation will compromise your integrity, you have two choices:

Remember, leaving an organization is not the worst thing that can happen in your life. However, preserving your integrity is one of the best things that can happen in your life. The challenges of corporate culture change will always be there, and not every hill is a hill worth dying on. In some cases, your best choice is the choice to live to fight again another day.

CONCLUSION

Corporate culture change is a complex, challenging, stressful, and complicated task to say the least. It will stretch you in unimaginable ways. This multilayered process demands that you continuously bring your best self to the task. By exploring these five fundamental questions, you will have the assurance that you are engaging the corporate culture challenges in the best possible manner for the best possible outcome.

HOW TO HANDLE A LOUSY BOSS

Wed, 28 Mar 2018 14:20:00 GMT

A few years ago I did a post on how to lead a lousy team . That scenario presents some significant leadership challenges that demand examination. How the leader responds can make or break that team.

Shortly after that post, one of my readers turned the tables by proposing a follow-up question: how do you deal with a lousy boss and how does that affect the team? That’s an excellent and welcome question! Here are some ideas to get you through that difficult and complex situation.

It’s Not You, It’s Me.

It is wise to pause first and do some careful analysis. The seriousness of the subject demands sober judgment. As a professional person, you want to refrain from immediately jumping to conclusions about your boss. Therefore, before you affirm that you genuinely have a lousy boss, consider these important questions:

I have seen many people apply themselves to these questions only to conclude that they genuinely did not have a lousy boss. Instead, they simply had to do some work on communication style, personality awareness, interpersonal skills, or feedback loops. The result was that the worker-boss relationship was beneficially reframed. What had begun as a question on how to handle a lousy boss transformed itself into a better reality of refining the worker-boss relationship. Both the worker and the boss grew through the experience.

On the other hand, if the above approach still leaves you with the conclusion that you have a lousy boss, then you need to go to the next step.

Aligning Our Goals.

Your boss probably will not decline your help to achieve key goals. Schedule a session with your boss to learn more about his or her goals. In so doing, you will have the opportunity to affirm how your goals as a team member align with your boss’s goals. This might sound simple, but sometimes you must start simple for two reasons:

1—The nonarticulation of goals can do a great deal of harm to a team. The team does not know what the target is. That meeting will allow you to hear your boss articulate the goals. That alone allows you to confirm or correct your understanding. Based on that understanding, you have additional opportunity to share how your goals align with your boss’s goals. Some bosses have simply never fully realized this, but they need to experience that awareness. Your argument just might make a great deal of sense to your boss.

2—Sometimes a person is a lousy boss because of a deep distrust of people. Your act of sitting with your boss to ensure your understanding of his or her goals could be very powerful. Through your listening ear, your boss might come to realize that you genuinely are a valued contributor. That revelation can work toward neutralizing dysfunctional behavior patterns that your boss holds. Trust can grow. Some of these dysfunctional patterns are hard to break, but you have to start somewhere.

Some bosses are lousy bosses because they have always believed it is an us-versus-them world. By you taking the time to ensure goal alignment, your boss might grow in his or her understanding of teamwork. That understanding has the potential to improve any boss.

This is just one dynamic involved in handling a lousy boss. Many additional factors are involved such as . . .

Leading The Horse To Water.

If you genuinely have a lousy boss, then one of the ways that you may need to render service is to point gently in the right direction. Yes, there may be times when you can see the solution but your boss cannot. You must lead that horse to water.

You can do this in ways that are nonthreatening. Sometimes it will demand some creativity and conversational jujitsu. For example, you might digress into a minibrainstorming session and then leave your boss hanging with an unanswered question in which the solution becomes more obvious over time. You might be surprised how many times the next day your boss is trumpeting what you already knew was the solution to the problem.

Did you receive the credit? No. Did the boss arrive at a smart decision? Yes. Did the team win? Yes. So what if you did not receive the credit? Sometimes that is how you take a hit for the team.

Remember, the premise here is that you genuinely have a lousy boss. If that is the case, then sometimes adjustments must be made. As long as you have a lousy boss, the more adjustments you can make that ultimately advance the team further than it would have advanced otherwise, then the better off everyone is.

This strategy will not always work for the same reason the adage remains true: although you can lead a horse to water, you cannot make it drink. In some cases, that horse will go thirsty. In some cases, your lousy boss simply will not see the solution to the problem.

When you have a lousy boss, you have to make many adjustments for yourself and for the team. As I have stated before, this is a very complex situation. That is why you may need to move to another level . . .

Caring Enough To Confront.

As we have already discussed, when you genuinely have a lousy boss, you must constantly make accommodations and adjustments. That is just part of the game called “managing your boss.” However, eventually you want to be a catalyst that prompts your boss to improve. That is when caring enough to confront must occur.

Regardless of how difficult, unreasonable, incompetent, or rude your boss might be, because you are a direct report, you have an ethical and professional obligation to be a force for positive change. That is implicit in the unwritten social contract you agreed to when you said yes to the job. As a professional, you want to exercise your influence for good.

Obviously, every situation is different. Therefore, here are a few factors that you will want to consider as you prepare for a caring confrontation:

Where To Start. You don’t necessarily want to go for the biggest project on the list. It could blow up in your face and only make matters worse. Identify the low-hanging fruit first. You want to go for the relatively easy wins. An early victory will be good for you, your boss, and the team. Simultaneously, it has the potential to open up your boss’s thinking to deeper discussions about bigger situations.

Duration And Frequency. Your knowledge of your boss’s personality and psychological profile will help immensely on this one. Some people will be open to lengthy and frequent discussions aimed at self-improvement. Other folks may be more fragile. Your choices concerning duration and frequency can make or break the whole endeavor. Therefore, choose wisely. If you are unsure, then begin with something isolated and short. That will allow you to initiate action and gauge your boss’s reaction, which will inform your next step in the bigger plan.

Strategic Alliances. Although one-on-one caring confrontations are often extremely effective, some cases might be better handled with a very small group. Think carefully about whether a mutual colleague should be invited into the caring confrontation with you and your boss. Sometimes a boss who is struggling needs to hear the truth from more than just you. A wisely chosen associate can work wonders.

When you carefully consider how these factors will inform your approach, a caring confrontation can be a crucial turning point.

As we have seen, handling a lousy boss is no easy task. You have many and varied factors to consider all with multiple possible strategies and tactics to employ. The specifics of your situation will drive your decisions, and those decisions have the potential to improve your boss significantly. Armed with those insights, the big question for you to answer is where do you go from here?

What About Tomorrow?

As you reflect upon your personal professional situation with a lousy boss, I offer you these very important contextual factors. Contextual factors are those specific aspects about your situation that you absolutely must evaluate. By evaluating these contextual factors today, you will attain a much better idea of what you should do tomorrow.

Identify Your Boss’s Core Difficulty. Based on your experience with your boss, you should be able to identify a root cause of his or her performance difficulties. A technical competency deficiency is often more easily solved than a deeply embedded psychological problem such as a dysfunctional personality. Interpersonal relationship skills can be taught, but on the other hand, that will be impossible if the person is simply not willing to learn them.

Evaluate The Effectiveness Of Your Feedback Process. Feedback that is never delivered has no value because it has no impact. There is a right way and a wrong way to deliver feedback and to receive feedback. The more effective your feedback process is, the more opportunities there will be for people to improve. However, without feedback, improvement chances significantly diminish.

Study Your Corporate Culture. Every organization is different. The degree to which you can successfully employ these various improvement strategies will be driven by your corporate culture. If you are blessed with a “five star” corporate culture, then your improvement strategies will have much direct and indirect support, further enhancing their success probability. However, if your corporate culture is poor, then even your best strategies may be unsuccessful because of too many negative distractions.

Make The Best Long-term Decision For You. At some point, you will have to decide what the best long-term decision for you is. Some hills—and bosses—are not worth dying for. Ultimately, as nobly intentioned as you may be to help your boss, you still have to think about the quality of your work environment today and in your future. The best outcome of course is that your boss is able to receive your input and significant improvement occurs. That situation is a win-win. The worst outcome is that your boss completely rejects all your input and you remain in a horrible work situation. That situation is a lose-lose. Please don’t accept the lose-lose. Just because your boss chooses to lose does not mean you have to embrace the same outcome. Transferring to another department or moving onto a new company may be your best solution.

Embrace Your Lessons Learned. You can learn as much from a lousy boss as you can from a magnificent boss. If anything, you at least learn what not to do. Regardless of the ultimate outcome with your lousy boss, maintain the attitude that says I am going to embrace every single lesson learned so that I can forge ahead into my future more equipped than I have ever been. By embracing your lessons learned, you will strengthen the foundation of all your future endeavors. That is a solid win for you!

Summary Of Key Points.

ALWAYS THE DEFINING INGREDIENT

Mon, 12 Mar 2018 09:59:00 GMT

Fortune released its annual “100 Best Companies to Work For” list, and the results are always fascinating to analyze. Editor-in-Chief Clifton Leaf kicked around several reasons why these companies made the list (“Building an Idea Factory” March 2018, p. 6). Perks such as unlimited vacation time, sabbaticals, and periodic blocks of time to work on anything without regard to the company’s normal agenda are just a few of the items that make these companies so effective at attracting and keeping talent.

The relationship however is symbiotic. All that tangible and intangible investment in its people directly drives benefits to the organization as a whole. This derives from that larger factor that causes employees to deliver their best every day—the corporate culture. Ultimately, it is the defining ingredient of any company. Leaf speaks to this concept indirectly:

The corporate culture drives innovation and innovation drives company success. Without that high-quality corporate culture, the opposite occurs, and that is why I say corporate culture is the defining ingredient of every organization. Here are four truths about corporate culture:

1—Corporate culture always moves from the top down. An organization’s leaders set the tone for the entire organization. Regardless of whether you have a rotten corporate culture or a golden corporate culture, look to the leadership. You can usually see the connection.

2—Corporate culture by definition is omnipresent. Whatever the company’s pervading values, ideas, behaviors, attitudes, and beliefs are, they tend to be everywhere. You cannot escape your corporate culture and that is why it absolutely affects everything you do.

3—Corporate culture can be changed. Notice I did not say “will be,” but “can be.” I have seen organizations willfully, strategically, and effectively change their corporate culture. It demands a great deal of group and individual soul searching, but for the organizations that are willing to do that, success will eventually arrive.

4—Corporate culture will make or break your company. This is why corporate culture is one of those nonnegotiables. When it comes to the story of a thriving, vibrant, successful company, high-quality corporate culture must be there in the beginning, the middle, and the end. Too many companies with great products and services have met their demise due to a dysfunctional corporate culture. On the other hand, when an exquisite corporate culture is in play, it is a beautiful thing to behold; as much art as it is science, as much relationships as it is tasks.

Thinking about your own organization, here are some questions worth asking:

How you answer those questions may very well send you on one of the most exciting and productive adventures of your career. I wish you the best!

ARE YOU HEALTHY ENOUGH TO HANDLE FACEBOOK?

Mon, 12 Feb 2018 12:02:00 GMT

Facebook has woven its way into so many people’s lives and thinking it is taken for granted now. With over two billion monthly users , the behemoth continues to grow, steadily entrenching itself into the social routines of our daily existence. That phenomenon alone is not disturbing to me. What is disturbing to me is the number of people who continue to misuse Facebook to their own detriment. Tragically, much of Facebook’s misuse happens behind closed doors deep within the chasms of individual psyches.

In May 2012, the cover story of The Atlantic was, “Is Facebook Making Us Lonely?” by Stephen Marche (pp. 60–69). Marche, a novelist and an Esquire columnist, insightfully challenges us to explore those dynamics deep within the chasms of individual psyches. In Marche’s concluding thoughts about Facebook’s psychological and emotional influence, he accurately captures the essence of the struggle into which many people fall:

My contention is that the fundamental reason so many people succumb to this mindset is a lack of wholeness and personhood independent of social media. Facebook does not directly harm people—it is what people bring to Facebook that does. The proper and healthy use of social media presupposes that you are proper and healthy. With these thoughts in mind, these are my suggestions for all Facebook users:

1—Don’t expect Facebook to fill the voids in your life you should be filling yourself. Facebook is not a religion, philosophy, 12-step program, psychologist, counselor, mentor, spiritual advisor, spouse, lover, or God. It is up to you to seek those resources as you feel so led. Don’t let Facebook become their substitute.

2—Don’t fall into the trap that because other people look happy, they are and you are not. We all have our demons. They just don’t show on the outside. Life is not easy. We live in an imperfect world with imperfect people including the person you and I meet in the mirror daily. Remember—pictures and posts capture happy moments in time that we memorialize and thereby artificially overemphasize. Pictures and posts don’t usually tell the whole story . . . and they certainly don’t tell the “hole” story.

3—Build your life on things that count for the long term: Faith, absolutes, family, relationships, values, serving, quality, nobility, virtue, and truth. Facebook can be just one small outlet and avenue for these things, but it is not the object upon which you build your life.

4—Facebook—like all social media—is merely a tool. How you choose to use that tool is your decision. Facebook can be a catalyst for growth in our relationships, professional lives, personal lives, and spiritual lives. Nevertheless, it is still just one tool in service to these endeavors. Don’t expect it to be more than that.

5—As our business world and our virtual world continue to evolve, you must remain authentic, optimistic, open, and alert. Social media isn’t disappearing. The best thing we can do is remain authentic, optimistic, open, and alert. That stance will ensure we maintain a balanced perspective. It will prevent us from prematurely accepting, condoning, rejecting, or condemning any new social media phenomenon.

Are you healthy enough to handle Facebook? I hope you are. But if not, then please don’t go there.

DOCTOR AI WILL SEE YOU NOW

Mon, 29 Jan 2018 06:14:00 GMT

Although I frequently make fun of artificial intelligence due to some of its inherent limitations for certain situations, the fact remains that when AI works well, it works extremely well. Additionally, as big data gets bigger, AI becomes stronger. This is proven by current trends in healthcare technology.

No one would deny that the screening colonoscopy is an invasive procedure. That is exactly why many people search for every opportunity to use some kind of a substitute process. Researchers have been attempting to satisfy this demand. An Israeli health-tech company, Medial EarlySign has created a blood test called ColonFlag that capitalizes on AI and big data to determine colon cancer risk. The blood test performs rather well as Paul Tullis reports (“Colonoscopy? I’ll Take a Blood Test” Bloomberg Businessweek . January 15, 2018, pp. 24–25):

Another excellent example of AI’s value in healthcare is mammogram interpretation. Houston Methodist Hospital is using AI software for this task with much more effectiveness compared to human doctors. Authors Frank Malcolm, Paul Roehrig, and Ben Pring summarize ( What to Do When Machines Do Everything: How to Get Ahead in a World of AI, Algorithms, Bots, and Big Data . Hoboken, New Jersey: John Wiley & Sons, Inc., 2017):

You’ve heard of safety in numbers. AI and big data are proving the concept in exciting new dimensions.

ANSWER THE PHONE

Thu, 07 Dec 2017 01:19:00 GMT

About a hundred years ago, if someone told you that a device would be placed in your home that would randomly sound an alarm at any time of the day or night and that you would drop whatever you were doing to devote your full attention to that device, you probably would have said “you’re crazy!” It would have been a relatively short time after that conversation that we all began to have telephones in our homes. But now, they are not just in our homes, we carry them with us constantly.

We’ve become addicted to our phones. Well, if you prefer, we’ve become dependent on our phones. Exactly when and how does dependence transform into addiction, or does it? How can you tell the difference? Is it necessarily a bad thing?

The advent of every new technology always brings both good and bad. Usually the good far outweighs the bad. Nevertheless, that does not excuse us from mitigating the bad. And that is a mission to which we should remain relentlessly committed.

One of the most important developments in this fight is with children’s access to smartphones. How old should a child be before he or she is granted the freedom to use a smartphone? Susan Dunaway is a cofounder of the Amend Neurocounseling clinic in Overland Park, Kansas. As reported by Rick Montgomery, Dunaway has some insightful observations to share about this issue (“A Movement Grows to Keep Kids from Smartphones Until the Eighth Grade”, The Kansas City Star , pp. 1A, 17A):

I believe most of us have literally watched this occur. We owe it to our world to promote the positive use of technology among all ages, but especially among developing children. Technology is marvelous, but let’s use it correctly at every opportunity.

All this compounds exponentially when we recognize the constantly growing incorporation of artificial intelligence into technology. AI is already inserting itself into numerous human-to-machine and machine-to-human interactions, often without our awareness. This trend will only accelerate as Frank Malcolm, Paul Roehrig, and Ben Pring affirm in their recent book, What to Do When Machines Do Everything: How to Get Ahead in a World of AI, Algorithms, Bots, and Big Data (Hoboken, New Jersey: John Wiley & Sons, Inc., 2017):

The authors also make a forebodingly accurate statement about the ubiquity of AI within our daily devices:

And therein lies the danger. Don’t get me wrong. I am all for the ongoing advancement, application, and use of our incredibly brilliant and powerful technologies on every front. However, let’s see if we can start using them while still thinking about them. That thinking about our overall interaction with smartphones, the Internet, and technology is what should raise many interesting questions that demand serious answers. Understand, I for one do not claim to have all the answers. Nevertheless, that should not stop us from engaging the questions. Here are some of those sobering questions to get you started:

Your phone demands an answer and so do these questions.

GRATITUDE REALLY IS BEST

Sun, 19 Nov 2017 00:08:00 GMT

We all know that emails can be concluded with any kind of wording or signoff the composer desires. However, it turns out that some signoffs elicit better response rates than others. At least that is the conclusion of a recent Boomerang survey (“This Is the Only Way You Should Sign Your Emails.” Money . November 2017, p. 26.)

After assessing more than 350,000 emails with varied signoffs, here are the top three for recipient response rates:

Regardless of the signoff, many factors can color how we interpret any individual email. Nevertheless, it seems that a touch of gratitude is what makes a palpable difference for most recipients. Gratitude appeals to our shared humanity. It moves us toward our common good and it invites our better angels. We often can imagine seeing that person eye-to-eye, all just from that written word of thanks. We somehow realize all that is behind the expression of gratitude, and it is that connection that often prompts our positive response.

As important as all this is purely from a communications and business perspective, it also relates to the holiday we now approach. Just as gratitude has a positive effect in the business world, it also has a positive effect in our personal lives. Simply pausing daily to reflect on all the things for which you are grateful is soul cleansing and exciting. It tends to improve all aspects of our lives.

As you celebrate this Thanksgiving Day, I trust that you will genuinely take time each day to be thankful. You may soon find that a new sense of gratitude infuses your life.

Happy Thanksgiving!

KNOWING YOUR BEST ROLE

Thu, 02 Nov 2017 18:30:00 GMT

All of us have different roles within different contexts. You might be a leader in one context and a follower in another, the CEO in one world and a worker bee in another; the big-picture person in one universe and the bean counter analyst in another. Although we are often defined by our roles, they are not the only things that define us. How we approach our roles is equally if not more important to what defines us.

Perhaps one of the most important aspects about our roles is knowing what our best role is in any given situation. If you step into the wrong role, then bad things can happen. If you are in the right role but at the wrong time, then bad things can happen. But if you can step into the right role at the right time in the right way, then marvelous things can happen.

Knowing your best role can be tricky. We don’t always want to face up to painful or embarrassing truths about ourselves. However, failure to do so can rob us of the success we genuinely desire. The winning combination materializes when we understand our best role and we can enter into it at the right time and in the right way. The proverbial “now is the time” declaration rings true.

In looking at tech entrepreneurs, we find that some of them struggled with finding their best role or the right timing for that role. Some did not want to admit that the role or the timing may not be right as Austin Carr explains (“Uber’s Driving Lessons: What the Fastest-growing Startup in History Has Revealed about Silicon Valley” FastCompany . September 2017, pp. 25–27):

Situations can arise in which the tech entrepreneur is right and everyone else is wrong—or it could be the opposite. However, the reality is not usually quite that simple. More often the truth is somewhere in the middle. To whatever extent both sides can consider that “middle” we have opportunity for growth. The circumstances could lead to a personal, professional, and leadership growth experience for everyone. And sometimes that means paradoxically the best way to fulfill your role is to sacrifice your role. Carr clarifies:

Whatever your role might be, what is most important is that you recognize it and that you choose to use it at the right time and in the right way. This is how we maximize our value to our organization, colleagues, customers, and ourselves. Know your best role.

PURSUING A HOLISTIC HEALTHCARE

Thu, 26 Oct 2017 15:12:00 GMT

Healthcare has come a long way. And it still has a long way to go. I don’t think anyone will argue that point. That is why I am relentlessly pursuing a holistic healthcare. I believe holistic healthcare will do more good for more people under more conditions than any other approach.

Doctors have incredibly intensive, specialized training and experience. They are very intelligent and extremely good at their jobs. However, with any area of specialization come specialized risks. This is true of any discipline and the medical discipline is no exception.

Someone once observed that if your only tool is a hammer, then everything looks like a nail. I discovered this firsthand with an orthopedic surgeon many years ago. Having experienced an unusual and prolonged pain in one of my toes, I was referred to the surgeon. After a relatively fast examination, he explained to me that I needed surgery to correct a bone calcification/deformity condition.

Having never gone under the knife, this was obviously a decision that I wanted to take some time to consider carefully. In that consideration period, I consulted with my chiropractor, Dr. Bruce Rippee with the Chiropractic Life Center. Dr. Rippee took one look at the situation and correctly diagnosed a dropped metatarsal head. With some manipulation and adjustment work, he rectified the problem. I have been ever grateful that his approach saved me from an unnecessary surgery. Perhaps you have a similar story.

For holistic healthcare to work at its best, you need three components:

When these three components come together, holistic healthcare can operate efficiently and effectively. I have had conventional healthcare practitioners refer me to holistic healthcare practitioners and vice versa. When each practitioner understands and respects the other, then they become partners in patient care. This partnership brings the greatest benefit to the patient.

On another level, simply the partnership between the patient and the healthcare practitioner tremendously supports a holistic healthcare approach. Dr. Corey Iqbal with the Overland Park Regional Medical Center explains the concept (Andy Marso. “With Patients Having More Say in Treatment, When Do Doctors Say No?” The Kansas City Star . October 15, 2017. p. 12A):

Dr. Iqbal emphasizes that as a doctor, he must remain open to alternative approaches to the patient’s condition:

I deeply appreciate the fact that Dr. Iqbal admits he does not always have all the answers. That is why he is open to alternative approaches. That attitude can only enhance the quality of his patient relationships because his patients know that he is willing to look in other directions.

Dr. Rippee also addresses the importance of that doctor-patient relationship as an essential component to successful holistic healthcare. He genuinely wants to be his patient’s partner. He summarizes his commitment to helping the patient focus on specific goals while exercising a holistic approach (personal communication on file, 10/26/17):

Dr. Iqbal and Dr. Rippee are just two examples among many. Increasing numbers of healthcare practitioners are awakening to the fact that healthcare intrinsically demands a holistic approach. Healthcare, by definition must be holistic. Genuine healthcare understands that a hammer is not the only tool. And the more tools we have in our toolbox and the more we use them, the happier, wiser, and healthier we will all be.

Let’s keep pursuing a holistic healthcare!

KEEPING UP WITH TECHNOLOGY

Thu, 19 Oct 2017 13:23:00 GMT

Whether we are talking about you, a home office, or a major corporation, a constant question is how far do you go to keep up with technology? Given the speed of technological change, the pressure to be on the cutting edge, and the need for return on investment, this is an increasingly critical and complex challenge. What company (or individual) wants to be branded as a dinosaur? And these days you earn no medals for being one!

When considering a technology upgrade, finding the perfect timing is the difficult part. Upgrade or adopt too soon, and you run the risk of unintended consequences and exorbitant costs. Upgrade or adopt too late, and you run the risk of decreasing profits and unexpected breakdowns and inefficiencies.

Of course budget and planning cycles must be considered too. Whether in the corporate world or in the home office, to everything there is a season. We have to be smart about technological timing in the context of the big-picture.

Do not underestimate the costs of disruption. Too many business owners do. Sometimes it just makes more sense (and cents) to maintain the technology status quo while certain production schedules are met per contract instead of disrupting productivity just for the sake of the technology upgrade. However, at some point, the disruption if carefully planned, will become the answer to move the organization forward by making it leaner and meaner. The point is that the disruption can and should be carefully planned.

A significant source of insight are your frontline employees. They are usually the people facing the good results or the bad results that are directly driven by the technology. It is amazing how often the frontline agents can see the obvious technology-driven chaos while the oblivious company leadership sits silently in its silo.

These and many more factors must be assessed to identify the ideal timing for a technology upgrade or adoption. Even more important than any single technology move is that you are constantly observing the technological landscape. Technology is always changing. As much as we might hope for that day, a “set it and forget it” approach won’t work with technology. If you keep your eye on it, then you’ll know when to take action!

TECHNOLOGY CHANGES VERSUS QUALITY

Thu, 12 Oct 2017 18:07:00 GMT

Artificial intelligence fulfills many roles today to handle customers. Nevertheless, the ongoing question of how AI affects the customer experience remains an open debate. We have been through good and bad technological transitions in the past and we have survived and sometimes thrived. Nevertheless, some of those technological changes have enhanced the customer experience while others have harmed it.

In the early days of the Internet, I can remember my wife reacting to multiple radio and TV commercials by exclaiming, “everything is www this and www that!” She was not happy with so many resources being available on the Web when those early Web days did not always provide the most stellar customer experience. Today she is all over the Web. Obviously, she, like most of us, adjusted and it has been for the good.

Simultaneously, I have some big questions. How will we end up adjusting to AI at the core of our customer experiences or will we? How much will the sense of being passed off to an inferior being insult our intelligence thus causing us to reject the AI element? To what degree will AI degrade the quality of the customer experience? These are all vital questions that have yet to be answered. Time will reveal.

In answering the above questions, we must never forget that ultimately a company does not decide if its products and services are passing the quality assurance tests. That right genuinely belongs to the end user. Customers decide whether a company’s products and services pass the QA test. And it will be the customers that determine whether AI passes the QA test too.

SETTLING FOR A VIRTUAL HUMAN

Thu, 05 Oct 2017 18:17:00 GMT

I once answered a business telephone line with our company greeting and I was very focused and perfect—perhaps a little too focused and perfect. The lady on the other end paused and then asked, “Are you a real person?” I laughed and assured our customer that I was indeed a real person.

We have all been there one way or another. It can be frustrating when you don’t know if the voice on the other end of the line is a human or a virtual human using so-called artificial intelligence. But I think that the frustration goes deeper than that.

Whenever we are prevented from speaking with a real person our customer experience degrades, however slight. That’s another reason why Dilbert got it right with the character “Mordac, the preventer of IT services.” Too often, companies seem to be trying to prevent a positive customer experience. Perhaps that is just one of the reasons why we see such an effort to refine AI. We want AI to replicate the human-contact experience in all aspects so that the customer experience does not degrade, however slight. The idea is that if AI can handle the customer’s request efficiently and convincingly, then the organization saves money and a positive customer experience is preserved. Everyone wins, at least in theory.

As much as I understand that conceptually, scientifically, psychologically, and commercially, I remain somehow unsatisfied and of course that directly affects my customer experience. It’s both an overt and a subtle situation, but it’s definitely not good. Ashlee Vance very accurately captures the experience (“Life, or Something Like It” Bloomberg Businessweek . September 11, 2017, pp. 42–47):

Technology is a wonderful thing. I value it for all its magnificent benefits and I continuously use it to the max. Yet we are human beings and we crave human interaction, especially during those moments when we have a pressing issue to resolve.

AI can do many things because it is the culmination of technology. Nevertheless, it remains technology no matter how intensely we might try to convince ourselves (and our customers) that it is human. Note the quote: “because they feel like they’ve been pawned off on an inferior being.” And what does that do to the customer experience?

ARTIFICIAL WHAT

Fri, 29 Sep 2017 15:39:00 GMT

Artificial intelligence is happening all around us, yet I often muse that the term is an oxymoron and perhaps you have to be a moron to believe the term. How can something that is by definition artificial truly be intelligent? Well, I suppose it all comes down to how you choose to define “intelligence.” You might have a very high standard for the definition while another person might have a very low standard while others are happy somewhere in the middle. This is important because exactly how you choose to set that standard drives how this so-called AI is crafted, evaluated, and used.

My problem with AI is that fundamentally AI is driven by code. Code of course refers to the particular programming language and precisely how it is constructed to handle the required tasks. And of course code by fundamental definition is rigidly deterministic.

Using these bits of code and assembling them into massively complex hierarchies eventually creates computer behaviors that appear to replicate human behaviors. When that occurs we are quick to declare the marvelous manifestation of AI.

My problem however is that the human always sees the bigger picture. It is the bigger picture that is not limited to the code. Therefore it is the human perspective that is intrinsically superior to AI.

Because this is true, computer scientists are ever pursuing increasingly complex coding to strive unceasingly to replicate that vital, unique, true human perspective. The problem remains that although this is scientifically (and yes, practically) a noble pursuit, it remains a modern version of a Zeno’s paradox; although you come increasingly close to the destination, it is a destination never reached. (Yes, I understand we have “solutions” to Zeno’s paradox. Nevertheless, the image of Zeno’s paradox is what illustrates our challenge.)

So the ultimate destination is that we so completely code to replicate so perfectly the human thought process that someday we manifest an AI that convinces us it is human, thereby passing the Turing test. Well, I’m still waiting, and I have a feeling I will be waiting a very long time. And while computers might be infinitely patient, I am not.

DESIGN WHERE IT COUNTS

Fri, 22 Sep 2017 18:02:00 GMT

In looking at products and services, I constantly keep an eye on design. How well or how poorly the product or service displays design says a lot about the business. It also will endear me or repulse me. When a product or a service is well designed, it shows, you experience it, and it just makes sense. When a product or a service is not well designed, it shows, you experience it, and it just doesn’t make sense. Whether good or for bad, design reveals itself.

How often have you stayed at a hotel and the design just didn’t make sense? I think we’ve all been to that hotel a time or two. It was not an enjoyable experience. When the design is not right, the entire customer experience is wrong because design colors everything.

Recently I stayed at a hotel that had been built within the past year . . . and it showed in many good ways. Someone gave intense thought, planning, and analysis to design. Many things, both little and big, stood out to me:

I could go on and on. The point is that many aspects of my stay greatly satisfied my eye for design. My customer experience was enhanced immensely and my overall comfort and efficiency ranked very high. Design reveals itself, especially to the customer.

How happy are you with the design of your products or services? What does your design say about you and your organization? And most important of all (where it really counts), is your design helping or hurting the customer experience?

ROBO-NEXT IS ALREADY HERE

Fri, 15 Sep 2017 02:09:00 GMT

It comes as no surprise that anything that can be automated physically or intellectually is being automated. The legal field is no exception. When you consider that attorneys don’t come cheap, most of us would agree that anything that improves their efficiency is a very good thing. Jason Koebler summarizes how artificial intelligence has already been changing the legal profession (“Rise of the Robolawyers: How Legal Representation Could Come to Resemble TurboTax” The Atlantic . April 2017, pp. 26–27):

Given litigation’s patterns and statistics, algorithms’ powers, and increasingly sophisticated coding, the robo-lawyer might well be able to handle most civil cases except for the highly complex ones. So what’s robo-next? Robo-doctors, robo-architects, robo-engineers, robo-therapists, robo-waiters, robot-hairdressers, robo-plumbers, robo-writers? And how much will people tolerate concerning the customer experience? Even a canned response that makes logical sense or is technically correct sometimes just feels sterile and unsatisfying.

Just because you can do something via robot does not automatically mean it is always the best idea. When is a customer experience that only involves one human better than a customer experience that involves two humans? Does it truly matter?

Well, as you can see, I have my doubts. But then again, if I have doubts, then that really wouldn’t make much sense now would it? Listen, James Meadows will be back next week. Just do me a favor and please don’t tell him that I wrote his blog post today. He might not appreciate that.

LABOR DAY DESIRES

Tue, 29 Aug 2017 23:28:00 GMT

As we approach our nation’s annual engagement of the Labor Day holiday, let’s remember all the things it should bring to mind. The very first Labor Day occurred in 1882 and it became a federal holiday in 1894. Its purpose was to celebrate work by not working, and to give workers a nice break between Independence Day and Thanksgiving.

If you are fortunate enough to have a job, then be thankful for that. Many people are searching for employment. Others battle various physical or psychological ailments that undermine their ability to work.

If you are currently searching for a job, then be thankful you have the opportunity to reinvent yourself. Many times a closed door of opportunity leads to a new door of better opportunity. Meanwhile, take advantage of the extra time unemployment provides to do some serious introspection, self-assessment, and career reengineering. Your professional growth depends on it.

Don’t forget that you also need to take some time off to recharge your batteries. Rest and recreation help us to be better workers. “Off time” and “on time” have a symbiotic relationship. Our off time recharges our batteries for on time. Our on time challenges us sufficiently so that we appreciate our off time.

Finally, pay attention to the rhythm of the calendar. Shortly after our celebration of labor, we move toward the more major holidays of our nation. It’s great to celebrate labor and the professional life. However, let’s spend equal time exploring and celebrating personal time and the personal life. Here are some good questions to get you started:

These are the kinds of questions we should never forget because they affect us and others both at work and away from work. So if you are not happy with the answers, then why not take on a new homework assignment to figure out why? That would be labor well spent this Labor Day!

SHRINKAGE 101

Tue, 22 Aug 2017 18:08:00 GMT

Shrinkage.

It is a word that means different things to different people. A consumer views shrinkage as the new sweater that is laundered for the first time and is now 3% smaller than when new (woops!). The store owner views shrinkage as the amount of product that is stolen by external customers or internal employees. A manufacturer views shrinkage as the amount of scrap and waste that is incurred in the production process.

Shrinkage’s meaning can change significantly depending on whether you are on the giving end or the receiving end. Lately my wife has been quick to point out that she is experiencing shrinkage in our grocery shopping. The fact is she is buying smaller-sized containers of the same product for the same price as when the container was larger. It irks her that a company somehow things she doesn’t catch this indirect price increase. Here are just a few examples:

Perhaps recognizing some of the consumer backlash, she has noticed that on some containers recently bright yellow explosion-style labels are showing up on the front of the package, declaring “Still 12 ounces!” as if that is supposed to be a selling point now.

Then we have the carton of ice cream that used to cost $4.10 still costs the same, but its size is 25% smaller. Shortly after the ice cream trick, one brand of ice cream splashed a big label on its shrunken carton announcing “two bonus scoops included free!” It reminds me of George Orwell’s novel 1984 in which the dystopian government would announce that due to the country’s prosperity, the chocolate ration was being increased. The only problem was that all the while the lead character Winston Smith clearly remembers that the chocolate ration was actually going down (but we’re never going to actually say that now, are we?).

So my question is this: where does a company making a smart decision to increase its profits by reducing its expenses cross over the line to insulting its customers’ intelligence by somehow telling them they are too stupid to notice what is happening? Please just increase the price for the same size and quantity of product, and I will be happy to pay that new price. But don’t make the ploy that I’m too stupid to see that the chocolate ration is going down, not up! If you have confidence in your product, then please don’t play games with my price.

Kathy’s latest catch is toilet paper. Yes, good old TP. She had her suspicions and she finally acted upon them. Upon a careful measurement of an empty TP tube and comparing it to an older empty TP tube, an eighth of an inch reduction was proven. And she thinks it is getting worse.

So now we have to get along on less TP too? Where will it all end? I don’t even want to think about that end.

A SOLAR ECLIPSE FOR THE RECORD BOOKS

Tue, 15 Aug 2017 15:33:00 GMT

The approaching solar eclipse of August 21, 2017, promises to be a monumental, once-in-a-lifetime, astronomical event of gargantuan and historical significance. Growing up I can remember witnessing a few partial solar eclipses here and there, but never a complete solar eclipse. Because I happen to live in the northeast side of Kansas City, I along with anyone else living in the path of totality will be privileged to experience a total solar eclipse. This is an absolutely amazing and thrilling situation to behold.

Scientifically, the total solar eclipse presents tremendous opportunities for research and data collection. You have to remember that this is the first total solar eclipse to traverse the nation in 99 years. This will truly be the event of a lifetime for astronomers and other scientists. They of course will be diligently monitoring the entire event from multiple observation points on the ground and in the air.

If you plan to be in or happen to already live in the path of totality, a handy tool is available to confirm individual locations. In addition to confirming that an address is in the totality path, it also calculates the duration for the full eclipse at that specific location. Due to mountain and valley variations on the moon surface, the northern and southern edges of the totality path can vary by as much as a half mile. Therefore, if location-wise you happen to be in that predicament, you will want to factor in some additional distance for your target location just to be sure that you don’t miss it.

As long as the skies remain clear, we should be in good shape for excellent viewing. The two big factors in our favor are the time and date of the eclipse. Due to the time of the eclipse, it means the sun is positioned roughly overheard for easier viewing as opposed to close to the horizon. The date being in middle August means we have about a 95% probability of completely clear skies that day.

If you intend to watch any part of the eclipse, remember to be well prepared with special-purpose solar filters such as “eclipse glasses.” Be certain that the viewing glasses are compliant with the international safety standard ISO 12312-2.

Watch, experience, and enjoy!

WHY YOU’RE STRONGER THAN STEEL

Thu, 10 Aug 2017 15:26:00 GMT

Ever improving productivity translates to fewer workers. If you are one of those surplus workers, that does not guarantee that you don’t have a job—it just means that you don’t have that job. With revised skills, specialized training, a new twist on your talent, or a fresh career direction, you will soon be some company’s desired new-hire.

Steel mill production is an interesting example of how this works. Within the past two decades industrywide, the number of worker-hours needed to produce one ton of steel dropped from 700 to 250. Steel plants of the future replacing older plants of the past are immensely more sophisticated and IT enhanced. This means fewer employees are needed, but the ones that are needed must be more educated or skilled (Thomas Biesheuvel “500,000 Tons of Steel. 14 Jobs” Bloomberg Businessweek . June 26, 2017, pp. 16–17).

Some people are good at navigating these tumultuous seas to better shores while others end up on deserted islands or lost at sea. How well you do depends on your attitude, skills, education, drive, and passion. Having a plan is vital along with working your personal and professional network.

Long gone are the days when Father Corporation promised to take care of you for your entire career and beyond. Rather than hopelessly searching for a guaranteed job for life, it is your responsibility to reengineer yourself for a much better goal—guaranteed lifetime employability. The difference between the two strategies is massive. However, crossing that gulf is not impossible. It is even exhilarating and fun when you do it right.

Reengineering steel manufacturing will be a constant process. Much more important than reengineering steel however, is reengineering you. That is your responsibility. The sooner you embrace it, the happier and more successful you will be. Remember, in today’s economy you have to be stronger than steel.

KEEP YOUR EYES OPEN

Tue, 01 Aug 2017 17:34:00 GMT

Some of the most profound life truths are the simplest. Woody Allen said 90% of life is just showing up. Although certainly a humorous statement, it bears a subtle significant truth we cannot escape. Presence is important.

Another simple yet profound life truth is keep your eyes open. The power of observation is something that can benefit each of us if we remember to use it. Of course we all have those times when our eyes can fool us. It is an extremely old joke, but I will share it anyway:

Lest we immediately see ourselves as immune to such foolish tricks of the eyes, never forget that sadly sometimes we can get so caught up in our own little world that we forget to observe. If we forget to observe then we rob ourselves of valuable lessons that observation reveals.

You’ve heard of active listening? Well how about active observation? Simple observation holds tremendous power if you intentionally tap into it. Some of the most powerful leadership, life, business, and relationship lessons I have ever learned arose not from a book, a class, or a seminar, but from simple observation. And the good news is that you never run out of people to observe!

Think about the people you most admire, the people you view as the most successful, the people you believe have accomplished the most for their organizations, and the people that have been your best mentors, friends, and confidants. A major reason that you hold those persons in such high esteem is because you have observed them in different situations. If you take the time to ponder how they handled those situations, you can usually think of similar situations you face today. Then simply ask yourself how can I better handle a situation I face today based on my observations of that person and thereby achieve similar positive outcomes?

I have learned much from the people that have mentored me. Much of that learning was delivered directly by the person’s words, and of course I value that immeasurably. However, the majority of what I learned materialized within me as I pondered my meticulous observations of that person. What they did spoke louder than what they said.

A particularly wonderful convenience about the power of observation is that you don’t even have to know the person you are observing. Public figures, people you read about, individuals you simply happen to see from a distance, people you might only know very indirectly all provide observational learning lessons. Someone I know well simply recounting an episode about someone I don’t know, provides observation power if I mine the story for its gold and apply it to my life. The possibilities and permutations are endless. You never run out of ways to learn from observation.

In all this, you might be assuming that I am only talking about positive examples because we all value positive outcomes. While we definitely value those positive outcomes from positive examples, you can learn as much from a negative example as from a positive one. In a sense, those examples are particularly potent in that you didn’t have to experience the pain or embarrassment yourself to learn that lesson. You watched someone else go through the catastrophe. You must keep your eyes open. I have learned immensely from some horrific examples. Understanding the wrong way to do something is just as important as understanding the right way to do something.

You’re never so smart that you can’t learn another valuable lesson (but if you think you are, then I’d like to talk with you!). Observation is so obvious and simple. Because of that, its profundity sometimes escapes us. Seeing a truth demonstrated can be so much more powerful than simply hearing it articulated.

Keep your eyes open.

NAVIGATION BEATS MEMORIZATION

Wed, 26 Jul 2017 06:26:00 GMT

In one of the classes I regularly train, I emphatically tell my students:

Navigation means knowing where to look, what tools and resources to use, and how to network. Whether online or in person, navigation is what makes anyone successful in a job. Many people can memorize, but memorization will eventually fail you because content and technology will change. But the person who knows where to find the information will always win.

The jobs market and where the economy is going are areas that similarly favor the navigator over the memorizer. Memorization can get you locked into positions and situations that may no longer be accurate or viable. On the other hand, navigation will sustain you as a player on the field.

The June 26, 2017 issue of Bloomberg Businessweek is entitled, “The Jobs Issue.” In it, Peter Coy ponders the future of automation and robots. He points out that although robots can do many things in the workplace, many things exist that they cannot do. And that is exactly why navigation is important for the American worker today as Coy explains (“The Robots Are Coming (But You’ll Still Need to Work)” pp. 8–9):

If employers just needed bodies, then yes, any robot will do. But for most tasks, employers need talents and only people have those. Talents are further developed by education. More education increases worker versatility and yes . . . the ability to navigate.

The statistics continuously prove the direct and indirect value of education. The seasonally adjusted June 2017 unemployment rate for persons not having a high school diploma is 6.4% ( Bureau of Labor Statistics ). Having a high school diploma drops that rate to 4.6% and some college or a two-year degree drops it further to 3.8%. Pretty good trending, would you not agree? Finally, if we look at people having a four-year degree, a graduate degree, or a doctoral degree, the unemployment rate is a low 2.4%. Not bad, given our rough economy.

Regardless of how good or bad the economy is, regardless of how many individual academic and career disasters can be cited, and regardless of how loudly the antidegree crowd howls, overall you are still in a better position having a degree than not having a degree. And one of the intrinsic reasons why is because navigation beats memorization.

The jobs market and where the economy is going will always be challenging areas. Yes, it is okay to be a memorizer. Just be certain that your ability as a memorizer is only exceeded by your ability as a navigator.

JOBS, CHANGE, AND CHEESE

Fri, 21 Jul 2017 07:40:00 GMT

Jobs are forever an important topic of discussion. The terms of that discussion are always changing. I think it has something to do with the cheese.

In his classic book, Who Moved My Cheese? Spencer Johnson posits that some changes are changes that we can control. Some changes are changes that we cannot control. But our attitude is of ultimate importance with all change. How you respond to change is immensely more important, powerful, and telling than the specifics of the change itself.

The June 26, 2017 issue of Bloomberg Businessweek is entitled, “The Jobs Issue.” In it, Michael R. Bloomberg makes a fundamentally important declaration about changes in the job market and how we ought to respond (“Government and the Rise of Automation” p. 10):

And why would we want to do that? We can no further stop the changing job market than we can stop time. But how you respond to changes in the job market is immensely more important, powerful, and telling that the specifics of the change.

Bloomberg goes on to emphasize the importance of a synergistic cooperation among employers, governments, universities, and workers to facilitate navigation in our incredibly complex and constantly changing employment world, all of which I endorse. As important as all that is, when it comes to the individual worker, that is where the buck has always and will always stop. You and I as individuals must assume rightful responsibility for making and keeping ourselves employable.

Ultimately, no one ever truly has a right or a guarantee to a job. What we do have is the constant opportunity to make ourselves employable. And exactly what that looks like is as varied as the colors of the rainbow.

Preparing oneself for a viable, lucrative, and fulfilling future is not something you do once and then forget about it. It is a lifelong endeavor. This means that we ought to be constantly assessing our skills, experience, credentials, strengths, weaknesses, and aptitudes. The job that is a perfect fit today may be the job you grow out of tomorrow. The job that you earned last year could be the job that is eliminated today.

Life has ups and downs, good times and bad times. Jobs come and go. However, what never changes is that you have the power to craft who you are and who you are becoming. Those are endeavors that must always take top priority in your life. After all, your future genuinely depends on it.

OWNING VERSUS RENTING AGAIN

Tue, 11 Jul 2017 18:48:00 GMT

One way or another we’ve all entertained the proverbial question of should we own or rent? Of course, the correct answer to that question always depends on your circumstances and what is being owned or rented. In the business and technology world, one of the latest places the own-or-rent question arises is software.

Are you better off purchasing a software application (in which case of course you do not truly own the software, but rather you have purchased a license to use the software) or are you better off paying a regular fee to maintain your license to continue to use the software? In the “own” scenario, the user retains the freedom to decide when a new release of the software justifies a new or an upgrade purchase. In the “rent” scenario, the user pays a cyclical fee for the right to continue using the software, with its updates automatically included as they are issued. Obviously, we often find consumers strongly advocating or condemning one or the other approach.

Be that as it may, the controversy is not stopping increasing numbers of software companies from shifting over to the “rent” scenario. SaaS (software as a service) has been around a while and only shows signs of accelerating growth. A few years ago when Adobe made the decision to shift more heavily into SaaS, the decision looked a little risky. However, about 80% of Adobe’s revenue now comes from subscription-based software products.

Professional photographer, Brad Trent, is a good example of those who understand, yet strongly object to, Adobe’s strategic transition to SaaS (Rob Walker, “How Adobe Got Its Customers Hooked” Bloomberg Businessweek . 6/12/17–6/18/17, pp. 37–38):

Although I appreciate Trent’s argument and concern, and share it myself to some degree, I am optimistic about the long run. We cannot forget that Adobe is intrinsically motivated to apply continuous improvement to its software services for a couple of reasons:

I remember when I was a kid my dad passionately refused to sign up for cable TV. He wanted to own his hardware and freely enjoy the advertiser-paid “free” programming. He did not believe that he should have to pay for TV entertainment, news, and information. In an analogous fashion, but from a viewer context, he made the same arguments that SaaS critics make today about software.

Well, things change. TV entertainment has always had the good, the bad, and the ugly. Nevertheless, I’d say we have a whole lot more of the good to pick from today than ever. And I think that is true of software too.

TEACH YOUR CHILDREN WELL

Wed, 28 Jun 2017 17:36:00 GMT

As scientific knowledge increases and technology grows, people have had to adjust to the transitions. We had to adjust when we began driving cars a lot more than when we were riding horses. We had to adjust when the television replaced the radio as the main entertainment/news device in the home. We had to adjust when the Internet replaced the once-a-day evening news cycle with a 24/7 news cycle. We had to adjust when personal electronic devices replaced time- and location-limited communication with instant-anywhere and asynchronous communication.

Many of these adjustments have been very positive, both in the intended benefits derived and even in the unintended consequences. However, while some of these adjustments have been very positive in the intended benefits derived, they have not necessarily always been positive in the unintended consequences. This is often the case with technological evolution.

One example of this is we as people sometimes struggle with managing social media. I see social media as a tremendously powerful, versatile tool. However, as with most things that are powerful and versatile, they can be managed wisely or unwisely. They can be used to help people or harm people. They can be used for good or evil. They can be used for self-improvement or self-destruction.

Granted, this is a massive topic, but I want to focus on just one main aspect of social media as it relates to children and young people. That aspect is personal development, especially as it applies to relationships. The time and attention that parents, guardians, schools, and mentors give to the personal development of children is incredibly important. This is true because we understand the potency of helping to build that future adult through that present child. William Wordsworth’s statement “the child is the father of the man” is no less intensely true today than it was two centuries ago. That is why with all social media’s excellent benefits, we simultaneously cannot afford to ignore its negative effects on our children.

Studies, reports, and anecdotes too numerous to name have overwhelmingly indicated these specific outcomes:

We have been observing these outcomes since the advent of smartphones and social media. In some cases, we have responded intelligently and thoughtfully to help our children learn how to control social media rather than accepting the default position of letting social media control them (and us!).

The solution as I see it is not to run from the technology. That is impossible or at least highly unrealistic. Rather, we need to teach our children how to engage technology for all its excellent benefits while further teaching them how to engage people for all their superior benefits. This means setting the example rather than being the poor pathetic product of an increasingly dehumanized technological society.

The mission is vast and it is not one to be won overnight. Lord knows, every child is different (and difficult) in their own special way. However, the solution is not to give up but to remain watchful for every opportunity to model and mentor.

Only when children recognize someone else leading in a better way might they be inspired to pursue the same. That is a calling invested into you and me every day of our lives. And I conclude it is a calling always worth pursuing because the payoff is profound.

ALL THAT GLITTERS

Tue, 20 Jun 2017 01:20:00 GMT

Some students of the economy have been known to insist that the best investment you can make is to buy gold. They go so far as to say that you should not settle for making that investment in a mutual fund or some other financial vehicle. Rather, you must purchase the metal itself and personally hold it for safety and security.

If you have a sentimental attachment to a hunk of metal, I can see that approach. However, for most investors many other investment options glitter more than gold. You can occasionally point to periods in which holding gold had merit, but taking all factors into consideration (among them, diversification of your holdings) gold is not the wisest investment for the long run.

I think it makes much more sense to put your investment dollars to work in the numerous and diverse ongoing enterprises of our economy. James K. Glassman summarizes the matter (“Investments You Can Do Without” Kiplinger’s Personal Finance . July 2017, pp. 18–20):

Indeed, all that glitters is not gold, and that’s a good thing.

FAST BUT NOT ALWAYS FREE RIDES

Tue, 13 Jun 2017 03:21:00 GMT

Automobile technology evolution has been amazing. From Henry Ford’s first Model T in 1908 to today’s modern marvels of speed, luxury, and efficiency, the ride has been fast but certainly not always free. I suppose it all depends on your perspective and priorities.

I remember in the 1960s, you had cars that were fast in their day but are dwarfed by today’s lean, mean speed machines. And of course that is true for whichever segment of the market you were shopping. It makes complete sense because automobile technology in general, as with any technology, gets better over time. Technology builds on itself continuously thereby producing higher quality results and usually at lower cost. Kyle Stock and David Ingold highlight a couple examples of this stunning technological advancement (“Autos: My Camry Cam Beat Your Aston Martin” Bloomberg Businessweek . 5/29/17–6/4/17, p. 35):

Automobile technology isn’t getting older, it’s getting better. Decades ago, if a car reached 100,000 miles before it reached the junkyard, that was a rarity. These days the case is becoming the exact opposite. Today I am the original owner of two vehicles, both of which are well into the six figures on mileage. Those engines just keep purring along mile after mile.

Now, if we could just see the same kinds of gains with . . . battery-powered cars.

SIMPLE LESSONS FROM A PIZZA MAKER

Tue, 06 Jun 2017 00:26:00 GMT

Some of the simplest lessons we find reinforced from the most successful people. John Schnatter is the CEO and founder of Papa John’s International. This fellow knows a few things about making pizza that translate to many other aspects of business and life. In his earliest days of pizza making, Schnatter observed the connection between quality and customer engagement (“How Did I Get Here?: John Schnatter” Bloomberg Businessweek . 6/5/17–6/11/17, p. 64):

Additionally, Schnatter articulates the most powerful keys to success in business and in life in general:

As I reflect on organizations and as I reflect on people, I am amazed at two things:

Simple lessons are often the most powerful. Sometimes because they are so simple, they are overlooked. Other times people somehow automatically assume that they are already doing them when in reality they are not.

Never neglect that vital connection between quality and customer engagement. Always strive to put the right person into the right job. If we implement those simple lessons, then we will enjoy the success of them too.

SWITCHING HORSES MIDSTREAM

Fri, 26 May 2017 18:38:00 GMT

We’ve all probably heard the advice not to switch horses midstream. Too much can go wrong and you might end up horseless. However, when it comes to corporate strategy, sometimes it is absolutely necessary to switch horses midstream. This is called industry disruption. As painful and as difficult as it may be, its pain and difficulty are only exceeded by its necessity.

Unfortunately, not everyone embraces industry disruptive change when it is needed. The results of a survey by the World Economic Forum identify some very interesting dynamics about barriers to change (“The Way We Work Now” Fortune . May 1, 2017. p. 9). Respondents said the top barrier to change and its close runner-ups are:

Last place was more distant and thereby more promising in this case:

These results say several things about the state of disruptive industry change today.

All the above tie back to the fundamental barrier to change: insufficient understanding of disruptive changes. Interestingly, painfully, and not surprisingly, everything about industry disruptive change links back to the fundamental importance of understanding it. We see this constantly. Companies that understand the industry disruptive change get ahead of the curve and profit from it. Companies that do not understand the industry disruptive change fall behind the curve and suffer from it. This is why strategy is of ultimate importance.

Many of the most successful companies today seized an opportunity to create the industry disruptive change. That is how they made their names. They were the industry disruptors.

Every leader must spend time with the metrics, the numbers, the budgets, the reports, and the routine. These are necessary mundane tasks. But every leader that wants its organization to stay on the cutting edge must spend time pondering the industry disruptive change. That is the 20% of time that will bring 80% of the results—that is when switching horses midstream is a winning strategy.

CHOOSING THE UAKARI OR THE SQUID

Wed, 17 May 2017 17:47:00 GMT

Some have called the uakari monkey the shyest animal in the world. On the opposite end of the spectrum, some have called the squid the most curious animal in the world. Although introverts might argue the value of shyness, that still leaves much to be discussed about the value of curiosity.

The squid is often extremely curious about its surroundings. That curiosity pays off because squids are very intelligent. They can learn more about their environment and acquire new skills. Squids have been known to use tools to protect themselves.

I’m not knocking shyness. Quietude has its own value. Everyone is different and we have to be who we are.

However, I am knocking shyness when it comes to corporations. Uakari behavior will not produce nearly as much progress as squid behavior. Jeff Immelt (GE CEO) definitely embraces the squid approach to corporate strategy instead of the uakari approach. Bloomberg Businessweek Editor-in-Chief John Micklethwait asked Immelt how he had changed GE during his tenure. Immelt’s response (2/13/17–2/19/17, pp. 22–23):

Clearly, GE is placing an emphasis on technology and the customer, all within the context of a growing global economy. Companies that do this well will be the companies that survive and thrive. And this is where it pays to be a squid.

MAYBE WE ARE ALL BAD DRIVERS

Tue, 09 May 2017 18:12:00 GMT

Why is it that everyone drives worse than you do? Well that’s a good question. It seems everyone has that problem (me included!). It seems to be a common human problem.

On that note, Bill Ford (Ford Executive Chairman) was recently pondering the concept of cars that can fly. Now there’s a scary thought! Ford drilled down to a major concern (Kyle Stock. “Movers” Bloomberg Businessweek . 3/20/17–3/26/17, p. 13):

Mr. Ford, I do believe you are correct!

CHOOSE THE CHALLENGE

Tue, 02 May 2017 18:18:00 GMT

How confident are you that you can do your job? How much pride do you take in doing your job perfectly every day and in every way? How exquisitely do you know your craft? How knowledgeable are you with each element of your job?

These are good questions. On the surface, perhaps you are thinking that the more positively you can answer each of them, the better off you, your organization, and your customers are. That might be true. Yet there is another viewpoint that perhaps you haven’t considered.

Danielle Brown (Intel, Chief Diversity and Inclusion Officer) shares a provocative perspective about the challenge of your job (“How Did I Get Here?: Danielle Brown” Bloomberg Businessweek . 3/13/17–3/19/17, p. 76):

Put yourself back into any situation in which you were intensely challenged. Did you not also find significant learning? Did you not also find deep growth both personally and professionally? Is it not true then that you became your best as you experienced your greatest challenge?

What does the challenge of your current job say about how much you are learning and growing? That is a question only you can answer. However, you owe it to yourself to seek out that challenge. Without it, you cannot become your best self.

BAFFLING OR NOT, LET’S LEARN THE LESSONS FROM VOLSWAGEN

Mon, 24 Apr 2017 18:03:00 GMT

I have been observing the Volkswagen diesel emissions fraud case and its aftermath over the past couple years. The magnitude of the scheme on so many levels and the questions it raises are enormously significant in our increasingly complex society. As is so often the case, the original understanding of the crime turned out to be just the proverbial scratch on the surface. The picture became gloomier as the investigators dug deeper.

US District Judge Sean Cox ordered Volkswagen to pay a criminal penalty of $2.8 billion. Meanwhile, separate from that tidy sum, Volkswagen is paying $1.5 billion to settle the civil litigation case filed by the environmental regulators. Oh, and by the way, the carmaker is also spending $11 billion to settle with John Q. Public by buying back cars or providing other compensation for the losses.

Criminal charges have been levied against seven employees, but five of those persons are in Germany and extradition is not probable. Nevertheless, Judge Cox has strongly encouraged the German government to prosecute those persons as criminals.

What follows are some observations and questions I ponder:

As the case and its consequences continue to unfold, it is my hope that we as individuals, businesspersons, leaders, and organizations are paying attention. We can learn as much from a tragedy as we can a triumph.

[If you are interested, here is the original analysis article I first published September 23, 2015.]—–

GETTING BACK ON THE ROAD: HOW VOLKSWAGEN RECOVERS

Last week the Environmental Protection Agency accused Volkswagen of integrating a defeat device into nearly half a million cars’ software to fool emissions testers. The software programming allegedly affects numerous diesel models such as the 2009–15 Jetta, the 2009–15 Beetle, the 2009–15 Golf, the 2014–15 Passat, and the 2009–15 Audi A3. Please note that this involves seven consecutive model years.

Jack Ewing reports on exactly what the software does (The New York Times in The Kansas City Star . “Scandal Weights on Volkswagen.” September 22, 2015, pp. A6–A7):

Volkswagen executives have already admitted to the deception. The investigation, of course, is ongoing. A couple days ago, I identified four major ethical concerns connected to this situation:

In the wake of this corporate debacle, it will be most interesting to observe Volkswagen’s response. There is a right way and a wrong way to do this. If Volkswagen wants to do it the right way, then we should see a response that involves a convincing combination of these essential elements:

Volkswagen presents us with a textbook case study of a tragically common corporate disaster. Let’s hope we are all satisfied with how it responds.

CREEPING CORPORATE ENTROPY

Wed, 19 Apr 2017 17:38:00 GMT

Entropy is a thermodynamics principle that is a measure of the energy that is not available for work during a thermodynamic process. A closed system evolves toward a state of maximum entropy. More broadly, entropy says that things tend to move from orderliness to disorderliness.

Entropy rings equally true when translated to a cultural context. Left to themselves, things tend to move from order to disorder. If you don’t believe me, just look in your car’s back seat, your office, your refrigerator, your garage, or your nearest teenager’s bedroom. Entropy is something that we combat daily . . . or we fail to combat it and thus succumb to it.

When we look at organizational development dynamics, we often see what I like to call creeping corporate entropy. That is when entropy is affecting groups of people, organizations, or companies. What makes creeping corporate entropy so much more invasive and persistent is the simple fact that you literally have more moving parts (called people). The pervasiveness, individuality, unpredictability, and volatility of those parts render the organization vulnerable to being less effective at combatting entropy.

One of the many negative technological effects of creeping corporate entropy is that the entire organization will experience a degradation of its technical capabilities. Garrett M. Graff writing for Bloomberg Businessweek gives us a prime example of this from the nation’s presidency (“Trump Force One” 3/20/17–3/26/17, pp. 48–53):

That sad, surprising, and slightly humorous example reminds us that if we want our people and our organizations to be on the cutting edge, then creeping corporate entropy is something we can never ignore . . . on any level. The default setting of creeping corporate entropy is to win.

We have work to do.

LET THE FACTS DO THEIR JOB

Tue, 11 Apr 2017 17:46:00 GMT

Candace King Weir and Amelia Weir are a mother-daughter team that own Paradigm Micro Cap, a mutual fund specializing in small companies. The Albany, New York, mutual fund manages $800 million for its clients. Paradigm Micro Cap is one of the few mutual funds operated by women. Currently, women operate about 10% of all mutual funds.

That fact is not lost on the Weirs. They have routinely encountered stereotypes and misperceptions by some people. Amelia Weir acknowledges that reality yet she moves beyond it with a mitigation strategy (Bodnar, Janet. “All in the Fund Family” Kiplinger’s Personal Finance . December 2016, p. 21):

She expresses a truth that I have observed repeatedly. First, people do make assumptions and second, you don’t have to let those assumptions stop you from doing your job. In short: let the facts speak for themselves. As the Weir team has simply handled business professionally and proficiently, Paradigm Micro Cap has demonstrated its worth to its customers. The facts speak for themselves.

The next time someone stereotypes you or makes blatant assumptions about you, don’t take it personally. Be gracious, move forward, do your job professionally and proficiently. Let the facts speak for themselves . . . they always do.

LEADERSHIP LESSONS FROM MARK ZUCKERBERG—PART FOUR

Tue, 04 Apr 2017 17:42:00 GMT

In late 2016 Fortune announced the conferring of “Businessperson of the Year” title upon Founder and CEO of Facebook, Mark Zuckerberg. Related to that, Adam Lashinsky wrote a fascinating article on what we can learn from Zuckerberg’s leadership and management style. A few key ideas jumped out to me. Here, Zuckerberg describes an empowering Facebook-improvement feature that is driven directly by the organization’s size (“How to Lead Like Zuck” Fortune . December 1, 2016, pp. 66–72):

This practice demonstrates two key leadership qualities from which every leader can benefit:

Do you want to improve your leadership? Adopt these two approaches and enjoy the benefits.

LEADERSHIP LESSONS FROM MARK ZUCKERBERG—PART THREE

Wed, 29 Mar 2017 17:07:00 GMT

In late 2016 Fortune announced the conferring of “Businessperson of the Year” title upon Founder and CEO of Facebook, Mark Zuckerberg. Related to that, Adam Lashinsky wrote a fascinating article on what we can learn from Zuckerberg’s leadership and management style. A few key ideas jumped out to me. Here is one of them from the article (“How to Lead Like Zuck” Fortune . December 1, 2016, pp. 66–72):

The fact that Zuckerberg has chosen to put this growth team into place demonstrates several aspects of being a quality leader:

Do you want to be a quality leader? Infuse your leadership approach with these four points and watch them work.

LEADERSHIP LESSONS FROM MARK ZUCKERBERG—PART TWO

Thu, 23 Mar 2017 16:59:00 GMT

In late 2016 Fortune announced the conferring of “Businessperson of the Year” title upon Founder and CEO of Facebook, Mark Zuckerberg. Related to that, Adam Lashinsky wrote a fascinating article on what we can learn from Zuckerberg’s leadership and management style. A few key ideas jumped out to me. Here is one of them from the article (“How to Lead Like Zuck” Fortune . December 1, 2016, pp. 66–72):

Haven’t we all had the embarrassing experience of thinking we have a brilliant idea . . . until the moment we begin to verbalize it? Upon verbalizing it, we suddenly realize how stupid it is. Well, that process works positively just as much as it works negatively. The more you can talk about your idea, the more you can crystallize your thinking and design. That is why we need to keep talking!

Do we all occasionally have those stroke-of-genius moments when our best ideas come to us alone? Of course we do. However, by and large, my best ideas have come to me when I have had the chance to collaborate, consult, and dialog with other people. Therefore, in a sense, my best ideas truly are not my ideas as much as they are our ideas. That is what Zuckerberg is saying.

The more you have the opportunity to kick your ideas around with other people, the better. It gives you the chance to hear yourself think and it opens the door to instant diverse viewpoints, many of which you never would have arrived at on your own.

Are you developing a brilliant idea? Just keep talking!

LEADERSHIP LESSONS FROM MARK ZUCKERBERG—PART ONE

Fri, 17 Mar 2017 17:35:00 GMT

In late 2016 Fortune announced the conferring of “Businessperson of the Year” title upon Founder and CEO of Facebook, Mark Zuckerberg. Related to that, Adam Lashinsky wrote a fascinating article on what we can learn from Zuckerberg’s leadership and management style. A few key ideas jumped out to me. Here is one of them from the article (“How to Lead Like Zuck” Fortune. December 1, 2016, pp. 66–72):

Although I understand what Vernal is expressing, it remains potentially an impossibly overwhelming phenomenon. How does one “think for the ages”? How does one think “century to century”? Who among us can even venture to go there?

On the other hand, whenever we automatically make decisions based on bedrock ethical principles, are we not then thinking “for the ages”? I think we are. But that kind of thinking is different than what Vernal cites. Vernal is focusing more on Zuckerberg’s thinking as it specifically relates to a strategy of technology and its confluence with humanity. Vernal is focusing in on what those outcomes are. And it is Zuckerberg’s thoughts about those outcomes that lead to Zuckerberg’s unique success.

So how might this apply to you and me? Can we ever replicate that process? Probably in too many ways to list. Nonetheless, here are a couple applications to consider:

And so, it is a given to think day to day and week to week. Indeed it is necessary. Nevertheless, let us never forget how important it is to think century to century. The short view is important and will happen by default. However, we (like Zuckerberg) must never neglect the long view. For that is where the unique successes are found.

DON’T CALL ME FOR BOOK RATES

Thu, 09 Mar 2017 20:00:00 GMT

Every once in a while when someone learns that one of the hats I wear is that of a freelance corporate writer, that person becomes intrigued and asks me to help write a book about a fantastic true story. This doesn’t mean that the person’s story is boring, uninspiring, or not helpful. It might be a great story. However, it simply demonstrates a common misunderstanding about the publishing world. That misunderstanding is that publishing a book is an easy, fun, inexpensive process that is guaranteed to succeed if you simply have a good writer.

The reality is that the world of book publishing is much larger and complex than most folks can imagine. Book publishing is many things but one thing it is not is a quick easy path to riches and success. If indeed you have a book in you, then write it! Just don’t expect that book to be your meal ticket.

First and foremost, you need to determine whether a book is an effective tactic in a much larger strategy, and if so, then you need to coordinate many additional tactics throughout that strategy to make it all work. Some folks end up doing this very successfully and others fail miserably. It is best to know which crowd you are in before you begin.

Anna Sproul-Latimer is a literary agent with the Ross Yoon Agency. I like the way she summarizes these realities (Kara Gebhart Uhl, “Meet the Agent” Writer’s Digest . March/April 2017, p. 17):

Now that’s good advice for any aspiring writer!

NOT ALL WISHES COME TRUE

Thu, 02 Mar 2017 18:07:00 GMT

A regular pastime of mine is making fun of artificial intelligence. AI can be a wonderful thing in as far as it goes, in as much as it can do, and in as much as we allow it to do. AI is powerful because–under the right circumstances–it can (apparently) replicate human thought quickly and easily. Simultaneously, AI has intrinsic weaknesses due to its obvious lack of human qualities such as empathy, consciousness, judgment, free will, and holistic thinking.

Alan Turing is considered to be the father of modern computer science. Although he died in 1954 his “Turing test” continues to fuel the constant quest of computer scientists in their goal of creating a computer so powerful that you or I would find it indistinguishable from a human being. The Turing test is said to be passed if in our texting to and from that computer, we would be convinced that we were communicating with another person instead of just a machine. Hence, the constant quest to write code that will pass the Turing test.

Lately some within the computing community have proposed that the Turing test has outlived its usefulness. This position derives from the growing idea that the Turing test itself is based more on deception than true intelligence or thought. Gary Marcus is the director of Uber AI Labs and a professor of psychology and neural science at New York University. He recently wrote about his team’s endeavors into this fascinating argument.

Two points from Marcus’ team especially capture my attention. One involves the debunking of the very idea that just one test (the Turing test) is genuinely capable of assessing AI (Marcus, Gary. “Am I Human?” Scientific American . March 2017, pp. 58–63):

The other point is the intrinsic and pervasive superiority of your brain or mine over any AI system. This of course again underscores the idea that AI may be an impossible goal:

Well, back to one of my favorite pastimes. The next time you find yourself wishing that you were smarter than a computer, please stop. The truer “wish” would be that a computer was smarter than you. And as we all know, not all wishes come true.

WHEN DEAD PAPER IS BETTER THAN LIVE SCREENS

Tue, 21 Feb 2017 18:45:00 GMT

David Sax wrote a book called Revenge of Analog: Real Things and Why They Matter . He addresses the occasional human tendency to become fed up with the inherent challenges of living in a digital world that prods us away from analog. It is a subject that I think we must always be assessing because it constantly affects everyone.

Steve Wieberg in his review of the book does an excellent job summarizing Sax’s fundamental concern (“Analog Strikes Back: In a Digital World, We Cling to Vinyl and Paper, Author Says” The Kansas City Star , 12/18/16, pp. 1D, 8D.):

I agree with Sax’s fundamental concern. Simultaneously I love what I can do with technology and I love what technology can do for me. I would not want to be without it. The key to this dichotomy is balance.

It is only when we simultaneously maintain our appreciation of analog and our appreciation of technology that we are then prepared to filter selectively in the moment. How that works for you might be very different from how that works for me.

In a world that increasingly is technology, we need to keep surfing the wave, but we also need to remember how to get back to the beach.

THE TIMING TEST FOR BRANDS

Tue, 14 Feb 2017 14:31:00 GMT

If we reflect over decades, we can always identify certain brand names that are indelibly imprinted into our memory. Even as a child, I can remember certain brands that simply captured my imagination and admiration. Many of those brands hold that same position on my metaphorical mantle today. Why does this happen? It boils down to positive experiences, ideas, images, and associations with that brand.

Tim Ferriss is the author of Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers . Ferris has come up with certain sacred rules of branding, all of which are worth your reading. Below are a couple snippets that stood out to me as clearly universally true to my experiences and very likely your experiences too:

As I reflect upon the best brands that have stuck with me throughout my life, I do believe that it has been that “consistent association” that did the trick. Consistency implicitly sticks.

PREDICTING THE PREDICTORS

Thu, 09 Feb 2017 08:47:00 GMT

We use predictive mathematical models constantly for all kinds of systems, behaviors, processes, and devices. We use them to try to predict future events. In some of these situations the models work well. In other situations, the models are lacking. And in some models, we simply haven’t had enough of the future yet to validate them.

That might be the case with something called the Social Cost of Carbon (SCC). From the Environmental Protection Agency’s Web site :

Although the SCC many believe arises from noble concerns for our future on the planet, perhaps the model behind it is a bit of a stretch. David Kreutzer, a senior research fellow in energy and climate change expresses some skepticism at a recent energy summit (Matthew Phillips, Mark Drajem, and Jennifer A. Dlouhy. “How Climate Rules Might Fade Away” Bloomberg Businessweek . 12/19/16–12/25/16, pp. 6–7):

Predictive models can be great tools, but every tool is useless beyond its limits.

THINKING WEARS OUT YOUR BRAIN

Tue, 31 Jan 2017 08:20:00 GMT

I was perusing the table of contents in my February issue of Scientific American when something rather frightening caught my eye. It was a blurb about an article related to the dangers of space travel. In framing the blurb however, it tangentially reveals a little known unsettling truth about our brains. As a public service, I now share it with you. Within the blurb, we find this clear statement:

So not only do we have the somewhat unsurprising observation that cosmic radiation might be damaging to our brains, but we are also reinforced on that little known truth that thinking itself is damaging to our brains! When I think about (ouch!) the billions of thoughts (ouch!) that have transpired within my tiny little pea brain, I am horrified at how much damage I may have already done. Because I have so many things to keep on my mind and so little mind to keep them on, this is a very disturbing truth.

I don’t know about you, but as for me, I am going to stop thinking immediately. I don’t want my precious pea brain to sustain any more damage than it has already. Besides, we’ve still got that cosmic radiation thing to worry about too!

WHEN WORDS CAN KILL

Tue, 24 Jan 2017 08:00:00 GMT

The National Traffic Safety Administration closed its investigation into the 2016 fatal crash of a Tesla Model S. In that crash, 40-year-old Joshua D. Brown was killed when the car’s cameras did not distinguish the white side of a turning tractor-trailer from the surrounding sunlit sky. Although the NTSA found no evidence of any safety defect, its ensuing commentary was quite interesting.

The agency’s criticism revolves around Tesla’s use of the term “Autopilot.” Words have meaning. Psychologically and experientially, I would guess that almost everyone thinks of the traditional experiences associated with that word. We mentally see the commercial pilot resting easy in the cockpit as he occasionally glances at the gauges and empty sky. The NTSA followed similar thinking.

Self-driving cars navigate within their environment via a constellation of digital cameras, lasers, and radar sensors. They normally do this extremely well. In principle, I think that is a wonderful and marvelous technological benefit. However, what we choose to call that technological system is important. Most people hear “autopilot” and instantly think “I can relax.”

Perhaps it is time to create a different term for these developing driver enhancements. Perhaps we need to think a lot more like public relations people than overly optimistic techno-geeks. Let’s not call it autopilot until it genuinely is.

FAKE NEWS WITH INTEGRITY

Tue, 17 Jan 2017 17:52:00 GMT

I was delighted to witness one of the most profound moments in the social media world. It is the recent announcement by Bacelook that it will now label fake news. Recognizing that too many uninformed readers can be misled by fake news, Bacelook made the brave choice to save you and me a lot of difficulty by simply doing the homework for us. I for one am thrilled. If your life is anything like mine then you will agree that you have way too much to do without having to worry about actually thinking for yourself.

If that wasn’t good enough all by itself (can it get any better? Yes, it does!), Bacelook remains committed to taking the high road on integrity by using its new Fake News Rating System. This originated from a strategy meeting last week with Bacelook’s executive leadership team.

Just as people of questionable motives will contaminate real news feeds with fake news, the reverse is also true. People of questionable motives will contaminate fake news with real news. This is where matters can really become extremely complicated, but not beyond Bacelook’s ability to navigate that complexity. Here is how Bacelook plans to handle the flip side of fake news using its Fake News Rating System:

Any identified fake news will remain flagged as fake news. However, for anything that has polluted the fake news data stream that is actually real news, that item will be flagged as “fake news level 2.”

Should any of that fake news level 2 evolve into real news and thus feed back into the real news data stream, but then at some point become corrupted again, it will then be labeled as “fake news level 3.” The cycle of assigning levels will progress as far as necessary to remain accurate.

Obviously, the big advantage to readers like you and me is that we don’t have to worry about backtracking all the news-feed loops to figure out exactly what stage of the news cycle we might be reading at any given moment. And by the way, always remember one key truth:

But you won’t have to try to figure that out. Bacelook will do it for you!

KEEPING ROBOTS REAL

Tue, 06 Dec 2016 10:28:00 GMT

Sometimes we can become so excited about the future of artificial intelligence that we forget how much AI cannot do. In spite of how well business processes are streamlined and customer experiences are enhanced (which are good things to be sure), AI is nowhere near ready to replace people in a holistic fashion. Nevertheless, some folks in earnest hope, (and others in grave fear), anticipate a future ruled by robots.

Don’t hold your breath. AI is a single IT approach that adds value in certain circumstances, and where those circumstances exist, let’s use it. Simultaneously, we must remember that AI is a powerful tool, but it is not all-powerful, nor will it be. I like the way that Christopher Mims summarizes the status of AI (“Artificial Intelligence Has a Way to Go” The Wall Street Journal , December 5, 2016, pp. B1, B4):

THE UNSEEN PROFIT KILLER

Thu, 01 Dec 2016 16:13:00 GMT

I read recently that experts believe that a depressed worker loses about 6 hours productivity each week. That is a lot of time. No matter how you calculate it, the financial costs are significant. Depressed workers are the hidden profit killer for the company, the employees, and the customers. Everyone loses.

Fortunately, most progressive companies look for ways to enhance employee wellness, including conquering depression. Employee assistance programs, wellness coaches, and additional resources all help employees find help for difficult life challenges. Even among medical insurance plans, the trend is toward covering mental health more adequately than in the past.

Finally, as a professional person, you have an ethical obligation to remain alert to colleagues that may be struggling with depression. Granted, depression isn’t always easy to spot. Nevertheless, you never know when an opportune moment may occur. Perhaps someone opens up to you after a meeting, someone asks for some personal advice, or you just happen to pick up the telltale signs that something is seriously wrong.

In those moments, we must never forget how powerful our influence can be. The life you touch may be the life you save. And that outcome is profitable for everyone.

A COLD FUTURE HOPE

Tue, 29 Nov 2016 08:35:00 GMT

Organ restorations and transplants are major medical events. Scientists and doctors continue to discover and refine techniques for tissue restoration and organ replacement. Currently, blood veins and valves can be frozen and then later surgically implanted into a patient. Organ transplants occur routinely, but the patient must take antirejection drugs for the organ to remain functional.

Still very much in the science fiction realm, people on the far fringe of this work hope someday to be able to freeze an entire body prior to its fatal-disease-driven death. Once the cure for that disease has been discovered, the idea is to thaw out that frozen person and begin administering a disease treatment plan. Echoing back to the science fiction TV series, Lost In Space, astronauts could be placed into computer programmed “freezing tubes” and simply thawed out and resuscitated after their long intergalactic journey is completed.

The dreamy possibilities of course are as endless as the liquid nitrogen required. Some of the folks that work on this are eternal optimists. One in particular cracked me up. Danila Medvedev is a Russian transhumanist who cofounded the Moscow-based KrioRus, an organization dedicated to some of these fringe causes. Writing in Bloomberg Businessweek , Josh Dean summarizes the technicalities of the process and Medvedev’s attitude toward any perceived difficulties:

To whatever degree these endeavors might be workable, it will be interesting and beneficial. In spite of your feelings about human mortality, much of the work in this field is based on established science. Yet that established science does not necessarily render it believable. Nevertheless, Medvedev and his cohorts hope to create new capabilities:

This is all quite fascinating. However, in the meantime I would endorse maintaining all your personal health and safety protocols—physically, mentally, and spiritually. No one has any guarantee as to when that cold winter might arrive.

FACEBOOK FACE-TO-FACE

Tue, 22 Nov 2016 08:35:00 GMT

Facebook has often been fertile soil for users with strong beliefs, viewpoints, religious convictions, political persuasions, or any other particular soapbox you want to name. That makes sense. As with all social media, it is a place where people meet online and have the opportunity to express themselves freely—perhaps at times a little too freely for some people.

Some of the ensuing disagreements have led to significant stress for some users. For example, Google executive, Ben Galbraith, has signed off Facebook until next year. He explains why (Jon Swartz, “Election Fallout Hits Social Media: Frayed Facebook Users Take Timeout from Political Posts” USA Today , November 17, 2016, pp. 1A–2A):

His feelings are common to many as Swartz elaborates:

This kind of stress and turmoil triggered by social media is saddening, but we definitely understand how and why it happens. With that in mind, one simple countermeasure can mitigate most if not all the pain, and that is simply to treat Facebook as it you were face-to-face with other people. The onus is not confined to the person that chooses to share information. The intended recipient has a responsibility too. Here’s why:

These situations are analogous to the customer that says horrific things to a customer service agent on the phone when that customer would never behave that way in person. We must remind ourselves that if civility and etiquette have validity, then they must find application in every context and in every platform. This is especially true for most social media because we lack the benefit of body language and tone.

If we would treat Facebook and all other social media as if we were face-to-face with people, then we would all be much happier and relaxed. Try it today.

TEN FOR FOUR IS A GOOD DEAL

Thu, 17 Nov 2016 10:20:00 GMT

Although never a guarantee, the numbers reveal that the more formal education you achieve, the less likely you are to be unemployed. You can read the significant evidence published by the Bureau of Labor Statistics . If that isn’t a good enough reason to earn a degree, the Journal of the American Medical Association published research earlier this year citing that a 25-year-old who earned a college degree will typically live ten years longer than a 25-year-old who never finished high school (Ben Steverman, “Retirement’s Scariest Question: How Long?” Bloomberg Businessweek , 11/7/16–11/13/16, p. 51).

Data can unintentionally be interpreted to say many things. Some of those things might be right and some might be wrong. In this case, I don’t think we are saying that higher education all by itself makes you live longer. However, here are aspects about higher education to consider:

Keep in mind that generalizations do not apply to everyone. I know plenty of college graduates that died very young. However, the fact remains overall, higher education tends to be associated with improved health and longevity. Therefore, wherever you see the opportunity within yourself or others, let’s encourage higher education engagement. Ten for four is a good deal any day.

DON’T MESS WITH THE CHOCOLATE

Tue, 15 Nov 2016 10:51:00 GMT

Many people take many things very seriously. That is true when it comes to food and it is especially true when that food is chocolate. That is why any chocolate maker must give extremely careful consideration to the customer experience before making changes to the chocolate. Recently Toblerone made that discovery in an unexpected way. The Associated Press reports that Toblerone decided to:

“widen the spaces in some of its triangle-array bars, offering about 10 percent less product for the same price.”

The rationale? You guessed it. As with so many businesses, it was an economic decision. You can only offer the same quantity and quality of a product at a certain price for so long. Without adjusting for the realities of business, you eventually go out of business. Toblerone made the business decision that aligns with staying in business, but the specific solution it enacted was not ideal. Its customers were not happy.

That situation suggests two often overlooked perspectives:

Let’s give our customers what they want and let’s give our customers more credit. The businesses that know what their customers want and respect their intelligence will keep their customers.

A SATISFYING SAMSUNG SORRY

Thu, 10 Nov 2016 14:19:00 GMT

When it comes to public relations some aspects are common sense, although sadly not always commonly applied. We can all think of past disasters after which the corporate leadership did very little to handle with finesse and sensitivity. That is why it is refreshing when a company takes ownership for its mistakes and genuinely expresses an apology to its customers. That is exactly what Samsung did recently concerning the unsafe batteries in its Galaxy Note7, and they did it well.

Gregory Lee (president and CEO) published in major newspapers, a full-page apology letter that included all the right components. Lee directly addressed the defective, unsafe batteries in the Galaxy Note7. He clearly apologized for the situation. He reaffirmed the company’s commitment to quality, reliability, and safety, and he explained what was being done to ensure that this kind of a problem does not reoccur.

Yes, I realize that it is easy to be cynical about these sorts of communications. However, what I cannot deny is the way I felt after I read his letter. His letter definitely comes across as genuine. Now anyone can choose to judge the man’s soul. I’m afraid that is above my pay grade. I am willing to take Mr. Lee at his word unless and until someone can prove my trust is misplaced.

In a world in which we are always mentoring the next generation, I offer the thought that Samsung has given us a great example of the right way to manage our mistakes. The more we can demonstrate that individually and corporately, the better off we will all be.

HOW ELECTION DAY LED ME TO THREE THOUGHTS THAT GO FAR DEEPER THAN POLITICS

Tue, 08 Nov 2016 08:08:00 GMT

We are entering a world to which we’ve never been. As we’ve often observed, our world is constantly changing, sometimes for good and sometimes for bad. With the advent of the Internet, new technologies, cultural revisions, and all other active fields of human endeavor, that change is only accelerating. The old adage relentlessly remains true: the only constant is change.

Much of the change we have encountered has been immeasurably beneficial for humanity. On average, the human condition today is orders of magnitude improved from previous centuries. The opportunities afforded today in education, science, art, wellness, healthcare, communications, careers, and many other areas too numerous to mention are immensely better than in the past.

Of course, with these changes not every consequence has been positive. We have faced some negative consequences too. Lately, one prominent area that comes to mind is politics and people’s reactions to politics. Reflecting on the past year of politics, Scott Canon and Dave Helling offer this sad summary (“Is It Over Yet? 2016 Campaign Reflects how Quickly, how Much Society Has Changed” The Kansas City Star , November 6, 2016, pp. 1A, 13A):

Historian Richard Rhodes opines:

Regardless of your or my political persuasion, all of us have been subjected to one of the most–let’s just say—“interesting” political seasons of all time. It illustrates some of the consequences and trends of our technology and our humanity. Therefore, it also at a more fundamental level reminds us of how we are both its creators and its victims. With that said, here are three thoughts that might help us all:

Notice I didn’t get political on you. My objective was something much more important. You can decide whether I achieved it.

WE ALL HAVE ONE

Thu, 03 Nov 2016 07:28:00 GMT

We all have one. It’s a large area called the back of your head that you have trouble seeing. We call them blind spots, and we all have one. In fact, we all have many blind spots.

I cannot normally see the back of my head. Sometimes, certain circumstances arise in which I can see the back of my head or at least gain knowledge of what it looks like. For example, mirrors, pictures, and other observers can help me to see my blind spots.

Therein lies the value of diversity. Diversity by definition brings different viewpoints, ideas, and perspectives to the table. Some of those differences shed light on my blind spots.

It’s easy to think that your idea is perfect and the best. However, most ideas can be improved when we bring in the power of diversity. If we allow other people to offer their input, it often results in valuable improvements to your idea.

The next time that you think your idea is perfect, just ask yourself about the back of your head. You might be surprised at what you see.

WHY YOU CANNOT AFFORD DERAILED DIVERSITY

Tue, 01 Nov 2016 06:04:00 GMT

A company can know a lot about diversity yet not fully implement diversity. Many reasons exist for this discrepancy. It’s one thing to sign onto a policy, it’s something else to take action on all levels. Leadership blockages can occur, personal bias can hinder, and blind spots can persist.

When Danielle Brown stepped in as the new chief diversity and inclusion officer at Intel, she made similar discoveries. Her narrative is revealing (as told to Vauhini Vara, Bloomberg Businessweek . 9/19/16–9/25/16, p. 54):

This is one of the most powerful, recent examples of diversity derailment I have seen. Brown’s discoveries highlight a couple crucial concepts to me:

So what do we do about this? Here are two prescriptions that work:

Is a diversity commitment going to cost your company some money? Yes, big time. However the ROI repeatedly vindicates diversity. So you can allocate more resources to diversity today and enjoy a larger payback tomorrow, or you can scrimp on diversity today and guarantee no payback tomorrow. The cost/benefit analysis, the smart solution, and the ethical imperative all rule in favor of investing in diversity today.

A BETTER DRIVE WITH THE DMV

Thu, 27 Oct 2016 07:16:00 GMT

A few days ago I needed to do the difficult, disturbing, dangerous, disillusioning, depressing, despairing, disastrous date with the Department of Motor Vehicles to renew my driver’s license. The collective consciousness of America shudders at the thought, given all the horror stories we have faced in countless painful cases of red tape, bureaucracy, customer disservice, and unequivocal proof that Dilbert is alive and well at the DMV.

This time, however, was amazingly different. In fact, it was actually pleasant and helpful. The customer experience was far more terrific than I had ever experienced in the past or could even imagine.

Upon my arrival, I observed a set of front-and-center, can’t-miss-them kiosks. I instantly knew that I was supposed to do something at the kiosk. And so I did. It was a simple process of entering my name and my cell phone number. I instantly received a text that read:

Wow! Although there is a wait time, at least they were respecting my time and effort. Happily, I left the building to run a quick errand or two nearby. Upon my return, while resting a bit in my car, I received another text:

Wow again! The DMV was doing something that actually was logical, sensible, and helpful to me! And all this wow stuff before I even got to the human.

It was only moments before a gentleman called me over for the renewal process. Instead of being greeted by someone who looked stressed, depressed, burned out, and mean, this person appeared invigorated, eager, happy, smiling, and kind.

Although all my paperwork was in order, I had a couple technical questions along the way. The gentleman patiently answered them. His boss is doing something right!

I cannot guarantee that your next DMV visit will be as nice as mine was. Each state and each office is different. However, my customer experience was absolutely stellar.

I somewhat hate to say it this way, but here we go: When even the DMV realizes the need to create a stellar customer experience, then you know that your organization can do no less. Your success and your organization’s success depends on it.

DODGING THE DIGITAL DOSAGE DANGERS

Tue, 25 Oct 2016 07:36:00 GMT

Businesses and individuals have an ethical obligation to protect those most vulnerable to our world’s dangers. In many cases, we have done a phenomenal job. In some cases, we have failed tragically. That is why I paid particular attention to the American Academy of Pediatrics’ report last week containing specific recommendations about children’s use of media and parental responsibility.

The AAP report is based on an analysis of how children’s media use affects their development in such areas as thinking, sleep, socialization, academics, and communication. The AAP acknowledges the tremendous good that comes from media use. However, it provides some very good age-appropriate guidelines to help parents structure, format, and limit media exposure.

While I am never one to adopt practices just because a particular organization makes the recommendation, I do think that these guidelines are effective for any child’s development. Here are some of the key recommendations:

We don’t have to search very long to see how these guidelines could have prevented numerous modern online and in-person disasters. My only regret is that the AAP did not release these recommendations sooner. After all, we must help our kids control the beast before the beast controls them.

BEWARE THE RABBIT TRAILS

Thu, 20 Oct 2016 18:50:00 GMT

When it comes to personal productivity and efficiency, you have to watch those rabbit trails. You know what I’m talking about. It is those little diversions and temptations that can subtly pull you away from what you really should be doing. We all struggle with them. Here are some of the more interesting ones that others have been brave enough to share.

Sia Mohajer (founder of Market Monkey) explains how sometimes you can start with good intentions, but still end up down a rabbit trail (Katie Morell “How Do You Waste Time at Work?” Bloomberg Businessweek . 10/10/16–10/16/16, p. 70):

That one also sounds like a close cousin to the paralysis of analysis rabbit trail.

Brian Cherhoniak (co-founder of personal-finance blog Beating Break-Even) reminds us how some of that “window shopping” may ultimately be a total waste of time:

I think Brian has more in his cart than I do in a lifetime!

Terence Channon (managing director of startup studio, SaltMines Group) confesses that sometimes rabbit trails can suck in an entire group of people at once:

Hey, haven’t you been reading this too long? Watch out for those rabbit trails!

THE ADORABLE LITTLE ROBOTS

Tue, 18 Oct 2016 07:29:00 GMT

Are robots turning into people or are people turning into robots? When does a robot stop being an SKU and become a person? These are questions that we are still trying to answer.

In 2017, a small robot, Kirobo Mini , goes on sale in Japan. You can have this little passenger who sits in a cup holder in your car for just under $400 and just under $3 per month subscription fee. The little computerized critter will make light conversation, tell jokes, and endear itself to your family. The crowd in Japan is going for it.

As robots take on increasingly complex functions throughout our society, the question persists, when will they replace people? From what the ads are showing in Japan, we might be getting close.

THE NASTIEST LAW THAT AFFECTS YOU

Thu, 13 Oct 2016 06:11:00 GMT

We often joke about Murphy’s Law because it is all too common to our experience. I can guarantee you that if you haven’t yet learned Murphy’s Law, you soon will:

As it turns out, many corollaries and extensions on Murphy’s Law have been developed. Here are just a few:

We laugh at these with a bittersweet chuckle because they are so painfully and humorously true. This is why research, preparation, and planning are important. And that planning must include contingency planning. We have to figure out ahead of time what might go wrong, and then have a plan in place for exactly that circumstance.

Just because we think a project will go smoothly is no guarantee that it will. In fact, our overly optimistic attitude might be a sign of our lack of awareness. Jason Fried (Basecamp co-founder) cautions against instituting a new process on the grounds that purely because it is new, the company should be able to profit quickly (“The Myth of Low-Hanging Fruit” Inc. p. 154.):

Conclusion: Be as prepared as you can possibly be for all situations. Always keep an eye out for Murphy’s Law . . . I’m afraid that’s one law that’s never been repealed.

MORE THAN MEETS THE EYE

Tue, 11 Oct 2016 07:25:00 GMT

There is always more to it than meets the eye. That is a truism that has always impressed me. It is especially true when it comes to the exciting world of work and business.

Even as a teenager, I was amazed at any business or any job with respect to what I observed on the surface compared to what happened behind the scenes. I began to realize that things are usually immensely more complex than what they seem. As an individual, I realized that I didn’t know what I didn’t know. As I grew older, my amazement has never subsided. Maybe you have that problem too.

These experiences have prompted me to adopt certain practices that I endeavor to abide by no matter what. They are some of my “best practices.”

These are three best practices that have never failed me. My guess is that they will never fail you either. We just have to remember to use them.

WISDOM FROM THE INC. 500 CEOs

Thu, 06 Oct 2016 05:49:00 GMT

I have thoroughly enjoyed perusing the newly released Inc. 500 list. This is Inc. magazine’s annual listing of America’s 500 fastest-growing private companies (“Inc. 500” September 2016, pp. 20–34. [For the larger complete list of the top 5,000, visit Inc.’s Web site ]). In addition to the fascinating list itself, the CEOs of these companies were surveyed about all aspects of how they choose to do business (“How Dreamers Become Doers” pp. 44–48). A tremendous number of success factors came to the surface. Among that collective wisdom, three specific findings especially stood out to me (pp. 44–45). Here are those three findings and why they so impressed me:

There you have it—three key bits of wisdom that can build you, your people, and your organization. Put them into practice today!

THE WAGE CLIMB

Tue, 04 Oct 2016 05:43:00 GMT

Inc. published its annual listing of America’s 500 fastest-growing private companies (“Inc. 500” September 2016, pp. 20–34. [For the larger complete list of the top 5,000, visit Inc.’s Web site ]). The list itself is helpful and we can learn much from it. To extract additional value, Inc. quizzed the CEOs of these companies about all aspects of how they choose to do business (“How Dreamers Become Doers” pp. 44–48). One of the questions asked involved the wage difference between the lowest paid full-time employee and the highest paid full-time employee. Here is a breakdown of the answers to that question (p. 46):

While the data itself is very interesting, I think that it hides much more than it reveals. Here are the questions that are not answered, but I would like to see answered:

Now there’s fertile soil for some business students’ research projects!

LINING UP YOUR TRAINING DUCKS

Thu, 29 Sep 2016 05:10:00 GMT

Inc. just published its annual listing of America’s 500 fastest-growing private companies (“Inc. 500” September 2016, pp. 20–34. [For the larger complete list of the top 5,000, visit Inc.’s Web site ]). The list itself is helpful and we can learn much from it. To extract additional value, Inc. quizzed the CEOs of these companies about all aspects of how they choose to do business (“How Dreamers Become Doers” pp. 44–48). How they approach ongoing training and professional development is interesting and provocative. Here are four ways in which their ducks are lined up, each followed by my comments.

Your organization may not be on the Inc. 500 list. Nevertheless, you can still give careful consideration to how these companies lined up their training ducks. Then, answer the crucial question—Where should you realign your ducks?

WHERE SPEED IS KING

Tue, 27 Sep 2016 05:07:00 GMT

Once the table is full, the 500 companies are ranked by comparing revenue growth from 2012 to 2015. Of course, just to be on the list is quite an accomplishment. The higher up you go, the more impressive it becomes. For all of them, the three-year revenue percentage growth is amazing. Here is a small sampling:

Collectively, over the past three years these 500 companies have added almost 56,000 jobs to the economy. They have done that through ingenuity, creativity, innovation, and untold hours of hard work. Some of these companies are disrupting industries. Some are adding new industries. Some of them almost didn’t make it. All of them are on the right track for our economy.

COMING OUT STRONGER

Thu, 22 Sep 2016 06:07:00 GMT

Entrepreneurs face more difficulties than most people can imagine. Many of these difficulties are encountered before the new business is launched. It is how the entrepreneur responds to those difficulties that will determine ultimate success or failure.

Inc. just published its annual listing of America’s 500 fastest-growing private companies. In reflecting on the difficulties that every entrepreneur experiences, Leigh Buchanan quotes Stanford professor of entrepreneurship, Steve Blank, who reminds us that entrepreneurs can come out of those difficulties stronger than they entered them (“Inc. 500” September 2016, pp. 20–34):

We’ve all heard the saying about what doesn’t kill me makes me stronger (Friedrich Nietzsche). We have a lot of strong entrepreneurs out there today!

HEROS’ UNTOLD WAR STORIES

Tue, 20 Sep 2016 07:02:00 GMT

Approximately half of all startups do not survive beyond five years. That is one of the harsh realities of entrepreneurship. It is the half upon which many people don’t like to focus. Most people want to focus just on the success stories. Certainly, those are important too. However, they do not always consist of purely peaches and cream.

Inc. just published its annual listing of America’s 500 fastest-growing private companies. In reflecting on the significance of a company achieving a place on this list, Leigh Buchanan reminds us that this success never comes easy. In fact, in some cases, that success may have pivoted on one thin dime that made the difference between success and failure (“Inc. 500” September 2016, pp. 20–34):

The next time that you are admiring the outward beauty of a successful organization, remind yourself that there are very likely some untold war stories. If not for them, some of those companies would not be there to admire.

TECH’S UNKNOWN BENEFITS

Thu, 15 Sep 2016 06:28:00 GMT

One of the benefits of technology is that it keeps advancing even when you don’t know about it. Most of us can barely keep up with our own little sliver of technology let alone keep up with everything that is happening with technology everywhere. Nevertheless, we read, we browse, we talk, we network, and we study, somehow hoping that we are keeping up enough to capture the benefit for our own businesses and endeavors. This condition predisposes us to knowledge gaps that occasionally circle around to shock us.

I had consistently used a particular brand of printer in my business for decades. “Brand A” had strongly impressed me with its reliability, quality, and performance and that is why I stuck with it. One day “Brand B” came along and I viewed it with skepticism for many years. In spite of my skepticism, eventually a printer emergency situation arose prompting me to take quick action and that quick action meant that I was purchasing a Brand B printer. 1). How does that happen? and 2). What were the results?

Technology, by its very nature, cannot remain stagnant. If it does, then so too does your organization, your customers, your people, and you. Technology demands constant innovation and growth. That means change. The positive changes are the ones that we keep and the negative changes are the ones that we eliminate.

That is why it is equally if not more important that you and I change with the technology. We cannot afford to sit still. Sitting still might cost you the better deal.

People often say, we need to change with the times. I disagree. I think that we need to change with the technology.

IT’S ALL IN YOUR HEAD

Tue, 13 Sep 2016 16:22:00 GMT

Did you ever have anyone tell you that it’s all in your head? It might involve physical, mental, or emotional pain. We don’t always like being told that the pain is all in our head, but the reality is that what’s happening inside our head does have a lot to do with our pain perception.

Because that is true, hospitals are beginning to tap into the power of virtual reality. For example, a burn patient undergoing a very painful debridement procedure tends to experience less pain if he simultaneously engages in some kind of a VR game. Shriners Hospital for Children in Galveston, Texas, is one of a few hospitals experimenting with this approach as Ian King and Caroline Chen report (“Hospitals Try Giving Patients a Dose of VR” Bloomberg Businessweek . 9/12/16–9/18/16, pp. 34–35):

This makes sense. How many of us have been deeply immersed in a story, book, play, concert, or movie only to realize afterwards how little we noticed our pain condition? VR of course creates a similar total immersion experience that refocuses the brain onto more pleasurable situations.

As is so often the case, here we have another example of a new technology finding multiple applications in diverse contexts. That’s an innovative solution that can work for us all!

THE STAR TREK ATTRACTION

Thu, 08 Sep 2016 06:56:00 GMT

Today is the 50-year anniversary of the very first TV episode of Star Trek . On September 8, 1966, when Star Trek launched, I was a little boy watching with rapt fascination at what ultimately became a touchstone for the science fiction community. That first episode absolutely captured my total attention and continued to do so as my mom, dad, siblings, and I watched every weekly show. Today, I think it is safe to say that Star Trek has stood the test of time and made its indelible mark in time.

The Star Trek attraction is something that we still need today. Although it came to us as entertainment, it portrayed certain universal truths that we can never outlive. William Shatner reflects on some of these truths (as told to Nicola Bridges, “Why We Love Star Trek” Parade . August 28, 2016. pp. 4, 5, 12, 14):

People naturally yearn for a bright future, a positive story, a happy ending. We crave it. The greatest leaders today are those persons that voice optimism and hope. They have a can-do attitude and they look for the best in others.

Shatner’s statement that technology will have gotten us out of the hole that it had gotten us into speaks of the folly of people as well as their ingenuity and ultimate victory. No matter how complex the technical problems might be, we all believe that we will be able to solve them. It may not happen today, next week, or next month, but in time, human ingenuity will prevail.

Great leaders understand and capitalize on these basic human desires. They are what make the world go around. That is why we will always need the Star Trek attraction. Indeed, Star Trek is even more attractive today than it was 50 years ago.

THE JOY OF LEARNING ON THE JOB

Tue, 06 Sep 2016 06:36:00 GMT

Did you ever get thrown into a job for which you were simultaneously ready and not ready? We’ve all probably been there, done that. Having the right certifications, experience, references, or degrees is not a guarantee that you will instantly have the answers to every problem you will face.

Much of what you bring to the job derives from your willingness to learn on the job. This means that you must always look forward to the joy of learning on the job. Marne Levine (Instagram CEO) shares an experience about being in that exact position when she was the director of product management for Revolution Money (“How Did I Get Here?: Marne Levine” Bloomberg Businessweek . 8/29/16–9/4/16, p. 80):

I’m sure that she learned pretty quick what a bug was and I’m sure that it was a long night. If it happens to Marne Levine, it will happen to you and me. Although it may not feel joyful in the moment, let’s remember to embrace the joy of learning on the job!

HANG ON TO YOUR BRAIN—PART TWO

Thu, 01 Sep 2016 07:50:00 GMT

Regardless of whether you see artificial intelligence as inherently good or inherently bad, you cannot deny its significance to our society. As computers, robots, and algorithms become ever more refined, AI’s effectiveness will become increasingly convincing of its efficacy. Might you lose an argument you historically won?

As we ponder the power, perils, and possibilities of AI, perhaps no creative work has been more poignant on the subject than Stanley Kubrick’s film, 2001: A Space Odyssey . Near the end of the movie, the astronauts are working to disable the onboard computer, HAL, that has begun to exercise its own volition to overpower the humans’ control of the spacecraft. Finally, as the astronauts find the path to success in this endeavor, HAL begins to express apparent sadness about being eradicated. The scene paints an amazing picture of AI’s implications for humanity.

Reflecting on this scene, at the end of his book, The Shallows: What the Internet Is Doing to Our Brains (New York: W. W. Norton and Company, 2010), Nicholas Carr captures the movie’s essential warning about the dangers intrinsic to AI, but not necessarily in the fashion you might have suspected:

HANG ON TO YOUR BRAIN

Tue, 30 Aug 2016 18:00:00 GMT

Artificial intelligence can be a wonderful thing in as far as it goes, in as much as it can do, and in as much as we allow it to do, provided we are careful in as far as it goes, in as much as it can do, and in as much as we allow it to do. Because it is constantly evolving, those dynamics are constantly changing and we therefore must be ever alert. How we chose to handle AI yesterday is different from today, and will be different from tomorrow. Nonetheless, it is something to which we must pay close attention due to its power and its weakness.

AI is powerful because–under the right circumstances–it can replicate human thought about situations that must be processed and it can do this quick and easy. On the other hand, AI has intrinsic weaknesses due to its obvious lack of human qualities such as empathy, consciousness, judgment, and free will. It is these weaknesses that are both frustrating and even dangerous.

Nothing irritates me more than receiving a phone call from a computer program that wants me to believe I am talking to Susan who then tries to have a normal conversation with me about a credit card opportunity. Sometimes just for the fun of it I will immediately toggle up my higher order thinking skills and deliver an answer to Susan’s question that is significantly more complex than that for which she was programmed. In that instance, her response proves that she has failed the Turing test and I have found a spot of joy in “conquering” AI, once again demonstrating that my own brain still has something over the latest configurations of silicon and code.

AI is in principle an absolutely amazing and powerful concept. Producing AI to the level that it perfectly mimics human thought may very well be impossible. You see (and now I am truly speaking human to human), AI is an oxymoron. If something is artificial, then it is not authentically intelligent. If something is authentically intelligent, then it is not artificial. Never forget this.

At the end of his book, The Shallows: What the Internet Is Doing to Our Brains (New York: W. W. Norton and Company, 2010), Nicholas Carr cautions never to lose the essential human perspective and role in our increasingly technological world:

THE PROFIT IN THE NONPROFIT

Thu, 25 Aug 2016 07:11:00 GMT

Every organization functions with a purpose and a plan. The goal is to earn a profit. However, that profit might look different to different organizations. A for-profit company generates sufficient revenue so that the business remains profitable and that profit pays out to the shareholders and owners.

A nonprofit organization essentially does the same thing. In the nonprofit’s case however, the organization generates sufficient revenue so that after all the operating expenses, bills, overhead, and salaries are paid, enough money is left over to fund the nonprofit’s mission. It is in the accomplishment of that mission that the shareholders, owners, and others reap the rewards.

We could say that “profit” looks different to the for-profit organization versus the nonprofit organization. Anyone involved in a nonprofit organization would definitely take issue with the statement that nonprofit means no profit. A nonprofit organization does generate a “profit” but it is just defined somewhat differently.

The nonprofit world is comprised of consumer-advocacy groups, charitable organizations, social causes, religious institutions, educational groups, medical clinics, and many others. These organizations earn an intangible profit, but it is profit nonetheless. Without these organizations, our world would be a very different place than it is, and it would not be for the better. When society is improved, lives are changed, and sadness is replaced by gladness, we see that “profit.” That is the kind of profit that we cannot afford to lose.

NONPROFIT DOES NOT MEAN NONSTRATEGIC

Tue, 23 Aug 2016 13:49:00 GMT

Every organization must balance the checkbook. This is true regardless of that organization’s mission, vision, status, and location. One interesting nuance to this truth is the distinction between for-profit and nonprofit organizations.

A for-profit company creates a strategy that ensures sufficient revenue so that the business remains profitable. An unprofitable company will not remain solvent. A nonprofit organization essentially does the same thing. In the nonprofit’s case however, the organization creates a strategy that ensures sufficient revenue so that after all the salaries, bills, and operating expenses are paid, enough money is left over to fund the mission of that organization. That’s the point; instead of generating a profit for shareholders and owners, the organization wants to generate sufficient revenue to accomplish its original purpose.

Given these scenarios, the question arises, do both types of organizations need to create the same kinds of strategies, and is that particular challenge equal for both? Historically, many nonprofits have been slow to adopt some of the same strategies that for-profit businesses have been using for a long time. However, once those same nonprofits adopt (or adapt) those strategies, most wonder why they didn’t make that decision sooner. The bottom line is that the bottom line is essential.

Diana Aviv is the CEO of the nonprofit, Feeding America. I like how she addresses the implications of these truths for the nonprofits. Most nonprofits must depend on some combination of grants, endowments, and donations. Precisely because of that coupled with the intrinsic nature of nonprofits, nonprofits often must be even more effective in how they strategize (“How Did I Get Here?: Diana Aviv.” Bloomberg Businessweek , 7/4/16–7/10/16, p. 72):

Let’s face it: most nonprofits are not flush with cash and other resources. This is why it becomes even more important that nonprofits strategize with excellence. They literally cannot afford to miss the potential payoffs.

For this to happen, key officers in nonprofits as well as bench-level employees and members must be willing to assume a bold stance. They must be willing to take some risk, attempt some unorthodox approaches, and consider what the demographics and trends of their context reveal.

Your strategy is always driven by your goals, context, and circumstances. Therein lies the secrets to success for the nonprofit. That bold action must come one way or another. Failing to plan is planning to fail. And no organization wants to do that.

UNKNOWN ACTS OF GRACIOUSNESS

Thu, 18 Aug 2016 07:34:00 GMT

Business is business is business and it can be tough. That’s why we all need those little and often unknown acts of graciousness from one another. Most of the time we very likely never know the ones that helped us the most. Occasionally, we might gain direct knowledge of them or even a humorous and delayed knowledge of them. Such was the case for IBM CEO Ginni Rometty, as she shares an experience from her first job interview with IBM 35 years earlier (Max Chafkin. Bloomberg Businessweek . Special Double Issue 8/8/16–8/21/16, pp. 58–60):

No one among us has not experienced a situation such as Rometty’s, or even one much more embarrassing. Thankfully, our basic humanity enables us to extend kindness to each other. My advice is that we never lose that capability.

Oh, and remember to check the mirror before going out the door!

KEEPING YOUR MARBLES IN THE GAME—CONCLUSION

Tue, 16 Aug 2016 06:57:00 GMT

Keeping your marbles in the game of a global economy is crucial for both companies and customers (see my Part One and Part Two posts). Business globalization is here to stay. Earth is a big world that has gotten much smaller much faster. The sooner organizations and people realize that truth, the better off everyone will be.

Companies that realize how best to capitalize on this reality will infuse every business decision with cultural realities. This means that we don’t just “do business.” Instead, it means that we do business with a good heart and a good attitude. Companies have to think about the “who” and the “where” of their business. As Jeff Immelt (GE CEO) explains, companies absolutely must analyze all aspects of exactly how business will happen in another country and give full consideration and respect to that culture (“After Brexit, Global Is Local” Fortune . August 1, 2016, pp. 71–72):

Just as surely as this is true for companies, it is true for individuals. Each of us as individual workers must reassess everything we do in our career planning, education, training, and professional growth in the light of this new reality. We must be willing to change when change is required. We must be flexible. We must carry a good heart and a good attitude into every moment of our workday.

The world of spitting widgets out of a machine the same way every day for a career is gone forever. The new world is much more exciting and demanding because it is always changing. The people that are willing to embrace that excitement and those demands will flourish. Immelt summarizes:

Let’s make the changes wherever they are needed—corporately and individually. That is how we will all keep our marbles in the game.

KEEPING YOUR MARBLES IN THE GAME—PART TWO

Thu, 11 Aug 2016 07:26:00 GMT

Smart companies want to keep their marbles in the game. They want to expand into the global economy rather than hide from it. Smart companies have realized that some genies are never going to be put back in the bottle but not all genies are bad. Business globalization is ultimately a good thing when it is managed wisely.

Of course, companies can only do so much. Equally important is what individuals choose to do. A person might choose not to participate. We can’t help that person. It is up to that individual and we have no control over that outcome. As Thomas L. Friedman writes , business globalization’s irreversibility has radically changed everything about employment and this means that individuals must recognize the individual requirements of this new world:

Lifetime job security is dead. What will always remain alive however is lifetime employability. And those that want lifetime employability will do what is necessary to make themselves employable . . . every single day.

KEEPING YOUR MARBLES IN THE GAME—PART ONE

Tue, 09 Aug 2016 07:58:00 GMT

Business globalization’s irreversibility is part of our new reality. Some people love it and some people hate it. Nevertheless, it is here to stay. While individual win stories and individual lose stories are never in short supply, what is more important is that we comprehend the growing complexities and dynamics of our global economy so that we can maximize the individual win stories and reduce the individual lose stories.

Adopting a positive approach, not relying on government to solve all our problems, and choosing to make smart choices for our global economy, we will maximize the opportunities for everyone. I like the way that Thomas Friedman summarizes our ethical, economic imperative in his classic work, The World Is Flat: A Brief History of the Twenty-first Century (New York: Farrar, Straus and Giroux, 2006):

Interestingly, in the wake of this increasingly complex business globalization, countries and governments are choosing a wide range of stances on how to adapt. Some are taking on a protectionist strategy and imposing trade tariffs and other barriers to the global economy. Others are fully embracing the opportunities and opening up every possible avenue to the global economy. And of course we find an often odd mix in the middle that is sort of trying to surf on two surfboards at once, not quite sure which one will give the superior ride.

I believe that over the long run, the countries and governments that embrace the global economy will ultimately create many more individual winners than losers. Higher participation intrinsically breeds more opportunities and where there are more opportunities there will be more winners. In a Bloomberg Businessweek editorial, the editors affirm (“A Vacuum of Leadership on Trade” 8/1/16–8/7/16, p. 8):

To win in this global economy, companies must be willing to step up to the plate, executing strategy that capitalizes on the global economy. Even when protectionist governmental policies are present, creative companies can find ways legally, practically, and ethically to innovate solutions that work. Jeff Immelt (GE CEO) shares this mindset (“After Brexit, Global Is Local” Fortune . August 1, 2016, pp. 71–72):

Government has not typically won any awards for moving fast. Smart companies, on the other hand, have a heartfelt motivation. They want to keep their marbles in the game.

TOUCHING THE RIGHT WORLD

Thu, 04 Aug 2016 15:09:00 GMT

I love what social media allows us to do today. I love its instantaneous connectivity, its convenience, its modernity, its ability to facilitate relationships, and its ability to get things done. This works both personally and professionally. Just look at how many ways businesses and other organizations use social media today. Social media has absolutely saturated our society on all levels.

When you touch that screen on your device, you are touching the world. Never before in humankind’s history has a physical touch instantly translated to a world touch via technology. Now we do it daily.

While all this is a good thing, we also must remember to maintain balance in our lives. As much as we might revel in touching the world via our technology, we must never neglect those essential opportunities to touch the world physically. Nothing compares to a face-to-face meeting, a cup of coffee with a friend, or a deep discussion with a trusted confidante.

Therefore, we have two basic ways that we can touch the world. Both are important and both have tremendous value. Let’s keep using both ways to touch the world. However, be careful to maintain balance. Just because you can touch the world by touching your screen, never let that replace the real act of touching the world. We don’t want to lose either ability, especially the one that was here first.

THE CRITICAL LOSS OF CRITICAL THINKING

Tue, 02 Aug 2016 07:35:00 GMT

If our institutions of higher education are truly going to do a great service to our students and society, then they will facilitate critical-thinking skills. Every educated person understands that memorizing facts is only one initial building block in the total intellectual persona. Knowing the facts is great, but it will only take that person so far. That person will travel much further if critical thinking is applied.

Serious institutions of higher education have always recognized this idea as intrinsic to the academic experience. It is not only intrinsic to the academic experience, but it also is required for success in the real world. The person who thinks critically will always progress further than the one who does not.

Therefore, anytime we find evidence that our schools and universities are somehow failing in the fostering of critical-thinking skills, it demands our attention. A new study out of Stanford University reveals some interesting observations about critical-thinking skills with students in China as The New York Times reports :

The study indicates that the students in China achieved critical thinking skills during primary and secondary education that were superior to most other countries. It is specifically the college years in which that edge seems to disappear. Were the American and Russian students playing catchup, were the Chinese students slowing down, or was it a bit of both? Perhaps more research will clarify those details. What do the Chinese students believe? Here’s their answer:

Well, that explains a lot, now doesn’t it? Critical thinking does not magically appear. It is an ongoing cognitive, intellectual, passionate pursuit. If we fail to exercise it, then it disappears.

China has done an excellent job with its development of critical-thinking skills in its precollege schools. However, it appears they have some work to do to refine what is happening at the college level. Let’s face it: critical thinking should never stop.

ENERGY COMES IN WAVES

Thu, 28 Jul 2016 07:29:00 GMT

Aquantis is a company that is proving that energy comes in waves. The idea is that just as windmills pull energy out of the wind, turbines immersed in the ocean can pull energy out of the currents. Based on studies, the company claims no dangers to marine life, so the technology is ecologically safe. However, the bigger risk is whether the technology will be cost effective. Executive chairman James Dehlsen anticipates getting (Ellen Huet, “Just Turn It Upside Down” Bloomberg Businessweek . 6/6/12–6/12/16, pp. 24–25):

Alternate forms of energy are always great avenues to pursue. Nevertheless, the ultimate question is will the waves-of-energy avenue be a toll road for which people are willing to pay?

WHEN BUGS ARE REALLY INTO LIGHT

Tue, 26 Jul 2016 07:35:00 GMT

No one enjoys being dinner for bugs. Worse yet, no one wants to become infected by disease-carrying mosquitoes. Fortunately, light-emitting diode (LED) technology is making some great strides in protecting us from these threats. Lighting Science Group is a Florida company that applies LED technology to better approaches with lighting and our environment. The company’s Web site affirms :

Lighting Science Group has some exciting products and approaches in the works. Corinne Iozzio reports that the company’s technical strategy (“Into the Light” Fortune . June 1, 2016, p. 44):

Different insects are attracted to or repelled by different wavelengths of light. Therefore, controlling the wavelength controls the bugs. And the more that the bugs are into the light, the less they will be into you and me. I like that idea!

The research is ongoing and promising. The company has plans to tune LEDs to specific insect species and do field testing to confirm efficacy. As the processes become better defined, anti-bug products will show up on the shelves. That is when we will enjoy doing a better job avoiding contact with the hungry throngs.

NO WORRIES ABOUT SOCIAL MEDIA

Thu, 21 Jul 2016 07:53:00 GMT

Before there was social media there was social. People were here first and people are social and social can happen anywhere. Media is just the assignment of the platform or the place. That is why we should have no worries about social media.

I do not for a nanosecond condone any of the bad and horrific behaviors that occur on social media. I do not appreciate any of the dysfunctionalism that is so often displayed. However, I recognize that social media just happens to be our latest technology-enabled water cooler or town square. Therefore, we will use it . . . because we are social and social was here first.

Social media is not to be condemned prima facie. As with so many objects in our world, it is not the object itself that is intrinsically good or evil. It is what we choose to do with the object that creates good or evil. I guarantee you that any good or evil we find on social media today was equally present at the water cooler or the town square in the past. We retain the same freedom today to use social media for good or for evil. I trust that we are using it for good and I believe that is the direction in which we must ever push. The good news is that social media is being used in countless ways for good.

Social media is relatively new to human society. But being human is not new. It is who we are. Let’s keep that in proper perspective. Along these lines, I appreciate Gary Vaynerchuk’s (Vaynermedia CEO) perspective :

Let’s be sure that we are looking beyond the medium to the real message. And because I am an optimist, I will continue to do that.

LIVING UP TO ITS NAME: A THEORY

Tue, 19 Jul 2016 07:58:00 GMT

Yahoo is assessing bids for its Internet business. Bidders include AT&T, Verizon Communications, private equity firms, and many other suitors. This, after a four-year effort by CEO Marissa Mayer to rejuvenate the company. Writing for The New York Times , Vindu Goel and Michael J. de la Merced summarize the company’s predicament :

Many factors contribute to a company’s long-term success or failure. These factors include advertising, marketing, public relations, quality control, leadership, talent management, employee engagement, attrition, cultural trends, customer sentiment, policies, competition, branding, crisis management, fiscal management, execution, and strategy just to name a few. While not in any way claiming to know the simple or complex answer to what has led to Yahoo’s challenging standing today, I do propose a theory based on just one simple reflection: my experience with the brand name.

For me personally, I could never truly get past the name. Yes, I realize that yahoo refers to an exclamation of excitement and fun. I get that. That has its attraction. We all understand the obvious intention in the brand name.

Simultaneously, we have a subtle problem. We know that yahoo means boring, lout, stupid, or crass. If someone calls you a yahoo, the implication is that you are not serious and you don’t know what you are doing. It means you are a barbarian, an oaf, a Neanderthal, a thug, or a clod. Therefore, every time that I was exposed to the name, in the back of my mind I had these negative associations that my brain logic tried to dismiss. I don’t know for sure whether my brain logic won out over my emotions.

Now I am not saying that a name alone is the sole driver of long-term success or failure. I am saying that a name can be a contributor to success or failure. Therefore, in this case, I am proposing that due to Yahoo’s name, many other folks had a similar experience to mine and therefore the name slowly yet relentlessly became a driver of failure.

Yes, I did genuinely try out Yahoo’s email and some of its other online services off and on over the years. My impression continuously was that competitor options and other avenues of service were consistently superior in the quality and reliability delivered. Therefore, I gravitated to them and found a much better customer experience.

I don’t know how accurate my theory is, but I am certainly interested in hearing from others on what they think.

TIME FOR REVERSE GEAR

Thu, 14 Jul 2016 08:07:00 GMT

When I learned about the first United States death linked to a self-driving car, my very first thought was, “Well, that changes everything!” And it should.

Technologically, self-driving cars are purported to take care of the passengers while the computers run the cars. In theory, this is marvelous. However, when something goes wrong, people can suffer and even die as was the case here. While a passenger in his Tesla Model S, 40-year-old Joshua D. Brown was killed when the car’s cameras did not distinguish the white side of a turning tractor-trailer from the surrounding sunlit sky.

Product development involves a tremendous amount of research, planning, analysis, and unfortunately, trial and error. It is sad that in this case the error was deadly. Because of that, many aspects of the self-driving car model will need to be reassessed.

I am not saying we throw the brakes on it all. I believe our technology must always be free to chart new territory. I am saying what the engineers already know and I’m sure are already doing, and that is that all aspects of how these vehicles recognize objects in their environment must be meticulously reevaluated. Failing to do so will continue to put people at risk.

Self-driving cars navigate within their environment via a constellation of digital cameras, lasers, and radar sensors. They normally do this extremely well. Obviously, in this recent tragic accident when the white side of a trailer “looks like” the sky, they did not perform as well as required. This is where the engineers will be going back to the drawing board on those digital cameras, lasers, and radar sensors.

And this is why I say, “Well, that changes everything!” Because we have this technical knowledge about this product failure, manufacturers cannot push the same products to consumers in quite the same way. Until those algorithms, programs, and hardware are refined sufficiently, consumers will remain at serious risk. This is not good for the consumer and the car companies. Further, it is not ethical.

Well, that changes everything—or it should.

REFLECTIONS ON THE LEGACY OF A FUTURIST

Tue, 12 Jul 2016 11:41:00 GMT

When I heard the news last month that futurist Alvin Toffler had died at 87, I was instantly sad that we did not have even more time with this brilliant, insightful, and prescient person. I like to think of him as the first of the futurists.

I can remember decades ago reading his classic 1970 work, Future Shock , in which he addresses how we as people productively engage the challenges of change even when the rate of that change is ever increasing. He was one of the first powerful voices to champion the cause of stopping to analyze deeply how the future comes at us and what all its implications are. In many ways, he was ahead of his time (isn’t that what every futurist truly is?), and yet he was exquisitely perfect for his time. He was talking about such concepts as techno-social change and globalization before most of us were even aware of them. As a genuine futurist should do, he enlarged our conception of what the future might be.

A generation before PCs came on the scene and we all moved onto the Internet, Toffler was issuing the clarion call that science and technology were on an unavoidable collision course with humanity. For good or for bad, it would be humanity’s brilliance and humanity’s flaws that would create our future world.

Toffler asked us to stop, sit down, and meditate on who we are, where we had been, and where we were going. Toffler demanded that we give the future time before its time. He demanded that we wisely prepare for the future before it became the present when it was too late to prepare.

Much to my happiness, as I look around the world today, I see many Alvin Tofflers. In making that observation, I honor Toffler by tracking his ideas that constantly pulsate on the cutting edge of our culture. Although there can never truly be another Alvin Toffler, each one of us can perpetuate his futurist endeavor to make our world better while it continues to change with its ever quickening pace. Thankfully, I see that more today than I ever have in my life. Our science and technology, our passion for excellence, our dedication to humanity, and our ethical imperatives demand that we do no less.

With many thanks to Alvin Toffler, here’s to a bright—albeit ever changing—future for us all.

FOUR REASONS I LOVE SOCIAL MEDIA

Thu, 30 Jun 2016 07:18:00 GMT

Social media is a tremendously powerful and fascinating technological marvel. Made possible only by the relatively recent advent of the Internet, fueled by all manner of human motivation, and capitalized upon with incredible variety, social media has rapidly become part of the new normal. Love it or hate it, for good or for bad, we cannot escape it. Social media is here to stay.

I am not a digital native. I did not grow up immersed in social media. When I was growing up, social media did not exist. Nevertheless, as a person that grew into social media as a part of an unfolding culture, I have come to love it.

As with any new technology, I could see the good and the bad. Social media continues to be used for good and for bad. However, it is unwise to throw out an entire technological capability purely because some use it for bad. Shortsighted approaches never turn out well.

Here are four reasons that I love social media:

Social media is not used by everyone the same way. I think that is good because we are all different. Some people are constantly immersed in social media. Some people use social media in a highly selective fashion. And some people for various reasons choose not to engage in any social media. I criticize no one for their personal decision. That is their prerogative.

As for me, personally and professionally, I have only found my life enriched in infinite ways via social media. I intend to keep using social media for all that enrichment.

WHEN THE BOAT MUST FLOAT

Tue, 28 Jun 2016 06:36:00 GMT

I have been monitoring the Panama Canal expansion project completion with great interest. Finally complete after a decade, costing $5.4 billion, and involving 40,000 workers, the project was not without its difficult days. In fact, this one might turn out to be a classic case destined for the business school textbooks on how not to do project planning. A number of red flags catch our attention:

You can only build as well as you can design, and you can only design as well as you can plan, and you can only plan as well as you can research. It always comes back to the research. I have never seen a project team that regretted it did too much research. I have seen many that regretted they did too little research.

In the Panama Canal expansion project, it seems the research was not as thorough as it should have been. Hopefully, business students will learn from it, project teams will learn from it, and every observer will learn from it. Many future “Panama Canals” await us. How well we do the research will make all the difference in the world.

THE SOFTWARE OF WHAT

Fri, 24 Jun 2016 07:39:00 GMT

Well, the Internet of Things (IOT) is upon us. It incrementally crawls our way, counting our computers to calculate the most cunning way to collect everything into one convenient command center. Whether the IOT is a modern hi-tech marvel for which we should all be grateful seems to be a matter of varied opinion. That opinion is somewhat based on your history, predilections, and experiences for good or for bad.

Sometimes the IOT goes well and sometimes . . . it’s just, “well!” It kind of reminds me of another era (late 1980s to early 1990s) when this wonderful thing called software was flooding the market of novice PC users. I call that time the Software Of What (SOW). The reason I say that is because so many PC crashes (and there were so many in those days!) were directly linked to that latest piece of software you installed. Technical support offices eventually would fess up, “yeah, we have a software conflict with [you fill in the blank], but we are working on a fix.” In the modern day we have advanced from the SOW to the IOT. I like the way that David Pogue (anchor columnist for Yahoo Tech and host of several NOVA miniseries) explains the joyful uncertainty surrounding the IOT (“At Your Command” Scientific American , July 2016, p. 25):

Hey, let’s take it all in stride. We all know that our physical bodies encounter growing pains. What makes us think that we are exempt from them in our cyber-world bodies?

WHEN LESS LIMELIGHT IS GOOD

Wed, 22 Jun 2016 07:33:00 GMT

What do these companies have in common?

According to Fortune , they are among the 25 most important private companies. Publicly traded companies are great. They will always have their place. Nevertheless, a trend is afoot of increasing numbers of companies choosing to remain private or switching to private ownership from being publicly traded as Geoff Colvin describes (“Private Desires”, June 1, 2016, pp. 52–57):

Certain advantages arise when a company chooses to remain private or when a publicly traded company chooses to go private. Colvin goes on to emphasize the attractive and strategic benefits of corporate privacy:

Being able to concentrate resources on the business itself is a great efficiency and effectiveness enhancer. Simultaneously, much energy can be preserved by not having to be constantly addressing the whims and woos of the public or other investors.

Obviously, private companies should still be extremely attentive to the public’s feedback. A private company should have just as much of a commitment as a public company to producing a stellar customer experience, maintaining good public relations, and doing business ethically. I think that the private company can be the leaner, meaner machine to reach those objectives. And there’s a whole lot of private companies that feel the same way.

REMEMBERING COMMERCIALS

Mon, 20 Jun 2016 07:19:00 GMT

Does anyone remember what commercials are? Oh sure, we are still confronted by them occasionally when we are trapped by time and circumstance. However, as most of us realize, zapping through those commercials on a recorded TV program has become routine. Additionally, increasing numbers of viewers are cutting the cable cord to run with various streaming services.

Companies such as Viacom, CBS, Time Warner, and others are losing billions in market value as investors digest these trends. The world of TV entertainment is looking very different today than a generation ago. Exactly if and how the stakeholders choose to adapt is an interesting trend to watch. Perhaps in some cases, they will succumb to entropy and disappear from the entertainment landscape. Erin Griffith summarizes the current state of affairs (“Fear and Loathing in TV Land” Fortune , July 1, 2016, p. 48):

Advertising makes a lot of things possible in the entertainment world even when we do not appreciate its interruptive nature. The key players have to figure out a way to keep consumers happy and still generate a profit. Regardless of what strategy is created, I predict that our love/hate relationship with advertising will need some tough-love therapy.

WHEN MATTRESSES ARE BETTER BANKS

Fri, 17 Jun 2016 05:46:00 GMT

Interest rates are always a concern, especially when it comes to your money. As long as the financial institution is paying you a reasonable interest rate for the use of your money, then everyone is happy. However, if that interest rate ever becomes extremely low, then you must reevaluate matters. That is what consumers in Japan are doing right now.

This past January, the Bank of Japan announced interest rates in the negative. Should that carry through to the rates on consumer accounts, then your mattress starts to look better than the bank. That is exactly what some Japanese consumers are now doing (Kevin Buckland, Shigeki Nozawa, and Kazumi Miura. “Japanese Choose the Mattress Over Banks” Bloomberg Businessweek , 6/6/16–6/12/16, pp. 12–13):

Hey, inflation is something that we must always watch. Nevertheless, it’s better than deflation most days. Here’s hoping we don’t have to make our mattresses do double duty.

A CLASSIC CONTRAST

Wed, 15 Jun 2016 06:52:00 GMT

One of the market fixtures of the nation’s economy has been Sears. Sadly, the company has been in a long, slow decline for the past two decades. Last month the company announced that it was considering selling off three of its classic assets: Craftsman brand tools, DieHard batteries, and Kenmore appliances.

That announcement puts in stark contrast the position from which Sears once ruled the marketplace. It reminds us of these essential business lessons:

If the Sears announcement does nothing more than prompt us to reflect upon the above truths, then we will all be further ahead for it. Business is tough enough already. Therefore, we must never forget these business lessons so that we can be better prepared for whatever the future brings.

Finally, I could not help but notice the thoughtful, almost poetic manner in which Lauren Coleman-Lochner summarizes the classic contrast between where Sears is today versus where Sears once was (“Searsly?” Bloomberg Businessweek , 6/6/16–6/12/16, pp. 14–15):

UPSWING FOR ENTREPRENEURS

Mon, 13 Jun 2016 06:14:00 GMT

Entrepreneurs are extremely important to growth in technology, business, jobs, and the economy. Unfortunately, the Great Recession had a negative effect on entrepreneurial activities as indicated by the Kauffman Index of Growth Entrepreneurship data . Shortly after 2008 is when that index began to decline. The good news is that it bottomed out in 2013 and since then it has been on a strong upswing.

No one can argue that the Great Recession had a negative impact on our national economy on multiple levels. This is why I am so glad to see that the entrepreneurs are getting back into the game with increasing intensity. It is the entrepreneurs that assume the risk, forge ahead with new visions and ideas, and ultimately create opportunities that enrich many other segments of the marketplace and our society. Simultaneously, financial institutions and angel investors see the opportunities and feel empowered to loosen their purse strings.

As they have done so many times in the past, we are trusting that our entrepreneurs will continue to take the lead in shaping a better future for us all.

THE KEY TO TRUE UNDERSTANDING OF SOMEONE

Fri, 10 Jun 2016 06:17:00 GMT

David Linde is the CEO of Participant Media. He articulates a life lesson that summarizes the significance of diversity (“How Did I Get Here?: David Linde” Bloomberg Businessweek , 5/23/16–5/29/16, p. 72):

Most of us tend to underestimate culture. That is a big mistake. Most of us tend to discount a person’s origins. That is another big mistake. Diversity teaches us that we must always consider a person’s culture and origins. That is of course, if we genuinely want to understand that person.

On the other hand, if we don’t genuinely want to understand that person, then we can dismiss culture and origins. Why would we care?

Every time that I have learned something more about another person’s culture and origins, I gained a deeper understanding of how that person thinks and behaves. Gaining that knowledge has always served me well.

The next time you meet someone new, take time to learn about that person’s culture and origins. You will be glad you did . . . and so will that person.

THE GUARANTEED PATH TO PERSPECTIVE

Wed, 08 Jun 2016 05:05:00 GMT

David Linde is the CEO of Participant Media. He articulates a life lesson about why experiences are vital to our personal and professional growth (“How Did I Get Here?: David Linde” Bloomberg Businessweek , 5/23/16–5/29/16, p. 72):

Although I agree with Linde’s statement, I see two implicit presuppositions:

I think that some people are better at this than others are. Our goal should be to force ourselves into new experiences that push us beyond our comfort zones. After having those new experiences, we should reflect deeply so that we extract the fullest possible learning value.

This means that we must be open-minded. If we do all that successfully, then we will gain perspective. That refined perspective is something that no one can ever take away from us.

Pursue perspective. Pursue experiences.

ANSWERS IN TIME

Mon, 06 Jun 2016 09:54:00 GMT

Sometimes you face a problem or a frustrating situation and you don’t have the solution. We all face those scenarios and we all feel their pain. Although we might want the answer right now, sometimes the solution is elusive. In those situations, we must discipline ourselves to do some waiting. David Linde (CEO of Participant Media) articulates a life lesson that neatly summarizes this concept (“How Did I Get Here?: David Linde” Bloomberg Businessweek , 5/23/16–5/29/16, p. 72):

In our always-on, constantly connected, Google-empowered, instant results world, that can be a tough pill to swallow. Nevertheless, some answers simply take time. Maybe we need to think deeper and longer. Maybe another person has the solution. Maybe the solution will be different and better tomorrow. Maybe we need to do more research. Maybe we cannot recognize the solution today, but we will tomorrow.

Instant answers are overrated. Embrace the waiting. In my experience, some of the best answers take time to ferment before bearing their fruit. That means that the wait was worth it.

ALWAYS PLANTING SEED

websitebuilder@1and1.de — Fri, 27 May 2016 10:00:00 GMT

Farmers understand that they need to be planting seed constantly one way or another. Everything that they do is geared to the harvest. This principle works in the business world too. Tom Colicchio (head judge on Top Chef) affirms it (“How Did I Get Here?: Tom Colicchio” Bloomberg Businessweek , 5/16/16–5/22/16, p. 88):

When it comes to talent management, either you manage your talent up or you manage them out. Smart companies have learned the value of good old-fashioned farm work. They constantly invest in their staff so that their staff continually finds growth opportunity right where they are planted.

Some companies try to minimize or even eliminate investing in their people. That is a losing strategy. For a season, it might appear that they are doing a great job lowering expenses. However, that brings its own harvest—people leave.

Be a smart company; be a farmer. That will create the kind of crops you look forward to harvesting.

THE SPEED OF CHANGE

websitebuilder@1and1.de — Thu, 26 May 2016 09:51:00 GMT

Sometimes having a key life and business strategy is immensely more important than having formal education. Tom Colicchio has certainly demonstrated that truth. Colicchio’s academic record begins and ends with Elizabeth High School in Elizabeth, New Jersey. However, Colicchio understood a life and business strategy that some people with much more formal education have still not learned (“How Did I Get Here?: Tom Colicchio” Bloomberg Businessweek , 5/16/16–5/22/16, p. 88):

Being able to change on the fly is something that some folks seem to do naturally and others miss completely. Colicchio’s articulation of this truth reminds us that because our world is constantly changing, we must constantly be prepared to change too.

Once you realize that you need to make a change, do it quickly. The road of procrastination leads to a town called nowhere. Colicchio made changes quickly throughout his life and business. It served him well. Today he is the head judge on Top Chef. That strategy will work for you and me too.

SEE YOU IN COURT . . . OR NOT

websitebuilder@1and1.de — Wed, 25 May 2016 09:54:00 GMT

Class action lawsuits have been a traditional legal recourse for groups of consumers who believe that a corporation has wronged them. They have been effective. Simultaneously, corporations (especially in the financial services sector) constantly trying to reduce litigation expenses have increasingly built consumer arbitration clauses into their consumer agreements. This maneuver neatly eliminated litigation options by consumers. Both sides of the argument have merit as Elizabeth Dexheimer reports (“Suing Your Bank Could Soon Be Easier” Bloomberg Businessweek , 5/16/16–5/22/16, pp. 49–50):

Which side is right? That is a good question especially now that the Consumer Financial Protection Bureau is considering a new rule that would require financial institutions to eliminate their consumer arbitration clauses. If the new rule were passed, consumers would again have the ability to file class action lawsuits against financial services corporations.

Although both sides of this one could be argued endlessly, here is my take on the situation. I’m hoping the new rule is approved and the right of consumers to file class action lawsuits is restored. Moreover, I think that the obvious consumer upside is surpassed by an even greater upside for consumers and corporations together.

The renewed possibility of class actions being filed should motivate corporations to take quantum steps to improve their customer experience. Let’s face it. The more stellar that customer experience is, the less reason consumers will ever have to believe that they have been wronged by the corporation. The consumer has a better customer experience while the corporation enjoys lower litigation costs. That is a win-win.

THE ENTREPRENEUR’S BENEFITS TO US

websitebuilder@1and1.de — Tue, 24 May 2016 09:53:00 GMT

Last week, I was privileged and honored to attend a very special meeting of the Kansas City entrepreneurial community. After about a three-year run, Dr. Julie Edge (founder of Creelio.com) decided that the wisest decision was to shut down her business. Rather than quietly closing, she, her colleagues, and her supporters chose to host a special meeting at Village Square to commemorate the event. It included a panel discussion with questions and answers on such topics as how entrepreneurs function, how they succeed, why they fail, and lessons learned. In reflecting on so much of what was shared, my own entrepreneurial endeavors, and what I have been told by other entrepreneurs, I believe that we need to honor the entrepreneur for many reasons.

The entrepreneur teaches us that competition is good. Not only does competition refine and improve the marketplace of products, ideas, and services, it simultaneously challenges the entrepreneur to be the best person possible. The entrepreneur experiences a richer, smarter life. The inspiration of the entrepreneur is contagious. Others will choose entrepreneurial paths partially due to the examples of entrepreneurs.

Win, lose, or tread water, entrepreneurs learn a lot. That learning is passed on to others and we all benefit. Truly, our world is enriched in infinite ways by our entrepreneurs. Finally, simply choosing to be the entrepreneur is fundamentally noble and enriching. Alfred Tennyson said:

The same concept is manifested in entrepreneurs. The next time you might be tempted to poke fun at the entrepreneur’s business model, think again. At least someone is willing to try something new. Why can’t that be the entrepreneur? Why can’t that be you?

FAILURE’S LESSONS

websitebuilder@1and1.de — Mon, 23 May 2016 09:52:00 GMT

In spite of that visceral truth, Julie chose to handle the shutdown in a way that is not always seen among entrepreneurs. Rather than quietly closing, she, her colleagues, and her supporters chose to host a special meeting at Village Square to commemorate the event. It included a panel discussion with questions and answers that fundamentally focused on one idea: What can we learn from failure?

In reflecting on so much of what was shared, coupled with my own experiences, here are three inescapable conclusions that arise from a reflection on failure:

Entrepreneurs often know failure in a very painful business context. We all know failure in many contexts. Here is my advice:

DONE WITH DIGNITY

websitebuilder@1and1.de — Fri, 20 May 2016 09:52:00 GMT

Last night, I was privileged and honored to attend a very special meeting of the Kansas City entrepreneurial community. After about a three-year run, Dr. Julie Edge (founder of Creelio.com) decided that the wisest decision was to shut down her business. Anyone even remotely connected to the startup community knows how heart wrenching and difficult such a decision is for everyone involved. Untold hours, blood, sweat, and tears go into creating a business from the ground up. Shutting it down is life altering.

In today’s competitive world where some have incredibly high and often unrealistic expectations of success in life and business, it is a breath of fresh air to understand that failure is as much a part of life as is success. Moreover, we sometimes learn more from our failures than our successes. Julie called upon the startup community to reflect on these matters, appropriated naming the event, “Zen and the Art of Failure” and adopting the theme “Done With Dignity” (#DoneWithDignity).

We reflected on what we have learned and can learn from our failures. It isn’t always fun when we are in the middle of them. Nevertheless, the learning that we can receive can carry us into a future that is superior to the past. If we embrace our failures, they hold the promise of making us wiser, stronger, and better.

Done with dignity truly was! Thank you to Julie, each entrepreneur, colleague, associate, friend, and supporter who participated to make it so.

3D PRINTING JUST ADDED A NEW DIMENSION

websitebuilder@1and1.de — Thu, 19 May 2016 09:59:00 GMT

3D printing is already an amazing new technology that is on the cutting edge of hi-tech manufacturing. Nevertheless, the technology is becoming even more astounding. In Redwood City, California, a new company, Carbon, has expanded on the technology to improve its output significantly as Jack Clark reports (“An Object Rises from the Goop” Bloomberg Businessweek, 4/4/16–5/10/16, pp. 33–34):

These technical changes allow Carbon to perform more of a continuous building process as opposed to printing one layer at a time. The UV light curing step enhances final product strength and durability. Several other companies observing the amazing success of this new process are now becoming clients. Carbon now offers an annual subscription service for the M1 printer.

Carbon’s story illustrates one of the enduring, intrinsic aspects of science and technology: no matter how good the process is today, tomorrow will only make it better.

SOME IN THE FAMILY

websitebuilder@1and1.de — Wed, 18 May 2016 09:54:00 GMT

Some of the best businesses I have ever seen were family businesses. Tragically, they are at the highest risk for failure. I have seen a lot of family businesses come and go, with a heavy emphasis on the go.

Part of the reason for the high failure rate is that family businesses have a higher number of stakeholder groups compared to nonfamily businesses. In a nonfamily business, stakeholder groups typically are owners, staff, and staff who are owners. Once you bring family into the mix, now you have owners, staff, family, owners who are staff, staff who are family, family who are owners, and family who are owners who are staff. Yes, it is hard to track all that!

Due to the increased number of stakeholder segments, the potential for conflict goes up exponentially. Conflict is not conducive to wise business growth and planning. As Lewis Braham reports (“Keeping It in the Family” Bloomberg Businessweek , 4/25/16–5/1/16, p. 50):

If a family business is going to survive and thrive, then the leadership team must be completely on top of its strategy for succession planning. The company’s vision, mission, core values, talent management, and business plan must be under constant review. Apparently, few people know how to handle their business and their family with the finesse needed for success on both fronts.

THE END OF 3-D MOVIES—THINK AGAIN

websitebuilder@1and1.de — Tue, 17 May 2016 10:00:00 GMT

People are getting pretty excited about the possibilities of virtual reality becoming the next big thing with movies. Some postulate that VR movies might soon replace 3-D movies. That is an interesting concept, but if you think about the very nature of a movie versus a VR experience, the two situations have fundamental differences, and therefore, one cannot serve as a replacement for the other.

VR enables the user to immerse fully into a 3-D world that responds to the user’s movement and interaction. That is a marvelous trick and the technology will certainly only grow and refine as these hi-tech toys tend to do. However, as David Pogue (anchor columnist for Yahoo Tech and host of several NOVA miniseries) explains, movies are fundamentally different from a VR experience (“In the Movies” Scientific American, May 2016, p. 27):

“Movie directors don’t just direct the actors; they also direct your attention, using camera angle, lighting, selective focus, even sound to create a desired effect. A movie is a story that everyone experiences the same way because we all witness the same events.

But in a spherical movie, how will we know where to look? How can the director be sure we’ll see the unmasking of the villain off to the right if we’ve been inspecting the wreckage of the car behind us?”

Let’s let 3-D movies do what 3-D movies can do and let’s let VR do what VR can do. Each entertainment avenue will find is own path based on the human/technical interface capabilities and restrictions. This is another case of the square peg in a round hole.

TRASHING SOCIAL MEDIA

websitebuilder@1and1.de — Mon, 16 May 2016 09:58:00 GMT

Most of us know that a lot of trash talk can happen on social media and that is a sad thing. However, what about literal trash talking? In some of India’s larger municipalities, citizens and police have figured out that trash talking is a good thing when it means that the streets are cleaner and people who are illegally dumping trash are captured.

Citizens observing illegally dumped trash can take a cell phone picture and use WhatsApp to transmit it to the police. In many cases, the culprits are identified and prosecuted. This has resulted in improved street sanitation, more criminal prosecutions, and sometimes cash bonuses for citizens (Bhuma Shrivastava and Anto Antony “India Taps Social Media to Take Out the Trash” Bloomberg Businessweek , 4/4/16–4/10/16, p. 16):

Social media is used for many reasons. Why not use it to help get rid of the trash?

A BETTER FUTURE BY DESIGN

websitebuilder@1and1.de — Fri, 13 May 2016 09:47:00 GMT

Designers almost by definition exercise the gift of seeing into the future. This doesn’t mean that they have the gift of prophecy. It does mean that their craft implicitly forces them to create the future. They look at what current design decisions mean to the future. Their heads are filled with questions of if I change this like so, how will that affect the process and the result? This focus is what empowers designers to partner profitability with a client to catalyze future growth and innovation.

In spite of this lucrative dynamic, the client’s ride is not without its rollercoaster moments. Designers will often lead their clients into unfamiliar yet necessary territory from which the client might recoil. Yves Behar, the founder of design company Fuseproject, describes this paradoxical moment (“How to Hire a Designer” Bloomberg Businessweek , 4/11/16–4/24/16, p. 83):

Thus, we know that this struggle will happen and that it is necessary for the process to achieve its positive outcomes. That is why both designer and client absolutely must focus on their primary roles within the relationship:

When both parties follow through on that commitment, then they will create the better future by design.

DESIGNING WITH EMPATHY

websitebuilder@1and1.de — Thu, 12 May 2016 10:00:00 GMT

As we think about where design can take us, we are reminded of the powerful customer connections that can occur. How powerful those connections will be is a variable that can be strategized at the design stage. That is why design is of ultimate importance.

Additionally, we have to recognize that purely by how we design a product or service, we are driving that customer experience positively or negatively. That is why reflection about purpose must precede design because design will either support or thwart purpose. As an institution, as an individual, you will be either supporting or thwarting your purpose. Ken Wong is the designer of the computer game, Monument Valley. He shares similar comments when he analyzes the game design process (“Empathy Is Required” Bloomberg Businessweek , 4/11/16–4/24/16, p. 82):

Wong is absolutely correct. Some intelligent empathy is needed here. If you don’t know what your customer wants, then you won’t be able to put yourself or your product or your service into that place where the customer is able to say, yes, that is what I wanted. However, intelligent empathy will give you the opportunity to support your purpose.

MAKING SUPERIOR DESIGN DELIVER

websitebuilder@1and1.de — Wed, 11 May 2016 06:16:00 GMT

Improvements in technology are fantastic developments but they can only benefit users to the degree that superior design employs them. Superior design has only become more important as time passes. Product performance that was impossible a generation ago is now not only possible, but deliverable via superior design.

For superior design to happen, you need designers. All of us are or can be designers. We sometimes make design decisions without even realizing it. Some of those design decisions we or others live to regret. Other design decisions we or others live to enjoy.

Maria Giudice is the VP for experience design at Autodesk. I like the way that she captures the evolution of design over generations, and how important it is to design universally and holistically, even to the extent of emotional connection (“Ways of Seeing: Make the Complex Clear” Bloomberg Businessweek , 4/11/16–4/24/16, p. 79):

HOW TO SOUND SMART

websitebuilder@1and1.de — Tue, 10 May 2016 07:34:00 GMT

I suppose it might be good to sound smart even if you are clueless. That is some of the humor that was injected into the recent double issue of Bloomberg Businessweek on the theme of design (“The Design Issue”). After poking some irreverent fun at so many of the modern terms designed into startup funding pitches, they came up with an illustrative hypothetical example of the entrepreneur’s perfectly designed elevator pitch (Sam Grobart and Evan Applegate “Sound Smart at a Conference” Bloomberg Businessweek , 4/11/16–4/24/16, p. 84):

Okay, I’m sold (I think)!

MIGHTY EXPENSIVE MEATBALLS

websitebuilder@1and1.de — Mon, 09 May 2016 06:36:00 GMT

Entrepreneurs are working diligently to find a way to grow meat in a container other than an animal. For example, growing meat in the lab is being done by San Francisco startup, Memphis Meats. Andrew Zaleski reports on the promising positives to the endeavor (“Tech: Object of Interest” Fortune , May 1, 2016, p. 43):

Although Memphis Meats affirms that the product could be in stores by 2021, getting it there is another story. The biggest roadblock is conquering the cost factor. The current cost to grow one pound of meat is just $18,000. As Uma Valeti (CEO) affirms:

All I can say is those are mighty expensive meatballs!

LLML NUMBER 10

websitebuilder@1and1.de — Fri, 06 May 2016 06:11:00 GMT

Mowing the lawn is a ministry of love. I am doing it so that my wife does not have to worry about doing it or getting someone else to do it. I do that out of love because my leadership model is one of the servant leader. This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 10:

Many kinds of leadership styles exist. They each have some value. However, the servant leader is automatically putting the needs of others first and does so with an attitude not of lordship or dictatorship, but one of “how can I serve you?” Instead of thinking of yourself, you think of your team, your colleagues, and your clients. That kind of leadership attracts attention.

Every day, companies, organizations, nations, and families are crying out for genuine, authentic leadership. The person who will step up by stepping down in servant leadership is the person that will do something great. LLML Number 10:

LLML NUMBER 9

websitebuilder@1and1.de — Thu, 05 May 2016 07:56:00 GMT

Mowing the lawn involves a lot of pushing. However, if I want to get the lawn mowed, I have to keep on pushing. To keep on pushing I will sweat, I will feel the burn, I will fight fatigue, and I will struggle. I have to do all that to keep going. That mower isn’t going to push itself! This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 9:

People talk all the time about working smarter and not harder. I am all for that. I continually try to work smarter and not harder. That principle is sound and we should all practice it as much as possible. However, as sound as that principle is, leadership still requires hard work. Dealing with people problems, making tough decisions, going the second, third, and fourth mile all require very hard work. Leadership is not easy, but the more committed you are to fulfilling your role as a leader the more willing you will be to doing the hard work of a leader.

The TV series, Deadliest Catch , chronicles the lives of commercial crab fishermen on the Bering Sea. One of the common refrains from the ships’ captains is the need to be committed to the daily grind. You don’t catch all your crab in one pot or in one day. You must be committed to that daily grind and it is hard work. You are baiting and hauling pot after pot, day after day, doing that daily grind. That is what makes these captains the leaders that they are in their industry. LLML Number 9:

LLML NUMBER 8

websitebuilder@1and1.de — Wed, 04 May 2016 05:32:00 GMT

Mowing the lawn may not be the most intellectually demanding job. Nevertheless, that does not in any way detract from the job’s necessity and importance. Mowing the lawn may not demand the same skills I use when I write html, interview a client, or play a game of chess. Those distinctions do not impugn the act of mowing the lawn. Mowing the lawn still has value in its own right and for many reasons—as do all jobs. This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 8:

As leaders, it is easy to become engulfed within our own little worlds because after all, they really are that important now, aren’t they? It is easy to appreciate what we do because we are so adept at doing it now, aren’t we? It is easy to appreciate ourselves because we can feel every bit of that blood, sweat and tears now, can’t we?

That might (and that’s a big “might”) all be true. Nevertheless, leaders don’t have that privilege. Genuine leaders are called to serve others first. You can’t serve others first if you don’t appreciate who they are and what they do. Either you do appreciate every role within your organization or you don’t. No partial credit is allowed here. One of the greatest things that we can do for our own leadership is to recognize the value that each individual team member brings to the table every single day. LLML Number 8:

LLML NUMBER 7

websitebuilder@1and1.de — Tue, 03 May 2016 07:41:00 GMT

Because of the size of my lawn and the size of my lawn mower, I will always run out of gas about three fourths of my way through the job. Therefore, after I have filled the tank at the beginning of the job, I conveniently position the gas can at about the spot where I believe I will run out of gas. Sometimes my predictive powers are highly accurate and sometimes they are way off base. Much of this of course depends on the condition of the lawn and how fast I happen to push the mower. Depending on which way all that rolls, I enhance or detract from my lawn-mowing efficiency. This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 7:

If I just tossed the gas can wherever it wants to land, then I will end up hiking a lot further when I need to retrieve it. However, careful realistic planning usually results in that gas can being in the right spot at the right time, for which I am always grateful.

That is exactly what we should be doing as leaders. We probably could not count the number of businesses that have run aground because its leaders did not plan realistically. They either did not believe the data or they refused to engage the people that could provide the data. To plan realistically, we must be in close communication with our key players so that we understand what is realistic and why. Our success will only be as good as our plans. LLML Number 7:

LLML NUMBER 6

websitebuilder@1and1.de — Mon, 02 May 2016 06:29:00 GMT

Some people happen to hate mowing the lawn. I happen to love it. Could I pay someone else to do it? Yes. Could I upgrade to a rider mower to make it easier? Yes. Are there times when it makes my schedule difficult? Yes.

Nevertheless, I keep on mowing the lawn. I do this because of certain benefits that I derive from mowing the lawn. Although I could list many benefits such as the meditation time, the lawn’s appearance, and the feeling of accomplishment, one of the most important benefits is the physical fitness. I have exercised my entire life because I believe in keeping myself in the best possible physical condition. Mowing the lawn throws another kind of exercise at my body and I always feel great because of it. This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 6:

You see, it would be easy for other people to identify the apparent disadvantages of mowing the lawn myself, criticize my priorities, and persuade me to stop mowing the lawn. However, I know the benefits that I derive. I’m not about to give up those benefits.

As leaders, we sometimes discover powerful benefits derived from a process, colleague, or strategy. Therefore, we do what we have to do to preserve those benefits. Our observations along with an intuitive awareness consistently confirm that truth. We understand the benefits-production model and that knowledge leads us to maintain our commitment to the model in spite of what others may say or think. LLML Number 6:

LLML NUMBER 5

websitebuilder@1and1.de — Fri, 29 Apr 2016 06:27:00 GMT

Some of us are better at knowing the difference between valuable desired plants and worthless undesired weeds. More than once, I have mowed over something only later to learn from my better half that I had destroyed a valuable desired plant. This leads me to LLML (Leadership Lessons from Mowing the Lawn) Number 5:

Leadership involves many responsibilities and they are all very important. However, without thorough communication throughout your network, everything you do will be hindered. People will not understand you without communication. People will not respond without communication. People will not know how to support you without communication. Communication is your leadership’s life blood.

When we are communicating properly, we maximize our odds of success with our network. When we are not communicating properly, we minimize our odds of success with our network. If I had been in better communication with my wife, then I probably would not have mowed over that valuable desired plant. LLML Number 5:

LLML NUMBER 4

websitebuilder@1and1.de — Thu, 28 Apr 2016 07:10:00 GMT

In the time that I have spent mowing the lawn, many things have gone right. In the time that I have spent mowing the lawn, many things have gone wrong. Here is the short list of the things that have gone wrong:

Things have gone wrong while I was mowing the lawn. Isn’t that true of leadership? Things do go wrong. LLML (Leadership Lessons from Mowing the Lawn) Number 4 is an obvious yet important reminder:

As leaders, we can sometimes optimistically believe that we are immune to Murphy’s Law. Unfortunately, given enough time, we learn that we are mistaken. Therefore, the best approach we can take is prepare for the unexpected, have backup plans, and be flexible. Eventually, things will go wrong and that is precisely when you will be glad that you prepared for the unexpected, had backup plans, and chose to be flexible. LLML Number 4:

LLML NUMBER 3

websitebuilder@1and1.de — Wed, 27 Apr 2016 06:56:00 GMT

When I was a kid, I spent many hours watching my dad mow the lawn. I thought that I understood what the job involved. One day I became old enough for my dad to delegate the lawn mowing to me. Wow! I discovered that what I thought I knew about lawn mowing was a bit different than what I was now learning. I didn’t fully appreciate some of the blood, sweat, and tears that could be involved in mowing the lawn. LLML (Leadership Lessons from Mowing the Lawn) Number 3 is subtly simple:

As leaders, we can sometimes lose track of what goes into a job. Just because you or I might not be the person performing that particular job is no excuse for not appreciating the totality of that job. It seems that the more compassionate and thoughtful a leader is, the more likely he or she is to have that awareness. I’m sure we have all seen cases in which someone in authority flippantly gave an order, not fully realizing all that could be involved. This is a mistake on two levels.

LLML Number 3 has always amazed me. It continuously causes me to rear back in respect at any job regardless of how simple or obvious it may appear on the surface. Understanding this should automatically instill a respect to anyone for any job. How do you rate yourself when it comes to assessing other people’s jobs? LLML Number 3:

LLML NUMBER 2

websitebuilder@1and1.de — Tue, 26 Apr 2016 06:48:00 GMT

LLML (Leadership Lessons from Mowing the Lawn) Number 2 begins this way: Each time that I mow my lawn, I have to be certain that I have specific resources in place ahead of time. Being in the middle of mowing my lawn is not the time to figure out that I need to refill the gas tank but my gas can happens to be empty. LLML Number 2:

It is easy to become excited about a new project. As wonderful as that project may be however, without sufficient resourcing, it will never get off the ground. Some of the biggest mistakes that I have witnessed in project planning and execution have their roots in resourcing. Failing to resource a project sufficiently is planning to fail. The bigger the project, the bigger the failure. Once you run out of gas, the mowing stops.

In addition to the obvious practical level, sufficient resourcing is vital to a project on the teamwork and leadership level. How did you feel the last time your boss gave you a great new project, but without sufficient resources to get it done? Good working relationships will usually weather through such challenges, but it is a stress that could have been avoided with sufficient resourcing ahead of time. LLML Number 2:

LEADERSHIP LESSONS FROM MOWING THE LAWN

websitebuilder@1and1.de — Mon, 25 Apr 2016 06:30:00 GMT

I have had more things hit me while mowing the lawn than you can imagine. And by things I don’t mean bugs, grass, snakes, dirt clumps, bees, animal poop, pebbles, and various other projectiles that the mower or Mother Nature decide to send my way. All those things do hit me. However, I am now referring to much more important things such as ideas, insights, perspectives, and directions.

There is something about mowing the lawn that predisposes my mind and my soul to go into a meditative, calm state. Mowing the lawn requires some effort and skill, but not nearly enough to absorb 100% of my cranial capacity. Therefore, I always find that it provides a perfect time to zone out and focus in. I am far enough removed from my routine tasks, duties, and responsibilities that I can subconsciously approach them differently. Some of my best ideas, insights, perspectives, and directions have come to me while I was mowing the lawn. That leads to my first LLML (leadership lessons from mowing the lawn):

Every leader who is genuinely concerned with his or her leadership quality absolutely knows that personal and professional growth is a nonnegotiable. We as leaders must always be growing. Failing to grow translates to retreat. When you stand still, everything else will leave you in its wake. That is not a good place to be.

Regardless of whether it is mowing the lawn, running laps, taking a drive, going on a sabbatical, or staring at the night’s stars, we must create those places in which we can reflect on what we are doing, why we are doing it, how we are doing it, and whether we can do it better. That place will be different for you than it is for me or a colleague or a friend. LLML Number 1 simply affirms that we find that place to reflect.

As leaders, we can sometimes be so hard-charging that we forget to reassess how much value we are adding. It is in those times of reflection that we just might experience a revelation. And that revelation can be the most important moment of your day, week, year, or even your life. LLML Number 1:

GENERATIONS ON GENERATIONS

websitebuilder@1and1.de — Fri, 22 Apr 2016 06:05:00 GMT

The American workplace has certainly changed as we have transitioned from the old century to the new one. Improvements in standards of living, nutrition, lifestyle, healthcare, and wellness have increased lifespan. There never has been a better time to be alive and working.

These better times translate to more generations actively participating in the workplace. Interesting dynamics never seen before have arisen. For example, the generation that came into this world from about 1980 to 2000 is called the millennials. The millennials now exceed the baby boomers in numbers. In spite of how powerful an effect the baby boomers have had and will continue to have on our society, in a sense because of their size, the millennials will be the “new baby boomers.” Companies are continuing to adjust their management style to connect more effectively with the millennials.

We are currently in an American workplace never seen in the past. For the first time, the argument can be made that we have five distinct generations working side by side. That has created and will continue to create exciting and important opportunities. Some organizations have effectively carried the ball past the goal posts thereby capitalizing on each generation’s value. Other organizations have fumbled the ball thereby losing each generation’s value.

If you want your organization to be known for the touchdowns instead of the fumbles, then you absolutely must reassess everything that you do with an awareness of this unprecedented generational mix. Not every generation thinks the same way on any number of topics or factors about the workplace. This does not necessarily mean that one generation is intrinsically wrong or right. It does mean that we all should be more open to new approaches about how we do business together. Here is a very short list of some of the areas that you would do well to reassess within your organization to keep everyone on the winning track:

As any good chef knows, when you have more ingredients in the recipe, you should be able to make a superior dish. It’s just a matter of getting all those great ingredients to work together. We can do exactly that with our multiple generations in the workplace today.

DIVERSITY DIVIDENDS

websitebuilder@1and1.de — Thu, 21 Apr 2016 07:56:00 GMT

Reflecting on how the American workplace has changed as we have transitioned from the old century to the new one, diversity stands out as a significant topic. More than ever before, organizations of all sizes have recognized that diversity adds value. Major corporations have taken the lead throughout this development as misunderstandings about diversity have continued to evaporate.

Employees sometimes approach their organization’s diversity training program with a preconception that is far from the truth. Employees sometimes believe that diversity means that the company wants to change each individual’s values, attitudes, convictions, and beliefs. However, if diversity training is administered correctly, then nothing could be further from the truth. You are entitled to your values, attitudes, convictions, and beliefs. I am entitled to mine. Your values, attitudes, convictions, and beliefs are part of what make you you and me me.

On the contrary, diversity celebrates those differences. It respects those differences. Simultaneously, it reinforces that you do not have to agree with or embrace the other person’s values, attitudes, convictions, and beliefs. Again, they are part of what make you you and me me.

Fundamentally, diversity training aims simply to raise awareness. Increased awareness does not equal agreement. It does, however, create respect.

When we choose to celebrate and embrace diversity, we add value. Adding value drives profitability. How does this happen? The answer is seen in the simple diversity principle of blind spots. If I surround myself with people just like me, then it becomes very unlikely that I will ever identify my blind spots. However, if I surround myself with people who are different from me, then it becomes very likely that I will identify my blind spots, learn how to compensate for them, and be receptive to my diverse group’s input. This is a two-way street. My diverse group will also benefit from the insights that I offer to them, insights that derive from my being different from the group.

Repeatedly, it is the diverse group or organization that performs better than the homogenous one. The superior performance is naturally rewarded with improved quality, customer experience, sales, and growth. This is why increasing numbers of companies are making diversity a top priority. For many, it is named as one of their core values.

Our increasingly complex world is not going to become any easier to navigate. Nevertheless, as more organizations engage in diversity deployment, everyone stands to enjoy diversity dividends.

AN ECONOMY MAKEOVER

websitebuilder@1and1.de — Wed, 20 Apr 2016 07:53:00 GMT

It is always interesting to reflect on how the American workplace has changed over the decades, especially concerning fundamental changes to the playing field. As we have progressed from the previous century to the new one, thanks to technology, the playing field had enlarged in a very big-time way. We have gone global. Today we live and operate in a global economy.

Business globalization’s irreversibility has been difficult for many to accept. Accept it or not, it is here to stay. It is our new reality. The smart company and the smart person will adapt and overcome. What else can we do?

Tragically, these sweeping global changes have resulted in economic and job disruption for many. We all feel that pain one way or another. However, trying to turn the clock back is not the answer. We must continue to contribute to the economy we hope to achieve. We must continue to search for creative solutions to every challenge. We must commit to moving forward productively and ethically. By taking this positive approach, we will maximize the opportunities for everyone involved and we will not forget those facing the biggest challenges and disruptions. I like the way that Thomas Friedman summarizes this imperative in his seminal work, The World Is Flat: A Brief History of the Twenty-first Century (New York: Farrar, Straus and Giroux, 2006):

We are in the middle of an economy makeover. We owe it to ourselves and to each other to get involved. When we do that, we will achieve the best possible outcomes.

A DIGITIZATION CONTEMPLATION

websitebuilder@1and1.de — Tue, 19 Apr 2016 08:11:00 GMT

It is always interesting to reflect on how the American workplace has changed over the decades, especially concerning science and technology. For example, the digitization of our world. In moving from the latter half of the 20th century into the 21st century, we have experienced an absolutely overwhelming digital transformation. Exactly how we perceived that transformation going into it, during it, and our projections about its future are the subjects of deep analysis by millions. People have been fooled, people have been heroes, and people have been oblivious. All three kinds of people have navigated the digitization tornado. What some have pondered has been fascinating.

One of the most interesting paradoxical positions about the digitization tornado came to me from a former colleague in the chemical industry many years ago. I say paradoxical because he articulated something incredibly shortsighted that did not happen and he simultaneously articulated something incredibly powerful that did happen:

It amazes me that such a failed statement and such a prescient statement can come from the same person. But such reality underscores the subtle deception and difficulty of capturing and capitalizing upon a trend. And is that not our constant challenge every single day in this amazingly complex, hi-tech world?

DO YOU MIND IF I WHAT?

websitebuilder@1and1.de — Mon, 18 Apr 2016 06:12:00 GMT

It is always interesting to reflect on how the American workplace has changed over the decades. Trend analysis can reveal insights about where we’ve been, where we’re heading, and how we can better position ourselves to identify future trends. For example, smoking.

When I first entered the workplace many decades ago, smoking was an acceptable, common habit that many workers practiced. Obviously, today we are intentional about restricting smoking in and near the workplace. That policy stems from many concerns:

Interestingly, it all started with a little bit of knowledge. Once we as a society became aware of the scientific evidence identifying smoking and secondhand smoke as health risks, that was the beginning of the end for smoking in the workplace. (Yes, I realize that localized and regional deviations exist, but I am speaking on the broader trend-evolution level.) In some cases and depending on how you look at the history, it has taken a long time to make the changes that we wanted to make. However, the point is that the trend has clearly been to eliminate smoking in the workplace or otherwise make a reasonable accommodation for smokers while protecting nonsmokers and customers. That is where we have arrived.

As those in the legal and PR professions are wont to say, “what did you know and when did you know it?” Culpability is based on knowledge. We as a society have chosen to act on the scientific evidence about smoking. Our collective conscience (thankfully) required we could do nothing less.

In the early 1980s, a worker I know at a Fortune 500 company confronted his HR department with some of the earliest data identifying the escalating costs to companies associated with smoking in the workplace. This involved such tangible outcomes as increased wear and tear on the heating, AC, and ventilation system, increased worker sick time, and decreased worker productivity. He suggested that his company ban smoking in the workplace. Rather than even consider evaluating the research, his HR representative simply fell back on the Dilbertesian line of “that is our policy.”

What I like about truth is that it eventually prevails. Decades later, that worker’s suggestion has been implemented not only in that particular company, but throughout the American workplace. Today, we take it for granted that smoking in the workplace is not acceptable.

What did we know and when did we know it? If you want to get an idea of future trends, look at what we know and when we knew it. That will very likely spell out what the next workplace trend will be.

YOU DON’T SUCCEED IN THE PAST

websitebuilder@1and1.de — Fri, 15 Apr 2016 06:08:00 GMT

If time machines were not as expensive as they are, then we would always have the option of succeeding in the past. Think about all the do-overs we could enjoy! Unfortunately, in the current space-time continuum, that is not truly an option for any of us. That said, we should all know how to manage our pasts. Gert Boyle (chairman of Columbia Sportswear) has a life-changing recommendation about doing that (“How Did I Get Here?: Gert Boyle” Bloomberg Businessweek , 3/14/16–3/20/16, p. 84):

I have seen too many people wallow in their past. This is true personally and professionally. Therefore, Boyle has it right: get on with your life.

Getting on with your life doesn’t mean that we don’t take every opportunity to learn from our past. The past teaches lessons we cannot afford to miss. Just remember not to park there.

You never succeed in your past, but you can ensure more success in your future.

THE DIFFERENCE THAT CONNECTS

websitebuilder@1and1.de — Thu, 14 Apr 2016 06:10:00 GMT

Gert Boyle was never afraid to try something different in Columbia Sportswear’s advertising strategy. Not everyone around her necessarily felt the same way at the time. In an interview with David Whitford , Boyle explains that some seriously doubted whether her Tough Mother advertising campaign would work. Nevertheless, she moved the campaign forward, and it moved the company forward, as she explains:

Good advertising is usually different from the norm. That doesn’t mean that you are different just to be different. Rather, you are different in a way that captures people’s attention. It is the marked difference that lodges in the memory, and it is the memory that attaches the company to the consumer, and that calls the customer to you.

OFF-THE-WALL ADVERTISING

websitebuilder@1and1.de — Wed, 13 Apr 2016 05:28:00 GMT

When Gert Boyle stepped into the role of president and eventually chairman of Columbia Sportswear following the untimely death of her husband and business owner, she had to be willing to take courageous risks. This can be especially true with advertising. Boyle reflects on the effectiveness of a bit of an off-the-wall campaign, Tough Mother (“How Did I Get Here?: Gert Boyle” Bloomberg Businessweek , 3/14/16–3/20/16, p. 84):

The best advertising leaves the product sticking in your mind. Tough Mother certainly made that happen for many customers. It was a case of the off-the-wall advertising campaign that puts customers within your walls.

COMMON SENSE MAKES THE MOST CENTS

websitebuilder@1and1.de — Tue, 12 Apr 2016 09:35:00 GMT

When she stepped into the role of president and eventually chairman of Columbia Sportswear following the untimely death of her husband and business owner, Gert Boyle had to learn things fast. In reflecting upon her experience, she shares a powerful and basic business principle (“How Did I Get Here?: Gert Boyle” Bloomberg Businessweek , 3/14/16–3/20/16, p. 84):

I am not detracting from the technical experts, the proprietary processes, the hi-tech tools, the business plans, the financial analyses, or the sophisticated strategies. However, as important as that all is, it cannot replace common sense. I’m sure we have all witnessed business situations that baffled our common sense. Most of those business situations did not end well. That’s why common sense it so important.

Boyle’s affirmation reminds us that we should always start with the basics. If it doesn’t pass the common-sense test, then perhaps we need to go in a different direction. After all, common sense makes the most cents.

ONE TOUGH LEADER

websitebuilder@1and1.de — Mon, 11 Apr 2016 09:35:00 GMT

Life and business are unpredictable. Sometimes, challenging circumstances arise that throw you into new directions and you somehow step up to the plate to make things happen. That is exactly what Gert Boyle did when she found herself ascending to the role of president and eventually chairman of Columbia Sportswear (“How Did I Get Here?: Gert Boyle” Bloomberg Businessweek , 3/14/16–3/20/16, p. 84):

Anytime we are thrown into unexpected, overwhelming circumstances, all we can do is to do what we can do. Boyle was no different. She realized that she had to make things happen using whatever was available:

With all our sophisticated business tools, it is easy to overlook the basics. Boyle chose to start with the basics. I think it paid off. The company recently achieved $2.3 billion in annual revenue.

Sometimes being one tough leader simply means that we tackle what is in front of us, and if we don’t know something, then find someone to ask.

RECHARGING THE MOST IMPORTANT BATTERY

websitebuilder@1and1.de — Fri, 08 Apr 2016 08:59:00 GMT

Money magazine did a reader survey exploring the topic of how sleep affects various aspects of workers’ lives and the consequences for employers (“The Financial Side of Sleep” March 2016, p. 18). One fundamental point that comes across loud and clear is that sleep is important. Both workers and employers are perhaps more concerned with it today than ever in the past, and for many good reasons. Workers that receive adequate sleep are generally healthier. That is good for the workers and good for the employers.

Achieving adequate sleep is an ongoing challenge. Some believe that the more sleep you get, the healthier you are. I disagree. Quality of sleep and listening to your body are much more important factors. There is such a thing as getting too much sleep. Most of us don’t have that problem, but it does happen and it is not a good thing.

Here are a few tips for achieving a balance in your sleep:

Sweet dreams!

THE WELLNESS VALUE OF SLEEP

websitebuilder@1and1.de — Thu, 07 Apr 2016 09:11:00 GMT

Money magazine did a reader survey exploring the topic of how sleep affects various aspects of workers’ lives (“The Financial Side of Sleep” March 2016, p. 18). One of the results seems to be that a worker’s annual medical costs correlate with sleep quality, with good sleepers benefiting the most. Here is how individual annual medical costs stacked up relative to sleep quality:

When companies can facilitate wellness, employees tend to sleep better, and medical costs decrease. That makes sense for companies and their employees. In our healthcare-challenged world today, we cannot afford to turn down anything that reduces the costs, especially when it involves good quality sleep.

YOUR STATE OF SLEEP DEPRIVATION

websitebuilder@1and1.de — Wed, 06 Apr 2016 09:39:00 GMT

Money magazine did a reader survey exploring the topic of how important sleep is to workers (“The Financial Side of Sleep” March 2016, p. 18). Readers responded to a question about how sleep-deprived they are. Here are the states that had the highest percentages of people saying they are sleep-deprived:

And here are the states that had the lowest percentages of people saying they are sleep-deprived:

We have quite a disparity between the two ends of the spectrum. I am surprised at the three top sleep-deprivation states. The very names of those states suggest a slower pace of life. Oh, well, I am often wrong about many things. I would have come up with New York, New Jersey, and Illinois.

Perhaps equally surprising to me are the three bottom sleep-deprivation states. Perhaps it is something about that far north, Canada-proximity states that influences the culture. I would have figured Florida, Arizona, and Louisiana.

Regardless of the state in which you reside, sleep deprivation is more than a state of mind, and one to be avoided if possible. Most of us are not quite that fortunate. Nevertheless, we should do what we can to reshuffle our priorities and balance our lives in such a fashion that we at least preserve as much of our special sleep time as possible. Let’s face it. You don’t want anyone, including yourself, to think you are a zombie.

WHEN TIME TRUMPS MONEY

websitebuilder@1and1.de — Tue, 05 Apr 2016 09:43:00 GMT

Money magazine did a reader survey exploring the topic of how important sleep is to workers and how employers are responding (“The Financial Side of Sleep” March 2016, p. 18). Readers responded to the question how much would you pay for an extra hour of rest? Here are the results:

Let’s face it. Sometimes time is more important than money, especially if you are sleeping during that time. However, the survey also indicated that on average, people who sleep just one hour extra each week earn $2,350 more each year over their peers who don’t. Not a bad bonus for an extra 52 hours of sleep each year, eh?

Sometimes time is more important than money, even when it makes you richer.

SLEEPING IS THE NEWEST PERK

websitebuilder@1and1.de — Mon, 04 Apr 2016 09:43:00 GMT

Money magazine did a reader survey exploring the topic of how important sleep is to workers and how employers are responding (“The Financial Side of Sleep” March 2016, p. 18). To the question how often have you called out sick purely because you were tired, here are the results:

Almost half of the respondents are admitting to taking a “sick day” regularly purely because of being too tired. Companies are increasingly creating perks to counteract such challenges. Two key statistics are 30% of employers provide sleep-health coaching and 9% provide onsite nap facilities. Studies show (and most of us can attest from personal experience) that strategically placed short naps increase worker efficiency and effectiveness. This can translate to higher and better worker output even with fewer hours actually worked.

Granted, sleeping on the job is not always a feasible or convenient option for every worker. Nevertheless, it is heartening to see that more employers are choosing to engage the sleep-deprivation challenge by doing something for their employees instead of taking the more standard approach of pretending the problem does not exist. In these days of increasing competition for quality employees and increasing choosiness among prospective job candidates, every extra perk is worth the effort.

BUSINESS SIMPLICITY FOR ALL

websitebuilder@1and1.de — Fri, 01 Apr 2016 08:42:00 GMT

The Center for Business Simplicity to Enable All Businesses and Customers to Experience Enhanced Simplicity of All Business Processes and Operations (CBSEABCEESABPO) has released its annual simplicity recommendations report. The nonprofit organization is dedicated to counteracting the increasing scourge of business complexities for executives, managers, workers, clients, and customers.

The 2,784-page report with its 6,288-page appendix provides recommendations and guidelines for businesses to simplify their processes and operations, reduce duplication of effort, and significantly lower the number of steps that most consumers face when simply trying to engage in a business transaction. The document ( CBSEABCEESABPO SIMPLICITY RECOMMENDATIONS REPORT 2016 ) can be downloaded at CBSEABCEESABPO’s Web site. To access that link at the Web site, follow this path:

CBSEABCEESABPO president Soopar X. Sessav remains very hopeful that all organizations will simplify their business processes and operations as much as possible. Five hours into reading her 1,362-page press release, Sessav boldly declared to a lethargic audience:

CBSEABCEESABPO PR director Ev R. Moor-Steppes further emphasized the point when he said:

Clearly, the CBSEABCEESABPO is setting the standard to which all businesses should aspire. After all, we definitely want to simplify how we do business, don’t we?

FINDING THE BRIGHT SIDE

websitebuilder@1and1.de — Thu, 31 Mar 2016 09:37:00 GMT

Having a positive attitude is much better than having a negative attitude. This is true in every situation. True, a positive attitude does not always fix everything, but it certainly won’t make anything worse. It affects how you handle people and how you approach problems. It is good personally and professionally, in your family and in your business.

Brad Smith is the CEO of Intuit. He makes an insightful and helpful observation related to bringing that positive attitude. Smith’s positive attitude enabled him to put a different slant on the drab world of personal financial management and accounting (“How Did I Get Here?: Brad Smith” Bloomberg Businessweek , 2/15/16–2/21/16, p. 64):

Smith’s approach is a lesson for us. Regardless of your line of work, drab aspects exist. The key to success is to do as Smith did. Look for the aspects of your business—no matter how few—from which you can derive a great pitch. That will keep your customers coming back for more.

Most of us don’t live in a perfect world. However, we can bring a positive attitude to our imperfect world every day. That will work in your family and in your business.

CAREER CHOICES WITH THE HEART

websitebuilder@1and1.de — Wed, 30 Mar 2016 09:39:00 GMT

In making career choices we can choose many different directions for many different reasons. Numerous circumstances, relationships, living arrangements, professional goals, and personal preferences come into play. Knowing that you are making the best choice is vital.

Brad Smith is the CEO of Intuit. Reflecting on the importance and complexity of career decisions, Smith affirms a powerful guiding principle (“How Did I Get Here?: Brad Smith” Bloomberg Businessweek , 2/15/16–2/21/16, p. 64):

There is no evil in titles and money. They are often the positive consequences of our life’s journey. However, they can predispose us to evil when we make them our overriding passion to the exclusion of all other life relationships and concerns.

Far more important than titles and money is being in the right place at the right time. This means, as Smith suggests, that our values will resonate with the organization and we will recognize that we are being enriched by the people around us. That means we are making career choices with the heart.

FREE PHISH FRY

websitebuilder@1and1.de — Tue, 29 Mar 2016 09:39:00 GMT

Cybersecurity is extremely important. Our hi-tech world demands it. However, I still laugh at some of the lame attempts by malevolent people when they go phishing. Fortunately, most of us are pretty good at detecting these baited hooks regardless of whether they arrive by phone, letter, text message, or email. We know not to take the bait.

An email came to me recently that compelled me into having a little phish fry. It was purportedly from Amazon.com because it did have the company logo, so of course that means that I have to believe it, right? Of course, the sender’s clearly visible email address revealed the message’s true origins.

I am sure that those folks at Amazon are so busy that they don’t even have time to run spellcheck on their outgoing emails. I have to believe that. Otherwise, how might you explain my joy upon being informed that Amazon noticed “suspious” activity on my account? That joy would only be surpassed by the joy I would feel by clicking the convenient link to “re-active” my account. I know that the English language is changing, but is it really changing that fast?

Folks, you can’t make this stuff up.

BUSINESS BASICS NUMBER 25

websitebuilder@1and1.de — Mon, 28 Mar 2016 09:29:00 GMT

Lead by modeling leadership. This business basic also translates as practice what you preach. It means that you not only articulate how to lead, but you also demonstrate how to lead. You set the example.

Way too many so-called leaders do a great job talking about leadership without modeling that leadership. It is the old do as I say, not as I do. It automatically reveals a character flaw thereby degrading that person’s ability to lead.

Genuine leadership must be authentic. The heart of leadership is influence, and influence is authentic. Without genuine influence there is no authentic relationship and without relationship there is no leadership. On the other hand, the person who chooses to be authentic, builds relationship, and that builds influence, and that builds trust, and that builds leadership. This is why we must lead by modeling leadership.

The privilege of leadership provides unending opportunities to learn and to grow. Those learning and growth experiences should give us much material with which to model leadership. Fortunately, leadership is a renewable resource.

BUSINESS BASICS NUMBER 24

websitebuilder@1and1.de — Fri, 25 Mar 2016 09:38:00 GMT

Embrace diversity. This business basic is often overlooked, much to the detriment of the organization, its employees, and its customers. Increasing numbers of organizations are recognizing the value of diversity and putting it into practice.

Diversity does not mean that we try to be all things to all people. It does not mean that we compromise our core values or expect every person to agree completely with everyone else’s values, beliefs, convictions, and attitudes. It does not mean that every organization must somehow open up its mission statement and broaden it to encompass everyone’s thinking. All this would be impossible.

Diversity means that we do not discount anyone or anything that is different. Rather, we respect those differences and seek ways to learn from them. In its simplest form, diversity simply means that we recognize the value that comes from differing perspectives. Everyone has blind spots. By definition, it takes another person to see my blind spots. Likewise, I can see another person’s blind spots.

If you have a problem and you must create a team to resolve it, think about the power of diversity. Let’s say that one team could be me and my nine clones (perish the thought!) and another team could be 10 diverse people. Diversity studies show that the more diverse team tends to create a solution that is superior to the homogenous team. This happens because the more homogenous the team is, the more it tends to confine itself to one way of looking at the problem. On the other hand, the more diverse the team is, the more it tends to consider multiple perspectives. Ultimately, one of those approaches, or a gleaning of many, synthesizes the best solution.

Diversity means work. Human nature dictates that we enjoy spending time with people who look, act, and think like us. There is nothing wrong with that. However, if we confine all our human interactions to a homogenous group, then we rob ourselves of rich benefits. It is far better to embrace diversity to enjoy all its benefit.

I don’t know about you, but I have never regretted gaining a new perspective on a situation. Let’s let diversity bring those new perspectives. You never know where it might lead.

BUSINESS BASICS NUMBER 23

websitebuilder@1and1.de — Thu, 24 Mar 2016 09:53:00 GMT

Spark creativity and innovation. This is a business basic that any business with a future must practice. By definition, we never know with certainty from where a brilliant streak of creativity or innovation will arise. Therefore, this task is easier said than done. Nevertheless, a plethora of research and anecdotal observations suggest some common factors.

Try being open minded. Sometimes we kill our own creativity or someone else’s by saying no too quickly. Try to think about a situation in a way that perhaps we would not normally think about it just to see where it takes you.

Study disciplines outside your own specialty. Paradigm shifts often occur when someone from one culture or discipline invades a very different culture or discipline. The confluence of the diverse platforms can generate perspectives and ideas that never would have arisen otherwise.

Challenge yourself to push to and past your limits. Challenge your people to do the same. Look at modern problems and ask yourself if an age-old solution might have a new application. Dare to be different. Be brave enough to take a totally different approach. That might not work all the time, but the effort will be well worth the times where it does work.

Study creativity and innovation. We can never know too much about them. Learn as much as you can about how they have operated in the past and the present. Extrapolate what you learn into your future.

BUSINESS BASICS NUMBER 22

websitebuilder@1and1.de — Wed, 23 Mar 2016 10:14:00 GMT

Build the best possible corporate culture. While many reasons exist as to why employees are beholden to their employers, the most important one is the corporate culture. Corporate culture transcends all others.

Corporate culture is so important that when it is bad, the other reasons won’t matter. No matter how good all the other aspects of that employer may be, a bad corporate culture has a way of undermining everything. However, when the corporate culture is good, it has a way of improving employee engagement even when many other factors are far from perfect.

Corporate culture relates to how we treat each other, what our leadership approach is, and what behaviors we condone or discourage. It draws the boundaries around what will or will not happen in the workplace. For most people, this is incredibly important. That is why we ought to strive to build the best possible corporate culture. That is an investment that you, your employees, and your customers will never regret.

BUSINESS BASICS NUMBER 21

websitebuilder@1and1.de — Tue, 22 Mar 2016 09:47:00 GMT

Empower your company through technology. In our hi-tech modern times, we have no excuse for not applying this business basic. I have never seen an organization yet that could not achieve some added efficiency and effectiveness by tapping into today’s technology.

Obviously, every situation is unique. The hi-tech upgrade at Company ABC may be quite different than that of Company XYZ. But that is beside the point. The point is to do what you can to enhance your organization’s performance via modern technology.

Fortunately, most companies can see these realities. They understand the benefits that technology brings. Therefore, they move ahead with hi-tech deployment when and where possible and everyone benefits.

Unfortunately, some companies resist technology. They somehow believe that an old-fashioned way of doing something is intrinsically better than a tech-enabled way. In most of those cases, it is the stubbornness of the company that is the roadblock to improved performance. I once dealt with a business that stubbornly refused to upgrade its IT systems. Tragically, the owner refused for so long that when that system encountered its next crash, it was its last crash, and it was an irrevocable crash. The company lost irreplaceable records and digital assets. It had become too late for redemption and everyone suffered.

You don’t need to spend money continuously on technology upgrades. That extreme can become as inefficient as the other extreme. However, you should regularly review your technology so that you can make smart adjustments and upgrades where and when needed. That stance will empower your company.

BUSINESS BASICS NUMBER 20

websitebuilder@1and1.de — Mon, 21 Mar 2016 09:45:00 GMT

Obey the law. This business basic will prevent unnecessary fines, preserve your company’s reputation, and keep you and your colleagues out of jail. It intercepts what might otherwise have been some really bad days.

Although you might be surprised that I am including this in my series on business basics, the sad reality is that you don’t have to look far to find ample evidence that way too many businesses somehow overlook this one. These businesses come in all sizes from all sectors of the economy. For these companies, this business basic was simply ignored. I won’t even take the time to name names. Suffice it to say you don’t want to be among them.

Here are some guidelines on how you and your organization can ensure that you are following the law. Of course, exactly how these guidelines will apply and what that looks like will be different for every company. It’s up to you to do the research on them, seek legal counsel when needed, and apply these guidelines to your business situation:

Following the law might sometimes be costly and time consuming. Doing the right thing often is. However, you can rest assured that it is far better than the alternatives.

BUSINESS BASICS NUMBER 19

websitebuilder@1and1.de — Fri, 18 Mar 2016 09:44:00 GMT

Have fun! This business basic is priceless. Every smart business owner knows its value.

Some make the argument that business is not about having fun, but about getting work done. Although I totally agree that we must get the work done, we still must ask the question why can’t our work be fun? In my experience, the most productive workers are the ones that have learned the value of having fun on the job. Looking for the good in every situation, being optimistic, enjoying the opportunities around you, and having a sense of humor all are tremendous healers of the soul. The employee goodwill generated subtly affirms the value of each employee. That’s an intangible feeling that brings a tangible ROI.

Work hard, work smart, work diligently . . . and choose to have fun doing it.

BUSINESS BASICS NUMBER 18

websitebuilder@1and1.de — Thu, 17 Mar 2016 09:36:00 GMT

Consistently create clear communication. This business basic enhances every process. Something special happens when people communicate clearly. It means that the left hand knows what the right hand is doing. We wouldn’t want it any other way.

Clear communication is not built on assumptions. Assuming that your customers or colleagues understand a matter is dangerous. Your perspective can be radically different from other people’s perspective. However, you won’t know that without clear communication. Clear communication eliminates the danger of assumptions and the gamble of guesswork.

Are you consistently creating clear communication with your colleagues and your customers? If not, then change it today.

BUSINESS BASICS NUMBER 17

websitebuilder@1and1.de — Wed, 16 Mar 2016 06:00:00 GMT

Know where your industry is going. This is a business basic that fights company extinction. Knowing where your industry is going will tell you where your company should go. If you don’t know where your industry is going, then how can you expect to excel in it?

I once spoke with the owner of a typewriter shop that did not understand where the industry was going. The owner refused to recognize what was happening in the typewriter market as it collided with the PC world. Eventually, he went out of business. Instead of knowing where his industry was going and therefore knowing where his company should go, he blindly led his company into insolvency.

On the other hand, when you know where your industry is going, you can plan strategically for your company’s future. You want to position your company not just for what will make it successful today, but for what will ensure its success tomorrow. That demands a constant knowledge of where your industry is going.

So who would you rather be today? The typewriter salesperson or the person on the crest of the next wave in the PC world?

BUSINESS BASICS NUMBER 16

websitebuilder@1and1.de — Tue, 15 Mar 2016 07:26:00 GMT

Put the right people in the right places. That business basic produces tremendous results when it is used correctly. It produces disastrous results when it is ignored.

An exciting characteristic about people is that we all have our own unique aptitudes and natural abilities. You have yours and I have mine. That is part of what makes you you and me me. Therefore, in managing talent within any organization, we absolutely must aim to put the right person in the right place every time.

This business basic is a work of beauty to see when used correctly and a nightmare to see when ignored. I have seen people that code incredibly well be forced into public relations roles and flounder. I have seen people that are dynamic, compassionate, and relational go bonkers when confined to a back-office financial accounting job.

Do you want your business to prosper? Then remember that you can’t put a square peg in a round hole. Don’t even try. Put the right people in the right places.

BUSINESS BASICS NUMBER 15

websitebuilder@1and1.de — Mon, 14 Mar 2016 05:16:00 GMT

Don’t let your audience leave you. That is an obvious yet often overlooked business basic. By audience, we mean your customers and your prospective customers.

Audiences leave via many avenues. One avenue is that you stop speaking their language or singing their tune. If 90% of your customers prefer to communicate and do business online and your company does not have an online presence that works, then your customers will leave.

Another avenue is that you stop listening to your customers. Once customers feel that they are no longer being heard on any level, they will usually leave. No one likes to be ignored.

Another avenue is a company policy or procedure that negatively affects the customer experience. No one appreciates policies and procedures that create difficulties rather than facilitate business and resolve problems. If customers and prospective customers find that the customer experience is difficult and painful rather that smooth and enjoyable, they will look for other options (and you won’t be one of them).

Will some audience members leave you anyway? Of course, they will. No single organization can be all things to all people. Some factors exist over which you have no control.

However, as much as it is within your power to do those things that keep your audience engaged, then do it. Don’t let your audience leave you because of the things that you can control. Control those things and keep your audience.

BUSINESS BASICS NUMBER 14

websitebuilder@1and1.de — Fri, 11 Mar 2016 08:49:00 GMT

Invest in your people. That is business basic that pays continual dividends. Your employees are your most important asset. They beat out your facilities, your sales system, your supply chain, your strategy, your products, your services, and your profit.

Your people can see whether the company is investing in them. Your people can immediately respond to your investment. Your people are filled with ideas, insights, abilities, perspectives, and innovation. The company that chooses to invest in its people is the wise company indeed.

Some rightly argue whether employee loyalty is a going concern. We all understand the seismic shifts in the work world that have contributed to that argument. I can’t fault any company or any individual worker for making decisions that advance its own “enterprise” in any given situation. People will come and go, as will companies. Nevertheless the giving of oneself—whether as an individual or a corporation—somehow has a way of bringing its own payback, often in diverse and interesting ways.

Therefore, why not invest in your people? It is ultimately a win-win situation. I don’t think anyone wants to say no to that.

BUSINESS BASICS NUMBER 13

websitebuilder@1and1.de — Thu, 10 Mar 2016 08:05:00 GMT

Consistently take time for quality control. That is an absolutely essential business basic. It doesn’t matter what your product or service is, if you are not consistently practicing quality control, then you are setting the business up for multiple, unnecessary failures.

As much as we like to believe that our processes, raw materials, and people are perfect, the truth is we live in the real world. In the real world, we must prepare for failures in our processes, raw materials, and people. The businesses that do not prepare for these failures are the businesses that tend to make the bigger headlines, and it is not good news. On the other hand, the businesses that do prepare for these failures are the businesses that tend to make the bigger headlines, and it is good news.

That is the benefit of quality control. With a valid quality control process in place, we can catch those smaller failures before they proceed downstream to create bigger failures. Quality control will cost you money up front, but it is saving you the money that eventually you don’t want to lose. That’s because it is saving you the money you don’t even see yet.

A very thick book could be written on all the potential disasters that were averted due to quality control. Would your company be in that book? If not, you’d better take the necessary steps to get it there.

BUSINESS BASICS NUMBER 12

websitebuilder@1and1.de — Wed, 09 Mar 2016 08:20:00 GMT

Source your raw material carefully. That is a business basic that will save you a lot of time and money down the road. What is true with computers remains true with the more mundane matters: Garbage in, garbage out. Your final product or service output will never exceed the quality of your raw material. Your raw material will either enable it or hinder it, it will help it or hurt it.

I have seen business owners skimp on the quality of their raw material. This tactic allows for less expense initially, but with greater cost eventually. What appears to be a money-saving wise decision turns out to be preparation for a nightmare. Many businesses have failed their customers and their stakeholders by glossing over the quality of their raw material.

Just as this is true with the physical raw material, it is equally true with the human capital raw material. Some companies continuously hire from the bottom of the barrel and then they wonder why their company quality doesn’t rank higher.

Source your raw material carefully, both physical and people. You won’t regret it, and better yet, your customers won’t either.

BUSINESS BASICS NUMBER 11

websitebuilder@1and1.de — Tue, 08 Mar 2016 08:15:00 GMT

Have your processes in place. That is an essential business basic. Reinventing the wheel gets old fast. And you have enough on your plate already.

Chaos. That is what happens when you do not have your processes in place. The workflow will be haphazard, unforeseen roadblocks will rule the day, and each worker will invent his or her own way to do the work and that will be different each time.

On the other hand, process means you gain efficiencies and consistency. Having a process in place means that you have analyzed your workflow sufficiently that you have been able to chart the steps to handle specific product or service demands. You have identified the essential resources and personnel. Additionally, you are willing to refine and improve your processes as new information presents itself. Processes can be flexible.

Now, if you enjoy reinventing the wheel every day, then throw process out the window. After all, we can’t have too much fun at work, now can we?

BUSINESS BASICS NUMBER 10

websitebuilder@1and1.de — Mon, 07 Mar 2016 06:53:00 GMT

Recovering well after a customer complaint. That is an extremely important business basic. I am not a prophet, but I can predict that one day your business will receive a customer complaint. Recovering well has everything to do with how you handle that complaint. Companies that recover well consistently follow these two basic steps:

If we can do those two basic steps, then we will recover well after a customer complaint. Moreover, recovering well is what sets your company up for future business with that customer.

BUSINESS BASICS NUMBER 9

websitebuilder@1and1.de — Fri, 04 Mar 2016 08:39:00 GMT

Know the heart of your business. That is an essential business basic. If you don’t know the heart of your business, that means you don’t know what makes it tick.

Sometimes you can become so wrapped up in the routines of your business that you forget the heart of your business. This can lead to less emphasis on the heart of the business, and that never ends well for anyone.

Sometimes the top leadership can become so removed from the heart of the business that they begin making decisions that undermine the frontline workers. Tools and resources are encumbered or removed. All this harms the frontline workers’ abilities to perform their jobs with high quality. That in turn harms the customer experience and that ultimately harms the company.

When you know the heart of your business, that means you will remain focused on the things that matter for your business. Knowing the heart of your business allows you to do the things that nurture the heart of your business. All this thereby enhances the customer experience and that ultimately helps the business.

One of the most important questions we can ever ask ourselves if we want to be successful is: Do I really know the heart of my business? If you are not happy with your answer, then do something to fix it.

BUSINESS BASICS NUMBER 8

websitebuilder@1and1.de — Thu, 03 Mar 2016 08:44:00 GMT

Always have a backup plan. That is an essential business basic. In the ideal world, we don’t need a backup plan because everything always goes according to Plan A.

We do business in the real world of course. Things go wrong. Disasters happen. The unforeseen becomes the seen. The real world isn’t always cooperative, pretty, predictable, or friendly. That’s why we need a backup plan. We need to have a Plan B, Plan C, Plan D, and maybe a few beyond that depending on your circumstances, creativity, resourcefulness, and how well you know the alphabet.

Sometimes we might wish that the real world was ideal. However, we know that it would present no true challenges, no true struggles, and therefore no true victories. As a great colleague of mine decades ago would say during occasionally stressful moments on the team to add levity and bring us back to reality:

You don’t want to be just anybody. In addition to your Plan A, have the Plan B, Plan C, and whatever other backup plans you feel you need. Always have a backup plan. After all, anybody can work under ideal conditions. But that’s not where we work now, is it?

BUSINESS BASICS NUMBER 7

websitebuilder@1and1.de — Wed, 02 Mar 2016 08:34:00 GMT

Mentoring matters. That is an important business basic. Everyone is new once. Most of us are new many times in various contexts. Therefore, we all need mentors and we should all be mentors.

Mentorship is essential to leadership and leadership is essential to success. Mentorship is a channel for wisdom, guidance, and insight. When any leader acts decisively and wisely, you know that it is not just that leader taking action. A whole lot of mentorship went into that action because a whole lot of mentorship went into that leader.

Mentorship is not only a way of nurturing success, but it is a way of preserving community. In giving and receiving mentorship, we perpetuate our energies, refocus our goals, and enliven our communities. Yet mentoring never violates the individual’s freedom to make tough decisions in a uniquely personal way. The buck has to stop with someone.

The most successful organizations that I have seen have a mentoring culture. Mentoring is integrated into their DNA. Its members get up every day and they think about who they will mentor and who will mentor them. And in that way, their mentorship continues.

BUSINESS BASICS NUMBER 6

websitebuilder@1and1.de — Tue, 01 Mar 2016 08:08:00 GMT

Leadership is one of the most important business basics. The organization will be influenced by many factors, internal and external, but leadership remains one of the most important internal factors. Because this is true, every organization should be preeminently concerned with installing quality leadership. Running a business is never easy. We don’t need to make it any more challenging by having lousy leadership.

This means an effective process must exist for procuring leadership. Some companies do this well and some do not, and it shows. Additionally, every organization must have a system in place to provide ongoing leadership development to each employee at every level. This is an indispensable component of good talent management. Failing to develop the organization’s resident leadership is a tragic omission.

One of the most important reasons that leadership is a business basic involves organizational development. All factors being equal, an organization will reach its potential based on the quality of its leadership. Therefore, the better the leadership, the greater that company’s probability of success. Conversely, the poorer the leadership, the lower that company’s probability of success.

When quality leadership is deployed and continually developed, then the entire organization and its customers benefit. When quality leadership is not deployed and continually developed, then the entire organization and its customers suffer. Quality leadership deployment and development is a win-win situation.

BUSINESS BASICS NUMBER 5

websitebuilder@1and1.de — Mon, 29 Feb 2016 07:21:00 GMT

Designed with the customer in mind. That is a business basic that tragically is often forgotten. Most of the time when we are designing something, we might be more focused on the technology of what we are doing or what the tangential business goals are or–dare we say it–saving the company money at the expense of the customer experience. All the time we are doing that, we are not thinking about how our design affects the customer. If the design is bad, so too will be the customer experience. From a business standpoint, that is a sacrifice we cannot afford to make.

We don’t have to look too far to see examples of bad customer experiences due to poor design. My two most frustrating examples of bad customer experience by design range from the mundane nitty-gritty of the public restroom to the refined nuances of corporate Web sites. Here we go:

1—Public Restrooms.

The most frustrating thing to me about using a public restroom is drying my hands after washing them. I do not care what all the so-called experts say about sanitation and cleanliness, blowing hot air on my hands while damaging my hearing from the jet engine blower is never a pleasant or efficient experience to me. Please give me paper towels!

Ah, paper towels. Now that is where things really deteriorate. Did you ever notice the one-inch handle on a lever you have to push down almost two feet to dispense about six inches of paper towel? So here you are, pumping on this stupid lever up and down about six times just to obtain a useable piece of paper towel. And of course, along the way, your wet fingers slip off that little lever for complimentary injuries to your hand and forearm as they crash into the adjoining stainless steel housing and frame.

Now remember, someone specifically designed this mechanism! This boggles my mind. Can you imagine the designer and the engineer planning this?

This is the epitome of bad customer experience by design.

2—Corporate Web Sites.

The most frustrating thing to me about some corporate Web sites involves the simplest matter: seeking an address or a phone number. I cannot count the times I have visited a corporate Web site with no other purpose than to obtain a simple phone number, email, or physical address. That is when the maddening search begins. Some Web sites do not even have a page or link labeled “contact” so now you are really up the creek. Equally amazing is when you do find a contact page or its equivalent, you click on it, and it takes you to a confusing labyrinth involving an automated internal message or chat system. You still do not have a phone number, email, or address. (And yes, of course I realize that as skilled businesspeople, we are pretty good at doing the online sleuthing to capture those phone numbers, emails, and addresses when we must. However, my point is that average consumers should never be subjected to these wild goose chases.)

Again remember, someone specifically designed this Web site! Can you imagine the Web designer and the marketing manager discussing the dirty deed?

This too, is bad customer experience by design.

Our Responsibility

We can rant and rave about this all day especially because we are all customers. Nonetheless, as businesspeople, we must learn from it. Reflect on how your business designs its customer experience. If your design is contributing to excellent customer experience, then may you live long and prosper, and you will have many happy customers. On the other hand, if your design is looking more like my two examples above, then some serious redesign should be your top priority. The time to begin is now.

Customer experience, whether good or bad, is always by design.

BUSINESS BASICS NUMBER 4

websitebuilder@1and1.de — Fri, 26 Feb 2016 08:57:00 GMT

Ask your customers what they want. While it is easy to assume that we know what our customers want and while in many cases we genuinely may know, it is dangerous to stop there. We may be pretty sharp business people, but that does not make us mind readers. I have seen cases in which business owners thought that they were. Of course, it was those cases in which the business owners’ assumptions directly or indirectly were harming the businesses. We must ask our customer what they want.

Many different techniques can be used to determine what your customers want. Here are some:

When you ask your customers what they want, be prepared to receive that feedback. Some of it might align with your preconceived notions and some might not. Allow that feedback to reaffirm that things you knew. Additionally, and often more importantly, allow that feedback to enlighten you about things that you did not know. Armed with that knowledge, now you can revamp your strategy, marketing, staffing, or products and services to enhance your business’s success. One insight gained via customer feedback could spark a whole new product or service direction.

This is so simple, we almost miss it. That’s why it is a business basic. Just ask!

BUSINESS BASICS NUMBER 3

websitebuilder@1and1.de — Thu, 25 Feb 2016 08:48:00 GMT

Hire for attitude, train for skills. It really is that simple. It is one of the most important business basics of all time. Your business can never rise above your people. That is why it is so extremely important.

Never hire for skills and train for attitude. That is a losing formula. Granted, some jobs require highly specialized skills for which very few people have the aptitude or the intrinsic ability. Those cases can be a bit trickier. Nevertheless, the principle stands. Hire for attitude, train for skills.

When someone comes onboard with a winning attitude, no amount of money can buy that and no amount of training can produce that. The employee either brings it or does not bring it. We can work with employees via training to instill the needed skills. However, fundamentally you cannot instill the right attitude.

On the other hand, when someone comes onboard with a winning skill set, that will appear to be fantastic . . . for a while. If that person has a lousy attitude, then there is no skills benefit that will compensate for it. Over time, the lousy attitude will prove to undermine whatever company benefit accrues based on the skills. A lousy attitude will eventually destroy an organization.

Hire for attitude, train for skills. That is a business basic that has and will stand the test of time. And isn’t that what you want your business to do?

BUSINESS BASICS NUMBER 2

websitebuilder@1and1.de — Wed, 24 Feb 2016 08:34:00 GMT

Did you ever notice that some people seem to be much better than others at winning friends and influencing people? You might have another way of saying the same thing. We all understand the topic. Some people are nice and some people are not nice.

An important business basic is simply being nice. Regardless of whether people admit it, this human reality is undeniable: people enjoy working with nice people. All things being equal, if I had to spend an entire workday with Mother Teresa or Godzilla, I would go with the sister. Wouldn’t you?

In the business world, it can be easy to rationalize ratty behavior under the guise that people do not have to like me, but they must respect me. We can affirm that I am not here to be make friends, but I am here to get the job done. Yes, we have lots of excuses for mistreating other people. In spite of all our excuses, refusing to be nice is a poor strategy.

Forrest Lucas launched Lucas Oil Products in 1989. The company now sells about 200 products in many countries. In an interview with Fortune , Lucas makes a telling observation about leadership (Eng, Dinah. “How I Got Started: The Making of an Oil Empire.” February 27, 2012, pp. 23-27). He was reflecting on his observations of many different people in high-level positions. In so doing, he was watching for common traits:

Lucas so believes in this philosophy, he simply won’t have a person in his employ that is rude. I resonate strongly with Lucas. I have always observed that the best colleagues make you want to work with them just based on how they treat you.

Obviously, being nice doesn’t mean we don’t hold our direct reports accountable. Being nice doesn’t mean we don’t make tough decisions when necessary. Being nice does mean we treat each other with respect and dignity regardless of the situation.

Ultimately, being nice is a business basic for two powerful reasons:

BUSINESS BASICS NUMBER 1

websitebuilder@1and1.de — Tue, 23 Feb 2016 08:31:00 GMT

The ideal time to remember that your initial objective was to drain the swamp is not when you are overrun with alligators. You may have heard various versions of this simple truth. It is popular because it is a basic of business.

Just because a truth is a business basic in no way prevents us from occasionally forgetting it. Regardless of your pedigree, academics, accomplishments, brains, or experience, as members of the human race we are all fallible. Sometimes the smartest, most experienced people forget the simplest matters. You’ve seen it happen. I have too.

Alligators are a nasty reminder of that initial objective of draining the swamp. I think we would agree that there has to be a better way. The good news is there is.

Sometimes a business basic is so terribly basic that we overlook it. In this case, perhaps we should write down the initial objective:

What is good about writing something down is that it frees up your mind to focus on competing important thoughts, without losing track of the information that you wrote down. As long as I discipline myself to go back to that documentation, I will not forget it. In this case that means I will not forget about my initial objective to drain the swamp.

Are you surrounded by too many alligators? Perhaps you need to go back to this basic of business. It has to be better than wrestling alligators, eh?

RANSOMED HOSPITAL IT SYSTEM IS A RED FLAG

websitebuilder@1and1.de — Mon, 22 Feb 2016 06:53:00 GMT

On February 5, a hacker was able to install malware on the computer system of Hollywood Presbyterian Medical Center and seize control. Last week the hospital leadership made the painful decision to pay a $17,000 ransom in Bitcoin to regain control of the IT system. Reporting for the Los Angeles Times , Richard Winton states:

I see this event as a major red flag. In this particular case, although the IT roadblocks mainly affected employee communications and systems access, it would not be a stretch to imagine other systems being targeted that directly or indirectly place patients in danger. Cybersecurity history guarantees that is true. Therefore, cybersecurity must remain a top priority for businesses and institutions for two obvious reasons:

DIGITAL MARKETING’S CONSTANT PURSUIT

websitebuilder@1and1.de — Fri, 19 Feb 2016 07:11:00 GMT

Last year Adobe issued its annual survey results on digital marketing. The report provides some fascinating insights into how businesses are continuing to respond to and capitalize on social media. I highly recommend the report. In its summary, a few particular points especially impressed me about the organizations that are doing it right.

Always Pursuing —The continuous change in our technological world coupled with the dynamism of marketing practically guarantee that no results will ever quench the thirst of any company’s digital marketing dreams. Rather, the situation must be one of continuous pursuit:

Key Characteristics For Success —The report identifies specific qualities about organizations that are successfully pursuing digital maturity. Among the many characteristics that the report names, a couple struck me as especially vital. First, they invest in their people. They realize that training their existing staff is the guaranteed way to keep the enterprise on the best path. Second, they create or adjust their structures to enable workers to be nimble. This means that on a moment’s notice, a team can be assembled to accomplish a specific digital marketing goal. A strong, skilled staff is the key.

Constant Adjustment And Extrapolation —In spite of the unpredictability of the marketplace and the need to manage within ambiguity, these companies consist of teams that have adapted to the uncertainty while constantly extracting every possible insight about what the future may hold. That stellar approach is beautifully summarized in the report’s closing declaration:

INVESTING IN THE DIGITAL AGE FOR THE BEST RETURN

websitebuilder@1and1.de — Thu, 18 Feb 2016 08:04:00 GMT

Organizations that recognize the importance of digital marketing will naturally desire digital maturity. That means their online strategies are on equal footing with any other platform and more importantly, their online strategies put all the other platforms into perspective. It also means that they take the necessary steps to be on the cutting edge and to be ahead of their competitors. They demonstrate that digital marketing is built into their DNA. Organizations that do not embody the above qualities will never take first place. They will always be abdicating their spots to the organizations that invest in digital maturity.

Last year Adobe issued its annual survey results on digital marketing. The report summarizes some of these differences in how companies approach the digital world:

Companies that pursue digital maturity are being realistic. They recognize the value it brings. That is why they spend significantly more of their budgets on social media, mobile, content management, optimization, and analytics. They embrace, nurture, and enhance digital maturity because it is a winning formula. Companies that do not pursue digital maturity do not make the same investment, and consequently they do not receive the same reward.

ARE YOU INVESTING IN DIGITAL MARKETING?

websitebuilder@1and1.de — Wed, 17 Feb 2016 06:07:00 GMT

Digital marketing by its nature is an endeavor that never truly ends for the serious organization. Your business will build commensurate with your digital marketing investment. Of course, not every organization chooses to make that investment. The ones that do will be the ones that achieve the digital edge over the competition.

Last year Adobe issued its annual survey results on digital marketing. The report addresses this well-established dynamic:

Some of the tools that help profitability include mobile web analytics, real-time analytics, mobile app analytics, and predictive analytics. You may not be the guru on any of these tools, but you owe it to your organization to find someone who is. That is when digital marketing will help your company’s profitability as well as your profitability.

I LOVE A COMPANY THAT REMEMBERS MY NAME

websitebuilder@1and1.de — Tue, 16 Feb 2016 10:36:00 GMT

I love a company that remembers my name, don’t you? No matter how, when, why, or where I visit certain Web sites, I can always count on being alerted to the status of my pending order along with links and easy account tools to handle any kind of business I might need. Many companies have made great efforts to customize their sites to each customer. Not only do companies do this for anyone using a desktop PC, they are increasingly doing it for anyone using a mobile device. This adds up to a lot of customer convenience that only enhances and strengthens customer relationships.

Last year Adobe issued its annual survey results on digital marketing. The report addresses this mobile opportunity and how important it is to long-term success. Sadly, much more technical prowess resides on the shelf than is being used by most organizations as the report explains:

Just think what your organization could achieve. It all starts with simply remembering someone’s name.

ON THE MOVE WITH YOUR CUSTOMERS

websitebuilder@1and1.de — Mon, 15 Feb 2016 10:59:00 GMT

Last year Adobe issued its annual survey results on digital marketing. The report provides excellent insights into how businesses are continuing to respond to and capitalize on social media. I highly recommend the report. It makes a point about mobile that many organizations overlook:

This is a vital and relevant point because although many companies are on board with mobile, much work remains to be done to maximize its benefits. For example, here are additional survey results answering the question “does your organization (or do your clients) have a mobile strategy?”

If your organization isn’t in that “yes” category, then you cannot truly claim to be on the move with your customers. That means you are missing sales, growth, and profits. I don’t know about most people, but if I am trying to do something on my mobile device and that Web site is clunky or hard to use, I’m gone! Perhaps your company needs to take a fresh look at mobile today.

THE AGE FOR AN ENTIRELY NEW TOOLBOX

websitebuilder@1and1.de — Fri, 12 Feb 2016 10:58:00 GMT

Companies that choose to stay ahead of the competition are companies that have learned the value of digital marketing. It is another tool in the toolbox, but it is an incredibly powerful tool. The more you learn about it the more you realize it is a suite of tools that can fill your toolbox to overflowing. Their value derives from the targeted customer experience improvements, process efficiency gains, and people empowerment. The Adobe report describes it this way:

Companies that choose to adopt this strategy manifest an ongoing refinement of their digital marketing proficiency. For example, companies that invest in digital marketing maturity are:

No one is a real carpenter without the right tools. Modern marketing carpenters today had better outfit themselves with the tools that a mature digital marketing strategy provides.

CONTINUOUS ATTENTION CALLS THE CUSTOMER

websitebuilder@1and1.de — Thu, 11 Feb 2016 11:05:00 GMT

A particularly important point in the report involves how organizations think about their investment in digital marketing. Because digital marketing is itself a maturing market, optimization is achieved more through small steps as opposed to massive changes. This requires continuous attention to the customer experience. Will every business commit to that journey? Not necessarily, as Adobe reports:

Unlike some things in life, you cannot set it and forget it. However, what you can do is continuously keep your digital marketing at the top of its game by making regular small changes and measuring the results. Because the marketplace is changing constantly, you can never assume that your current optimization configuration is settled law. Rather, you must keep your finger on the pulse of your customers so that you know when changes to your approach are wise:

Therefore, as you commit to the ongoing refinement of your digital marketing strategy, you thereby enhance the quality of your customer experience. In today’s competitive marketplace, that is a goal worth achieving.

DIGITAL MARKETING PRIORITIZATION

websitebuilder@1and1.de — Wed, 10 Feb 2016 11:15:00 GMT

One of the first insights that stood out to me are what the numbers say about how intensely (or how mildly) organizations are embracing all that digital marketing has to offer. A key question asked was “does your organization have initiatives in place to mature your digital marketing?” Note the interesting spread in the results:

For a long time, social media and digital marketing were on the cutting edge. Not every business seriously considered them. Many today still don’t. Be that as it may, the organizations that want to maximize their target audience influence are the organizations that make digital marketing a top priority.

And that is why the numbers are so interesting to me. Only 19% of the respondents were able to affirm that they make specific plans and investments to mature their digital marketing programs. There is a reason it is called the cutting edge. It appears that the cutting edge today is only 19%.

Repeatedly, I have seen this to be true: the organizations that make social media and digital marketing a top priority are the organizations that thrive. The ones that don’t always seem to have a good excuse, but good excuses don’t make payroll.

IN FROM THE OUTSIDE

websitebuilder@1and1.de — Tue, 09 Feb 2016 11:20:00 GMT

Arnold Donald is the relatively new CEO of Carnival, a leading travel and pleasure cruise company. In his effort to infuse new creativity throughout the organization, he capitalized on diversity principles. He understood how important it is to bring in fresh blood. Therefore he worked hard to bring in new-hires from other industries and simultaneously he worked to promote internal promising candidates from various backgrounds. His efforts so far have been successful.

Mark Conroy, an industry consultant, observed Carnival’s recent positive growth and expansion. His assessment links to a successful diversity strategy (Christopher Palmeri “Carnival Rocks the Boat” Bloomberg Businessweek , 11/16/15–11/22/15, pp. 22–23.):

Sometimes organizational leadership is hesitant to bring in someone “different.” Maybe they are worried about rocking the boat. Maybe they are worried about what new ideas might arise. Maybe they are worried that the future will not match their vision.

Sometimes, the best move a company can make is to bring in someone “different.” Rocking the boat with new ideas might be exactly what is needed to produce a future that blows everyone’s vision out of the water.

SEEING YOUR BLIND SPOTS

websitebuilder@1and1.de — Mon, 08 Feb 2016 10:23:00 GMT

Can you see your own blind spots? By definition of course, the answer is no. What is true for a person is true for a corporation. That is why diversity is so important to individuals and to corporations.

Jan Swarz is the president of Princess Cruises. One day in a corporate meeting, the discussions involved what should be done about bedding on the company’s 18 ships. After lots of talk about various aspects of mattress construction and fabrics, Jan exposed a blind spot by highlighting the menopause situation (Christopher Palmeri “Carnival Rocks the Boat” Bloomberg Businessweek , 11/16/15–11/22/15, pp. 22–23. 96):

Another problem solved because someone on a team with a different viewpoint spoke! This is how diversity works. It doesn’t matter how smart you or your team might be. Even genius requires perspective for its wisest application. Diversity can bring that needed perspective.

As it turns out, Arnold Donald (the CEO) had appointed Swartz to her position with the specific purpose of stimulating diverse thinking. And it worked. And Donald has continued to look for ways to diversify his staff so that Princess Cruises will continue to benefit from diversity. He clearly understands its value as he affirms:

The next time your team has an important objective to achieve, remember that it will be even more important that you involve a diversity of people . . . unless of course, you are happy about all your blind spots.

THE ESSENCE OF LEADERSHIP

websitebuilder@1and1.de — Fri, 05 Feb 2016 11:20:00 GMT

People do not always understand it, but leadership does not come from a title. Leadership comes from relationship, influence, and persuasion. The genuine leader must know how to build relationships and persuade people, and that will never happen without influence.

Bernard Tyson is the CEO of Kaiser Permanente. In the 1990s, he was in a variety of VP roles. Although he was not yet the CEO, Tyson continued to learn all he could about leadership. He obviously understood the essence of leadership because he put it into practice. That is what sustained him in all his roles to that point in time but it also prepared him for his future CEO role. Tyson describes his experience (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

The true leader is never the person with the title. It is always the person with the influence.

UNPACKING TOO SOON

websitebuilder@1and1.de — Thu, 04 Feb 2016 10:57:00 GMT

We never know for sure where life is going to take us. Even when we think we do know, that very knowledge can be self-limiting. Let’s face it—has anyone among us always known exactly what we needed? Some of the time, yes, but not all the time.

Sometimes we carry preconceived notions into a new role. Not every one of those preconceived notions is necessarily accurate or realistic. Sometimes it is difficult to get over ourselves and come to that point where we realize we do not have all the answers. Moreover, not having all the answers is okay.

Bernard Tyson is the CEO of Kaiser Permanente. In 1992 (a long time before his present role), he became the CEO of the Kaiser Foundation Hospital in Santa Rosa. He also had some preconceived notions. Reflecting on those preconceived notions, Tyson learned that he may have unpacked too soon (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

We must choose to be flexible. That flexibility requires that we cast aside our preconceived notions. I was once asked to fill the pulpit of a church for just four Sundays. At least that was my preconceived notion. Those four Sundays turned into a successful two-year ministry as the senior pastor.

We never know how, when, and where opportunity will knock. If we are willing to dismiss our preconceived notions, then maybe we can enter into something new and exciting.

MOTIVATIONS FROM THE HEART

websitebuilder@1and1.de — Wed, 03 Feb 2016 06:54:00 GMT

Doing a job for a wage is honorable. More honorable still is doing a job from the heart independent of the wage. Sometimes we perform a certain job simply because we are being paid to do it. Yet those times when we perform a job because our heart is in it raises the endeavor to a new plane.

Whether the motivation is merely money or passionately personal, we should monitor our motivation. Why? Because it can tell us a lot about ourselves and how effective we might be in the job we are doing.

Bernard Tyson is the CEO of Kaiser Permanente. He shares a compelling personal insight behind his career motivations (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

Our careers can grow from many different motivations ranging from merely money to the passionately personal. I have a feeling the passionately personal breeds the greatest success.

ADVICE ON RECEIVING ADVICE

websitebuilder@1and1.de — Tue, 02 Feb 2016 08:13:00 GMT

Sometimes we come across the most amazing items when we take other people’s advice. If another person’s advice pushes your buttons and you are able to improve your life through it, then more power to you! Then of course, we know that some advice is not worth contemplating.

Some rather humorous pieces of advice (with or without merit) come our way too. Bernard Tyson is the CEO of Kaiser Permanente. He shares a strong yet humorous word of advice (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

Personally, I’m not sure if someone drinking black coffee impresses me or if I just feel sorry for that person. Regardless, I don’t think I will take that advice. I can find other ways to impress people.

KNOWING WHAT IS NOT GUARANTEED

websitebuilder@1and1.de — Mon, 01 Feb 2016 07:32:00 GMT

In business and in life in general, some situations are guaranteed and some are not. Wise is the person that understands the difference. Some of these situations involve the mundane, some involve life and death, and some fall somewhere in between those two extremes. Wise is the person that keeps the situation’s location on that continuum in proper perspective.

I think that periodic review of these truths is time well spent. Sometimes making that time is difficult, especially if you are anything like me. I have so much to keep on my mind and so little mind on which to keep it. Maybe you don’t have that problem, but I sure do.

Bernard Tyson is the CEO of Kaiser Permanente. He reflects pointedly on a rather significant item related to guarantees (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

Thinking similarly in another age, Emily Dickinson mused:

Within the last year or so, I have endured the deaths of a significant number of friends, associates, and relatives. It simply seemed to be a season in which an unusually high number of people I know did not reach “the end of today.” We all are painfully aware that those are never easy times. Unfortunately, they are largely unavoidable times.

Because no one is promised the end of today, we should live each day in such a manner that we would have no regrets if it were our last day. That is a tall task. I suspect it is a task that if fulfilled, we would all find ourselves to be better people, our businesses to be better enterprises, and this world to be a better place.

THE MOST IMPORTANT PERSON

websitebuilder@1and1.de — Fri, 29 Jan 2016 08:27:00 GMT

In any organization we can banter about who is the most important person. Whether it is inflated egos, a genuine desire to make a difference in people’s lives, or anything in between, concerns about individual importance exist. That is why it is always refreshing to hear from someone who puts importance in proper perspective. Bernard Tyson expresses this concept well.

Tyson is the CEO of Kaiser Permanente. Reflecting on his own position in his organization, here is how he keeps his role in perspective (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

Executive leadership is incredibly significant, but it is not necessarily the most important. The untold numbers of colleagues with whom the leader works are ultimately extremely important. If it wasn’t for them, the executive leader’s role would be greatly hampered. Genuine leaders recognizes these universal truths.

The next time that you or I start to think about how important our roles are, let’s stop and ponder the importance of all the colleagues with whom we work. Ultimately, I think what is most important is what we can do working together, rather than thinking about the person in the mirror. That is a challenge that probably will keep us all busy every single day.

THE INSTANT CUSTOMER EXPERIENCE

websitebuilder@1and1.de — Thu, 28 Jan 2016 08:48:00 GMT

Businesses talk a lot about the importance of the customer experience, what leads up to it, what goes into it, and how important it is. Let’s face it: everything in your business has to be working toward an excellent customer experience if you are serious about that goal. One item that is not always addressed is simply the customer experience that occurs by just a moment’s exposure. I call this the instant customer experience.

Bernard Tyson is the CEO of Kaiser Permanente. I love the way he captures this essence of the instant customer experience (“How Did I Get Here?: Bernard Tyson” Bloomberg Businessweek , 9/28/15–10/4/15, p. 96):

If the instant customer experience is not good, the customer may not stick around to enjoy the full customer experience. All those individual exposures (whatever they may be) instantly communicate a customer experience. The only question is will it be an excellent customer experience or something less? You decide.

HIPPITY HOP LIVING

websitebuilder@1and1.de — Wed, 27 Jan 2016 08:05:00 GMT

Have Wi-Fi, will travel seems to be the motto of the day anymore. Our ubiquitous, powerful technology has enabled increasingly greater freedoms in what we do for a living and how we do it. This also translates to more options in where you lay your head at night. A new company called Common is capitalizing on these trends by creating flexible co-living arrangements catering to the urbanite Internet-enabled worker as reported by Kyle Chayka (“Putting the App in Apartment” Bloomberg Businessweek , 11/16/15–11/22/15, pp. 33–34):

Using online flexible contracts, renters within the building can change from one bedroom to another or even upgrade to full apartments as needed. Commons is not the only company to satisfy this niche. Other companies include WeWork, Nest Copenhagen, Caravanserai, Quantierra, Embassy Network, and Roomi, to name a few.

Real estate has always been an exciting market-driven venture. It appears that the real estate market is becoming ever more flexible in what works, in more ways than one.

THE NEW SHIPPING CONTAINERS

websitebuilder@1and1.de — Tue, 26 Jan 2016 09:09:00 GMT

A startup in the software world may be making a major contribution to programming efficiency. This is especially true for IT professionals who must constantly test, update, and reconfigure their code to work seamlessly during and after Internet site upgrades and changes. The startup, Docker, looks to be a very promising solution to this quandary as reported by Peter Burrows (with Jack Clark and Dina Bass) (“Growing Your Apps in Isolation” Bloomberg Businessweek , 12/22/15–12/28/15, pp. 33–34):

As great as Docker is, it faces a popular problem many other software players have faced: it is free. Monetizing the product sufficiently to render the company solvent remains a major challenge. With 70 employees, 77 million downloads of the free code, but less than $10 million in annual revenue, Docker must execute a strategy revision soon if it wants to stay in business. Given the software’s popularity with the likes of IBM, Microsoft, and Google, I remain hopeful that Docker will find its profitable niche.

RETHINKING TEAM BUILDING

websitebuilder@1and1.de — Mon, 25 Jan 2016 07:31:00 GMT

We all know how important team building is, right? Who doesn’t want to build their teams? Well, some of the longstanding conventional wisdom on team building is being called into question as reported by Rebecca Greenfield (“Startup vs. Wild: Can You Improve Cubicle Culture by Taking Things Outside?” Bloomberg Businessweek , 12/7/15–12/13/15, pp. 99–101):

How are we going to look at this? Most of us can think back to various team-building experiences and feel that some value was derived. My take is that while the metareviews of decades of research might not specifically conclude that worker performance measurably improved, that fact does not mean that team-building events therefore have no value. In my observation, team-building events create these benefits:

Perhaps team-building events were oversold in the past. Nevertheless, that doesn’t mean that they are a waste of time. Anything that can be done to give workers the opportunity to have fun and strengthen relationships will likely translate to smoother workflows back at the office or shop.

I think that smart companies will continue to provide team-building events and will continue to enjoy the benefits.

GROUND WORTH CLIMBING

websitebuilder@1and1.de — Fri, 22 Jan 2016 06:52:00 GMT

It may sound cliché, it may sound trite, but walking the moral high ground is no small matter. It is ultimately the right thing to do. People will respect you for doing it, and you will preserve your self-respect. Some things are not worth losing at any price. Tim Cook (Apple CEO) echoed similar advice when he addressed the George Washington University graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

Doing what is right, good, and just . . . I have a feeling that will keep most of us busy the rest of our lives.

HOW YOU CAN CHANGE HISTORY

websitebuilder@1and1.de — Thu, 21 Jan 2016 08:58:00 GMT

A common chuckle is that you can’t change history unless of course you are a historian. I will challenge you as I challenge myself that you can change history—the history yet to be written. Never underestimate the effect you might have on another person, a situation, or an organization. Reflecting on this powerful possibility, Tim Cook (Apple CEO) gave these words of wisdom to the George Washington University graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

It is easy to relegate oneself to a lowly position of just being a cog in the wheel. However, when we reflect on the power of human interaction and the significant of our influence (often unknown to ourselves), then the possibilities become endless.

I agree with Cook. You must be that person.

WHEN MISSION TRUMPS MONEY

websitebuilder@1and1.de — Wed, 20 Jan 2016 07:33:00 GMT

Having a sense of mission in your life is vital to maximum productivity and success. Making money is marvelous, but if that income is not also somehow aligned with your sense of purpose, then your heart will be found wanting. Mission trumps money every time. Reflecting on this truth, Evan Spiegel (Snapchat CEO) gave these words of wisdom to the USC Marshall School of Business graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

One of the greatest fulfillments in life is to be in a place in which you realize that your livelihood is also your calling. If that is where you are, then congratulations! If that is not where you are, then for your sake and for everyone’s sake you’ll ever touch, please start searching.

THE REAL ABCs OF LIFE

websitebuilder@1and1.de — Tue, 19 Jan 2016 08:18:00 GMT

Achieving good grades to earn a degree is always important. But how do we define “good?” Achieving straight As is always nice, but not everyone can achieve that. Each person has different strengths and weaknesses. That is why I am not a violinist. (You do not want to hear me play the violin!)

Depending on career path, grades can have differing levels of concern. For example, the premed student well knows the pressure to achieve that 4.0 GPA as opposed to the history student who does not quite feel that same kind of pressure. I am not in any way denigrating the history student in saying that. That is simply the way the academic medical world works.

Ultimately, whether a person attains that sheepskin with a perfect GPA or a middle-of-the-pack GPA, the fact remains that the degree is real. That person now has the academic credential to facilitate moving forward in his or her career. That is nothing to minimize.

Interestingly, various studies have indicated that a significant percentage of CEOs only achieved a C average in their academics. Genius-level academic scores are not anyone’s free pass to the C suite. Many other diverse factors drive those developments.

Recognizing all the above truths and poking a bit of fun at himself, former United States president, George W. Bush (a C student), gave these words of wisdom to the Southern Methodist University graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

I think that academic grades and credentials are always important. Yet as with so many matters in life, they never tell the whole story. A person’s focus, energy, drive, talent, and dedication feed the future just as much, if not more than, what the academic transcript might read. And that is because the genuine ABCs of life involve much more than just the academic ABCs.

NO TOOL FOR OLD USERS

websitebuilder@1and1.de — Fri, 15 Jan 2016 08:51:00 GMT

Technology is an absolutely marvelous object. It is simultaneously an object of our desire and the subtle means of obtaining it. It is powerful beyond human comprehension and it evolves with blinding speed. It enables innumerable gadgets, devices, and businesses in indescribable ways.

As superb as our evolving technology is, on a fundamental level it remains a tool in our toolbox. How we choose to use it makes all the difference in the world. Our creativity, innovation, and passion will ultimately write the book on technology’s existence. We control that saga.

Eric Schmidt (executive chairman of Google) affirmed these fascinating dynamics between man and machine when he addressed the Virginia Tech graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

Schmidt’s words remind us that tools mean nothing without the user. My chainsaw can sit in my garage all day long. But unless I pick it up and use it, I will not be able to clear that storm-felled tree from my backyard. Technology works the same way. We don’t want to let it sit in our metaphorical garage. Rather, we want to use it to get things done more effectively and efficiently. That opportunity has never been greater than it is today. Let’s make great things happen with this powerful tool.

DANCING ON THE DECK

websitebuilder@1and1.de — Thu, 14 Jan 2016 08:02:00 GMT

One matter upon which we can all agree is that this world is not becoming any simpler. Its complexity and challenge grow daily. Strategies and approaches that worked in the past sometimes lose their effectiveness in our developing futures. Recognizing these dynamics, Jeff Immelt (CEO of General Electric) offered some relevant advice when he addressed the Siena College graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

Immelt’s words remind us that we must have passion and purpose in our lives. Without passion and purpose, we will stagnate. We will go nowhere. Simultaneously, this world is fascinatingly complex and unpredictable. Therefore, we must have more than merely goals. Having goals is very good, but with those goals our passion and purpose must liberate us to make strategic, smart adjustments along the way to–as Immelt describes it–capitalize on each cycle. This means that we might change our approach or our goals along the way, and that’s okay.

We must be nimble fishers dancing on the deck as we bounce along stormy seas. Our ocean is less certain today than it has ever been. However, for those who learn how to dance on the deck, it paradoxically can become more certain than it has ever been. Will you dance?

KNOWING WHICH ANIMAL TO FEED

websitebuilder@1and1.de — Wed, 13 Jan 2016 08:11:00 GMT

Life advice comes in many different forms from many different sources. Some of it we are wise to adopt immediately, while some of it we must weigh carefully and perhaps tailor exactly how it fits with us. Some life advice we should ignore.

Actor Matthew McConaughey offered some interesting life advice when he addressed the University of Houston graduating class last May (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

I think we can all appreciate that advice. However, my suggestion is that we take it to a higher level. Let’s feed the good wolf and starve the bad one.

CLIMBING BEYOND OUR GREATEST LIMITS

websitebuilder@1and1.de — Tue, 12 Jan 2016 08:50:00 GMT

Sometimes we limit ourselves more than anyone else could. Sometimes we limit ourselves more than any circumstance could. The greatest limits that we face are usually the limits we impose on ourselves.

Sometimes we think that our prior knowledge of a subject is sufficient, when in fact we have major knowledge gaps. Sometimes we think that our preconceived ideas about a particular situation are complete when we may be misjudging the matter. One of the most attractive qualities about diversity is that it trains us to eradicate these kinds of self-imposed limits.

Diversity means that we open our understanding so that we gain a greater respect and appreciation for other points of view, other perspectives, and other people’s experiences. Simultaneously, diversity does no harm to our personhood. We remain completely free to maintain our personal values, attitudes, convictions, preferences, and beliefs. Respecting another person’s diversity does not require cloning. You are completely free to be you. I am completely free to be me.

Mellody Hobson (president of Ariel Investments) spoke to these truths when she addressed the University of Southern California graduating class last May. Her words of wisdom to those graduates will enrich us too (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

Some self-imposed limits are good for us such as eating, health, and personal conduct. However, some self-imposed limits only work against us. Let’s challenge ourselves to seek diversity. That helps everyone to grow.

BE WHO YOU ARE

websitebuilder@1and1.de — Mon, 11 Jan 2016 06:31:00 GMT

Choosing to be who we are is essential to how we live our lives. We cannot experience integrity, peace, wellbeing, good relationships, and ultimate success if we do not intentionally manifest our true selves. Identity crisis moments can occur at any stage in life, but they are often more prevalent (understandably) in our earliest decades of life. During those times, how we frame the problem and how we approach these matters are incredibly important. Steve Jobs spoke to that point when he addressed the Stanford University graduating class on June 12, 2005. Although over 10 years have passed since that speech, his words still speak to us today (Mark Glassman, ed., “Commencement Wisdom 2015,” Bloomberg Businessweek , 6/1/15–6/7/15, p. 25):

The idea here is to recognize the irreplaceable gift you have with your unique life and therefore live it to its fullest. Jobs’ advice is just as important for a college graduate of 22 as it is for anyone of any age today.

Be who you are meant to be. You—and everyone else—will be enriched.

INTEGRITY DOES HAVE ITS BENEFITS

websitebuilder@1and1.de — Fri, 08 Jan 2016 17:09:00 GMT

We can talk a lot about personal and professional integrity. Intrinsically and philosophically, it is absolutely a subject worthy of immense attention. I do not want to minimize those deep aspects of integrity in any manner. Nevertheless, on a slightly more practical note, did you ever ponder all the people and situations that are the beneficiaries of your personal and professional integrity? I am sure that many can add to this list, but here is a very short list of the priceless benefits of your integrity:

Your Word. Practicing integrity means that when you give a person your word on anything, that person walks away fully confident that you will follow through with your commitment. That person has a positive experience fundamentally based in your personhood.

Your Mental Clarity. Consistently acting with integrity means that you don’t have to spend mental energy incessantly manipulating and covering up your lies and misrepresentations. You think more smoothly and clearly because your ducks are already in a row.

Your Mission Clarity. Integrity means that you remain completely committed to your personal and professional missions. All your decisions and judgment calls are consistently passed through the filter of how will this advance the mission? You execute your missions more smoothly and clearly.

Your Business. Integrity breaches are like dumping garbage in a river. It poisons everything and everyone downstream. People don’t want to drink that water. Your integrity steadfastness ensures that your customers and your community know that your business is upstanding and reliable. Integrity produces the currency of reputation.

Your Loved Ones. In most cases of domestic and relationship turmoil, integrity failures were involved. Practicing integrity brings untold happiness to your family and loved ones.

The Sleep Test. Practicing integrity means that you can sleep at night. Peaceful sleep is a natural byproduct when you have nothing weighing on your conscience.

INTEGRITY CHOICES

websitebuilder@1and1.de — Thu, 07 Jan 2016 08:30:00 GMT

Many uncertainties exist in 2016. However, one certainty is undeniable. That certainty is that you and I will make choices on a daily basis.

Some of those choices will be personal and some will be professional. That distinction between the personal and the professional is logically understandable. The two categories are often very different in their details and methods of execution. However, a probing question we should answer is this:

Some people like to compartmentalize their lives. Compartmentalization is not wrong. We must compartmentalize for the sake of efficiency and focus. However, compartmentalization is harmful when it becomes an enabler of immoral or unethical behaviors. When it comes to integrity, we cannot do that. Integrity, by definition, must involve the whole person. The whole person includes the personal and the professional.

Unfortunately, we never have to look too long in the media to find painful and embarrassing examples of personal and professional integrity failures. In 2016, we will each make many choices. As we do that, we should remember that our integrity must apply equally to our personal choices and our professional choices. That commitment will only enhance our success and prosperity in this marvelous new year.

WHEN IT PAYS TO PAY

websitebuilder@1and1.de — Wed, 06 Jan 2016 06:44:00 GMT

Money conducted a survey asking people about spending plans for personal fitness in 2016. To the question, how much do you plan to spend on fitness, here is the response breakdown (“The Price of Keeping Fit” January/February 2016, p. 22):

Additionally, the survey indicates that when you exercise at least three hours per week, you boost your income. Men usually encounter a 6% earnings boost and women a 10% boost.

That does not surprise me. Innumerable studies demonstrate a link between physical fitness and mental fitness. Additionally, people who choose to take care of themselves physically usually carry that discipline into other areas of their lives. They enjoy enhancements to their confidence, attitude, and wellbeing.

Physical fitness is a good deal. Granted, we all can face limitations and difficulties via the genetic hand we’ve been dealt. Nevertheless, money, effort, and time spent on physical fitness tend to reduce money, effort, and time spent on healthcare. Would you rather spend a relatively small amount of your resources on prevention and health today or would you rather spend a relatively large amount of your resources on medical and surgical interventions tomorrow?

My advice: do the math.

TRY SOMETHING NEW

websitebuilder@1and1.de — Tue, 05 Jan 2016 06:04:00 GMT

When do you try something new? When should you try something new? When is trying something new helpful? When is it harmful? These questions are worth pondering for a couple reasons:

I think both ends of the spectrum are dangerous. However, I have less concern with the exact spot on the spectrum you inhabit than I do with where your attitude is on newness. Our attitude toward newness is more important than whether we choose to try something new.

If our attitude about newness is narrow minded and averse, then we will likely never choose anything new. That will limit us in many ways. On the other hand, if our attitude about newness is open-minded and supportive, then we will find that we do occasionally choose something new. Those choices can empower us and enhance our situations in many ways.

Some of the best new things that I have chosen in my life were things that I originally thought had no value. However, once my attitude allowed me to make that positive choice, I discovered great value. Sadly, I never would have found that value if I had the wrong attitude.

If you are finding yourself in situations in which the outcomes are much less than desired, then perhaps that is an indication of the need for an attitude change. Hey, it’s a new year. Is it time for a new attitude? If so, then embrace it. You never know where it might lead.

ONE NEWSPAPER’S STORY—PLAYING TO YOUR STRENGTHS

websitebuilder@1and1.de — Thu, 10 Dec 2015 07:21:00 GMT

As a member of The Freelance Exchange of Kansas City, I was privileged last week to attend a very interesting meeting at which our special guest was Derek Donovan . Donovan is the Public Editor for The Kansas City Star newspaper. As our special speaker, he shared numerous insights about the fascinating ride taken by The Kansas City Star as it has navigated various transitions in adapting to the Internet age.

One of the key points Donovan made was that a daily hardcopy newspaper is no longer playing to its strengths when it tries to cover breaking international news. Our 24/7 news cycle plus the Internet have simply made that attempt a folly. However, Donovan explained that the newspaper realized that it could do a much better job covering local news along with some in-depth analysis pieces on various subjects. Therefore, those priorities were reflected in this most recent revision of the print edition. The final product looks pretty good!

As I reflect upon what The Kansas City Star has done in its adaptation to the Internet age, it occurs to me that we see some lessons here that apply to all of us personally and professionally:

Where Can You Be Strong? The answer to that question should set your priorities and your strategies. This is true as a person and it is true as an organization. Too many times I have seen people and companies attempt to be all things to all people. That usually results in failure. The best approach you can take is to play to your strengths. That is where you will be the most appreciated and the most successful.

How Has Your World Changed? The answers to that question should set your agenda for ongoing growth and development. You do not want to be the proverbial Swiss watchmaker or wet-chemistry photographer. Both of those persons never saw digital coming and consequently they both suffered. Be certain that you are regularly examining the trends both inside and outside your industry. Look for the ones that will potentially affect your livelihood and ask yourself what changes you might need to make today to be fully prepared for tomorrow.

ONE NEWSPAPER’S STORY—WHAT MIGHT HAVE BEEN

websitebuilder@1and1.de — Wed, 09 Dec 2015 15:48:00 GMT

At one point, while entertaining a variety of questions from the group, Donovan offered an absolutely fascinating thought about what might have been. We had been talking about how the Internet has changed the publishing world, the art world, the music world, and how creators and consumers have chosen to adapt by relying on free content. Donovan then said that he believed that if all the artists, musicians, and publishers had gotten ahead of the online train, consolidated their strategy as a coalition, then there would be no free content. Everyone today would be paying for all online content and nothing would be gratis. To me, this is quite mind-boggling for two reasons:

It is always interesting to ponder what might have been. In this case, perhaps it teaches us and prepares us for negotiating some of the next seminal developments, whatever they might be. Then again, maybe not. One thing we know for sure though is that some genies will never be put back in the bottle.

ONE NEWSPAPER’S STORY—THE CUSTOMER EXPERIENCE

websitebuilder@1and1.de — Tue, 08 Dec 2015 06:39:00 GMT

Throughout Donovan’s presentation, I was impressed to learn more about the newspaper’s focus on achieving a positive customer experience. Here are just a few items that Donovan and his colleagues handle with that goal in mind:

All the above speaks to me about the significance of the customer experience. Regardless of your business, your market niche, or the nature of your organization, you should always be serving the customer. To do this effectively, several commitments must be made:

Every single time that I deal with a business or an organization, I walk away with my own personal “customer experience.” Sometimes it is very good, sometimes it is very bad, and sometimes it is somewhere in the vast middle. Regardless, it is mine. It will affect me commensurately and it has implications for that business or that organization.

What do you want your customers to experience today?

ONE NEWSPAPER’S STORY—AND THE LESSONS WE LEARN

websitebuilder@1and1.de — Mon, 07 Dec 2015 07:36:00 GMT

The profound truth of that simple statement has been the driver of many decisions about the newspaper’s print editions, online editions, organization, staffing, and strategy. As just one example, the print edition has become significantly smaller. The Kansas City Star today compared to ten or more years ago is marked by fewer sections, consolidated sections, eliminated sections, and new sections. Its structure and organization are quite different.

Donovan clearly made the point that the newspaper could read the handwriting on the wall. Consequently, it took the needed steps to revamp its business plan so that it could remain a player in the industry. This was all accomplished with intense research on what is happening with social media, the Internet, demographics, and trends. And of course, that intense research remains constant. The newspaper is diligently aiming to remain on the cutting edge of modern news media.

Donovan’s presentation left me with three especially important lessons for all organizations:

REACHING A NEW GENERATION

websitebuilder@1and1.de — Fri, 04 Dec 2015 06:14:00 GMT

Our knowledge of demographics and trends has been massively enlarged thanks to the countless studies, research projects, and data collection on millennials (those born approximately 1980 to 1995). As grateful as we are for all that millennial insight, a new wave is rolling onto the demographics landscape. Move over, millennials! Here comes Generation Z (those born in or after 1996).

As with every generation, Generation Z will bring its own unique influence to all aspects of how we live, do business, and function in the exciting future that awaits us. Due to Generation Z’s unique characteristics, companies and organizations that want to connect with them must tailor their marketing approaches. Based on research by the new agency, “sparks & honey,” Erik Oster, writing for Adweek , shares seven excellent tips to reach Generation Z:

The companies and organizations that use these tips will enjoy greater success in reaching Generation Z. The companies and organizations that ignore these tips will enjoy much less success in reaching Generation Z. Where do you want to be?

ANALYZING GENERATION Z

websitebuilder@1and1.de — Thu, 03 Dec 2015 06:04:00 GMT

These generational comparisons are quite interesting. They raise some intriguing questions to me:

All that said, I can only affirm that it will be fascinating to see what Generation Z’s contributions will be in our collective futures.

WHAT A COMBINATION—GENERATION Z PLUS YOU AND ME

websitebuilder@1and1.de — Wed, 02 Dec 2015 16:15:00 GMT

As with every generation, Generation Z will bring its own unique influence to all aspects of how we live, do business, and function in the exciting future that awaits us. Fascinating insights also arise by comparing Generation Z to its older sibling generation, the millennials. Based on research by the new agency, “sparks & honey,” Erik Oster, writing for Adweek , shares some important insights about Generation Z’s self-perception and how that is affecting goal setting. A childhood lived in the post-9/11 world, changing norms, increased racial diversity, economic recessions, and changing gender roles, have all significantly contributed to this generation’s passion and sense of purpose. Here are some of the very interesting findings about this new generation:

I think that many of these characteristics are totally understandable, given the times in which we live. Generation Z has of course only known these times, and they are adapting their approach to life commensurately.

The 80%-figure on high school students being more driven than their peers smacks of Garrison Keillor’s Lake Wobegon, “where all the children are above average.” It is simultaneously humorous and inspiring. I would rather see a new generation that is driven, passionate, and self-assured rather than one that is aimless, apathetic, and discouraged. Our society’s future depends on them.

Generation Z’s propensity to embrace entrepreneurship is marvelous. If ever there was a time to be an entrepreneur, it is today. Technology has equipped the budding businessperson with every possible tip and tool for success. All we need is the right person with the right idea and the right strategy.

The most exciting aspect for everyone older than Generation Z is that we can all be a positive voice for its success. Keep your eyes open! Chances are you and I will see more than one opportunity to be a potent contributing force into an exciting new generation.

WHEN IT’S TIME TO WHISPER

websitebuilder@1and1.de — Tue, 01 Dec 2015 13:02:00 GMT

These observations reveal much about the online habits of Generation Z. Just because Facebook has been the landing spot for so many youngsters does not mean it still is. Advertisers and marketers who want to gain the attention of this new generation will need to look for ways to shift their presence to the more popular platforms. Failing to do so will only give more voice to your competition.

Z IS THE NEWEST KID ON THE BLOCK

websitebuilder@1and1.de — Mon, 30 Nov 2015 08:16:00 GMT

This means that Generation Z understands how to self-educate by using the Internet to locate information. With our Internet world in general, and with higher education in particular, this of course is a necessary qualification for success. Generation Z is the first truly native digital generation. Millennials grew up alongside social media, but Generation Z was born into it.

Speaking of unique characteristics, Generation Z happens to be the largest generation in the United States today. That might come as a surprise, but here is the breakdown:

Many organizations, businesses, and individuals did much work to understand the millennials and prior generations. That investment generated and still generates a return. Now, to get the same ROI with Generation Z, that work is just beginning.

COLLEGE WITH INFORMED CONSENT

websitebuilder@1and1.de — Wed, 25 Nov 2015 08:13:00 GMT

A young person choosing to go or not go to college is pondering an immensely important decision. Regardless of which way that decision goes, it should be made as intelligently as possible. For maximum benefit, the potential student should have a high level of informed consent concerning all the consequences.

Depending on the potential student’s career goals and salary desires, college is not always the best option. Bloomberg Businessweek makes a simple observation about the financial consequences of replacing the college path with a skilled trade path (“Rubio Makes a Good Point About Welders” 11/23/15–11/29/15, p. 14):

Similar observations have been made by many about various skilled trades and technical occupations. The takeaways for potential students?

SOCIAL MEDIA STATS

websitebuilder@1and1.de — Tue, 24 Nov 2015 08:40:00 GMT

Just in case you were wondering about the current state of social media minute-by-minute, we can thank Larry Kim (Founder of WordStream, Inc.) for gathering some data . Here are some of the highlights about what is happening every 60 seconds on social media:

I have a sneaking suspicion that social media will be around for a while. What do you think?

LEADERSHIP HANDLES FACTS AND ATTITUDES

websitebuilder@1and1.de — Mon, 23 Nov 2015 07:09:00 GMT

Leadership is as much about getting your facts straight as it is about having the right attitude. Here is an interesting example of that. When you analyze the nearly $100-billion revenue to smartphone companies last quarter, the clear market dominators are Apple followed by Samsung. Those two companies collectively enjoyed over 60% of the quarter’s revenue. The remaining revenue was split up among Huawei, LG, Xiaomi, Lenovo, ZTE, Oppo, Microsoft, and many smaller companies.

One of those smaller companies is HTC. HTC’s leadership reveals that it not only understand the facts, but it also brings the right attitude (Ashlee Vance, “Smartphone Margins” Bloomberg Businessweek . 10/12/15–10/18/15, pp. 33–34):

Sure, get your facts straight, but be sure to bring the right attitude. It is sort of like the difference between the two bicycle salespersons. Once comes back from the assigned territory gloomily complaining:

The replacement salesperson comes back from the assigned territory joyfully exclaiming:

NOSTALGIA ISN’T WHAT IT USED TO BE—PART FIVE

websitebuilder@1and1.de — Fri, 20 Nov 2015 09:44:00 GMT

Nostalgia is a powerful force in people’s lives. It is equally powerful in the business world and in the entertainment arena. Flocking to nostalgia is something we do as humans almost without thinking.

In Robert Trussell’s concluding thoughts from his excellent nostalgia and entertainment analysis, he raises an interesting concern (“Awash in Nostalgia” The Kansas City Star . November 15, 2015, pp. 1D, 12D):

I have thought about this many times for many reasons:

When The Repetition Of Nostalgia Is A Bad Thing. Audiences can become bored when plotlines become predictable and so-called new releases are repetitive. Is there anything new or different in the story? That gets old fast.

When The Repetition Of Nostalgia Is A Good Thing. By their very nature, some of the best stories are the stories that stand the test of time, no matter how many times we repeat them. These include stories of love and loss, family and friends, war and peace, winning and losing, trust and betrayal, sin and salvation, crime and punishment, life and death, sickness and healing, joy and grief. Audiences are drawn to these stories because they are the shared stories of our humanity.

Creativity That Capitalizes On Nostalgia. For the creators of stories, nostalgia is a winning ticket. The artist’s creativity is not diminished just because the larger plotline follows a well-worn path. The artist must still summon creativity in the use and application of that nostalgic template.

Creativity That Does Not Capitalize On Nostalgia. For creators of stories, there is nothing as challenging and artistically fulfilling as masterminding a story that breaks all molds. Regardless of how universal the nostalgic plotlines are, we must never lose our artistic desire to tell a new story.

The Audience’s Appetite. Although audiences can be finicky, my hope is that they will be hungry for new creative approaches in story. That openness of course never guarantees that the next dish on the entertainment table will be exquisite. However, you will never enjoy the exquisite unless you are willing to try something new.

NOSTALGIA ISN’T WHAT IT USED TO BE—PART FOUR

websitebuilder@1and1.de — Thu, 19 Nov 2015 08:28:00 GMT

Nostalgia is influential, perhaps more so than we like to admit. I see nothing wrong with nostalgia, as long as we do not permit it to rob us of the opportunities of the future. After giving several literary examples of how nostalgia can do that, Robert Trussell issues a terse warning (“Awash in Nostalgia” The Kansas City Star . November 15, 2015, pp. 1D, 12D):

Having looked at what nostalgia is, how it operates, how it affects the business world, and how it affects our personal lives, Trussell’s caution is appropriate. The more powerful something is, the more important are the attendant safety protocols. As we embrace nostalgia, let’s be sure that we are doing so with informed consent.

NOSTALGIA ISN’T WHAT IT USED TO BE—PART THREE

websitebuilder@1and1.de — Wed, 18 Nov 2015 09:02:00 GMT

Nostalgia sells. It is only natural. Part of the very core of being human is memory and our ability to recall special times from our past. In Robert Trussell’s analysis of nostalgia and entertainment, he observes the marketing power of nostalgia in spite of the often major differences in the product from one generation to another (“Awash in Nostalgia” The Kansas City Star . November 15, 2015, pp. 1D, 12D):

Therefore, nostalgia becomes the wise marketer’s tool that is already activated in every consumer. Not every product or service of course will lend itself to the nostalgic context. Nevertheless, I think that nostalgia’s power only stands to grow as time rolls forward. And when it comes to entertainment, that is a given, because entertainment is always about someone’s story.

NOSTALGIA ISN’T WHAT IT USED TO BE—PART TWO

websitebuilder@1and1.de — Tue, 17 Nov 2015 08:55:00 GMT

No one argues that nostalgia is reflecting upon the past. How accurately we remember things can vary. Memory lapses and selective memory both can misrepresent yesterday’s realities. Robert Trussell gives a great example of this in his citation of a modern HBO series (“Awash in Nostalgia” The Kansas City Star . November 15, 2015, pp. 1D, 12D):

I once read:

This is why I stand with Trussell in the fact that historical productions often show more evidence of the era in which they are made than of the era they depict. This may not always be the case, but in my observations, I think that it is. We reapproach a bygone era, grounded by the present, and look for a way in which the bygone era can be seen freshly.

If this reapproach has validity, I think that is fine. Everyone’s knowledge may increase. On the other hand, if this reapproach is not valid, then we risk misrepresenting the truth. That is not necessarily a cause for concern as long as everyone recognizes that this is entertainment. Even productions based on true stories often disclose that some content has been created for the sake of the overall drama, story, and plotline.

Most importantly to me is that the viewer does the homework. After all, if you are going to give up hours of your time to enjoy a program, don’t you owe it to yourself to at least determine what is true and what is not? Let the “buyer” beware is applicable here just as much as anywhere.

NOSTALGIA ISN’T WHAT IT USED TO BE—PART ONE

websitebuilder@1and1.de — Mon, 16 Nov 2015 07:45:00 GMT

The Internet has changed everything!

If that isn’t an understatement, nothing is. The Internet makes more information available than ever in the past, and much of that information revolves around our reflections on “the past.” I am talking about good old-fashioned nostalgia. Reflecting upon and even yearning for the past is an activity with which we are all familiar.

Entertainment reflects the culture and vice versa. As a child growing up, whenever I heard older people discuss nostalgia, it was difficult for me to relate in the same way that they did. As the decades swirled by, I realized that my engagement with nostalgia was of course very much based on my personal experiences and my evolving culture. As a baby boomer today, I realize that for the first time, nostalgia’s nature has changed, and it is because of the Internet. Robert Trussell in a vanguard manner captures these concepts by summarizing our culture’s engagement with nostalgia (“Awash in Nostalgia” The Kansas City Star . November 15, 2015, pp. 1D, 12D):

This is why I say (as contradictory as it might sound) that nostalgia is fundamentally different today. It has to be. The Internet has made it so.

I think that just one example of this is how young people today are experiencing the past compared to how I experienced the past when I was their age. I can clearly remember that as a teenager or a 20-something, relatively speaking, I rarely immersed myself into arts, music, and culture that were popular a generation or two ago. I was more focused on my generation. Today it seems that young people more frequently immerse themselves into the arts, music, and culture that were popular a generation or two ago. This occurs purely because it is all immensely more available via the Internet.

When Trussell states that that past is the present, everything is now, and nothing is grounded, this has important implications for our culture. It affects how we “do” nostalgia. This massive Internet pop-culture access has tremendous benefits for us, but I also think it presents some challenging new perspectives that could affect how we approach our world:

These questions, and how we answer them, have implications far beyond just nostalgia. They challenge us to think more carefully about our culture, where we have been, and where we are going. They challenge us to think more carefully about entertainment and its reciprocal influences. Moreover, in these few short words, we are barely scratching the surface of this fascinating and important topic. In this week’s blog posts, I will unpack this topic a bit further.

THE STUFF YOU LEAVE IN YOUR BOOK

websitebuilder@1and1.de — Fri, 13 Nov 2015 09:36:00 GMT

I read a great article this week about Jojo Moyes, a rapidly rising successful novelist. The article was focused on the writing craft and how writers can fine tune their game. Moyes makes the point that as a writer, you must be comfortable with throwing stuff out. You can write tons of stuff, but regardless of how good it is, if it doesn’t fit the bigger plotline of the tome, then to the trash heap it must go (Jessica Strawser, “Jojo Moyes: Going Global” Writer’s Digest . January 2016, pp. 40–43):

This is an incredibly powerful truth about good writing. To all of us who are writers, it is wisdom well received. Simultaneously, I could not help but notice a much broader application of Moyes’ words. Her writing advice is also a metaphor of how we should live our personal and professional lives. Read it one more time and think about how every word metaphorically applies to your life and mine, especially that last sentence:

Hopefully, you have ditched many things in your life that you knew just weren’t working. I know that I have! Our human nature is such however that we perhaps have not ditched enough. As Moyes’ statement reminds us, we probably won’t regret anything we’ve ditched, only some of the stuff we haven’t ditched.

Be careful what you allow into your personal life and your professional life. You don’t want to live with any regrets.

MORE EFFICIENT ENGINES

websitebuilder@1and1.de — Thu, 12 Nov 2015 08:42:00 GMT

The way in which engines are continuously being improved has always impressed me. Decades ago, the typical car engine would die long before it hit 100,000 miles. Today, 100,000 miles is just getting started for most cars.

Aviation engine technology is no different. Pratt & Whitney has now produced its new PurePower Geared Turbofan aircraft engine and it is quite impressive. Central to the engine’s success was the development of a special gearing mechanism that allows the fan (the large rotating blades in front of the engine that are responsible for most of the propulsion) to turn at a slower rate while moving larger volumes of air. This is more efficient than a faster spinning fan that moves a smaller amount of air, and it reduces the noise. Peter Coy reports on the excellent results (“The Little Gear that Could” Bloomberg Businessweek . 19/19/15–10/25/15, pp. 36–37):

HEARING WHAT YOU CAN’T HEAR

websitebuilder@1and1.de — Wed, 11 Nov 2015 08:09:00 GMT

From many years ago, I can still remember the deep, powerful roaring sound I enjoyed when driving my first muscle machine (a 1970 Cuda, 340-cubic-inch engine, 4-barrel carburetor with dual points, and a four-speed pistol-grip shift on the floor). There is always something special about the purr of power emanating from the engine. Apparently, that sound is so enticing and addictive that carmakers today are beginning to pipe the sound into the cabin when modern engine technology is so slick that it would otherwise barely be audible to the driver.

While I’m never one to turn down a lean, mean street machine, I also enjoy the quiet of my drive. So I must admit I felt a bit upset when I first learned that the modern hybrids are so marvelously quiet that carmakers are now entertaining various standards for some level of artificially produced engine noise to aid pedestrian safety. And they aren’t stopping with the hybrids. Some conventional cars and trucks are already piping simulated engine sounds into the cabin.

I still don’t quite buy the argument. I mean, come on! We’re not constantly seeing pedestrians getting injured or killed from the throngs of low-noise bicyclists sharing the roadways, are we? You’re still going to look both ways before you cross the street aren’t you?

Alas, it seems a bit of a setback that when our automotive technology will finally enable super quiet vehicles to populate our streets, we somehow rationalize that we must artificially create the sound they no longer produce naturally. Oh, well. Perhaps having all that engine noise is a good thing. Otherwise, the silence might force us to think.

SAVE YOURSELF SOME AIRPORT HEADACHES

websitebuilder@1and1.de — Tue, 10 Nov 2015 08:41:00 GMT

I recently came across a couple items that might save you some hassles especially if you are a frequent flyer:

Isn’t flying fun?

WHEN FEELING RIGHT IS RIGHT

websitebuilder@1and1.de — Mon, 09 Nov 2015 07:44:00 GMT

Making important decisions can involve lots of research, data analysis, consultations, foresight, and multiple additional factors. We want our decisions to be timely and smart. How we arrive there is the subject of much debate.

One significant aspect to the process is your intuition. Your human intuition tends to grow in quality and capacity over the course of your life. It is based on your experience in combination with your raw intelligence. You should find that you can trust your intuition with increasing reliability.

Although your intuition can sometimes be wrong in a particular situation, you likely will find that it tends to be correct. Definitely remember to do your homework and gather all the normal data for every decision. However, learn to trust your proven intuition too. Debra Lee summarizes this well (“How Did I Get Here?: Debra Lee” Bloomberg Businessweek , 11/2/15–11/8/15, p. 76):

WHEN ETHICS AND PROFITS GO TOGETHER

websitebuilder@1and1.de — Fri, 06 Nov 2015 08:26:00 GMT

Increasing numbers of companies are awakening to diversity’s tremendous value. Diversity studies repeatedly demonstrate that a problem-solving team that is comprised of diverse people tends to deliver a superior solution when compared to a team of similar people. Fundamentally, the reason for this is that dissimilar people think differently and can spot each other’s blind spots.

Human nature is such that we tend to gravitate to people who are similar to ourselves. This is natural and there is nothing wrong with that in and of itself. However, when thinking about the bigger picture of organizational development, corporate growth, and group effectiveness, we must force ourselves to look for diversity. The benefits will always reward us.

Some companies have progressed faster in diversity best practices than others. Unfortunately, social change in general always tends to happen slowly. Ultimately, we must recognize what is best for society and be willing to nurture those dynamics that will bring the greatest benefit to all. Sheryl Sandberg (Facebook’s COO) does a good job summarizing what our stance should be (Jeff Bercovici “Inside the Mind of Sheryl Sandberg” Inc. , October 2015, pp. 76–80):

Diversity is not only an ethical imperative. It is a profit generator.

JUST SHOW UP

websitebuilder@1and1.de — Thu, 05 Nov 2015 08:43:00 GMT

Every business knows that it must get its message out to potential customers. Historically, big companies have tended to do better at that than small companies. However, social media has radically changed the playing field. Sheryl Sandberg (Facebook’s COO) reflects on the benefits that Facebook brings to the small business (Jeff Bercovici “Inside the Mind of Sheryl Sandberg” Inc. , October 2015, pp. 76–80):

If you are operating a small business, and you do not yet have some kind of a Web presence, now is the time. Moreover, it does not matter how far behind the curve you might feel, it is never too late to begin. Isn’t it about time you showed up?

THE HIDDEN OPPORTUNITIES

websitebuilder@1and1.de — Wed, 04 Nov 2015 08:25:00 GMT

Someone once said the only thing that likes change is a wet baby. Change represents many things to many people. Unfortunately, most people do not view change in a positive, healthy, and optimistic fashion. This is especially true for any changes that they did not desire or foresee.

It is important when facing any change that you learn to regroup yourself by asking what do I control and what do I not control? This approach immediately puts you in the position of realistically navigating the change. Simply listing the things that you can control and the things that you cannot control puts you mentally and emotionally in control.

Finally, as difficulty as it might sometimes seem, try to discipline yourself to look for the good in the impending change. If you meditate on it long enough, there is always some aspect about the change that you can identify as a net positive. If you take that approach, then you can use the change as some kind of a stepping stone. Others have done so, and you can too. I like the way Judy Vredenburgh (CEO of Girls, Inc.) summarizes this (“How Did I Get Here?: Judy Vredenburgh” Bloomberg Businessweek , 10/19/15–10/25/15, p. 80):

AN ENDURING LESSON FOR THE SEASON

websitebuilder@1and1.de — Tue, 03 Nov 2015 08:11:00 GMT

Fulfillment in life derives from having purpose in your professional role and passion in your personal relationships. When you have arrived at the place in which you can experience that, then it does not get much better. Judy Vredenburgh (CEO of Girls, Inc.) summarizes this life lesson (“How Did I Get Here?: Judy Vredenburgh” Bloomberg Businessweek , 10/19/15–10/25/15, p. 80):

As we enter the holiday season, this is a good time to reassess our livelihoods and our relationships. I trust that you are finding purpose and passion. If you are not, then now is the time to do something about it.

INSOMNIA BYPRODUCTS

websitebuilder@1and1.de — Mon, 02 Nov 2015 06:30:00 GMT

Money magazine published the results of the Facebook Question of the Month (November 2015, p. 15). The question was what’s the one thing you would never buy online? I suppose the timing might always be a factor. With that in mind, here are a few of the responses that were practical and a bit humorous:

HIGHER EDUCATION—CHOOSE YOUR OPTION

websitebuilder@1and1.de — Fri, 30 Oct 2015 07:38:00 GMT

Much has been written about the recent trend of massive open online courses (MOOCs) in which college professors freely put their lectures and content on the Internet. This allows anyone to “enroll” in the course, although successful completion would not provide any formal college credit. Some observers predicted that MOOCs would be the end of higher education, as we know it. Traditional bricks-and-mortar campuses would disappear, and no one would pay for higher education. The reality is slightly different as Barbara Shelly explains (“A Lesson in Bold Claims Gone Bust.” The Kansas City Star . October 23, 2015, p. 9A):

In addition to the way in which MOOCs have or have not influenced higher education, it is up to each individual exactly how he or she might choose to use MOOCs or any other option for higher education. Not every option works best for every person. Here are some perspectives to consider:

MOOCs. Have an interest in a particular subject, but just don’t want to be saddled with all the traditional coursework? MOOCs fit the bill perfectly. They are free and you have no commitments.

Fulltime Student Status. Usually this option works better very early in life. After high school graduation, a college stint is traditionally a very effective way to prepare for your career. College is not for everyone, and that is why you must do lots research and soul searching before you commit to that path.

Part-time Student Status. Depending on other personal, family, and career commitments, pursuing a degree part-time may be the perfect solution. Remember, you have the freedom to build the patterns of your life. Build a pattern that will work for you.

Timing. With so many matters in life, timing is everything. This is no less true of higher education. I have seen people pursue higher education and bomb out, only to return a few years later and become an A student. If the timing of your higher education endeavors does not feel right, then respect that. Your internal clock is trying to tell you something.

The bottom line is that higher education is your servant. You choose if, when, and how you use it.

STARTING VERSUS FINISHING

websitebuilder@1and1.de — Thu, 29 Oct 2015 07:56:00 GMT

In addition to the way in which MOOCs have or have not influenced higher education, I think it is important to consider exactly how people are choosing to use MOOCs:

Given the above observations, MOOCs simply need to be appreciated for what they are. The traditional university campus and the online university will continue to confer accredited degrees to their students who do the work. If the past quarter-century has taught us anything, it has definitely taught us that higher education is not in any way threatened. Higher education will continue to flourish as it takes advantage of the growing diversity of new platforms. Students will have more options from which to select their academic paths. We as a society will enjoy the benefit.

ON OVERREACTING TO MOOCs

websitebuilder@1and1.de — Wed, 28 Oct 2015 08:12:00 GMT

I agree with Shelly in that many have overreacted or overrated the MOOC model. Simultaneously, I disagree with Shelly in this regard: Although the hidebound institutions of academia will not necessarily be changed by a single phenomenon, I think that to some extent, that change has already happened.

Over the past couple decades, increasing numbers of colleges have created online options for degree completion. The common feature between MOOCs and online degree programs is that they are both online. They both use the Internet. They both exist in the virtual world. MOOCs certainly are not responsible for the surge in online higher education, but they are certainly a reflection of it. They were bound to happen eventually anyhow and they were bound to become players in the dynamically changing field of higher education. The environment was ripe for their development.

The last I checked, the environment is still ripe.

BILL GATES—AN ENERGY OBSERVATION

websitebuilder@1and1.de — Tue, 27 Oct 2015 07:13:00 GMT

When it comes to energy policy, pollution, and sustainability, I always find it interesting how people do not always consider exactly what they think that they are measuring. Carbon dioxide is just one example. Some people affirm that electric cars are the best invention for minimizing atmospheric carbon dioxide. However, much depends on the nature of the energy grid. In a recent interview, Bill Gates summarizes this perfectly (James Bennet “Interview [with Bill Gates].” The Atlantic . November 2015, pp. 56–64):

Please do not misinterpret me. I think that electric cars offer an excellent transportation option. However, just don’t try to say that they are the one and only best solution in every context.

BILL GATES—THE VERY EARLY DAYS

websitebuilder@1and1.de — Mon, 26 Oct 2015 06:51:00 GMT

It is always interesting to learn about some of the early days—and the very early days—of famous entrepreneurs. Some of the stories and experiences have a way of inspiring and teaching us, along with making us laugh at some of the ironies. This is no less true for Bill Gates.

In a recent interview, Gates describes how he stumbled into his first real technology job. Bonneville Power Administration contracted with TRW to computerize the power grid in the Northwest. The programming team was at risk of missing its deadline. Therefore, it scoured the nation for anyone with certain programming skills. Because their search was so thorough, they picked up Bill Gates’ name in spite of the fact that he was only 16 at the time. Here is how Gates tells the rest of the story (James Bennet “Interview [with Bill Gates].” The Atlantic . November 2015, pp. 56–64):

Those were most definitely the very early days!

PICKING A BETTER TOOL

websitebuilder@1and1.de — Fri, 23 Oct 2015 08:27:00 GMT

Technology affords us many neat new tools. However, sometimes a tool can outlive its usefulness. Some companies are finding that email is one such tool. That means it is time to pick a better tool.

Like many companies, Atos (a French global technology firm with 90,000 workers) found that employees were spending 15 to 20 hours each week just handling email. The company leadership decided it was time to call a moratorium on email. The directive was given to stop using it—at least as much as feasible.

Instead of email, Atos employees collaborated on an in-house social network called BlueKiwi. The product’s ease of use and its collaborative format generated efficiency gains. Although the leadership team cannot say that BlueKiwi directly caused it, they couldn’t help noticing that operating margins increased 60% so far during the new tool’s four-year implementation.

Anything that improves an inefficient process or replaces it with an efficient process will help the organization. As Carol Matlack reports, shifting away from email can be a productivity enhancer for the right work situation (“One Company Tries Life Without (Much) E-Mail” Bloomberg Businessweek . 10/12/15–10/18/15, pp. 36–37):

Never stop looking for a better tool.

GETTING A GRIP

websitebuilder@1and1.de — Thu, 22 Oct 2015 07:56:00 GMT

Technology can always be depended on to do some amazing things. One of the newest developments in prosthetics is a modular prosthetic arm that has been created under a DARPA prosthetics program at the John Hopkins Applied Physics Laboratory.

What makes this particular prosthetic arm so special is that the artificial limb will have an electrical port for a direct neural connection to the brain. This connection will be achieved via surgically implanted external electrodes that connect to the patient’s motor cortex (the part of the brain that controls movement). Michael Belfiore reports on the amazing way in which the amputee will achieve control and feeling through the device (“Tactile Prosthetics” Bloomberg Businessweek . 10/12/15–10/18/15, p. 37):

Obviously, this is good news for amputees. More good news—the research team is now exploring the initial steps to begin marketing the device. Now that this kind of a device is proving viable, over time the prosthetics industry should be able to provide increasingly refined devices to those who dearly need them. And if other technologies offer any clue, the pricing should come down too.

TECHNOLOGY’S TUMULTUOUS TORNADO—PART THREE

websitebuilder@1and1.de — Wed, 21 Oct 2015 07:26:00 GMT

Technology’s tumultuous tornado shows no signs of terminating and logically never will. To recap from the two prior days, we looked at the rate of recent change and we looked at the need for mentoring relationships among millennials. Some observations stand out for us as a society.

Prior to the personal computer revolution, we still experienced change. The change we experienced was spread over longer time periods and generations. This translated to certain practical applications in our daily business world and general societal life. Everything, literally and metaphorically, moved slower. This slower pace of change affected how we did business and how we lived. It affected how we handled change and how we related to each other. These fundamental changes have revealed the need for mentor relationships unlike we have ever seen in the past. Too many millennials have come of age in a time when hi-tech, nontouch communication has displaced personal relationships. Consequently, many millennials are facing deficits in their interpersonal communication skills. These are challenges that we must conquer.

Today, I ask you the question, are you a storm chaser? The storm chaser is the person who drives fearlessly into the tornado, seeking all its thrills and power. Simultaneously, the storm chaser knows when to pull over and take shelter. The storm chaser is the person who embraces the tornado’s majesty and power, yet maintains healthy boundaries. Are you a storm chaser?

I have seen all kinds of storm chasers and non-storm-chasers. In the world of technology’s tumultuous tornado, here is the profile of the storm chaser:

On the other hand, here is the profile of the non-storm-chaser:

I have seen both ends of the spectrum. I have seen baby boomers and beyond who absolutely refuse to even sit down at a computer. I have seen millennials who are so addicted to their smartphones that their personal lives are in a shambles. And I have seen a whole lot of people in between who are out of balance in too many ways to count.

Technology is nothing more than a tool. It is how you choose to use it that makes or breaks your life and the lives of those around you. If I do not use my tools properly, then I can harm myself and others. On the other hand, if I use my tools properly, then I can benefit myself and others. It is in those choices that our values are revealed. What does your use of your tools reveal about your values?

Today, we have at our disposal some of the sharpest and most powerful tools we have ever had. While I don’t claim to be an expert, I do affirm that I want to use my tools in a manner that is driven by and reveals the highest values. That is a decision that is not made once and then forgotten. It is a daily decision and a daily challenge.

Well, no one ever said tornados are tame.

TECHNOLOGY’S TUMULTUOUS TORNADO—PART TWO

websitebuilder@1and1.de — Tue, 20 Oct 2015 07:29:00 GMT

Technology’s tumultuous tornado shows no signs of terminating and logically never will. Technology’s rate of change has been increasing exponentially and will continue to do so. However, in reflecting on this change over the past few decades, some observations stand out for us as a society. The first observation is purely what I have stated—the rate of change.

To recap from yesterday, prior to the personal computer revolution, we still experienced change. The change we experienced was spread over longer time periods and generations. This translated to certain practical applications in our daily business world and general societal life. Everything, literally and metaphorically, moved slower. This slower pace of change affected how we did business and how we lived. It affected how we handled change and how we related to each other.

Today, I offer an additional observation—Technology’s tumultuous tornado is precisely why we need mentors today more than we ever have. This tumultuous technology tornado has radically affected how we work and communicate with each other. It has affected how we relate to each other.

I have become aware of several studies that have identified an inverse correlation between millennials’ use of social media and their interpersonal communication skills. Please do not misunderstand me. I am not saying that just because you are a millennial that you therefore have poor interpersonal communication skills. Many millennials have outstanding interpersonal communication skills. However, it cannot be denied that a correlation exists and that in most cases the more that a millennial is immersed in the online world the more his or her interpersonal communication skills suffer.

Emotional intelligence (EI) tracks similarly. Recently, an experiment was conducted on a college campus in which everyone stopped using their smartphones for a week or two. During that time, EI scores increased. This corresponds with my personal observations that many millennials have somehow lost the art of looking a person in the eye, of giving a good firm handshake, and of displaying empathy.

The above trends have not been displayed in the past. These are trends that are unique to the current constellation of demographic, technological, and societal factors. We have never before been in this positon. We are now.

This is why I say that we need mentors today more than we ever have in the past. Throughout history, mentors have always been important. In addition to all the traditional, proven reasons why mentoring is important, today we add to them all these new technology induced ill-effects upon our interpersonal communication skills. We have an entire generation coming up—and more beyond it—that may need to become reacquainted with the art of conversation and relationship.

I love millennials. I think that they are one of the most interesting demographic segments today. They offer so much and their future promise is so great. However, we all owe it to their generation to be available for mentorship opportunities wherever they might arise. Some of the most profound communication, leadership, and relationship lessons I have ever learned arrived via a mentor. Surely, we can “return the favor.”

Tomorrow, in Part Three, I will look at another individual item that we should analyze so that we genuinely keep our heads while in the midst of this tumultuous technology tornado.

TECHNOLOGY’S TUMULTUOUS TORNADO—PART ONE

websitebuilder@1and1.de — Mon, 19 Oct 2015 06:44:00 GMT

Technology’s tumultuous tornado shows no signs of terminating and logically never will. Technology’s rate of change has been increasing exponentially and will continue to do so. It cannot decelerate. However, in reflecting on this change over the past few decades, some observations should capture our attention.

The first observation is purely what I have stated—the rate of change. Prior to the personal computer revolution, we still experienced change, but the change we experienced was spread over longer periods and generations. This translated to certain practical applications within our daily business world and general societal life. Everything, literally and metaphorically, moved slower. This slower pace of change affected how we did business and how we lived. It affected how we handled change and how we related to each other.

Today, those effects have all been accelerated because of the increased rapidity of change. In that acceleration of change, we are experiencing effects that we have never before experienced (as Alvin Toffler predicted in his classic book, Future Shock ). This is true because of the speed of the change itself and because of the scale of the change. We are truly entering uncharted territory each day.

Yes, I do understand that one could make the argument of so what? Just because we are entering uncharted territory does not necessarily in and of itself call for any particular increased thought or analysis. While I can understand the basis for that argument, I reject it out of hand. The reason is that our pace of change, the nature of change, and its effects upon business and society are all unprecedented in human history. Therefore, it is on this basis that I believe we must continuously strive for a deeper dive and a more rigorous reflection. There is too much to learn, too much to gain, and too much to lose. If the words of Socrates spoken during a time of incredibly limited technology beckon back to us today that “the unexamined life is not worth living,” then how much more should those same words call us to action today?

Technology’s tumultuous tornado requires that we freshly assess its effects on our businesses, relationships, ethics, higher education, leadership, and society. We dare not be the proverbial ostrich with its head in the sand. That strategy never ends well.

Tomorrow, in Part Two, I will begin looking at one of many individual items that we should analyze so that we genuinely keep our heads while in the midst of this technology tornado.

MULTIPLE CHOICE IN OVERDRIVE

websitebuilder@1and1.de — Fri, 16 Oct 2015 08:08:00 GMT

As if healthcare doesn’t have enough details to manage. Effective this past October 1, healthcare providers are required to use ICD-10 codes for billing private insurers and government programs. As with so many regulations, failing to use the correct code may result in a lower payment or no payment.

Well, on a positive note, at least you can take some comfort in knowing that you have a code for every possible way that you can be sick or injured. Here are some of the more interesting ones (John Lauerman. “70,000 Ways to Say You’re Sick” Bloomberg Businessweek , 10/12/15–10/18/15, pp. 20–22):

So the next time that you are worried about your healthcare being billed according to the correct code, don’t worry too much. I’m sure somewhere among those 70,000 codes, there’s just the right one for you. If not, maybe your doctor will let you make one up on the spot.

BREAKING ANOTHER GLASS CEILING—ENTREPRENEURSHIP

websitebuilder@1and1.de — Thu, 15 Oct 2015 08:48:00 GMT

Elizabeth Holmes is the founder of Theranos, a company that is dedicated to saving lives by inventing medical tests that are fast, convenient, and cheap. Theranos is definitely a disruptor to the medical testing industry as Kimberly Weisul reports (“The Longest Game” Inc. October 2015. pp. 48–51, 146–147):

The inception and growth of Theranos is quite an exciting story. Even more exciting is Holmes’ enthusiasm for inspiring other young women to excel. She has a passionate recognition of the glass ceiling in entrepreneurship and how important it is to break it:

I commend Holmes for her passion and actions to help break any barriers to any person from fulfilling his or her fullest potential. When that does not happen, we all lose. I want to see people win!

ALWAYS WATCHFUL

websitebuilder@1and1.de — Wed, 14 Oct 2015 07:21:00 GMT

As powerful and as disruptive as Theranos is, as in all technical endeavors, alternative technologies can potentially take center stage. Research does not cease just because one entrepreneur is successful. Technologies, scientific understanding, new inventions, and unexpected developments are the norm as Weisul summarizes:

This is why the wise entrepreneur is the watchful entrepreneur.

WHEN A HIGHER CALLING HELPS

websitebuilder@1and1.de — Tue, 13 Oct 2015 06:48:00 GMT

In addition to the exciting progress Theranos is manifesting, I always find it interesting to look into the personality and motivations of the entrepreneur. In this case, Holmes senses a higher calling connected to Theranos. She is not operating purely with a social, financial, business mindset, as important as those are of course. Additionally and perhaps primarily, Holmes is operating with that sense of a higher calling:

If you are among those that have embraced the spiritual element as a valid integrated element to your personal and professional life, then I say more power to you. Like many others, I have found that when various personal and professional situations stretch me to and beyond my limitations, it is my faith that keeps me on course. Holmes has obviously made that same choice. For her sake, and for Theranos’ sake, I say bravo!

A NEEDED HEALTHCARE DISRUPTION

websitebuilder@1and1.de — Mon, 12 Oct 2015 06:53:00 GMT

I welcome the healthcare disruption. I am excited by the Theranos approach as I am excited by any new approach that puts more power into the consumer’s hands. The ongoing escalation of healthcare costs has woken up many previously lethargic consumers to the reality that they must assume more control. Theranos provides one way to assume some control.

Speaking of control, many consumers have embraced the marvelous field of complementary and alternative medicine (CAM). Acupuncture, chiropractic, massage therapy, reflexology, and many other modalities have become very popular. Many consumers are finding that CAM is enabling them to resolve medical ailments long before they escalate to the need for surgery or other drastic measures. Likewise, for consumers that did experience surgeries, they are finding that CAM greatly helps their healing and maintenance process.

Finally, these disruptive new technologies and options all help to give consumers more choice and usually at lower costs. This addresses a fundamental ethical point concerning finances. While I will be the first to agree that businesses must earn a profit so that they can remain in business and advance their industries, simultaneously, businesses must assess their role as a corporate citizen within the human community. I appreciate the way Holmes summarizes this point:

WHOSE INFORMATION IS IT ANYWAY?

websitebuilder@1and1.de — Fri, 09 Oct 2015 07:37:00 GMT

Elizabeth Holmes is the founder of Theranos, a company that is dedicated to saving lives by inventing medical tests that are fast, convenient, and cheap. Theranos is definitely a potential disruptor to the medical testing industry as Kimberly Weisul reports (“The Longest Game” Inc. October 2015. pp. 48–51, 146, 147):

Of course, some question the value of making hundreds of test available when the average consumer may not have the most complete comprehension on how to interpret the results. This kind of a response always bothers me. The implicit tone is that you or I cannot be trusted to do our homework. That is why I like Holmes’ response on this:

Making more tests available for those that want them while improving our healthcare system sounds like a good combination to me.

THE NEW TOBACCO

websitebuilder@1and1.de — Thu, 08 Oct 2015 07:29:00 GMT

Obesity and its related health problems are prompting a fresh look at the consumption of soda. Some public health leaders are even calling soda the new tobacco. Evidence is mounting that soda consumption is slowing and perhaps reducing.

From a personal nutrition perspective, individuals should have the right to decide what they consume. People who are more health conscious tend to avoid or limit their consumption of sugary beverages. Common alternatives include sports drinks and good old-fashioned water.

From a business perspective, the soda manufacturers are waking up to the growing threat to their business model. Some are beginning to apply the principle of business diversification. Because they can foresee that soda demand may be trending downward, they are expanding or adding healthier beverage alternatives to their offerings.

Product diversification is a logical, proven strategy. The soda companies that do this well will likely be around for a long time. On the other hand, for the soda companies that ignore the writing on the wall, it may be a very long, hard, uphill, unwinnable battle. The smart companies know which path to take.

PLEASE INTERRUPT ME

websitebuilder@1and1.de — Wed, 07 Oct 2015 06:58:00 GMT

It’s not just me. However, for a while, I thought it was. In the early Internet days, I thought perhaps it was just me.

I hated being interrupted by online ads.

For a long time I thought that perhaps this is simply a core characteristic of the Internet and therefore I should embrace it. Without those ads, the Internet might not be. I should welcome those ads that pop up or scroll across my screen. They knew what I might need and I should follow them.

In time, I realized that it wasn’t just me. People hate online ads. I hate them too. I hated them in the early Internet days and I still hate them today. I can’t think of a more intrusive, annoying, and distasteful mechanism in which a company would want to pitch its product or services to a prospective customer. Think about it:

My response?

Online ads . . . don’t you love them?

PREPARE FOR WARP SPEED

websitebuilder@1and1.de — Tue, 06 Oct 2015 07:56:00 GMT

As a member of The Freelance Exchange of Kansas City , I was privileged last month to attend a very interesting meeting at which a local panel of experts discussed the state of the advertising industry today. The three panelists were:

The panel shared numerous insights about the advertising industry. One overriding concept is the fact that everything about advertising is changing fast and with increasing rapidity. This is all happening so fast that it is virtually impossible to keep up with it. As I pondered concept and all that the panel shared, here are some of my conclusions:

ADVERTISING—IN A DIFFERENT WORLD

websitebuilder@1and1.de — Mon, 05 Oct 2015 07:06:00 GMT

The panel shared numerous insights about the advertising industry. I want to focus on just a few that were especially interesting. This is one insight that is somewhat obvious, yet it was great to bring it up for some excellent discussion:

Whereas in the past, companies would sign on with one advertising agency and stick there forever, today that just is not happening. Companies are willing to change agencies quickly if they are not satisfied. Moreover, companies realize that the high-priced agency venue is not necessarily any better than what they might choose to do themselves in-house.

Companies can also select from many different agencies in addition to the freelance pool. This a la carte style means that one agency might handle the Web site while a freelance person handles the social media while another agency handles the regular mailings and collateral materials. Everyone agreed that this approach could place the company’s brand stability at risk.

Some of these changes are motivated by a reassessment of the economics and competition of advertising. The playing field and the economic pressures are not the same today. Additionally, everyone is flexing their muscles with the tremendous capabilities provided by technology.

The state of the advertising industry today is definitely different than in was in any prior era. The big agencies seem to be going away. This also means that all agencies and freelancers will potentially have more opportunities, if they know where to look and how to approach prospective clients.

My observation—That rocket has left the launch pad and will not be slowing down for anyone. In fact, it is going to fly faster every day. So regardless of your role (agency, client, or freelancer), you had better plan your trajectory now.

WHEN YOU HAVE TO BE PERFECT

websitebuilder@1and1.de — Fri, 02 Oct 2015 07:47:00 GMT

A mark of maturity is the understanding and acceptance that we will not always be perfect. Therefore, we must realistically assess our abilities and performance, being grateful for the times we get things right and humbled by the things we miss. We then move forward by endeavoring to affirm ourselves in doing the things that work well while simultaneously aiming to improve where possible.

That is all true from a psychological perspective. However, we must simultaneously recognize those situations in which things truly have to be perfect. Here are just a few of them:

These are just a few of many different situations in which absolute perfection is required for a successful outcome. Our task as people is to recognize when we are in those situations that absolutely have to be perfect . . . and then getting it perfect. That takes time, focus, maturity, and commitment. If we miss, there will be consequences.

Perfection is certainly an interesting and challenging animal. I think that I will battle with it every day of my life. My guess is you will too. But then again, don’t you think that just adds to the challenge, fun, and excitement of life?

PERFECTIONISM THAT WORKS

websitebuilder@1and1.de — Thu, 01 Oct 2015 07:37:00 GMT

Many times when we think about being perfect, we are consciously or subconsciously comparing ourselves to other people. But here is the problem with that approach: anytime that you play the comparison game, you lose.

First, everyone is unique. No two human beings are identical in every aspect. You need to be whom you were created to be. There will never be another person who can fill your role quite the way that you do.

Second, if you are going to be in competition with anyone, then be in competition with yourself. Instead of worrying about how much better or worse someone else is compared to you, focus on how you are doing today compared to yesterday. Depending on your findings, you may have fresh insights into how you should marshal your resources going into your new day. Your goal is to become a better you.

If we can internalize these practices, then we will truly have adopted a perfectionism that works.

THE FAILURE OPTION

websitebuilder@1and1.de — Wed, 30 Sep 2015 07:40:00 GMT

In all life endeavors, perfection is often a goal and failure is a possible outcome. Anytime you are striving for perfection, you will face failure. Be brave enough to be imperfect. Be willing to fail because you realize failure is built into the road to success, and success does not always include perfection. It might, but it does not have to do so.

Anyone who ever did anything great encountered some painful failure along the way. You have to be brave enough to say these are some things I am very good at doing and these are some things that I am not very good at doing. It is okay to assess yourself wisely so that you know your strengths and your limitations. Additionally, you have to be fearless in the face of failure because failure is going to come.

Thomas Oppong is the founder at Alltopsstartups. I appreciate his take on this concept:

Remember, you do not have to be perfect. Just don’t fear failure.

A LOSER’S GAME

websitebuilder@1and1.de — Tue, 29 Sep 2015 07:07:00 GMT

Perfectionism is a loser’s game. No matter how hard you might try, you will never be perfect at everything all the time. You might be perfect at many things at many times, but you will still make mistakes.

Perfectionism is a loser’s game. Don’t be a loser; be an achiever. Achievers realize that even in their best accomplishments, they are still human. Achievers get important things done, but they realize that getting lots of things done would be impossible if they let perfectionism rule their lives.

Perfectionism is a loser’s game. I am not saying that we should ignore our skills and our craft. I believe that we should always aim for the best that we can deliver in every situation. All I am saying is that we should not let our perfectionistic streak become our sole criterion for success.

Perfectionism is a loser’s game. I speak from experience because I am a recovering perfectionist. I had to be a loser before I could be a winner. I had to face the fact that while there are things that I cannot ever do extremely well, there are some things that I can do extremely well. That is true for every person.

Perfectionism is a loser’s game. Don’t play that game. Focus on what you can do extremely well and keep on doing it, refining it, and expanding it. That is how you will be a winner.

SOME THINGS DON’T HAVE TO BE PURFECT

websitebuilder@1and1.de — Mon, 28 Sep 2015 06:09:00 GMT

If you are at all like me, then you caught that obvious typo in the title. After all, who in the world would spell the word “perfect” imperfectly? I would today to make a point.

Please understand that I am not advocating playing fast and loose with the English language nor am I saying that we should ignore our skills and our craft. I believe that we should always aim for the best that we can deliver in every situation. All I am saying is that we should not let our perfectionistic streak become our sole criterion for success.

To be professionally and personally effective, one must learn to assess resources against the clock. While I might have a Boeing 747 vision for that new project, sometimes I have to settle for the Cessna vision instead. Success in life and in business means constantly making those kinds of adjustments. You must learn to accept that not every battle can or should be won. Choose your battles wisely.

This takes much wisdom and patience. When you do it right, it also greatly reduces your stress level. I speak from experience because I am a recovering perfectionist.

Thomas Oppong is the founder at Alltopsstartups. I love the way that he captures this concept:

“The real world rewards those who get stuff done. Not the perfectionists.”

Remember, you do not have to be perfect. However, let’s get stuff done!

AND NOW, FOR THE OFFICIAL WORD

websitebuilder@1and1.de — Fri, 25 Sep 2015 07:36:00 GMT

There is a time to be formal and a time to be informal. There is a time to be serious and a time to be playful. There is a time to articulate a thoughtful, reasoned, analytical statement and a time to shout a quick retort.

Sometimes, overwhelmed by the immediacy of the situation, the best humor arises when a person simply chooses to ignore convention. I suspect that was the case shortly after officials interrupted an attempt to pass contraband into a Maryland prison via drone delivery. Two men out on the street were about to pack drugs, pornography, and tobacco into a drone to be flown over a prison wall for a specific inmate. Stephen T. Moyer is the secretary of the Maryland Department of Public Safety and Correctional Services. His response?

SLEEP ON IT

websitebuilder@1and1.de — Thu, 24 Sep 2015 08:05:00 GMT

We’ve all heard the expression, “sleep on it,” and automatically inferred that such action would somehow facilitate whatever the mental or intellectual task under consideration was. We all know how much better we feel after a good night’s sleep. However, from a scientific perspective, we still have much that we do not know as to exactly how and why sleep is so important to our learning process and to our overall mental wellbeing. Robert Stickgold reports on some of the latest research about how we learn and how sleep is a catalyst to the learning process (“Sleep on It.” Scientific American . October 2015, pp. 52–57):

The point is for anything that you want to remember better, try to have a sleep cycle any time after your quality time with the content. Your brain will make the content a priority as it performs its nightly “defrag and OS updates.”

This has implications for all learning formats that extend beyond a night’s passage. Whether it is elementary school, college classes, or corporate training, anything that teachers and trainers can do to create presleep content focus will enhance the learning process.

The next time you find yourself tiring of new material, just announce that you are going to sleep on it. You will be in good—and smarter—company.

GETTING BACK ON THE ROAD: HOW VOLKSWAGEN RECOVERS

websitebuilder@1and1.de — Wed, 23 Sep 2015 07:45:00 GMT

Jack Ewing reports on exactly what the software does ( The New York Times in The Kansas City Star . “Scandal Weights on Volkswagen.” September 22, 2015, pp. A6–A7):

Volkswagen executives have already admitted to the deception. The investigation, of course, is ongoing. A couple days ago, I identified four major ethical concerns connected to this situation:

Volkswagen presents us with a textbook case study of a tragically common corporate disaster. Let’s hope we are all satisfied with how it responds.

KEY ETHICAL QUESTIONS

websitebuilder@1and1.de — Tue, 22 Sep 2015 07:30:00 GMT

I have found that certain guiding questions can help to elucidate the decision process. While I make no claims at being an expert, I humbly offer these for your consideration:

CORNERING BAD

websitebuilder@1and1.de — Mon, 21 Sep 2015 05:13:00 GMT

Allegedly, the software detects when the engine and exhaust system are being emissions tested. Upon recognizing that condition, the software immediately modifies technical settings so that the vehicle passes the emissions test (simultaneously compromising power and fuel mileage during that time). When not being emissions tested, the software adjusts the technical settings so that the consumer enjoys improved power and fuel mileage (simultaneously sending a bit more pollution out the tailpipe).

I see two major concerns here. First, we have the concern of using our technology to provide the consumer with the very best motor vehicles possible. Everyone appreciates more power and fewer trips to the pump. Government regulation (regardless of how you feel about it) demands an ongoing dance between the carmakers and the law. However, that dance has been happening for decades and will never end. Carmakers must continue to find ways to continue the dance because they are not allowed to leave the party.

Second, the bigger concern I believe is the ethics of Volkswagen’s decision. In fairness, understanding that this matter is still under investigation, assuming for a moment that the accusations are valid, here are the most important concepts to consider:

Let’s see if we can take our corners a little better than Volkswagen apparently did on this one.

BALANCING YOUR BALANCE

websitebuilder@1and1.de — Fri, 18 Sep 2015 14:06:00 GMT

When Nik Wallenda walked a tightrope across the Grand Canyon a couple years ago, he had to focus his mental energies on many different things simultaneously. However, there is one thing that he could never forget, and that was balance. Measuring each step with precision, feeling the changing winds, adjusting his body movement for the tightrope vibration, and carrying that long balance bar, were activities that all contributed to his balance. Without balance, Wallenda would have been dead.

Fortunately, you and I do not encounter the same kinds of physical and mental challenges in our daily lives as Wallenda did on his walk across the canyon. Nevertheless, we, just as much as Wallenda, absolutely must maintain balance in our lives every single day. Failure to do so can bring us great harm, even death.

The healthy person has the ability to distribute resources in such a fashion that key components of personhood adequately develop and maintain. These components could be identified as physical, mental, emotional, spiritual, personal, and professional.

If I choose to develop myself physically, I may become a fine physical specimen, yet find myself very subpar mentally, emotionally, spiritually, personally, and professionally. Alternatively, I might choose to develop myself spiritually to the point that I become so “heavenly minded” that I am no earthly good.

My point is that the very dimensions of our personhood that we seek to keep in balance must themselves, be balanced against each other. You cannot operate within one realm without affecting the other realms to some degree. A person of balance understands that all these components must ultimately form an integrated whole. Furthermore, that integrated whole will only be more robust as equal attention is given to each of the personhood components.

Be the person you are supposed to be! Just keep your whole self in balance.