Don't Look Now . . .

"In just two days, tomorrow will be yesterday."

Anonymous

A simple reminder how quickly things either change or appear to have changed.

Our responsibility as managers is to determine which.

Management Myopia, What To Do

"I have done that", says my memory. "I cannot have done that", says my pride, and remains adamant. At last, memory yields."

Friedrich Nietzsche
19th century German Philosopher

I heard a song this morning with a line about old men playing cards, drinking beer, "lying about their lives."

Old guys sitting around, embellishing past accomplishments is one thing, but in business, being too out of touch with reality can be disastrous.

All the more reason to have objective voices telling us what they think of what we do and say.

Do you? Do you listen to them?

Management: Not How Much You Have, It's What You Do With It

"It is pretty hard to tell what does bring happiness; poverty and wealth have both failed."

Kim Hubbard
Early 20th century American humorist

And they do not necessarily bring success or failure in business either.

Certainly having more assets at your disposal is usually better than not, but it doesn't mean you still won't squander them.

Tell Me What You Think

"If I had to reduce the responsibilities of a good follower to just one rule, it would be to speak the truth to power."

Warren Bennis
Organizational Consultant

I'll bet many of you never even thought about followers having responsibilities, nonetheless they do. Every relationship imposes them on both parties regardless of rank.

Of course, along with the requirement that the follower be ready to speak the truth to those in power is the responsibility of those in power being ready to listen, and of greater importance, not penalizing the follower for having done so.

Does it work that way in your organization?

Management: "Are There Any Questions?"

"If there are no stupid questions, then what type of questions do stupid people ask? Do they get smart just in time to ask questions?"

Scott Adams
"Dilbert" cartoonist

Interesting perspective on what our teachers always told us.

Being stupid does not mean you can't ask a non stupid question, anymore than not being stupid insures your questions will all be (what?) unstupified.

We all have a little pointy hair'd boss in us sometimes.

Management: Be What You Want Those Who Follow You To Be

"A man who lives right, and is right, has more power in his silence than another has by his words."

Phillips Brooks
19th century American Clergy/Author

Leading by example.

It's more than words on a chart.

Risk Analysis: Looking to the Future

"Experience is a hard teacher because she gives the test first, the lesson afterward."

Vernon Sanders Law
Retired Professional Baseball Pitcher

It is true that we often do not see the potential consequences of our actions until they occur, but why should it be that way?

I think it's because we too often do not attempt to understand what may happen, choosing instead to simply act.

What do you think?

BTW, if you don't know (I didn't), Vern Law is also credited with having said, "A winner never quits and a quitter never wins."

Good Enough . . . Isn't

"He who stops being better stops being good."

Oliver Cromwell
17th century English Political and Military Leader

Not to mention great.

Once again an indication that minds much wiser than mine, believe the need to evolve and grow is at the top of the list of things necessary to succeed.

Well at least that's how I see it; what about you?

We're Starting Over, Put Away Your Assumptions

"Do not judge men by mere appearance; for the light laughter that bubbles on the lip often mantles over the depth of sadness, and the serious look may be the sober veil that covers a divine peace and joy."

Edward Chapin
Author

Just a better, albeit more lengthy way to say, never judge a book by its cover. And never more appropriate a time to remind ourselves how true this is.

The economic clouds are parting, or so it would seem, but don't expect to look up and see things as they were; things you think you can rely on based on appearance.

The new rule: what was, isn't, what will be, different.

Coming Out of Our Shells?

"The only limits to our realization of tomorrow will be our doubts of today."

Franklin D. Roosevelt

Similar to his "The only thing we have to fear is fear itself", but with a slight twist for business.

We went into our "shells" last fall as things began to unravel, and are just now starting to come out, cautiously looking to see if all is well.

Too cautiously maybe?

Change: Holding Back the Tide

"Those who make peaceful revolution impossible make violent revolution inevitable."

John Kennedy

Of course he was talking about politics but there is corollary in business.

Resist active change (peaceful revolution) and you hasten the demise of the business (violent revolution.)

A Laughing Matter

"Laughter gives us distance. It allows us to step back from an event, deal with it and then move on."

Bob Newhart

I think so too and what could be more useful when making critical business decisions than to gain new perspective that will come from having "stepped back"?

All the better if it is laughter that makes that happen.

What role does humor play in your business?

Invisible Power

"Rudeness is the weak man's imitation of strength."

Eric Hoffer
Early 20th century American writer

Business succeeds when it promotes the best people with "best" being more than just technical knowledge.

One's position in an organization does not prove his or her power. Real power is transparent.

Too bad not everyone understands that as did Mr. Hoffer.

What's "Done" Isn't Always

"A computer lets you make more mistakes, faster than any invention in human history-with the possible exception of hand guns and tequila."

Mitch Ratcliffe
Internet Strategist

He's right.

A lot of people, sometimes me included, confuse output with production.

They are very different things and often "done" is actually not.

Do you measure production? How?

Not What You Make, What You Keep

"Profits are an opinion, cash is fact."

Unknown

Each year my accountant and I would sit down just before year-end and plan how to close the books, taking into account the realities of income and corporate tax rules.

Nothing illegal, just maximizing what the company would keep. Obviously the less profit I reported the less tax I paid and while everything we did was legal, the process taught me how little value there was looking at a P&L when evaluating a company's performance.

Now I see a regular stream of start-up companies telling me not how much they will keep, but rather how much they will make.

There is a big difference.

Work Hard To Be Lucky

"Rise early, work hard, strike oil."

J. Paul Getty

This is Mr. Getty's prescription for success. In other words, never discount the importance of luck.

But it is the first two that increase the chances of the third ever happening. I would change "strike oil" or "luck" to "create opportunity".

Whatever it is you make or do, do you include attempting to create opportunity as part of your efforts?

Maybe you should.

Personal Responsibility: Time to Step Up

"To hazard much to get much has more of avarice than wisdom."

William Penn
17th century British religious leader

We live in a time when business is much maligned, finance in particular, for having been too greedy, seemingly wrecking the economy as a result.

Really?

What is "business" if not individual sellers and buyers of goods and services. Without us individuals, is "business" anything other than buildings full of empty desks?

Greedy?

Yes, but let's not lay it off on some abstract such as "business". No, it was, is and will always be, we individuals whether we are acting in our professional or personal lives.

If we don't like the way things are, we can change them, starting with ourselves.

Maybe After A Gunfight, But In Business?

"Never apologize and never explain-it's a sign of weakness."

John Wayne

As jarring as this will sound to many of you, it is a philosophy practiced by many managers. Too many in my opinion.

Start with the premise that apologizing or explaining is a "sign of weakness." We are all, at various times, "weak", if we define "weak" as deficient in certain ways.

Who isn't? But being weak does not mean we can't take corrective action to become strong.

Isn't that the whole point of SWOT analysis?

The Price of Worry

"We have to fight them daily, like fleas, those many small worries about the morrow, for they sap our energies."

Etty Hillesum
Jewish Thinker/Writer
Died November 30, 1943, Auschwitz

That we all worry is no revelation, nor is saying that worrying, needlessly or otherwise, affects our performance.

The goal should not be to not worry but to only worry about what is important, about things over which we can exert some control.

So easy to say, so difficult to do.

How does worry affect your business life and what, if anything, do you do to control the negative affects of worry?

Self-Confident: Are You?

"A gold medal is a nice thing-but if you're not enough without it, you'll never be enough with it."

From the movie, "Cool Runnings"

Business translation: If it takes a success to make you successful, you never will be.

How's your self-esteem?

How about that of those who work for you?

Needing to Win . . . Just Because?

"Don't fight a battle if you don't gain anything by winning."

Erwin Rommel
WWII General, German Army

How many discussions, debates, arguments, disagreements have you been in where following this advice would have produced a more favorable outcome for you, the other party or both?

Start-Ups: The Temptation to Go It Alone

"In business for yourself, not by yourself."

Ray Kroc
McDonald's Founder

Ironically, many who go into business for themselves, do so thinking they will finally be free of having to work with others.

Often they are, at least for the short time it will take most of them to go out of business as a result.

Ready to break out?

On your own or alone?

Whom Do You Trust?

"Doubt whom you will but never yourself."

Christine Bovee
Author

To the best of my recollection, I've never posted a quote I didn't at least in part agree with . . . until now.

This comes under the heading of "feel good, love yourself" and while at its core, I understand and agree with the basic message, taken literally, never doubting yourself, never questioning your own views, is the antithesis of good management.

Now, with that disclaimer, leaders must also have tremendous confidence in their own ability.

How do you balance the two?

All Things Must Pass . . . But Not Necessarily Now

"Every new beginning comes from some other beginning's end."

Seneca
Roman Philosopher

Yesterday's post and comments made me think more about the inevitable beginnings and endings in business.

While inevitable, which and when it will be for you depends a lot on what you do and don't do.

Tearing Down the Wall: Now What?

"The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with stormy difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew."

Abraham Lincoln

Translation: We have problems and the old ways will not solve them.

Could be Abe was talking about today don't you think?

So what about you? Same old ways or getting ready for a new future?

Risk/Reward: Striking a Balance

"There is nothing more difficult than to take the lead on the introduction of a new order of things."

Niccolo Machiavelli
16th century Italian Philosopher

In the Army we used to say, never volunteer to take the point.

But if no one does, how do things move ahead? And while those out front may be the first to fall, are they not also the first to arrive if they don't?

Another example of the need to balance risk/reward.

How do you do that?

Managing Self-Worth: Can You, Should You?

"We all are something, but none of us are everything."

Blaise Pascal
17th century French Mathematician/Physicist

Self-worth is critical; without enough of it the individual's ability to contribute to what will ultimately be the accomplishments of the group, is limited.

But too much of it, which sometimes leads to the belief that one's contribution is more important than that coming from others, can be worse.

Do you attempt to manage self-worth among your direct reports?

Do you for yourself?

Management: What's Stopping You?

"The majority see the obstacles; a few the objectives; history records the success of the latter, while oblivion is the reward of the former."

Alfred Armand Montapert

Author

History also records failures, which is often the result of not having tried because one saw "obstacles."

Do see them, but then remove them; don't ignore them or worse, do nothing because they are there.

Action: Dealing With Management Apathy

"The difference between what we do and what we can do, would suffice to solve most of the world's problems."

Mohandas Gandhi

"Is it ignorance or apathy? Hey, I don't know and I don't care."

Jimmy Buffett

I sometimes look at things like Jimmy does, and when I do, very little gets done.

That may be OK when relaxing (but maybe not. What else could I do to better relax?) but it's not OK when essential action is required.

Do you care about apathy?

Sales and Profit: Chicken or the Egg?

"Our inventions mirror our secret wishes."

Charles H. Duell
Late 19th Century Commissionaire US Patent Office

Too many business people focus on the sales and profit they hope will come from innovation and invention.

If those are their "secret wishes" they are missing the point.

Sales and profit are the result of successful innovation and invention. Invent and innovate product that fulfills the secret wishes of others and sales and profit will follow.

What are your secret wishes?

Candor: Constructive Disagreement

"When two people in business always agree, one of them is unnecessary."

William Wrigley, Jr.

Does your company, do you, encourage candor, debate and forthrightness?

If so, how can you be sure what you're getting is honesty, particularly when what you're being told agrees with what you and/or the majority opinion believes?

Repetition: The Need for Management Renewal

"When one begins to live by habit and by quotation, one has begun to stop living."

James Baldwin
American Author/Playwright

I believe the point is: learn from the past but try not to perpetuate it. In business, keep what has worked, dispose of what no longer does.

As far as the quotation part goes . . .

Authority: Giving Versus Taking Orders

"There are two kinds of people who never amount to much: Those who cannot do what they are told and those who can do nothing else."

Cyrus H. Curtis
Early 20th century American publisher

This is one of the best quotes regarding reaction to authority I've seen.

How do you strike balance between being a too independent thinker versus not enough so?

I likely strayed too far to the former in my career.

Management: What You Do, Not What You Say

"Have more than thou showest; speak less than thou knowest."

Shakespeare

In today's vernacular, walk the walk more than you talk the talk.

You know you have when you often hear it said that you did.

Marketing: Playing the Company Tambourine

"Poets and painters are outside the class system, or rather they constitute a special class of their own, like circus people and gypsies."

Gerald Brenan
20th century British writer

And within business I will add marketers, with apologies to circus people and gypsies if any reading this should be offended by the association.

On our best, most analytical day, we marketers are viewed by "hard science" business types as (barely) necessary evil disruptors of cash flow, returning little value to the business.

True?

One Step at a Time, You'll Get There

"One may walk over the highest mountain, one step at a time."

John Wanamaker
19th century retailer

It would be a mistake to see this as just another dreamy vision, not suited to the real world.

John Wanamaker was a realist and his life's work resulted in tremendous business success, none of which happened all at once.

I can think of no significant accomplishments that easily happen without tremendous effort, most all of which comes one step at a time.

Can you?

When You Can't Win

"Show me a good loser and I'll show you an idiot."

Leo Durocher
Major League Baseball Player/Manager

Does anyone really believe this?

And I don't just mean in business since that is the context in which all of these quotes are to be judged.

I mean, period.

Management: One Trick Pony?

"The graduate with a science degree asks, "Why does it work?"

The graduate with an engineering degree asks, "How does it work?"

The graduate with an accounting degree asks, "How much will it cost?"

The graduate with a liberal arts degree asks, "Do you want fries with that?""

Anonymous

I see the attempted humor in this, a version of the old hippy joke, "I majored in basket weaving." But I would bet my two business undergraduate and MBA degrees, this did not come from anyone with a liberal arts education.

In retrospect, my college was too business oriented and to the extent I am more well rounded today, it is only because I pursued other interests after college, on my own.

Anyone entering business should have as much business training as they can get; however, not at the expense of all the other critical subjects in our lives. In fact, the fact that so many employed in business know only business, is a big part of the current problem.

My advice? Skip the latest tritest on management theory, this blog included, and read some history.

Success: Not As Much Achieving It As Keeping It

"It is wise to keep in mind that no success or failure is necessarily final."

Anonymous

I observe that more appear to believe that true about failure than do about success, particularly in the US.

"If at first you don't succeed . . .", "Never give up" and all that, tends to make us a nation of risk takers.

When it comes to business, we understand the inherently high failure rate, but keep trying nonetheless.

But success?

Far more seem to think that once you've "made it" you always will.

Do you?

Preparation: The Value of Being Ready

"Confidence is preparation. Everything else is beyond your control."

Richard Kline
Actor

Possibly, but in preparation we gain control of some things that will otherwise be out of our control.

Yes?

Problems: Who's Responsibility?

"Untold suffering seldom is."

Franklin P. Jones
19th century British born immigrant to US
Served as Superintendent and Examiner of the US Patent and Trademark Office
Later magazine publisher

Meaning, those with complaints usually voice them.

I wonder if in business, they do so more than attempt to fix them?

Just Because You Can't See It . . .

"Prediction is very difficult, especially about the future."

Neils Bohr
Early 20th century Danish physicist

Many read quotes like this and conclude that is the reason there is no point in planning; however I doubt Mr. Bohr would, given his field.

Science is based on making and proving or disproving hypotheses and it is no different in business.

No one knows what the future will bring but that doesn't mean we shouldn't make assumptions and plan accordingly.

Agree?

Lone Wolf versus One of the Pack

"There have been casualties: whereas those who work well with others have been promoted, lone fighters have been pushed out. As a result, a fifth of Cisco's leadership has left the company."

"The World According to Chambers"
Article discussing Cicso transformation
The Economist August 27, 2009

Not a traditional quote as in previous posts but important nonetheless.

Cisco relies on an intricate team management system, one the article says, does not favor lone individuals, apparently no matter how good they might be.

How do you balance the value of the individual versus the benefits of team players?

What Do You (Need) to Know?

"It is better to know some of the questions than all of the answers."

James Thurber
American author

Unless you know all the answers to all of the questions, but that small picked nit aside, I do understand and agree with Thurber.

Most of the businesses I see, appear to first focus on what they think they know as opposed to what they need to know.

How about you?

The Balance Between Risk and Reward

"Dissatisfaction with possession and achievement is one of the requisites to further achievement."

John Hope
Early 20th century educator

At the craps table this would be a decision to let it ride or walk away with your winnings.

There is a need to take some of what we achieve "off the table", because at some point, continuing to bet it all means we could well lose it all.

On the other hand, if we become too content with what we have there is little to no chance of achieving more.

How do you deal with this dilemma in your business decisions?

Management Genius: Stiring the Pot

"Philosophy becomes poetry, and science imagination, in the enthusiasm of genius."

Isaac D'Israeli
Early 19th century British writer

Genius, the missing ingredient that makes the stew.

If that's not a definition for inspirational management I don't know what is.

Who's In Control Here?

"It's not the plan that is important, it's the planning."

Dr. Graeme Edwards
Medical Doctor

For a lot of reasons not the least of which, if the planning is not done correctly, the resulting plan will be worthless.

We are all going to get from point A to point B with the only questions being when and with what interim stops (points C, D, E, etc.)?

We're either in control or being controlled.

Which are you?

What You Are, What You Say--The Same?

"The outer conditions of a person's life will always be found to reflect their inner beliefs."

James Allen
Late 19th century author

What you tell others is your management philosophy is not as important as what you believe it to be.

And you couldn't fake it if you wanted to.

Not What You Say But How You Say It

"I have often regretted my speech, never my silence."

Publilius Syrus
1st century BC writer of maxims

If you've ever been involved in an office argument, you know what this means. Moreover while speech is one thing, the problem is compounded with email and text communication.

My email/text communication rules:

1. Never say anything negative to or about someone in email. If it is important enough to think, it is important enough to be said rather than written.
2. Let some time pass before having any conversation in which you plan to criticize someone else. You will often find you see things differently if you do.
3. If you need to say something negative about someone to a third person, have them present when you do.
4. What about ccing others? If you follow the first three rules, that won't be an issue.
   

Do you have rules? What are they?

Have I ever had problems with this? Why do you think I now have rules?

What Are You Selling?

"Everyone lives by selling something."

R L Stevenson
19th century Scottish novelist

Have you ever said you are not a salesperson, glad you are not a salesperson and/or criticized, berated, made fun of salespeople?

No matter what you do for a living, you sell. Whether it be your ideas, proposals, concepts, suggestions, you have to sell them to someone even when you are the one giving orders.

And when you look for a job, guess what. You are absolutely selling . . . you.

Now who's the salesperson?