Karma Fostering Leadership Largesse

  1. Test your intelligence by challenging it, flexing it, extending it, giving it a novel work-out, or deploying it in an uncertain situation to create new and unanticipated value. The more you ask of your intelligence, the more it will give back.
  2. Give the best possible information you can to others. Be clear, complete, informative, incisive, and indicate what needs to be done. And always taper what you convey to what others need to know and perhaps want to understand, rather than gratuitously broadcasting your eloquence without purpose.
  3. Enjoy your eccentricities as well as those of others. We are a mass of eccentricities, they are the coordinates of our uniqueness. However as we revel in our own, let’s remember to also accept and enjoy those of others. None of us are ‘normal’, and the most abnormal things happen when we try to be.
  4. Provide some extra unexpected value to an external or internal customer. When they are positively surprised and ask why, you have a chance to let them know in what ways they are distinctively important to you and deeply valued.
  5. Volunteer at your child’s school. Make time, make a choice, make a difference. You will emerge with an expanded vision of life and the stakes involved in us adults being good life coaches, role models, and trustworthy friends.
  6. Whenever you read anything, a memo, a report, a book, a newspaper article, a love letter, remind yourself of the purpose for which you are reading. Then savor the reading and derive value from it accordingly. Pick the intensity of the reading, the mood, the ambience, and your quality of attention accordingly.
  7. Focus is the key to success — don’t do everything at once. You can ‘nibble’ at tasks that are peripheral, but really important work requires dedicated attention. Pick what matters most and commit your best energy to it. How long matters less than how well and how completely you immerse.
  8. Leaders often need to do strenuous mental work. We should revitalize by shifting tempo and activities. Regularly, as a real pattern interrupt, do something physically active that oxygenates the blood, allows you to sweat out stress and toxins, and gives you a glow of physical well being in the aftermath.
  9. Be open to improvising. So often we don’t know the answer, can’t imagine the right way forward, are ’stuck’. So we do something, we adapt, we experiment, we take a chance, we stir the pot, we stimulate some reaction and stimulate a way forward.
  10. Wherever you go, whatever you’re doing, see if you can leave a bit more joy in your wake than you found when you arrived. As a way to do this, notice people. The person who pours your water, or checks your ticket at the cinema, or sells you fruit on the street, or wraps your purchase…really SEE them, notice them, acknowledge them. It’s not only good to do, it’s great training for our senses, our awareness, and perhaps our soul.
  11. Take a hand-delivered thank you note to someone you want to acknowledge at work. Take a hand-delivered “I love you” telegram to someone you really love outside of work. Find the words, find the occasion, honor the person.
  12. It’s easy to babble over what someone is saying, or to leap to conclusions, or to listen half-heartedly. Not everyone manages to convey the fullness of their message in the first two sentences. Listen to the whole answer, listen to the whole message. As you hear more, you can do more with it.
  13. Galileo once said to his colleagues that they should assume their own theories were wrong and seek to disprove them. Only when they could no longer disprove them, but had no choice left but to accept them, should they say they were correct. This dedication to truth, this openness to find out the way things are, this openness to test assumptions and dig deep into situations, is something we have to foster in ourselves and our teams.
  14. Make meals a celebration. ‘Breaking bread’ together is an act of kinship and fellowship. We need to invest such times with attentive appreciation, rather than lackluster complacency. We all have to bring the fun in us and with us.
  15. Occasionally, break a pattern. Get up earlier than usual and go for a morning run with friends. Go to bed a bit later that evening and listen to Beethoven’s Ninth with a glass (or bottle) of wine you haven’t tried before. Read a point of view that challenges yours. Order something totally different at a favorite restaurant. Sleep on the other side of the bed. Change your ‘look’ for a day. Positively acknowledge something good in a person who infuriates you usually. Volunteer a favor for your spouse. Do something different in other words…as we expand our paradigms, we expand ourselves.
  16. When you get home, let your posture, your actions, your willingness to relax, your openness to engage loved ones, convey that you have returned to a wonderful oasis, and to a remarkable opportunity to nurture and be nurtured…though sometimes to infuriate and be infuriated too if we’re honest! But take off your shoes, and take off your terminal seriousness and remove a few layers of your world weariness. Everyone has issues and problems. And you can help each other with them — but create a mood of community and connection first.
  17. Master a new skill, be it technological, artistic, business-related, interpersonal or otherwise. A new skill will require new thinking, fresh adaptation, necessary evolution. Not a bad collection of benefits to reel in from time to time!
  18. Become a connoisseur of language and communication. But also ensure your words reflect your real intent, and some of your compassion along with your intelligence. And the way to calibrate communication is always from the impact it has on others. Become a student of impact and you will invariably heighten your communication prowess.
  19. Make your work meaningful. Create a role to which you can fully give yourself — at least for some time. When you’ve found that, you can focus on truly growing rather than just artfully coping. If you don’t find it ready made, help to design and invent it in a way that produces value for your organization and team.
  20. You can’t change what you can’t face. First accept yourself as you are. That will give you the energy, the motivation and the necessary self-confidence to create compelling change. If daunted, start small, but keep moving. Each bit of progress fertilizes our self-belief.
  21. One way to enlarge your own perspective, find someone who sees things quite differently, and engage with them until you can begin to at least glimpse the world as they see it. Then return to your own view and expand and enhance it from there.
  22. Get to know your team. Use projects as a way to build up a leadership and team culture that exemplifies the way you want to interact overall. Projects are a way to deliver results; they are also labs for how we wish to interact, communicate, engage and behave.
  23. When it’s salad instead of steak, enjoy the health-giving benefits, the lightness, the wellness, the pleasure of flooding your body with needed vitamins and minerals. When it’s steak instead of salad, enjoy the voluptuous delight, and let your enjoyment foster your sense of well-being in a different way. Either way, and in fact in every possible way, expand your capacity for joy.
  24. Be astute, be attentive, be present. Hone your powers of observation so you aren’t easily hoodwinked by appearances or seduced down blind alleys. Remember the wisdom that Sir Arthur Conan Doyle gave to his creation, Sherlock Holmes, “When you have eliminated what is impossible, whatever remains, however improbable, must be the truth.” Let’s be observant enough to spot the nuggets of insight and opportunity that so often lie in front of us, awaiting our discovery.
  25. We have to create possibilities, not wallow in obstacles. Never argue for limitations, look for ways to re-imagine and re-invent. We have to be architects, not just mechanics. Our job is to enroll and align others to help us imagine and then create the future.

In short, let’s help create the Karma we wish to experience!

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Oleanna

David Mamet, playwright and screenwriter extraordinaire is at it again. His electrifying play Oleanna is back in New York. When it was last here, at a time when political correctness was far more charged as a topic, couples left the theater polarized, some people even came to blows! The subtitle of the play warns you that whichever side you take, you’re wrong.

Perhaps that’s because this isn’t a play about “sides”. There is no one to cheer. As one commentator said in the “Talk Back” series that takes place after every performance on Broadway (with a facilitator and two panelists), “He’s a fool and she’s a tool.” Hmmm.

Okay, a bit of background. “Oleanna” is probably “Oleana”, the settlement that Ole Bull, the famed Norwegian virtuoso violinist established for himself and fellow Norwegian emigres in the 1800’s to escape the strictures of their home country. Alas the land was unsuitable for farming, much money was lost by the settlers, and most, including Ole Bull had to flee back to Norway. Today the site is commemorated by “Ole Bull National Park” in Pennsylvania. An “Oleana” now refers to any hopeless pursuit of a Utopian state of affairs where it is naively believed anything is possible.

One wonders if Mamet is chastising society for having myopic views of political correctness or relations between the sexes, or if he’s referring to an idealistic view of education held by the professor, or an idealized view of “class” and “elites” and “power” expressed by the student and the political support group she seems to be a part of. Perhaps all of the above?

On the surface, a student on the verge of failing, desperate not to, visits her teacher and vacillates between self-pity, hopelessness and accusation towards the professor, who in turn seems to trivialize her plight, evidently distracted by a pending house purchase and the hen-pecking telephone attentions of his wife. However in her flailing the student says he is implying she is stupid and will never succeed. This triggers a reaction, as the professor then cathartically (it seems) reveals how he was accused of stupidity growing up, and then proceeds to regale her with a narcissistic diatribe about the shortcomings of college education, equating it to a form of “hazing” where education is secondary to protocol. With an evident Savior complex, he claims that if she will re-engage relative to the course with him, he will give her an A to remove any stress and they’ll start over — he’ll ensure she gets the education she deserves from this course  because he “likes her”.

In the second act, we find she has lodged a complaint of inappropriate conduct and sexual harassment! His tenure which was all but confirmed, is now on hold, he can’t close on his house, which seems to vex his wife above all else, and he attempts to psychoanalyze the student’s accusations as “anger” at various aspects of life. She is having none of it, calling what she has claimed, not allegations but  “facts”. Towards the end as the encounter escalates, he tries to stop her from leaving , she struggles and cries out very vocally, if arguably excessively, for help.

By the third act, he is a mess. He’s being dismissed — after the last incident the university committee has come to believe her (we now know why offices today have glass walls and why people leave doors open or have third parties present!) — and now she explodes with derision at him, pointing out that she now has power as he once did, and making demands that his book be expunged from the curriculum — this apparently is a demand from her “group” who all feel each others pain we are told and clearly have an agenda. Some have described this as also a play about “intellectual terrorism”.

She calls him sexist, elitist, feeling entitled to a house, and advantages for his son and more. He keeps saying “I feel…” and she explodes, “I don’t care what you feel!”  Indeed, neither of them do care in that way about the other, and that’s the wick running through this.

The final violent confrontation is precipitated when she starts telling him not to call his wife “baby”. By so doing, she crosses a line that triggers him to cross the line too. He erupts into physical violence, leaving her to say in the aftermath, with grim if shaken satisfaction, “That’s right.” She’s wrung it out of him at last — he now has to obey her dictates and that of her group, or his life is irretrievably over.

He was indeed a fool. He frittered away his power by continuing the discussion when he could have ended it initially, by not listening fully when he then opened the door for her to share, and then made her a “project”, a demo for his own evangel. He never saw her as a real person, with her specific fragility, flaws and needs. He never sought to serve her, but his own vision of her when she mentioned feeling “stupid”, because suddenly he could personalize her plight, and the thought of helping her through this may even have been therapeutic for him.

For her, rather than aim to succeed in her subject and ask for real help, she translated her despair into anger, her scholastic challenge into a holier-than-thou sense of victimhood in search of an oppressor to bring down. She saw him as someone whose need for the status quo in life (tenure, family, home) made him vulnerable and able to potentially be manipulated.

The ultimate sin of both of them was to look at each other as objects, as means to their own ends — be those ends emotional, educational, career or political agenda related. She became an obstacle to a house closing (which seemed the only real relevance of tenure to him, certainly not pride in a calling), and he became a mode of dissemination of certain ideas and a means of censoring others. Martin Buber would have called this an “I-It” relationship rather than an “I-You” much less “I-Thou” relationship (from objectifying to respecting boundaries to valuing intrinsically someone else’s needs and feelings).

Let us all beware. People come to us for help. If we don’t wish to and don’t need to help them, don’t prolong their agony, don’t drag it out. Focus on the house closing or spousal phone call or whatever. Or reschedule if you want to help but can’t at that moment. If you opt to help, listen to them, look at them, feel with them — don’t look for undue parallels in your own life — no one has invited you to kick-off an emotional strip show. You might share a vulnerability, but know your motives, and your boundaries.

In engaging each other, let’s see if we can find and locate value in each other’s worlds, anxieties, hopes and dreams. We have to make sure that ISN’T an “Oleana” but a real possibility.

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The Genius of Places

Having just returned from a three week working tour of Dubai, Singapore, Hong Kong, Mumbai, London and Marseille (with extra pit stops in Singapore and Dubai in between), the genius of places almost shouts at me.

Dubai’s genius is to offer a modern example of what a flourishing Middle East can look like. Albeit currently in economic doldrums, needing perhaps to make peace with the fact that the bubble is gone and real growth is now needed, Dubai is a tolerant, eclectic, cosmopolitan, visionary city with guts and a measure of class. And from Dubai if you head to Turkey, to Jordan, to Lebanon, you see some of the shoots of the culture of the region that deserve to be watered, supported and extended. It’s a far cry from the raving nihilism of Al Qaeda or the medieval iniquity of the Taliban.

Singapore’s genius is to show how a controlled experiment in democracy can produce a vibrant, thriving, diverse, stimulating country. It is a polyglot of cultures, an epicenter for business, a culinary crossroads, a place where greater expression is becoming increasingly possible.  30 years ago it was a Malarial swamp. Decry the one party rule there as much as you like, but it’s an engaging place to nurture a family, run a business, and be near the most dynamic growth region of the 21st century. Moreover, give them time…the story is far from being fully written.

We were next in Hong Kong, arguably the freest economy on the planet, with a skyline to rival New York’s, and a pace, intensity and energy, very reminiscent of the Big Apple. The Fragrant Harbor is world class in every sense. And whether China comes to more resemble Hong Kong or vice-versa is an open story. It is Asia’s “world city” as the PR tag line proclaims. And while freedoms have been constricted, they haven’t been eliminated. It’s a springboard TO China, and a springboard FROM China…a city where entrepreneurial people built an extraordinary economy from virtually nothing. It is the quintessence of value creation. From the stunning efficiency that abounds everywhere, to gastronomic delights like Roast Goose and 3 star Michelin Cantonese culinary temples, from top-notch IT to world-class cultural events, Hong Kong rocks!

We went on to Mumbai — teeming, a study in contrasts, wealthy ghettos co-existing with abject poverty, a clanging 24/7 set of multi-sensory stimuli. But it is also an important economic engine for the world’s largest democracy — which manages to transfer power peacefully — and for a primarily Hindu country, they’ve had a Muslim President and a Sikh Prime Minister (promoted by an ex-Roman Catholic “Kingmaker” in Sonia Gandhi), and an extraordinary track record to date in creating economic value. They need to deal with infrastructure issues, improve sanitation and more…but there is a genius to this sprawling, cacophonous, vital, human enterprise incubating powerhouse.

We arrived in London — still a showcase for its past, as well as  hub of culture, distinction, sophistication and focused energy. London communicates that delicate balancing act between the gravitas of the past, and the edginess of the present. The restaurants shine, the cab drivers quip engagingly, the theater audiences are au fait with the historical or cultural references and the nuances of bon mots, people are by and large well turned out, and an 5 mile jaunt through Hyde Park throws up the whole panoply of cultures and ethnicities that make London such an intoxicating brew. Hatchards is my favorite book-store to browse in, I love the eclectic Hunan’s restaurant where they scowl if you ask for the non-existant menu but tapas style fiery Hunanese cuisine comes out until you ask them to stop, the whimsy of the Cinammon Club (a wonderful modern Indian) being housed in the old Westminster Library always tickles me, and the Neopolitan tailor (Rubinacci) across from the Connaught whose gusto for your sartorial well being truly underscores “the dolce vita” cannot but help upflit you. And for something quintessentially British (other than Hatchards of course), the fusty but reliable Scott’s is nearby to repair to for oysters and Grilled Dover Sole after perhaps a visit to the Royal Gallery and a Blanc de Blancs in the Coburg Bar of the Connaught. Such is London!

From London for a Leadership Journey to Marseille and then the Languedoc. Marseille, though being one of the great port cities, has a reputation for being seedy. But in the Vieux Port (the Old Port), with the right bouillabase and glass (or two) of Tavel Rose, all that fades away into obscurity. The Languedoc in turn was Roman France, and neighboring Provence as it does, it is replete with Mediterranean Gallic charm, cuisine, artisans, wine, olive oil, and stunning Roman remains like the Pont du Gard (the greatest surviving Aqueduct in the world), the amphitheater in Arles or the stunning Palais des Papes (Palace of the Popes) in Avignon. There is a sensuous, elegant, charm and artistic and aesthetic depth to this place, that sends you out stimulated, vital, with your senses questing and alert having been awash in such truly abundant but diverse stimuli. In response, your smile has more depth, your chagrin more poetry, your insights are dappled with that golden Provencal light that illuminated so much of the work of masters like Cezanne and Van Gogh.

Each place has it’s own genius, and while we went to some highly distinctive ones, our ability to fathom what each can contribute to us, rather than a litany of their irritations and shortcomings is the way to underscore and heighten our overall perspicacity. It is also a way to better irrigate our souls.

We landed from all this and headed out for another Leadership Journey, this time in more prosaic seeming Illinois and Wisconsin. But the open spaces, and the beaming countenances, the lack of sophistry and the presence of welcome, the essential characer of pride in one’s work and community, all had their own enchantments, and with those in view, the limitations present were far less…limiting.

Seeing possibility, evoking it, celebrating it and helping to actualize it,  is the essence of  life and leadership.

Wallow in the genius of the places and people you encounter! From that basis, you will be best positioned to notice where to help, and how to help those very people grow.

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Sign Up For What?

Business Traveller Magazine announced that a famed hotel in Hong Kong was hosting a spectacular event. A group called “Premium Families of Wine” was doing a set of dinners, pairing top Estate wines from some of the world’s top wine families, with the cuisine of a Michelin-starred Chef.

I had our hotel call for details. After 48 hours of being assured details were “forthcoming”, they sent over a Credit Card authorization form and a price — but no specific event details!

I told them they were hanging on to sanity by a thread to have gone so far as to establish a price, and then having the gall to ask for a non-refundable payment, while providing no details of the menu, the wines, or their vintages. I have therefore no basis to assess the value being offered!

They responded with more rhetoric about a “superb chef” and “top vintages”.  I’m sure that’s the intent, but I’d like to see what’s actually on offer.

This led me to consider how often we make it difficult for clients to know what we’re offering. Agreements are imprecise, metrics fuzzy, and we attempt to overload people with verbal excess rather than clarity and simplicity. Why?

Might it not be an idea to be as transparent as possible? If not, why not?

It’s true that some requests are inappropriate. For example, asking a surgeon for a blow-by-blow game-plan of an upcoming surgery is beyond obtuse. We are counting on their skill and ability to adapt procedures to what they find as they proceed. Similarly as consultants, we rightfully chafe when people ask us for a blow-by-blow of a key engagement. We can and should agree and share outcomes and be answerable for them. But a pre-fabricated game-plan suggests that we are applying stodgy templates from the past, not current imagination.

Working with a client in Mumbai, I kept hearing the refrain, “We’re in a crisis, and we fear there’s too much random and scattered activity.” Smart people! Again, vague, ill-defined strategies and actions, absent any prioritization, can give the illusion of purposeful action. But a surfeit of this actually saps energy from strategically differentiated actions. And the largest lament from the team there was: tell us the larger vision, when we shift from established plans, tell us not only what we have to change but why, validated against the larger vision — the aligned upon “end in mind”.

Absence of clarity reveals an absence of the following: strategy, planning, prioritization or decisive action. Sometimes it reveals a deficit of all of these.

One of my Credit Cards was re-issued. I called to ask how many reward points I had. They said “zero”. I told them my last redemption was two years ago, and I had demonstrably spent a significant amount on this Card.  Hence logically, there cannot be zero points — unless some expired. They said there had been no expiry, but wondered if there was some technical error. I said, “Nothing to wonder about. Look at the expenditure. And as these points are generated by expenditure, tell me where they are. So there is definitely a technical error.” Dead silence, a complaint reference number, and a request to call back in 72 hours. Yet it took three repetitions to drive home the point, that on the face of it, there was clearly an issue. This customer service agent hadn’t bothered to consider with any clarity how these points were issued, and therefore the evident fact that there was a systems error.  So he aroused irritation, suspicion and distrust as to his organization’s collective competence. Hardly an impact to be desired.

So, in dealing with clients, customers, friends and colleagues, when enrolling them for something, make sure they know in terms of key parameters and anticipated value, what they’re signing up for. Try to be clear as to what counts, what matters, and how it will be evaluated. And then align those intuitions and judgments, so you’re not debating the basics over and over.

I continue to hope for the listing of wines and the menu from this venue in Hong Kong. As they sell this in tables of eight, there is a major sale waiting to happen. However, each day that passes, my interest wanes somewhat, the likelihood of my making alternative plans goes up. It’s an interesting insight that when we confuse our clients, leave them uncertain, or unclear, they too, despite evident interest, may take their intentions and interests elsewhere.

Reach out today and check understanding of salient outcomes and expectations with key stakeholders and partners. Insist on being impeccably clear in your dealings, agreements and transactions, as well as in your offerings and proposals. The act of arriving at that clarity is part of the very breakthrough that makes you valuable. So make that effort and ensure you come through here. You’ll find very little competition if you do. Even more importantly, you’ll find scores of grateful and avid clients and fans in your portfolio. You’ll find them, and you’ll be far more likely to keep them.

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An Abundance of Experiences

Just landed in Hong Kong…what a week!

At home in New York last week, discussions with two potential partners, scoping two major assignments, sneaking in a lovely 10 kilometer walk from near the pier to the West Village to Soho to Chinatown to Little Italy back through Washington Square Park, to Union Square and finally up Park Avenue. What a city!

On a plane for an 8 hour lay-over in Dubai, signing papers, meeting with some people on our team. Overnight to Singapore — “jet advance” rather than “jet lag” taking over.

A quiet Sunday — taking the family of one of our partners out to Morton’s (of all places) in Singapore. Opened a Meerlust Rubicon 2004 that was stunning, followed by a Lan Rioja Private Edition 2002 that was also breath-taking. Other than the classic Morton’s Key Lime Pie having lost any residual tartness and therefore having devolved into an “impostor”, all was well. The Avo Maduro cigar capped a great dinner.

Monday saw three fairly intense coaching engagements, two client email responses that were needed on quite complex issues, a phone review of progress on a major project, lunch with a team-member…whew!

Today we’ve just landed in Hong Kong. We’ll take our hike up the Peak tomorrow, have our favorite Peking Duck at the 2 Michelin starred Summer Palace at The Island Shangri La, engage with a client, meet another prospective partner, and then meet and hopefully make some new friends (fellow members of the Chaine des Rotisseurs from the US who are in town) for dinner at M’s on the Fringe.

Then a day off to visit some favorite haunts, get a massage and get ready to head back to Singapore on Friday for an action packed afternoon. In between, replying to requests, counseling colleagues, reading some superb books, and realizing that an abundance of experiences is a great gift — it keeps us fresh, sharp, open, responsive.

Boredom is a choice. I realize this is an atypical week by most standards, and we’re blessed by stimulus: cultural, culinary, relationship-based and business-related. But that’s come by plying a trade with passion, seeking out new frontiers, keeping eyes, hearts and mind (relatively) open.

We’ve got some major challenges and opportunities ahead this month, and if we tackle them imaginatively and effectively, and get a few friendly winds…wow!  Either way, it’s worth nothing else but full engagement. Whatever happens, we’ll be richer in experiences, more abundant in insight and understanding. We’ll be richer.

I’m tempted to say “I can’t wait!” But I can. To think otherwise would be to miss the precious now — the abundance of possibility in this next moment, the  next idea, the next flutter of emotion, the next shimmering of perception…flowing from everything that abounds right now.

Let’s wallow… in life!

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Parts of the Puzzle

I’ve taken a brief hiatus from posting — being inundated with guests, clients and the exhilarating billows of life.

We’re on the verge of the next trip: Dubai, Singapore, Hong Kong, Mumbai, Dubai, London, Marseille.

I’ve waited 15 minutes for someone to call who missed a phone appointment last week and zealously promised to call this time. Last time the excuse proffered sounded reasonable — today I’m beginning to wonder if it’s pathological.

A key client asked me to help a colleague of his within their organization. He’s missed four confirmed, in the diary, phone appointments but continues to say he’s “very interested” in being helped. I’m beginning to wonder if he’s “very interested” in ticking a box that shows he made a requisite, even if token, effort.

A friend introduced me to a pal — foundering on various reefs in life. This externally successful over-achiever clearly had issues to grapple with — don’t we all? But his demons were quite visible — it seemed even to himself. He told me he didn’t like to dither and wanted to get started. I laid out a work plan. Deafening silence. Two weeks later he told my friend who had introduced us that he wanted a “few more clarifications” from me. How? Long distance mind reading? Responding to my email would have been a start. We spoke again, and he demonstrated he had only skimmed the details. No problem, I  was happy to walk him through it. He’s since disappeared once more…

I have to say this is less than 1% of the people I deal with — on purpose. I tend to move quickly on, and were it not for a close friend and a key client involved here, my forbearance wouldn’t have been nearly as forthcoming. That said, it makes for a fascinating case study.

Might it be that as NLP theorists suggested, we are made up of many “parts” — different psychological aspects with their own agendas, emotional lobbyists, paradigmatic blinkers and more? Could it be we are all Jekyll and Hyde to some extent? And might it be the part of us that gasps for help is over-ruled at times by other parts keen to perpetuate current plateaus?

It could indeed. And this then begs the question, are we just the sum of our parts, or is there a core “us” that can assert itself?

There is a core, the unifying wick emerges from the purposes that coalesce from our medley of appetites, values, impulses, ideas, desires and commitments. And from these in turn are generated, life priorities. And if the priority is strong enough, we can silence our inner nay-sayers.

We won’t become impeccable in execution, follow up, follow through and more overnight necessarily. But we will palpably advance as Thoreau said “in the direction of our dreams”. If we can’t continue taking steps to be and become more than our past, we’re sunk and we’re pretty much done.

So then we have to become fans of progress, of movement, of ways to outgrow parts of us that are really the detritus of past pain. Eventually we have to give up the fantasy that we can somehow manufacture a happier past. The only way to make the past any happier is move beyond its negative delusions — the ones we’ve been towing around since then — and choose better resources to take forward instead.

So pick an area where you’re stuck and tune in to the competing passions at play. Identify your largest priority and find it’s hook up to a key purpose in your life. Then advance boldly in that direction. If you fail, fail forward and keep moving. As Churchill said, “If you’re going through hell, keep going.”

And at least be impeccable in the small things that add up to larger things. Be responsive, keep appointments, beat deadlines, show up a little early, leave doubt at the door and engage creatively and courageously in key situations, tell these wailing parts you’ve heard them but can’t afford to indulge them any more.

Harmonize who you are through the actions you consistently take and the types of things you vivify by  taking daily aim at. Treat mistakes as detours not demos. Intention prevails, when we believe it is the greater truth about us than our doubts.

So, leave behind the excuses…or better yet, learn from them and use them as catalysts.

In other words…LEAD!

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Nantucket Confidential

Apparently Omar has left just enough cigars and wine in Nantucket for me to enjoy myself!

Had my martini with blue-cheese-stuffed olives at the bar last night, with
Mitch doing honors once again. (You can see Mitch in the August, 2008
postings of Nantucket Journal here on the blog.)

We had the chef’s eight-course tasting menu at Topper’s which, even with
half-portions, was huge. The sommelier, whom I’ve trusted for many years,
discussed a price, as is our habit, and then his task is to delight me. He
chose a fantastic 1999 Shafer Cab, so outstanding that the lovely,
non-drinking Maria decided to drink, that’s how good it was. (And that’s how
I wound up with half my usual imbibing!)

I wrote out on the deck from 6:30 to 7:30 or so this morning, sipping coffee
and watching a flock of cormorants fly in formation over the lawn. After
breakfast al fresco on the restaurant’s deck, we headed across the dunes.

Once again the beach was mostly deserted. Tonight we’ll fire up the car and
head into town for The Pearl.

My newest book, Thrive!, is complete and I’m editing the chapters, something
I don’t normally do, but I’m planning something special for this book.

Dinner at The Pearl consisted of outstanding soft shell crab in black pepper sauce and very rare tuna. We had Conundrum, one of my favorite “casual” white wines. Then I actually had an espresso martini for dessert. Once we returned, a Montecristo #2 with an 1875 Madeira provided by Mitch (and Reese’s peanut butter cups, I’m sorry, I’m a heathen) out on the deck under the stars.

We have a full breakfast when we go over to the ocean side, so that we can both stay there all day AND skip lunch. I did share a pretzel with my gull friend, whose picture will appear here both watching me from a dune and flying by one of the houses along the beach that’s probably worth about $5 million.

I’m reading three novels: One Second After, South of Broad, and The Last Ember. I’ve already polished off the first, good beach read, but predictable and sometimes embarrassingly written. (The educated, worldly protagonists, for example, say “Should of….” and “Would of….” instead of “Should have…” and “Would have….” That’s what happens when you have editors who were using Cliff Notes to get by in school.)

Tonight we’ll watch the sunset at The Galley.

I returned a few business calls from the beach and sent a few return emails via my iPhone. People are aghast that I’m responding from the waterside at Nantucket. What better place?

© Alan Weiss, 2009. All rights reserved.

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The Nature of Client Value

Consultants often congratulate themselves gratuitously on providing great service, caring about their clients, being trusted advisers, etc and ad nauseum.

Here is a simple but non-negotiable check-list to ascertain whether you are really providing premium relationship value — value by virtue of a client relating with you — over and above the type of general expertise that is almost certainly readily available through multiple sources.

1) Most of your conversations should be about client outcomes, not your methodologies, six step models, catchy jargon, or a nifty new template. Clients if they come from serious companies, have lives that are amply complicated already. Our job is to simplify complexity, help produce value out of the static…not add more of it.

2) Do your homework relentlessly. No matter how well you think you know that company or individual, prep for all key meetings, coaching conversations and the like, so a minimum amount of the time that is supposed to be earmarked for delivering value is spent catching you up or just giving you information you could have imbibed and thought about well in advance. Hit the ground running and chalk up as much progress via each interaction as possible.

3) Commit to the client’s success, not your comfort level or peace of mind. Clients respect courage and people who help them see and face things they otherwise might not have. What percentage of the time you spend with your clients is in this zone, rather than politically correct acquiescence or amiable tautologies that may provide some therapeutic reprieve or the equivalent of quinine water to their temples, without actually confronting challenges to tangibly advancing their goals and interests?

4) Be able to defuse ire, irritation and misunderstandings. If you’re going to implement number (3), you will often set off sparks. Be able to calmly reframe the situation, and hang in there with them until the truly intended message makes it across. Your client says, “You keep telling me how I’m being ineffective as a coach. What about my people? Don’t they have any responsibility?” You: “They do, and we’ll define effective coaching on your part as effectively getting them to take that responsibility, rather than making your own life unnecessarily harder. Can we focus on that opportunity?” A smart client will get over bristling and realize there’s real value here.

5)  Make sure “success” is defined as business value not “project completion”. You can satisfy the statutory requirements of “project success” and deliver no real ROI. The client won’t be able to quibble, but they’ll never hire you again. Ensure business value is tracked constantly, barriers to achieving it are tackled in real-time and pathways to raising the bar on it are innovated and exploited as a signature of your work.

6) Be impeccable with commitments, assiduously timely with promised responses, unambiguous in communication, easy to contact and to be connected to, non-defensively open to course-correction (again as long as it relates to business value) and a world-class listener (if they don’t get your prime attention, they will be highly dubious as to whether they’re getting the best of your expertise either).

7) Deliver unanticipated value, but value relevant to them, as you get to know them. Then you can offer a real value add, not cosmetic “bonuses” that no one wants and which you can mindlessly dish out telling yourself you’re doing so much for them. Be gracious, be generous — but first be humble enough to be curious and genuine enough to be empathic.

8) Don’t just jump to attention and do everything asked of you. Be a true advisor and help them think through what they’re requesting to ensure it will get them the value they anticipate. Your judgment is a critical part of the value you offer. Don’t do this in a haughty way, shooting down their ideas. But do it in a collegiate manner, helping clients check assumptions, ensure data is valid, that we’re not prematurely falling in love with the first idea we have, and then execute what’s agreed with passion and professionalism. Saying later, “You asked me to do this,” won’t help if the action taken is counterproductive. We had best be there to help our clients get the best help from us they possibly can. They probably already have enough stooges in house.

9) Be an object of interest. Clients want to engage with people they enjoy, respect, possibly even admire in some ways. If you’re a fascinating person, people will feel they get stimulus from their time with you, outside the professional engagement. That personalizes the interaction and provides the ultimate basis for rapport. You can’t partner with someone you never get to know. You won’t want to partner with someone who seems drab or one-dimensional. After all, the client may fear your advice and assistance may be as monochromatic as you seem to be. Flex your personality — not arrogantly, but openly and invitationally.

Run through these nine client engagement health checks. Assuming you’re a competent professional who can add client value, these nine differentiators will allow you to scale the commanding heights of client value…by going up the client hierarchy of value. HJ Heinz opined that if we do common things uncommonly well, we will succeed. These are uncommon things alas — do them uncommonly well, and you’ll occupy your own category with your clients — a special and rarefied one in which you each support each other’s success.

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The Opportunty Cost of Non-Communication!

We’ve just been at the Shaw Festival and saw a superb production of “The Devil’s Disciple”.

While it has many themes, one of the most intriguing is the story of the British General Burgoyne. Burgoyne is known as the man who lost the Battle of Saratoga, a decisive turning point in the Revolutionary War. The American success there emboldened France to join with the fledgling nation, leading in time to the French navy interceding to help enable the historic victory at Yorktown.

Burgoyne was scape-goated for this, though arguably he had marched south from Quebec with a daring plan that could potentially have turned the tide in their favor. He was to be joined by the army of General Howe (located in New York). They were going to catch the Americans in a pincer movement. Alas, the orders to General Howe from London were very likely not sent, or if sent, were ambiguous. General Howe headed to Philadelphia, and a vastly outnumbered Burgoyne had to surrender. Burgoyne took this philosophically and returned to a measure of eminence after the cronies of mad King George were no longer in power. Apparently the official who was to send the orders to General Howe went on a vacation to Kent and opted NOT to interfere with his plans! But for that lack of communication…history could have been very different, and even a gifted commander could do little, when strategy failed to be aligned upon or executed.  As an American, I’m glad! But it’s highly instructive to say the least.

Laura Secord is a Canadian heroine. She overheard American plans to launch an attack during the war of 1812, and walked 32 kilometers at night to give a warning to a key Canadian outpost. The Canadian troops were forewarned, but for 48 hours the American attack never came. As it turned out the American troops were lost in the woods! The leader of that attack claimed they didn’t need maps or guidance as he claimed to know the woods “like the back of his hands”. Most of us don’t inspect the back of our hands, he clearly hadn’t either! They were picked off trying to find their way.  Better planning, better communication, would have again been critical.

In more recent times we know that the perpetrators of 9/11 were, many of them, wanted by various agencies in the United States. But the computers of various agencies weren’t linked to each other, so amazingly these people weren’t stopped at the airport and actually allowed to board planes! Arguably, all the information needed to identify them was present, but unable to be effectively deployed. When what we know isn’t effectively networked, no amount of knowledge will provide “intelligence”.

It behooves us then to realize that having strategies that are clear to us will be ineffectual if they aren’t relayed to everyone critical for their execution. The Governor of Quebec also received orders to bolster Burgoyne’s forces. But because his rank had been slighted in the communication, he hesitated…at that most critical of moments for British forces with ruinous consequences. So we have to not only “order”, we have to “enroll”. We need more than compliance, we need passionate engagement.

We also have to double-check our plans and preparation, rather than “assume” we know the way through the woods. Ensure, don’t assume.

Finally, we have to find ways of letting ideas, information, insights and perspectives connect and find their way throughout our network. We never know where the next breakthrough will come from, or who will be in position to avert disaster.

It’s easier to scape-goat someone or indeed to wring our hands in the aftermath. But proactive unambiguous communication, coupled with validated information and careful planning, and the sharing of what we’ve learned throughout the entire value chain, is how we ensure we achieve results rather than precipitate disaster.

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“The Spirit of Learning”

My co-author Alan Weiss and I received some unsolicited, hopefully well-intended, feedback about our book, THE GLOBAL CONSULTANT. The person bristled at our suggesting the world by and large sought out American thought-leadership in business and management.

In acknowledging other world-class centers of learning however, by error when we wrote our draft, we placed INSEAD in Switzerland rather than France (it also has a campus in Singapore). We may have had IMD in mind, or we might have just made an honest error. Alas, three sets of editors (two in Singapore, and one in the United Kingdom) failed to catch it, and it made it’s way into print.

It is one line in a 284 page book, commending INSEAD by the way (though this writer suggested we had insulted INSEAD by getting its location wrong, — AND he suggested we may have offended IMD too on the off chance we actually had it in mind!). Surely INSEAD’s self-esteem is not so precarious, even if this writer is demonstrating that his own might be.

This one oversight, seems to draw fire from more than one person who seems unsettled by some of our observations, and can find nothing substantive in the book to decry. People have said imperiously that this error erodes our overall credibility,  even that it shows we don’t know anything about Europe — thereby displaying their loose handle on logic (how does getting a location of a university wrong accidentally, show anything about your overall cultural, economic, historical or other knowledge of an entire Continent?).

I mention this because if I read a 240 (or so) page book, and wrote in, spending several paragraphs on a minor publishing gaffe , I’d have to wonder what the book stirred in me. A desire for real learning would have me wondering why I’m so bothered, why I needed to find such a dubious scapegoat within the book so that I could vent.

This particular writer caps his comments by saying he hopes we “appreciate” the input “in the spirit of learning”.  Well, we’re happy to learn of an error, even a truly inadvertent one like this. But the “spirit of learning” is the last thing that comes across in the communication. So, let’s just use this as a quick case-study on offering input that truly might stimulate learning.

Stated as it is, with such sweepingly excessive conclusions, this communication makes one wonder at the motivation for the observations. This distracts from any “learning” that may otherwise take place. So, first if you want to communicate a view, keep the focus on the learning you want to share, or the real point, minimize off-ramps and gratuitous secondary conclusions from your observations.

Then, give prime-time to what really matters to you in the communication. And be honest as to whether you’re sharing that you’re just emotionally miffed for whatever personal reason, or making a point you want intellectual engagement on.

The truth is the writer seems to really be annoyed about the perceived US-centrism of some of our comments in the opening chapters (he confessed to only having made it to page 39). Our actual point was that in an earlier age, we would have sounded more French-centric or English-centric, tomorrow we may be more China-centric. At the time of writing, we were speaking about American predominance in the world of management thinking and also global business given the overall size of the US economy. It was factual, not subjective. It wasn’t a paean to cultural or economic “manifest destiny”. It was about facing facts — so we can build on them –  for consulting and business success. We clearly mentioned that as these facts change, so would the specifics of our advice. We’d have suggested learning French in the 18th century, do suggest English for today and may suggest Mandarin and Hindi 20 or so years from now. Let’s see.

Had the writer focused their comments on this issue, we might have had a fascinating and illuminating dialogue. Harping on a relatively trivial reference (trivial to the sweep of the book and the point being made), was a distraction and an emotional indulgence that was intriguing, but not in the way intended.

Finally, choose your irritations carefully. Opt to be far more often amused or even bemused if you like. And if irritation keeps getting the better of you, ask first what YOU can learn from it, before asking others to be educated by a display of your annoyance, especially when accompanied by rickety logic and odd inductive liberties you’re taking. The more you come from composure, are relaxed and flexible, the more you are likely to generate as well as communicate points worth learning from. You don’t need to get your hackles up to be impactful. On the contrary.

Reflexive ire and pulpit pounding don’t produce the spirit of learning. The spirit of learning requires curiosity and exploration, enrolling someone in dialogue, sharing and owning our own feelings and reactions, and thereby irrigating the possibility that we all might just discover something new.

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