Showing posts with label Diplomacy. Show all posts
Showing posts with label Diplomacy. Show all posts

January 14, 2015

Eye To Eye

I took this photo from a sticker plastered on the street corner in Washington, D.C. 

What I like about it, aside from it's cute, is that I see a message here about good communications and conflict management skills. 

Notice the eyes are different (one is green/yellow and the other is orange/blue)...like it's two people. 

But there is one mouth open, speaking between them.

This speaks to that while we may be talking to each other and even think we are saying the same thing ("violently in agreement"), we need to make sure that we are listening, understanding, and working through our differences--so at the end, we are both really "seeing eye to eye." 

While each of us is different, and we may never fully agree (and cabn "agree to disagree"), we can also negotiate and come to terms on a win-win course of action. 

Talk it out, bridge the gaps, and get to a place where we not only are able to see eye to eye, but can then go forward together and make it truly work. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

December 21, 2014

Graduation Day

So proud of Minna graduating from University of Maryland today. 

And in only 3 1/2 years...record time, while she worked an internship too.

With a major in communication, please G-d she will go out as the keynote speaker said, "the glue that mends broken dialogue" in society.  

Communications comes from community...from marketing and branding to public relations and diplomacy, communications is key in everything we do from vetting ideas, innovating, decision making, teamwork, and even social media. 

Lots of luck in your future and may Hashem bless you in all that you do.

(Source Photo: Andy Blumenthal)

Share/Save/Bookmark

November 12, 2014

Everything Else Is Anticlimactic

We went to a Veterans Day Concert yesterday, and it was quite moving.

Before the music--60's and 70's (and some dancing)--started, there were a number of heartfelt speeches by distinguished veterans of the Vietnam War.

One lady was a nurse in Saigon working 16 hour days tending to the wounded and dying from the battlefield. She joined the army after 8 of her high school friends from her small hometown were killed in the war. The nurse told us how on the flight to Nam, they were told to look to the person on the immediate right and left of you, becuase one of you will not be coming home.

Another speaker was a special forces Army Ranger who was fighting in North Vietnam on very dangerous covert missions. He led many draftees, who he said had only minimal training, yet fought bravely on missions with bullets flying overhead and mortars and rockets pounding their positions. He described one situation where he knelt down to look at a map with one of his troops, and as they were in that psition half a dozen bullets hit into the tree right above their heads--if they had not been crouched down looking at the map, they would've both been dead. 

A third speaker was a veteran who had been been hit by a "million dollar shot" from the enemy--one that didn't kill or cripple him, but that had him sent him to a hospital for 4-6 weeks and then ultimately home from the war zone. He told of his ongoing activities in the veterans community all these years, and even routinely washing the Veteran's Wall Memorial in Washington D.C. 

Aside from the bravery and fortitude of all these veterans, what was fascinating was how, as the veterans reflected, EVERYTHING else in their lives was anticlimactic after fighting in the war. The nurse for example read us a poem about the ladies in hell (referring to the nurses caring for the wounded) and how they never talked about the patients in Nam because it was too painful, and when they returned home, they had the classic symptoms of PTSD including the hellish nightmares of being back there. 

Indeed, these veterans went through hell, and it seems that it was the defining moment in (many if not most of) their lives, and they are reliving it in one way or another every moment of every day. 

Frankly, I don't know how they did it being dropped on the other side of the world with, as the special forces Vet explained, maps that only told you in very general terms wherer you even where, and carrying supplies for at least 3 days at a time of C-rations, water, ammo, and more--and with the enemy all around you ("there were no enemy lines in this war; if you stepped out of your units area, it was almost all 'unfriendly.'"). One Vet said that if you were a 2nd Lt., like she was, your average lifespan over there was 20 minutes. 

The big question before we go to war and put our troops in harms way is what are we fighting for and is it absolutely necessary. For the troops being sent to the battlezone, everything else is just anticlimactic--they have been to hell. 

(Source Photo: Dannielle Blumenthal)
Share/Save/Bookmark

February 27, 2014

Newspaper, Identity Thief

So, true story.

I know identify theft is a serious matter, but really...

I'm heading out of the driveway and I see the newpaper delivery guy just pulling up.

He's running a little late, but I figure I can still get the paper in time for morning reading on the Metro. 

I walk over to him and ask if I can get the Journal that he's deliverying to me.

He says, "No, I only deliver the Wall Street Journal and the Post."

I say, "Yeah, the Wall Street Journal, can I get it, since you're running a little late this morning."

He says. "I'm never late!"--actually, he is and sometimes doesn't deliver at all (the other week, I got 3 papers in one day). 

I say, "OK, but I can take it from here."

He says, "No, I only deliver to the door."

I say, "But I'm right here."

He says, "How do I know you are who you say you are?"

I say, "I am, and thank G-d, I really don't need to steal a $2 newspaper from you, Sir."

He says, "Okay, but I'll need to see an id!"

I say, "Are you serious?"

He says, "Yeah," pulling back to safety the pile of newspapers he is holding is his arms. 

Reluctantly, I flip open my wallet and flash my license to him.

Not good enough...he insists I take it out so he can read it. 

I finally got the paper, but we wasted what seemed like 5 minutes between the negotiation and proof of identity exercise. 

Don't get me wrong, I appreciate his diligence, but I think this type of scrutiny over access and identity would be better placed squarely on our cyber assets--somewhere where we really need them! ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

December 11, 2013

Getting It In Writing

So this is funny, this company, Knock Knock makes witty office supply products.

This one is a picture of file folders that say, "Useless documents to provide appearance of importance in meetings."

They have another set of folders with, "Papers to shuffle endlessly thereby accomplishing nothing."

These reminded of the importance of getting things properly documented, in writing. 

Otherwise you get the unfortunate scenario that goes something like this when coming to agreements with others:

- Person #1: "If it's okay, can I get that in writing?"

- Person #2: "You have my word. Don't you trust me?"

The end result is an undocumented verbal agreement, and this is invariably followed, at some future time, by a disagreement, as follows:

- Person #1: "Well we agreed [fill in the blank]."

- Person #2: "I don't recall that. Do you have it in writing?"

When someone refuses to give it to you in writing that is a clear warning sign, and bells and sirens should be going off in your head--loudly--that there is a problem.

The lesson is:

- Get it documented in writing, period. 

- Documents are not useless even if some people use them to look important or they get caught in paperwork paralysis. 

- Verbal agreements are a he says, she says losing game. 

- Avoid getting caught without the documentation that spells it all out--and you can put it in one of these cool folders too.  ;-)

Note: This is not a vendor or product endorsement. 

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

September 4, 2013

What Will Do You For Cake?

I remember a joke the guys use to tell back in college...about how you can't have you Kate and Edith too.

Cake and eat it too...get it? 

Here is a link to my article in Public CIO Magazine called "How Hungry Are You?"

It's about how some people will literally sacrifice their souls for success, while others put their humanity and decency above it. 

Hope you enjoy!

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

April 21, 2013

What's Diplomacy Anyway?

This was a humorous engraved stone that I found in a gift shop today. 

It is a Concord "Words From The Wise," engraved paperweight, crafted in England. 

Diplomacy is generally associated with negotiation, persuasion, consideration, tactfulness, etiquette, and respect. However, this engraved paperweight has a little bit of a different view of it--"The art of letting someone have it your way."

Diplomacy has traditionally been differentiated from the use of military power in that diplomacy relies on "soft power" (co-opting or winning over cooperation), whereas the military employs "hard power" (coercion).  Both are ways of handling relations and resolving conflict.

More recently, some foreign affairs experts have started to use "smart power," which is situational-based--leveraging alliances and partnerships in some cases and a strong military in others. 

In any case, it's all about working together to bridge differences--and like the "Easy Button" the best way is to maintain a strong relationship, whether you get your way or not. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

August 4, 2012

Words Have Meaning

Recently, I heard a very smart mentor tell a crowd that "words have meaning."

The context was that even in relation to giving criticism, it is important to be constructive, and not destructive to those receiving it. 

Some are not good at giving criticism and others can be downright sadistic--humiliating, embarrassing, marginalizing, verbally abusing, and even throwing things. 

Words can really hurt people, and the kids song about "stick and stones may break my bones, but words will never harm me"--is just not true for children or adults. 

From a work perspective, I relate this to what I learned earlier in my life about being not only balanced with people and their performance, but also seeing the whole human being--listening to them and being empathetic. 

In performance terms, it's as important to say what people are doing well, as well as to point out areas where their is room for improvement--and yes, it's hard to admit it, but no one of us is perfect, and at the same time, no one really likes to be criticized. 

So it takes a special talent, but one that can be learned--if you have an open mind--to have a heart-to-heart with others, and show that you are not just criticizing to be an S.O.B., but that you genuinely accept the person for who they are, and want to help them learn and grow--and do even better in the future. 

We all have strengths and weakness, and with kindness, we can help others to rise above their limitations and break new barriers in their lives. 

I came across a different example of where words have meaning in terms of people looking for opportunity. 

I heard a story about this person who when asked why they should get a job, responded because they are a "good person."

Word do have meaning and we don't give opportunities to people because they like the person they are, but rather because they have "earned it" professionally--life is competitive and opportunities are not just handed out. 

One more example of how words have meaning, happened when I heard one lady ask another what her son was doing for the summer (given all the unemployment). The other lady replied, "oh, he's busy--sleeping and eating."

Ouch. Yes, times are tough out there, but to hear the mother say it--in that way--about her own child, just sounded perhaps a little harsh and judgmental, but who really knows their particular circumstance. 

Words have meaning--they can bring lovers together, hurt those you love the most, damage reputations, destroy lives, and tear nations apart or bring unity to them and determination to their cause. 

Watching what we say and how we say it--is important for us in growing as decent and thoughtful human beings and in becoming good leaders--in both, we have to have heart and treat others well in both word and deed. 

(Source Photo: Andy Blumenthal)


Share/Save/Bookmark

February 10, 2012

Speak Up or Shut Up

We've all been there--organizations that are run by the king or queen and their proverbial gang of 6 or 7 or 8 or 9.

These are the organizations that are dominated by powerful, but narcissistic leadership (notice I do not call them leaders--because they are not). 

According to Forbes, (11 January 2012) in an article entitled Why Narcissistic CEOs Kill Their Companies, in these organizations, the c-suite is dominated by those showing four narcissistic personality traits:

- Exploitative--They are in charge and everyone else had better respect--or better yet worship--them. Typically they are surrounded by "yes men" and eager beavers, ready to please at just about all costs. 

- Authoritarian--They insist on "being the center of attention," they always know better, are always right even in the face of evidence to the contrary, and with their people, it's their way or the highway. 

- Arrogant--They are full of themselves and usually something else :-) and believe they are superior and therefore entitled to their positions of power and stature.

- Self-Absorbed--They admire and and are preoccupied with themselves, and not focused on what's ultimately good for the organization, the mission, and its people. 

In such organizations, and with such pitiful leadership, generally we find cultures of fear and what Harvard Business Review (January-February 2012) says are organizations where people "are afraid to speak honestly."

In these dysfunctional organizations with inept leadership, the workforce is stunted--they cannot genuinely contribute or grow and where organizational candor, trust, and collaboration is low, organizational performance is predictably poor.

HBR suggests that greater candor and sharing is possible by "breaking meetings into smaller groups," assigning people to "notice and speak up when something is being left unsaid," and to "teach 'caring-criticism'"--where input is provided constructively and not personally attacking and where honest feedback is viewed as "generous, rather than critical."

I think these suggestions may help organizations that are fundamentally well-run by caring and professional leaders, but when narcissists and power mongers rule the day, then the culture is not speak up, but rather shut up. 

One of the things that I have been fortunate to experience and learn is that diplomacy from the top-down goes a long way in creating a professional and productive work culture. 

When people are given respect and the freedom to speak up constructively, when they can work in true-teaming environments, and when relationships matter more than winning the day, then the workforce and all the individuals therein have the opportunity to grow to their potential. In speak up organizations, people can voice their opinions, provide valuable input, and contribute to the mission--both the people and the organization thrive. 

In contrast, when the workplace is shut up, because of narcissistic and poor leadership, the workforce is essentially shut down--they are in essence muzzled in speech and ultimately in deed. These organizations choke off their own talent and lifeblood, while their head swells from the arrogance and power at the top.

Diplomacy is a skill not only in international relations, but in life and in the workplace, and diplomatic leaders are not narcissists trying to wield and hold power, but rather polished and professional leaders who foster a culture of speak up and team up--they are ready to take their organizations and people to new levels of productivity, growth, and meaning.

Share/Save/Bookmark

November 19, 2011

Will You Survive?

If you are interested in your chances of survival in the event of a nuclear blast, check out the website for Would I Survive a Nuke?
I ran the simulation as if was still living in my old neighborhood of Riverdale, New York and 50 megaton bombs were hitting 5 cities with populations over 1 million people.
On the map, you can see the horrible destruction--gone is Boston, New York, Philadelphia, Baltimore, and Washington, D.C.
The concentric circles around each blast shows 5 levels of devastation as follows (associated with the colors zones of red, pink, orange, yellow, and clear/outside the blast):
Devastation
This is not a pretty picture and warrants our consideration of how critically important is missile defense and homeland security is.
This position was advocated by the late Dr. Fred Ikle the former Pentagon official who passed away this week on 10 November 2011--Ikle challenged the status quo policy of MAD asking "Why should mutually assured destruction be our policy?" -WSJ
I, for one, don't like any of the 5 scenarios above and would like to keep our society and way of life going with a strong national security posture that includes the gamut of diplomatic, defensive, and offensive capabilities for safeguarding our national security.
With this in mind, this coming week with the deadline for Super Committee to come up with recommendations for reducing our budget deficit or else the automatic $1.2 trillion cut goes into effect--half of which is to come from the Department of Defense is extremely concerning.
Moreover, with well-known hostile nations having achieved (North Korea) or very near to achieving (Iran) nuclear weapons capabilities, we must take the threats of nuclear attack to us and our allies very seriously or else we can end up with not just scary looking colored concentric circles on a map, but the very real deadly effects they represent.

Share/Save/Bookmark

July 1, 2011

Soft Skills Complement Hard Work

Having professionally been around the block a couple of times now over a 25 year career, I can say with some conviction that soft skills are some of the hardest and most important things that you learn and which you need to succeed both personally and professionally.
Soft skills are often equated with emotional intelligence and interpersonal aptitude.
They includes a broad range of abilities--everything from diplomacy to dependability, social graces to skilled communications, conflict resolution to constructive feedback, and friendliness to relationship-building.
People with soft skills are able to work well with others whether they are influencing, selling, negotiating, strategizing, or problem-solving.
As a manager, soft skills also involve effectively delegating and empowering your people to perform and feel good about their jobs.
While soft skills emphasize relationships, hard skills focus on the task.
One mistake many people make is that in an effort to get a task done in the short-term, they sacrifice important long-term relationships--i.e. people burn their proverbial bridges, which makes getting things done over the long-term much more difficult, if not impossible, and also not very enjoyable--since you've just alienated your most important asset, your team!
Essentially, the key to soft skills is to treat people with respect and goodwill, always!
The Wall Street Journal (5 May 2011) describes how some top business school around the country are "getting it"--providing their students with soft skills business courses.
Schools like Columbia, Stamford, and University of California at Berkeley are teaching their students not only accounting and finance, but also the "soft skills...important in molding future business leaders."
Additionally, in my experience, post-graduate leadership courses such as from Dale Carnegie Training, The Center for Creative Leadership, and others provide solid soft skills training background.
However, in my opinion, the real learning takes place in the classroom of life--when dealing not only with colleagues, but also with family and friends--when you see what works and what doesn't.
We are all connected to one another--as children of G-d and neighbors in the global community, and the way we get along underpins our hard skill successes.
Soft skills should never be equated with being easy, "sissy," or unimportant--the investments you make in people are the most important investments you'll ever make.

Share/Save/Bookmark

June 16, 2011

New Beginnings

Next week I am excited to begin a new journey as a Division Chief at the U.S. Department of State.

I just wanted to take a minute to thank the ATF for the opportunity to serve there as the Chief Technology Officer these last few years.

There are no finer or more dedicated law enforcement agents than those that work for our federal government, and I am so proud that the ATF chose me to support their vital mission of protecting our country.

I also greatly appreciate the opportunity to have worked and learned with such talented and dedicated professionals in the Office of Science and Technology.

Some people have asked me to comment on my tenure from the perspective of what's going on in the news. It wouldn't be appropriate for me to do that, but I do want to recognize and thank people for caring so passionately about our great country.

It's a new chapter in my life and I'm ready to roll up my sleeves, learn, and contribute as well.

I am grateful for the wonderful opportunity--ready, set, go!

Share/Save/Bookmark

March 26, 2011

From Crisis To Stability


With so much chaos going on in the world (natural disasters, political turmoil, extremism/terrorists, multiple wars, economic slump, and more), our society is under enormous pressure.

The images of suffering from around the world recently seems to be rising exponentially with the near simultaneous Japanese earthquake, tsunami, and nuclear accidents, the fighting all around the Middle-East, the not too distant Deepwater Horizon oil spill that went on for 3 months, and virtually all the world economies under duress.

Here is a quick chart of the crisis factors (on the left) seemingly tearing at our society as well as stabilizing factors (on the right) that are healing to it.

While at times, the challenges we face may seem insurmountable, we can remember that our capacity as human beings and as a society to adapt and grow is enormous.

Let's hold on to our beliefs and work together as a stabilizing force for social order and good in the world (a place where crisis is no longer a stranger, indeed).

Share/Save/Bookmark

March 6, 2011

The Exponential Road To Peace




When Charlie Rose interviewed Ray Kurzweil, the renown futurist (BusinessWeek--March 7-13, 2011), Kurzweil assures us that in just 8 more doublings of solar power output (each, which is happening every 2 years), we will be able to meet 100% of our energy needs.

This is the amazing power of the speed of exponential technology change to potentially solve our seemingly unsolvable human problems.

As always, Kurzweil's optimism about our future is noteworthy.
I hope that Kurzweil and the Prime Minister of Israel who discussed energy advice also shared insights about the prospect for Middle East peace.

Let the amazing promise of technology coupled with the ultimate in faith (and a strong military deterent) bring genuine peace to us soon. Amen!

Share/Save/Bookmark

January 30, 2010

Diplomacy and the Pitfalls of Dictatorship

Let's say yes to sound governance, and no to absolute power...

Power is a strange thing: the more you have, the more you want – it’s never enough. It’s an addiction of the soul that often results in poor decision-making and project failure.

I remember a teacher in high school that used to repeat to us the maxim that “absolute power corrupts absolutely.” Obviously someone has to be in charge and get things done, but there is more than one way to achieve results:

The first and crudest method that we have seen since the dawn of humankind is dictatorship. This is the aforementioned tendency for those in power to collect it, savor it, and protect it—and to want to wield it alone. Often those with power, not enlightened by the benefits of sharing and “checks and balances,” like to hold decision-making power for themselves. While perhaps made “in consultation” with others, it is their decision and theirs alone to make. Thus, decisions by the individual are more subjective, prone to mistakes, and driven as much by gut, intuition, and personal whim as by real facts. Furthermore, those who have to carry out the decisions do not understand them as well and are not as committed to their success because they weren’t fully part of the process.

A better method is diplomacy, when we work with others to strategize, collaborate, and vet decisions. Working with others in this way may often costs more in terms of time and effort upfront to “work though the issues,” but invariably these result in better and less-costly decisions being made in the long run. Diplomacy works especially well when the group you are working with is diverse and can bring a variety of experiences and perspectives to the table. You end up seeing things in ways that you would have missed otherwise.

Working through the decision process with others on a governance body (councils, boards, committees)—with individuals representing the universe of our stakeholders—provides a solid mechanism for all perspectives to be heard and for decisions to be scrutinized and challenged before being implemented. This is what good governance is all about.

Of course, there are occasions when diplomacy may fail and governance bodies may become dysfunctional. When groups fail to work together, dictators can sweep in and take over or, on the other hand, there can result endless bickering, a state of analysis paralysis, and no decisions being made at all. This is why governance must be well defined, structured, have an end-to-end process, and clear roles and responsibilities.

Although sometimes dictators can be brilliant and effective in getting things done and we can all think of business leaders who fit this style, too often these individuals can become drenched in their own “absolute power”—falling victim to ego and selfishness, and making decisions that are not in the best interest of the organization. This is a condition that must be countered with solid, structured organizational governance, in which decision-makers work with others collaboratively and share in the decision-making process, and the collective interests and those of the organization as a whole are put above those of the individual. In this way, diplomacy protects us from the whims and errors of dictatorship.

This is one of the nice things about our system of government, where despite the many strong differences of opinion and results that we may not always agree with, the system of checks and balances results in governance by the people for the people, where everybody has a chance to participate and be heard.


Share/Save/Bookmark

August 21, 2009

Taking the Politics out of Enterprise Decision Making

Some people say power is primarily exerted through military might (“hard power”), others says it is through use of diplomacy—communications, economic assistance, and investing in the global good (“soft power”). Then, there is a new concept of employing the optimal mix of military might and diplomacy (“smart power”).

It’s interesting to me how the Department of Defense—military approach—and the Department of State—diplomatic approach—is as much alive and well in our enterprises as it is in the sphere of world politics to get what we want.

At work, for example, people vie—some more diplomatically and some more belligerently—for resources and influence to advance their agendas, programs, projects, and people. This is symptomatic of the organizational and functional silos that continue to predominate in our organizations. And as in the world of politics, there are often winners and losers, rather than winners and winners. Those who are the “experts” in the arts of diplomacy and war (i.e. in getting what they want) get the spoils, but often at the expense of what may be good for the organization as a whole.

Instead of power politics (hard, soft, or smart), organizations need to move to more deliberate, structured, and objective governance mechanisms. Good governance is defined more by quantifiable measures than by qualitative conjecture. Sound governance is driven by return on investment, risk mitigation, strategic business alignment, and technical compliance rather than I need, want, like, feel, and so forth. Facts need to rule over fiction. Governance should not be a game of power politics.

Henry Mintzberg, the well-known management scholar, identified three mechanisms for managers to exert influence in the organization (Wall Street Journal, 17 August 2009):

1. Managing action—“managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.” They get things done.

2. Managing people—“managers deal with people who take the action, so thy motivate them and they build teams and they enhance the culture and train them and do things to get people to take more effective actions.”

3. Managing information—“managers manage information to drive people to tale action—through budgets and objectives and delegating tasks and designing organization structure.”

It is in the third item—managing information—that we have the choice of building sincere business cases and creating a genuine call to action or to devolve into power politics, exerting hard, soft, and smart influence to get what we want, when we want it, and how we want it.

When information is managed through the exertion of power, it can be skewed and distorted. Information can be manipulated, exaggerated, or even buried. Therefore, it is imperative to build governance mechanisms that set a level playing field for capturing, creating, calculating, and complying with a set of objective parameters that can be analyzed and evaluated in more absolute terms.

When we can develop decision support systems and governance mechanisms that take the gut, intuition, politics, and subjective management whim out of the process, we will make better and more productive decisions for the enterprise.


Share/Save/Bookmark