January 30, 2015
Going To War, In The Office
And instead of working together to solve problems, they go to war with each other and make more problems.
Yes, there are power politics and plenty of my slice of the pie versus your slice of the pie--whose slice is bigger, whose got more cheese and toppings, and whose slice is pipping hot.
Most often these office controversies happen behind the scenes or closed doors.
Behind the scenes, you can't see the knives violently slashing and behind paper-thin closed doors you (usually) can't hear the screaming!
But every once in a while the "passion" of the work spills over into the public domain--sometimes in a meeting, hallway, cafeteria, or the even the company picnic.
In all these cases, the professionalism goes out the window way too fast and out comes the drawing of lines in sand, the I'm right and you're wrong (including wagers for a good lunch or even maybe a nice crisp $100 bill), and threats to escalate (as if this wasn't ugly enough already).
What comes over people in the moment--perhaps they simply feel like they are in the right or that they are simply defending themselves, or maybe there is spillover from problems at home, ego at play, socialization issues, or even personality disorders.
Whatever the reason, as one of my best friend's fathers used to say, "When 2 people fight, they are both wrong!"
Or some people say that "they both end up with black eyes"--even if one comes away worse than the other...
And I think if you've ever had a car accident with another driver, you would know that the insurance companies agree with this principle, and attribute some portion of blame to each driver--whether 50/50 or 99/1--everybody plays a part whether in an accident, dispute, or an all out brawl.
What's interesting watching these unfold is how the participants are almost in their own world with everyone else as bystanders, sort of just fading into the distance--so they do everything wrong:
They speak emphatically in absolutes (and maybe even yell a little), cite chapter and verse (but from different books), name drop (ever bigger executives in the organization whether they really know them or their positions on the issues or not), name call and make personal digs, and perhaps--although it should absolutely never come to this--get physical (like slamming their portfolios, coffee mugs, and doors, or I heard one person who even threw something at their colleague).
Aside from these folks typically losing the argument and whatever they were after, what's worse is they lose everyone's respect, and maybe even their jobs.
The arrow of the workplace fight shoots way up, and comes down hard and fast right in their behinds...it's a stupid, but endlessly painful and deserved ouch. ;-)
(Source Photo: Andy Blumenthal)
January 15, 2015
A Bunch Of Dummies
There is a drawing of a ventriloquist with his puppet.
And it says, "All my friends are dummies,"
Often, it's tempting to think that we're so smart and "we're all that", but everyone else is just a dummy.
But we need to remember that in a way, really we're all just a bunch of dummies--now you didn't think I was going to say that, did you?
We are human, frail, mortal...and no one knows everything (hey, not even close).
My father used to joke saying, "I know nothing, and I can prove it!"
The truth is that all we really know is what G-d wants us to know; we say, what G-d permits our tongues to speak, and ultimately, we do, what G-d commands of us--there is no escaping it.
In the big picture, we are but puppets and dummies in the hands of the omniscient creator.
For those with mega size egos (and usually nasty to match)...what G-d gives, he can easily take away, so don't be a real dummy. ;-)
(Source Photo: The Blumenthals)
A Bunch Of Dummies
October 31, 2014
Draining Our Life Force
He's telling the evil Galactus, who drains planets of their life's energy, to "Stop!"
He yells at Galactus, "You have facilitated the Corporate Fascist Agenda long enough."
I think we all know a Galactus (or two)!
In every company and agency...there are individuals that seem to literally suck the creativity, problem solving, and life force from the bowels of the organization.
They complain incessantly, make excuses for their lack of support and contribution, erect obstacles to progress, and needlessly put down other people's ideas and contributions.
These Galactuses facilitate their own or a corporate agenda in order to raise their stature, power, and purse.
They can be--almost G-d like figures in the organization that are feared and cowed to--but in the long term it's counterproductive to enslave humanity to them.
You can be like the Fantastic Four, who recognizes problem people and calls them out for bad behavior--you can be part of changing the culture from a BIG VILIAN negative to a SUPERHERO positive.
It starts, like in the comic--by identifying their personal agendas and bad behaviors and telling them to stop as well as by working with or around them to facilitate progress.
Galactus, you are finished! ;-)
(Source Photo: Andy Blumenthal)
Draining Our Life Force
October 22, 2014
BIG Smile
It's funny, aside from the smile, the mouth on this reminds me of something very smart my daughter, Rebecca told me the other day.
She said, "Don't let your tongue be bigger than your mouth."
In other words, don't be a big mouth, watch your words, speak carefully and thoughtfully.
Some very good advice, probably for most of us out there.
Mr. Light pole, I have a feeling you don't overdo it with this, and maybe that's why you're smiling so much. ;-)
(Source Photo: Andy Blumenthal)
BIG Smile
October 11, 2014
Taking A Bow
Aside from the beauty of it, what do I think about looking at this?
Something like this:
Some people take a bow in arrogance and self-aggrandizement, while others are bowed in humbleness and grace.
Those who see only their own greatness fail to see all those people, factors, and most importantly, G-d's mercy that enabled them to achieve what they have.
We are but agents of the heavenly maker above who endows us with creativity and the ability to capitalize on it.
We should be bowed in thankfulness to G-d, but unfortunately all too often instead stare in the mirror admiring our own image that we imagine is so talented and successful because of who we are and what we ourselves have done--that we can't even contain our bursting self-satisfaction in wonderful selves.
Yes, it's good to recognize when we do something good and when we make mistakes so that we can learn from them, but G-d is not only our one-time maker, but he gives us the knowledge, skills, abilities, and good fortune to succeed in what he wills.
I remember being taught in Jewish day school that not a leaf falls from a tree without G-d wishing it--that G-d is not only the creator, but is intimately involved every moment with us and the world.
Like the most brilliant computer that can calculate gazillions of calculations a second, G-d can orchestrate the fates of all his creations in a just and masterful way that takes everything we do and don't do into account.
May it be G-d's will to endow us with what we need to succeed and for us to be deserving of it, and to recognize from where it all comes and not be so in awe of ourselves that we fail to see our innate limitations and mortality that is us.
(Source Photo: Andy Blumenthal)
Taking A Bow
October 10, 2014
Selfie Heaven
She has an extendable stick with an adjustable ball head that attaches to her smartphone, and a separate remote control for snapping the photos.
Here she is with the camera snapping away.
I looked it up on Amazon and this device is only around $6.
For a completely ego-centric society without friends, why not get this doodad and you too can take selfish selfies all day long. ;-)
(Source Photo: Andy Blumenthal)
Selfie Heaven
April 17, 2014
You're Not All That
We get too big for our britches and think we can do whatever we want including stepping on others and defying our maker.
An interesting article in Harvard Business Review reminds us to beware of narcissism and hubris.
Narcissism is a character disorder where because of feelings of inadequancy from childhood, people have to self-promote themselves every which way toSunday--they are "insufferably self-centered."
Hubris is a reactive disorder where due to past success and accolades from others, we become overconfidant, until the luck changes "toppling from their pedestals" and shrinking their ego back down to size."
I like the reminders from HBR cautioning about these:
- "Have more than thou showest; speak less than thou knowest." - Shakespear
- "Humble pie should be the only dessert served."
It's one thing to have decent self-esteem anchored in your knowing right from wrong and acting accordingly, and it's another to think and act like you have all the answers--none of us do.
If your showing it off, it's likely a turn off. ;-)
(Source Photo: here with attribution to Jampa)
You're Not All That
February 16, 2014
Some Mighty Big Shoes To Fill
_________________________
We walk in the footsteps of the giants who came before us.
We walk among colleagues who are superior to us.
We walk before future generations who will certainly humble us.
We walk in the sight of G-d, our creator and master, who bestows all divine benevolence to us.
_________________
Now those are some mighty big shoes! ;-)
(Source Photo: Andy Blumenthal)
Some Mighty Big Shoes To Fill
January 28, 2014
The Movers and Shakers
But I think there is another and more accurate meaning to this phase.
And it is related to the old adage of "those who can do, and those who can't teach."
Note, there is no disrespect intended to good, solid teachers here, as they have one of the most important jobs in society in educating and molding our children, but the point is that there are some that can only talk theory, but haven't actually done the job!
Similarly, in the organizations, movers and shakers are often not one and the same, but two different types of people.
We have those who are "the movers"--who actually get things done, who break logjams, who overcome bureaucracy, who solve problems, who make things better.
And then there are "the shakers," those who do more jumping up and down and waving to get attention for themselves, their egos, their resumes, and their bogus brands, but don't or can't actually deliver the goods--real results.
The movers are the genuine, hardworking doers and carers of our organizations; the shakers are the Billie Big Mouth Bass showpeople.
The movers work the problems everyday and make progress and it is wonderful to celebrate their hardwork and successes, but the shakers are the attention-grabbers, boasting more about what they do, instead of actually doing much of anything.
Beware of those that talk a good game, but can't actually hit the ball--and the recognition and attention they are bathing in may actually just be a good cover like from a tanning salon and not from the real beach. ;-)
(Source Photo: here with attribution to RedHerring1up)
The Movers and Shakers
August 6, 2013
Teamwork, There Is No I
A colleague said very astutely, "even though some try to put it in there!"
Teams work best, when everyone does their part and contributes, and no one makes it about their personal agendas, ambitions, and issues.
A team implies a large degree of selflessness where we do what is best for the team and the mission we serve, and we don't get caught up in personal ego trips.
When people place themselves above the team--and they try to impose that "I" right on in there, then rather than teamwork, we end up with rivalry and conflict.
From my experience, those who try to take the credit for themselves--typically end up exposed for who they really are and without the honor they chase.
But those who give recognition genuinely and generously to others are in turn respected for their contributions to the mission as well as to the team.
Selflessly united as a team we can assuredly succeed, but selfishly divided as just a bunch of I's, we will most certainly fail. ;-)
(Source Graphic: Andy Blumenthal)
Teamwork, There Is No I
June 27, 2013
From Happy To Glad
I asked some folks "What is that was all about?"
They explained that it applies to when you give someone something to review and they make really minor, nit-picky edits.
For example, they said, when someone "just has to say something" or "they can't let it go."
This was interesting to me, because I find it really helpful to solicit feedback and vet things with a smart, diverse group--and when you do, invariably you get a better product.
For example, with a document, the best feedback is substantive feedback about content, followed by solid edits to things like style, formatting, and of course spelling and grammar gaffes.
The goal is to have a clear, concise, and consistent communication that is either informative or action-oriented, and with a good executive summary and enough supporting detail to answer key questions.
Of course, this is very different than "Happy to glad" feedback--where you're getting someone who possibly is wordsmithing something to death, can't make up their own mind, wants to show how smart they are, or are just trying to drive you nuts.
With happy to glad, sure it'll satisfy the occasional control freaks and the ego-chasers.
But the changes you'll want to actually make are from the really smart and experienced folks whose input makes a genuine difference in the end product and your and the organization's success.
So ask away for input, make meaningful changes, but don't get snared in change for change sake alone. ;-)
(Source Photo: here with attribution to Zentolos)
From Happy To Glad
June 23, 2013
Worry, Who Doesn't?
Worry, Who Doesn't?
June 1, 2013
Why People Spy
The former CIA case officer, who recruited others to become traitors and wrote the article says, it comes down to MICES:
- Money: "We give you cash, and you steal secrets."
- Ideology: The person no longer believes in their system of government or has been abused by the system.
- Conscience: Someone who is looking to atone for the crimes/sins of the system or of themselves.
- Ego: This is a person who responds to stroking of their self-esteem and sense of purpose.
- Sex: A fifth powerful motivator is sex or a relationship that may address people's feelings of isolation or loneliness.
Thinking about the motivation for spying in terms of Maslow's Hierarchy of Needs, I have connected the five techniques to turn someone with their basic needs, making the Pyramid of Spying:
- Money fulfills people's base physiological needs.
- Ideology appeals to someone who has been abused and hates the system and thus is tied to motivations for safety and security.
- Sex/relationships has to do with social needs.
- Stroking someone's ego fulfills his/her esteem needs.
- Spying for reasons of conscience (e.g. what some would consider becoming enlightened) is driven by the need to self-actualize.
The reason that I turned the pyramid/hierarchy upside down for the motivations of why people spy is that being "turned" and becoming a traitor to one's country is such an unnatural and abhorrent concept to normal people that they would generally not do it just for the money, revenge, or sex (lower-level needs), but rather they ultimately would need to be driven by reasons of conscience and ego (higher-level needs).
Of course, sprinkling in the money, ideology, and sex makes acting the traitor that much more appealing to some--and helps "grease the wheels" to go outside the bounds of what a normal person does and feels towards their nation--but those are not the primary drivers for committing the ultimate crime against one's country.
Again, normal people are not motivated to be treacherous and treasonous, but given the wrong dose of motivations, people are turned--this means we know how to use the tools of the trade to our nation's advantage, but also to be mindful and watchful of those who motivations are being acted on.
(Source Graphic: Andy Blumenthal)
Why People Spy
May 16, 2013
So Sorry, Charlie
These days, from my perspective, people often do not take responsibility when they mess up and arrogantly they can't bring themselves to just say, "I'm sorry"--it was my responsibility, I messed up, and I am committed to doing better in the future.
It's really not so hard to say sorry, if you let your ego go. Most often, from what I've seen, unless the boss, spouse, or friend is just a jerk, saying sorry goes a long way to making things right--it shows you care about the relationship, your human and fallible (like the rest of us) and you are able to introspect, self-help, and learn from mistakes.
In contrast, Bloomberg BusinessWeek (18 April 2013) says sillily, "Don't Apologize"--that refusing to apologize makes a person feel better about themselves, more powerful, and less of a victim.
Certainly, we don't want to apologize for things we didn't do, when we really don't mean it, or to give someone on a pure power binge the satisfaction of making us beg--in those cases, we should be truthful and respectful and set the record straight. We should also, make it clear that we will not be victimized by anyone, at anytime.
But when we are wrong--and it's not easy for everyone to recognize or admit it--just say so. It won't kill you and you'll usually see the other person lighten up on the punishing diatribe and maybe even admit their part in it or the stupid things they may have done at other times.
No one is so perfect--despite some very large egos out there. And the bigger the ego, the bigger the jerk. The humbler the person, the nicer and more workable they are.
Don't apologize for things you didn't do or to satisfy someone's bullying, but do apologize when you could've done better and you are committed to improving yourself and building the relationship.
(Source Photo: Andy Blumenthal)
So Sorry, Charlie
April 27, 2013
Who Hasn't Been There?
We had a pretty robust discussion around this--why some organizations fail and others succeed with EA.
We discussed the critical success factors that as the CIO or Chief Architect you can impact, and how these can drive planning and implementation for the organization to succeed.
At the same time, we also acknowledged how--to be frank--not everything is in our control.
This was a class full of CIOs and Vice Presidents, and I gave an example and said you are all successful now in your jobs and careers, but raise your hand if you haven't been there--where you were on the outs and you boss or colleagues just didn't like you?
This was a class of about 20 people, and out of all these highly achieved folks, only one hand went up--a young kid--with only 3 or 4 years out of school, and still learning the ropes.
Yes, this one person had not yet been on the losing end, but everyone else--all these successful people had been--ALL of them!
The point is not to say that success is just a chance event--it isn't!
You have to work hard and try your best-- but no matter how much you think of yourself--it's even more important to remember that you don't control all the factors of your life that determine whether you succeed or fail.
The same people that now had big, successful jobs, were the same people who had in a prior job or time been the person who could do no right at work.
I tell myself to remember that there is personality, chemistry and fit at work; there is timing--and it is everything!--and there is how the stars are aligned.
It helps a lot to be humble and learn, grow, work hard, never give up, have fun--and have faith in a mightier power above.
From what I've seen, life is a cycle and today you may be down, but tomorrow you will be up (and the opposite is true too--so don't kick the person that is down and hurting).
"To every thing there is a season, and a time to every purpose under the heavens." (Ecclesiastes 3:1)--for everything and for everyone. ;-)
(Source Photo: Andy Blumenthal)
Who Hasn't Been There?
August 27, 2011
Social Media, Fulfilling Our Every Need?
Social Media, Fulfilling Our Every Need?
May 17, 2011
Know What's Right, Do What's Right
And at one point, he says straight-out, integrity takes two things:
1) Know what's right
2) Do what's right
And I'm loving it!
Straight-forward and simple--know and do what's right.
Then he tells me about Gus Lee, a nationally recognized ethicist (and Chair of Character Development at the U.S. Military Academy, West Point) who wrote this book Courage: The Backbone of Leadership.
I was inspired by what I heard and since went back to learn more about his philosophy on the subject.
Lee believes that "leadership is grounded in high character" and that "we think we are looking for managers, but in fact, we need principled leaders."
To drive our "moral courage", Lee says we have 3 powerful resources:
1) Conscience--"that moral, inner voice."
2) Discernment--this is where you work to discern "the higher right" getting past "fear, feelings, and wishful thinking" and of course, our own self interests.
3) Discerning Advisors--we seek the counsel of "the most courageous, high integrity, high character, and principled person or people" you know.
And I would add a fourth important resource, which is religious teachings that can be a steadfast guidepost (especially when coupled with the others as a personal litmus test of whether you are applying them correctly).
Finally, I like Lee's observation that there are three type of individuals when it comes to issues of integrity:
1) Egotists--those who are self-serving.
2) Pragmatists--those who "serve results" or what I would call serving a specified cause.
3) People of Courage--those who "act in the right regardless."
Doing the right thing is not easy (it means putting aside your own interests)!
That's why it takes tremendous courage to be the type of moral person that we all ultimately admire and respect.
Those leaders who act with moral rectitude, these to me are the few and the amazing!
Know What's Right, Do What's Right
February 14, 2010
No Ego Leadership
It’s funny that we get so used to the way things are in our country and culture that it becomes difficult to think there is any other workable way of doing things.
The New York Times, 14 February 2010, has an interview with Vineet Nayar the CEO of HCL Technologies, a global services 100 IT company based in India and ranked by Hewitt Associates in the 30 best employers in Asia.
However, reading the interview from the CEO of this Indian company opens up broad new possibilities for the way we can conduct our organizational affairs and perhaps become more competitive in the 21st century, global market-place.
No single country, industry, company, or person has a monopoly on innovation, and we can learn from some of the outside the box thinking at HCL.
Here are some of Mr. Nayar’s thought-provoking leadership ideas:
Subject | Key Idea |
Role of CEO | “My job is to make sure everybody is enabled to what they do well. It’s part of our ‘Employees First’ philosophy.” |
Delegation | We “make sure everybody understands that the CEO is the most incompetent person to answer questions, and I say this to all my employees openly.” |
Transparency | “All HCL’s financial information is on our internal Web. We are completely open. We put all our dirty linen on the table, and we answer everyone’s questions.” |
Hierarchy | “We’ve inverted the pyramid of the organization and made reverse accountability a reality.” |
Performance | “My [the CEO’s] 360 degree feedback is open to 50,000 employees—the results are published on the internal Web for everybody to see. And 3,800 managers participate in an open 360-degree and the results—they’re anonymous so that people are candid—are available in the internal Web [as well].” |
Information-sharing | “We started having people make their presentations and record them for our internal Web site. We open that for review to a 360-degree workshop, which mean yours subordinates will review it. You managers will read it. Your peers will read it and everybody will comment on it.” |
Feedback | Prospective employees will say “I completely disagree. And they will have a fight with me… I want people who will kick my butt on points where we disagree.” |
Learning | “I want people to say they want to learn. I don’t want teachers.” |
At first glance, the ideas of Mr. Nayar seem almost crazy, because they are so different from what we are used to. But upon deeper reflection, we can see value in much of his leadership style.
To me, this seems a testament that when a leader has no ego and is willing to think innovatively and behave with integrity, the possibilities for positive change is not bound by any box or paradigm. We need to realize that we can learn from everybody, everywhere, and with an open mind and of course some discretion, we can progress our thinking and ways of doing business in ways we may never have even imagined.
No Ego Leadership
September 25, 2009
The Window and the Mirror and Enterprise Architecture
At the most basic level, Collins says that a “level 5” executive or great leader is a “paradoxical blend of personal humility and professional will." “Level 5 leaders channel their ego away from themselves and into the larger goal of building a great company…their ambition is first and foremost for the institution, not themselves.”
Furthermore, level 5 great leaders differ from good leaders in terms of “the window and the mirror.”
- Great leaders—“look out the window to attribute success to factors outside themselves, [and] when things go poorly, they look in the mirror and blame themselves.”
- Good (non-great) leaders—“look in the mirror to take credit for success, but out the window to assign blame for disappointing results.”
Interestingly enough, many leaders attributed their company’s success to “good luck” and failures to “bad luck”. Collins writes: “Luck. What an odd factor to talk about. Yet, the good-to-great executives talked a lot about luck in our interviews. This doesn’t sound like Harvard or Yale MBAs talking does it?
Collins comments on this bizarre and repeated reference to luck and states: “We were at first puzzled by this emphasis on good luck. After all, we found no evidence that the good-to-great companies were blessed with more good luck than the comparison companies.”
Where is G-d in the leaders' calculus for business success?
It seems that the same good-to-great leaders that “look out the window to attribute success to factors outside themselves,” also are looking down at superstitious or “Vegas-style” factors of luck, rather than looking out the window and up to the heavens from where, traditionally speaking, divine will emanates.Perhaps, there should be a level 6 leader (after the level 5 great leader) that is “truly great” and this is the leader that not only has personal humility and professional will, but also belief in a power much higher than themselves that supersedes “good luck.”
The Window and the Mirror and Enterprise Architecture
June 15, 2008
Emergency Incident Management and Enterprise Architecture
When a disaster or emergency strikes, who is in charge—federal, state, local, or tribal authorities? Police, fire, rescue, medical services, public works, environmental response professionals? Who has jurisdiction? How is incident response coordinated?
“The National Response Framework (NRF) presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disasters and emergencies. It establishes a comprehensive, national, all-hazards approach to domestic incident re
- describes how communities, tribes, states, the federal government, private-sectors, and nongovernmental partners work together to coordinate national response;
- describes specific authorities and best practices for managing incidents; and
- builds upon the National Incident Management System (NIMS), which provides a consistent template for managing incidents.” (http://www.dhs.gov/)
- While most emergency situations are handled locally, when there's a major incident help may be needed from other jurisdictions, the state and the federal government. NIMS was developed so responders from different jurisdictions and disciplines can work together better to respond to natural disasters and emergencies, including acts of terrorism. NIMS benefits include a unified approach to incident management; standard command and management structures; and emphasis on preparedness, mutual aid and resource management.” (http://www.fema.gov/)
Government Technology’s Emergency Management Magazine, Spring 2008, reports that “only willing partners coming to the table, treated as equals, will prove effective in establishing a national standard for incident response.”
Why are there so many issues in coordinating incident response?
- Miscommunication—“the ideal scenario is that everyone uses the same system and terminology when responding, which allows disparate agencies to come together quickly and avoid miscommunication when confusion ultimately rules—during disasters.”
- Jurisdictional egos—“Jurisdictional egos can become involved, along with personal history and interagency ‘baggage.’…it can be messy at best, especially as leaders emerge, each wanting to highlight their agency’s accomplishments and not be superseded by another.”
- Lack of interagency and cross-jurisdictional training—“We need joint training, planning and exercises with all potential partners if we’re ever going to fix the issue of unified command…[additionally, there is a] lack of practice in how, in larger, cross-jurisdictional responses, the elected officials aren’t used to working in tandem with other jurisdictions during emergencies.
- Subordination is not in the law—“It is not in our nature and governance for one jurisdiction to subordinate itself to another, especially in crisis. As such, the solution will need to be the establishment of mechanisms that allow for joint action via a coordinated response.”
As a citizen, I frankly do not care about responders’ terminology, egos, training, or distaste for subordination—when there is a true crisis, I (like I believe any sane person) wants help to come, come quick, and come effectively. I want lives saved and property safeguarded.
From an enterprise architecture perspective, I acknowledge the challenge that we face in coordinating incident response among a broad spectrum of stakeholders and emergency response experts. However, at the same time, I cannot help but marvel at the current federated system of emergency response. I believe that emergency response needs to mature to one where there is absolute crystal clear chain of command and a solid, unified approach to dealing with disaster. All necessary and appropriate resources need to be brought to bear to help people in disaster and a coordinated response is a must.
Certainly, while there are technical issues in establishing common data standards, mechanisms for information exchange, interoperable systems, and securing these, it seems that the biggest issue is cultural. People and agencies are continuing to function in a siloed mentality despite the clear need for a unified approach to dealing with disasters as well as with the large, complex, and global problems that we face. I believe that this only underscores the need for “enterprise architecture” and that it is becoming more and more obvious that each of us doing our own thing is not going to enable us to solve the great issues of this century.
Emergency Incident Management and Enterprise Architecture