Uh-Oh Trouble

So I'm "middle age"...and all of a sudden the last few months I am having trouble reading.

I haven't worn glasses for over 14 years--since I had the Lasik procedure done. 

Now, at the optometrist, he tells me, "Oh everyone ends up getting glasses whether you had Lasik or not."

He says: "Usually, people need reading glasses starting between the ages of 42-45."

Crud...back to those darn things again. 

I remember in 1999 when I had Lasik, it was still a pretty new procedure, but my best friend and his wife had just gotten it and convinced me to go for it too.

Well, it wasn't what I expected and when they clamped my eye open and the doctor tells me to stare at a the little red light as the laser comes up to my eye...I was thinking to myself...this is NUTS!

But it actually went from bad to worse. 

As the doctor starts working on the first eye, all of a sudden, he goes, "Uh-oh!"

What type of doctor is this that says oh-uh, and what in G-d's name did he do to me. 

Well, he composes himself after pulling away and finishes, but then stops and says he'll talk to me afterwards. 

As it turns out, as he pulled on the eye, something called the epithelium, a piece suddenly flaked off the eye. 

Nothing seriously actually happened--no ill sides effects, but those 2 words while under the laser, "Uh-oh," really sent the shivers up my spine. 

Let's just say, while I am glad I didn't have to wear glasses these last 14 years, the experience was a little traumatic.  

I remember one other time in my life--when I experienced the Uh-oh moment--this time, I was actually the one uttering the Uh-oh. 

It was right after I got married, and we had this cool idea that I would give my wife a haircut.

So, I start cutting and I'm thinking hey, this isn't so hard...and it's fun...and we also get to save money (hey, we were just starting out in life). 

Then, I keep cutting and cutting not realizing how much I was taking off...at one point, my wife starts getting antsy and she says, "So how's it going (knowing that something wasn't right)?"

Then it hits me, I suddenly blurt out the big "Uh-oh! 

My wife goes, "What did you do?"

Of course, I started to worry and couldn't get myself to really say and instead I just start cracking up. 

Then she knew I had really messed up...and boy was I in trouble then.

Uh-oh is a phase you never want to hear or say...it means trouble has arrived. ;-)

Uh-Oh Trouble

Google Hypocrisy?

Google, which touts itself as the one that "organize[s] the world's information and make[s] it universally accessible and usable," ended its Reader product on Monday, July 1. 

The RSS reader was a terrific tool for aggregating content feeds on the Internet (and Google is a terrific company that benefits the whole world's thirst for knowledge).

With Google Reader you could subscribe to tens or hundreds of news services, blogs, and other information feeds and read it on your desktop or mobile device. 

Reader represented the Google mission itself by pulling together all this information and making it available in one reading place, simply and easily for anyone. 

While the Goolge line is that they killed Reader, because of a declining user base, I find this less then credible, since anecdotally it seems like a very popular tool that is helpful to people. Moreover, Google could've chosen to competitively enhance this product rather than just shut it down. 

So why did they end a great product that literally fits their mission perfectly?

We can only surmise that the ad clicks weren't there (and thus neither was the profit) or perhaps Google felt this product was cannibalizing attention from their other products like Google News (a limited aggregator) or from some of their paying ad sponsors or partners feeding other products like Google Glass.

We may never know the answer, but what we do know is that, in this case, Google sold out on it's core mission of organizing and providing information and abandoned their adoring userbase for Reader. 

Feedly and other more clunky readers are out there, but Google Reader is a loss for the information needy and desirous and a misstep by Google. 

RIP Reader, I think we will yet see you, in some form or fashion, yet again. ;-)

(Source Photo: here with attribution to Laurie Pink)

Google Hypocrisy?

So Sorry, Charlie

In the old Starkist Tuna commercials, Charlie the cool tuna thinks he's all that, but he keeps getting rejected by Starkist, because he's just not good enough and then the narrator comes on and says, "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

Vandalism and Vomit -- Only $2,500!

So we went to look at a new dorm-type apartment for my daughter. 

She and her friends want to be near campus and where everyone hangs out. 

When we got to the building, the front door glass was smashed in and wooden planks filled the space over the whole door. 

While we were waiting in front, a group of girls were walking in--and one was saying to the others, "Oh, he says he loves me, and he wants to have sex with me..."--then couldn't hear the rest as they continued by. 

Inside the lobby was this "Vandalism Report" with dates for each (not shown)--Take a look at it (THIS IS REAL!).

- Signs and fire extinguishers vandalized. 

- Beer cups thrown off the balcony.

- Graffiti painted on the walls. 

- And best for last...urine, vomit, rubbish, and blood discovered--at multiple times and in multiple places!

The slumlord landlord, buys up the filthy apartments, renovates them, and rents out two-bedroom units in this building for approximately $2500, split 4 ways among the students. 

He takes 2 months security deposit. 

And he makes each person responsible for all the others, so if one person backs out or doesn't pay, each of the other students are responsible--not just for their share (lease). 

He advertised one unit, but showed us another.

Then told us this one was also already taken and we should trust him and sign up for another unit that he is purchasing and "it will be the same thing, trust me!"

This whole thing was disappointing to my daughter who was excited to be with all her friends so close to campus. 

I was proud of her when my wife asked her despite how much she wanted this...did she feel this guy was trustworthy?--and she said, "No!"

Not sure who would want to live in a place like this...but my daughter was disappointed anyway.

It's hard to be practical, when the emotional side for people take over. 

These young people are victimized by the slumlords, who prey on their youth, inexperience, and needs. 

This place was disgusting--even so, it's tough to be a parent because you want your children to learn from mistakes, but mistakes can be so costly.

Funny thing is, there were plenty of kids in this building--where are the grownups? ;-)

Vandalism and Vomit -- Only $2,500!

Catching More Flies With Honey

There's an old saying that you can catch more flies with honey than with vinegar. 

And this is true in cyberspace as well...

Like a honey pot that attracts cyber criminals, organizations are now hiring "ethical hackers" to teach employees a lesson, before the bad guys teach them the hard way. 

The Wall Street Journal (27 March 2013) reports that ethical hackers lure employees to click on potentially dangerous email links and websites, get them to provide physical access to data centers and work site computers, or give up passwords or other compromising information through social engineering.

The point of this is not to make people feel stupid when they fall for the hack--although they probably do--but rather to show the dangers out there in cyberspace and to impress on them to be more careful in the future. 

One ethical hacker company sends an email with a Turkish Angora cat (code-named Dr. Zaius) promising more feline photos if people just click on the link. After sending this to 2 million unsuspecting recipients, 48% actually fell for the trick and ended up with a stern warning coming up on their screen from the cyber security folks. 

Another dupe is to send an faux email seemingly from the CEO or another colleague so that they feel safe, but with a unsafe web link, and see how many fall for it. 

While I think it is good to play devil's advocate and teach employees by letting them make mistakes in a safe way--I do not think that the people should be named or reported as to who feel for it--it should be a private learning experience, not a shameful one!

The best part of the article was the ending from a cyber security expert at BT Group who said that rather than "waste" money on awareness training, we should be building systems that don't let users choose weak passwords and doesn't care what links they click--they are protected!

I think this is a really interesting notion--not that we can ever assume that any system is ever 100% secure or that situational awareness and being careful should ever be taken for granted, but rather that we need to build a safer cyberspace--where every misstep or mistake doesn't cost you dearly in terms of compromised systems and privacy. ;-)

(Source Photo: Dannielle Blumenthal)

Catching More Flies With Honey

OMG Diesel

Before the Jewish holy day of Yom Kippur, I wanted to share this beautiful photo that my daughter took of the skyline. 

I love the contrast of the sky, clouds, sunrise, and treeline--it is awesome! 

When I look at it, I feel less angry at her for accidentally filling the car today with diesel--oops. 

Helps me remember that we all learn by sometimes making mistakes.

I am just glad everyone came out okay and all that was lost was some money on siphoning out the gas tank and refilling it again with regular. 

Thank G-d for that beautiful skyline photo, it is helping me keep perspective today. ;-)

(Source Photo: Minna Blumenthal)

OMG Diesel

When TMI Is PC

An interesting editorial in the New York Times (19 August 2012) bemoans the state of affairs in the workplace, where generation Y'ers, take the liberty of sharing too much [personal] information (TMI) with others.

The author, Peggy Klaus, gives examples of young workers talking about their looking for other positions, recounting family birthing experiences, or discussing sexual exploits or a shortage thereof. 

Klaus see this as a carryover of people's online social behavior or what she calls "Facebook in your face"--where you "tell everybody everything"--whether appropriate or important, or not at all!

Similarly, this behavior is viewed by some as young people simply acting out what they learned from their helicopter parents--who instilled "an overblown sense of worth" on them--where every poop is worth sharing from infancy through adulthood. 

Ms. Klaus refers to this as O.S.D. or Obsessive Sharing Disorder--and she instead calls for "decency, common sense, and just plain good manners" in deciding what to share and when.

While I agree with a certain amount of base political correctness and decorum in the office, I think too much control (TMC) over our workforce is not a good thing.

We cannot expect people to fit in, be enthusiastic about coming to work, and be innovative and productive in their jobs--when they have to constantly be on guard--watching what they say and what they do, and worrying about making any mistake. 

Assuming that people are not doing anything that hurts themselves or others, I think we should give people more room to breath, be themselves, and to self-actualize.

Holding the reins too tightly on workers, risks developing a cookie-cutter workforce--where everyone must look-alike, talk-alike, and think-alike--like virtual automatons--and such a telling and controlling environment destroys the very motivated, creative, and entrepreneurial workforce we desire and need to be globally competitive and individually fulfilled. 

Best practices for teleworking, flexible work schedules, and clubs and activities at work that let people be human and themselves--makes for a happier, more committed, and more productive workforce. 

Creating climates of workplace sterility, and fear and intimidation for every miscued word or imperfect deed--is neither realistic for human beings that are prone to make mistakes--nor conducive to learning and growing to be the best that each person can be.

I am not a generation Y'er, but I appreciate people who are real, words that are sincere, and deeds that are their personal best--whether it's the way I would do it or not. 

Yes, don't talk and act stupid at work--and shame yourself or others with hateful or abusive behavior--but do feel free to be honestly you as an individual and as a contributor to the broader team--that is better than a zombie army of worker bees who faithfully watch every word and constrain every deed. 

(Source Photo: here with attribution to Irregular Shed)

When TMI Is PC

Be Who You Are

I watched an interesting TED video presented by Brene Brown, who has a doctorate in social work and is a author many times over--she talked about one book in particular called The Gifts of Imperfection: Letting Go of Who We Think We Should Be and Embracing Who We Are (2010).

She said that from all her studies and research, what she learned is that purpose and meaning in life comes from the connections we make and maintain.

But what gets in the way is shame and fear--shame that we are not good enough and fear that we cannot make real connections with others.To move beyond shame and fear, we need to feel worthy as human beings--true self acceptance--and say "I am enough."
 
However, she points out that as a society there is a lot of numbing going on (i.e. plenty of shame and fear) and that is why we are the most in debt, obese, addicted, and medicated society in history.  I liked this presentation and thought about how hard we are on ourselves--we are never good enough.

• All our lives we pursue signs of advancement from that gold star in grade school to collections of degrees, awards, promotions, material goods, and even relationships.
• We constantly push ourselves further and faster on the treadmill of life--in part to learn, grow and be better, but also to try to achieve our sense of self-worth and -acceptance.

Yet, as Brown points out those that are successful with relationships and have a strong sense of love and belonging are those that feel they are inherently worthy. They have self-esteem without having to achieve any of these things.

That sense of self-worth and confidence, Brown says, enables you to achieve three key things in life:

1. Courage--This is the courage to be yourself and to tell others who you are with a whole heart (i.e. they don't hide in shame).
2. Compassion--That is compassion for others, but also for yourself first--you accept yourself.
3. Connection--Getting to solid relationships in life is a result of our own capacity to be authentic.

When you have that self-worth and confidence then you can embrace your vulnerabilities and make them beautiful, rather than numb yourself to constantly try to cover the disdain you feel for your frailties and weaknesses. 

From my perspective, our growth and contributions to the world are good things--leave the world better than you found it!

However, the proving ourselves and amassing "things," while milestones in life, are not a measure of a person's true worth. 

Sometimes it is fine to get over it all--accept yourself, be yourself, and stop worrying that your never good enough.

In the Torah (bible), when Moshe asked G-d his name--G-d replies in Exodus 3:14: "I am that I am."  

To me, this is really the lesson here--if we but try to emulate G-d, then "we are what we are."

That is not defeat or giving up on bettering ourselves, but acceptance of who we are, where we came from, and where we want to go in our lives.

We don't have to beat ourselves up for being those things or for making good faith mistakes along the way. 


 (Source Photo: Andy Blumenthal)

Be Who You Are

Changing Regrets Into Fulfillment

The Guardian (1 February 2012) published an important article called "The Top Five Regrets of the Dying."

The items mentioned were compiled by a palliative nurse caring for patients at end of life. 

The list is a wake up call for many of us who work hard, but in the process perhaps forget the most important aspects of life are the people we love and the pursuit of opportunities to really be ourselves and achieve our purpose.  

Here is the list of top 5 things you can do different in your life before it passes you by:

1. Be your true self--"I wish I'd had the courage to live a life true to myself, not the life others expected of me." 

- Ask yourself what are your dreams and how can you make them happen!

2. Work less--"I wish I hadn't worked so hard." 

- Ask yourself are you living to work or working to live? 

3. Express yourself--"I wish I'd had the courage to express my feelings."

- Ask yourself if you've told significant others how you really feel and genuinely worked things out with them.

4. Maintain relationships--"I wish I had stayed in touch with my friends"

- Ask yourself have you been generous with your time, emotions, and material things with family, friends, and others important to you?

5. Seek out opportunities for happiness--"I wish that I had let myself be happier."

- Ask yourself what does happiness even really mean to you and how can you find it amidst the daily grind.

Life is always too short and everyone makes mistakes and has regrets--that's part of being human, learning, and growing. 

But if we can get our priorities straights and set clear goals, perhaps we can leave the world with less bitterness and more fulfillment in lives granted and well spent. 

(Source Photo: here with Attribution to Raspberries1)

Changing Regrets Into Fulfillment

Do Business With Good People

While most companies run to do business with anyone with a checkbook or credit card, some amazing others are more discriminating. 

In interview on Leadership in the New York Times (24 December 2011) with Ori Hadomi, the CEO of Mazor Robotics (they make robotic systems that aid in spinal surgeries) he states: "You can't afford to working with people are not good people [you need to be selective]...you need to look at your vendors and your customers the same way."  

He actually "told one our salespeople recently that he didn't have to sell our product to people who were not nice to him."

Wow--this is powerful stuff. 

It's not about just the money, it's about the meaning and feeling good about yourself, the organization, and what you are achieving,
Similarly, Hadomi has a different--better--philosophy on the role of the management that typically sees itself as making sure employees get the work done and work hard.  Hadomi states: I believe that my role is not to make people work, but to give them the right working conditions, so that they will enjoy what they do." 

On making mistakes, often a punishable offense in organizations, Hardomi states: "It's natural that we make mistakes."  The main thing is that we learn and solve them for the future. 

With planning and communicating, while many organizations play their stakeholders and stockholders telling them everything is going to be just great--and this often is pronounced when companies reassure investors and others right before they were about to fall off the proverbial bankruptcy cliff.  However, Hardomi tells us that while positive thinking can help motivate people, it can also be dangerous to plan based on that and that instead in Mazor robotics, he establishes an executive as the devil's advocate to "ask the right questions [and]...humble our assumptions."

In working out problems, while email wars and reply-alls fill corporate email boxes, Hardomi cuts it off and says "after that second response...you pick up the phone."  Problems can be resolved in 1/10 the time by talking to each other and even better "looking at the eyes of the other person." 

As we all know, too often, the number and length of meetings are overdone, and Hardomi has instead one roundtable a week--where everybody tells what they did and are planning to do--this synchronizes the organization. 

Who does Hardomi like to hire, people that are self-reflective, self-critical, and can articulate their concerns and fears. These people are thoughtful, are real, and will make a good fit.  

Hardomi sets the bar high for all us in breaking many traditional broken management paradigms--he is paving a new leadership trail that especially from a human capital perspective is worthy of attention and emulation.

(Photo adapted from here with attribution to Gnsin and Honda)

Do Business With Good People

The Done Manifesto v2

The Done Manifesto with 13 principles of getting to done has been circulated since 2009 (and recently reprinted in LifeHacker). It was made into a poster and creatively illustrated with Rubik's cubes.

Below are the 13 principles revised and presented as The Done Manifesto Version 2.

(Copyright: Andy Blumenthal)

Of course, there is a 14th principle that could also be considered--I remember this from a poster that I first saw in the local newspaper and candy store in Riverdale--it was illustrated with a little boy on a toilet and a roll of toilet tissue and had a caption that said "No Job is Finished Until The Paperwork is Done." ;-)

The Done Manifesto v2

Beyond The Blame Game

It's funny, when things go well everyone seemingly wants to step up and take the credit, but when things go badly, therein starts the blame game.

Harvard Business Review (April 2011) presents three categories of people that react dysfunctionally to failure (to which it attributes the responses of 70% of the U.S. population!)

- Blame Others: look for someone to scapegoat, so they don't have to take responsibility themselves.

- Blame Yourself: judge yourself overly harshly or imagine failure where none exist.

- Deny Blame: "deny that failure has occurred or deny their own role in it."

A fourth category, I believe is when people:

- Blame G-d: they ask "why me?" somehow implying an unfairness, injustice, or randomness in the failure.

In all these reactions to failure, there are in my opinion a number of mistakes being made and ways to improve upon them:

- Focus - Instead of concentration on mission success, people may erroneously overemphasize attribution. However, rather than worry about who to blame, think about how to "right the ship;" there are people in the field depending on you!

- Balance - Blaming implies that you are focused on the failure, but usually there are some things that were done right and some things that were done wrong. There is usually more of a balance to every situation that blame does not lend itself to.

- Ownership - When we blame others, G-d, or even ourselves, we basically are throwing up our hands and abrogating control of the situation, when instead we need to take appropriate levels of responsibility and accountability for what we did and did not do (or as they say "sins of commission" and "sins of omission").

-

Learning - Blame is a dead-end--it leads to hard feelings and possibly even despair. The way out is to acknowledge mistakes usually to degrees by all involved and LEARN FROM THEM. A failure can be turned into opportunities for future success, but learning valuable lessons on how to do things better the next time around.

To be honest, we all make mistakes.

In fact, I would worry about someone who seems so perfect on the outside--because I would imagine that they are likely or probably a powder keg, ready to blow on the inside (ever hear of someone "going postal" or the star who seems to have it all--looks, fame and fortune--and then they overdose or drive off a cliff or something?)

No one has it all. No one is perfect. We are all human.

It's not about blame. It is about accountability and responsibility--making things right where we can.

Every day we learn and grow--that is our test and our trust.

(Cartoon Credit: Tandberg)

Beyond The Blame Game

Moving Beyond The Blame Game

Leaders have a choice about the messages they convey to their followers—they can empower people to take ownership and sometimes risk, or they can promote “CYA” as the corporate mantra.

This is the subject of a new article in Psychology Today (July/August 2010), “Just Don’t Do It,” by Dr. Art Markman.

The article provides an explanation of how people fall into the trap of risk-aversion. Essentially, when the outcome of an action causes trouble, the person performing the action is assumed to have negative intentions, and more or less, be automatically blamed. This leads people to assume the stance that “silence is golden” and avoid “trouble.”

Markman provides the analogy of a boy who gets blamed for throwing a ball and breaking a window, while the girl he threw it to averts blame:

- “The boy is definitely going to get in trouble. He threw the ball…what about the girl, though? She watched as the ball passed over her head...perhaps she could have done something that would have stopped the ball from hitting the window.”

- “This tendency to blame outcomes on actions rather than inactions [is called] the omission bias.”

Especially in a tough economy, people can easily get timid in the workplace because of the “omission bias.” Everyone is afraid of losing prestige, power, and even their paychecks, if they but open their mouths or make a mistake. And if leaders do not intervene, the result can be employee complacency and inaction.

This is reminiscent of the saying that “it is better to be silent and have people think you are a fool, then to open your mouth and remove all doubt.”

What a waste of our organization’s most precious asset—people!

Rather than drawing on our employees’ education, skills and experience to promote organizational growth, we squelch them in the name of “going along to get along.” They learn to “toe the line.”

Part of the problem is that organizations frown on failure, which is a necessary component of learning. We blame people for every mistake rather than celebrating their willingness to try.

The result is that we end up with a workforce so cautious and risk-averse that it stunts our ability to compete. Unfortunately then, our people are like rats who have been shocked into a submission that we don’t really want or intend. Then we wonder why it seems like there is a lot of “dead weight.”

So is blame all bad? Of course not, because accountability and the assignment of responsibility go together.

However, there is a tendency to distort the tool of accountability and take it too far. “The blame game” prevents leaders from harnessing people’s creativity and productivity.

We need to ask ourselves what it is that we really want from our organizations. We can improve our organization’s engagement with their people by building trust versus suspicion, inclusion versus exclusion, and action versus inaction.

Moving Beyond The Blame Game

Leading In Times of Crisis

“Though I walk through the valley of the shadow of the death, I will fear no evil; for thou art with me; thy rod and thy staff they comfort me.” (Psalm 23-4).

We all go through difficult times—we are all human. What differentiates us is how we react to adversity—some of us will crumble beneath the weight and others will be strengthened by it.

Harvard Business Review (January-February 2010) has an article called “How to Bounce Back from Adversity” by Margolis and Stoltz.

The article defines psychological resilience as “the capacity to respond quickly and constructively in a crisis.” A challenge indeed, when at the depths of the crisis, we feel “paralyzed by fear, anger, confusion, or a tendency to assign blame.”

It is certainly understandable that those suffering under crisis conditions can succumb to feelings of depression, helplessness, and perhaps hopelessness. The vision of all they do have—faith, family, friends, and more—becomes obscured by the darkness of a bad situation, which they cannot seem to see through in those moments. Hence, the saying when there is hope again for “seeing the light at the end of the tunnel.”

The authors define resilient managers as those that can “shift quickly from endlessly dissecting traumatic events to looking forward, determining the best course of action given new realities. They understand the size and scope of the crisis and the levels of control and impact they may have in a bad situation.”

When something bad happens, there is a natural period of shock and despair, which is part of the healing process. If someone doesn’t react to the pain of a situation, there is probably a lot more to worry about, then if they do cry out. But resiliency means that like the analogy with children who fail off a horse, “you get right back up and ride again.” You feel the bruise on your buttocks, but you shake it off and go on to ride on—you go on to fight another day.

Leaders when faced with challenges cannot fail back into their chair and close the door for long, because others are waiting outside for their direction. While we all need to resiliency to persevere, a leader has a special need for resiliency, because others are looking to them for a way forward. The actions of the leader affect not only him/her, but also the people they are charged with. So the trait of resiliency is especially important for leaders.

Demonstrating leadership means quickly moving to “response-oriented thinking—actions to improve, impact, and contain the situation. This is in contrast to “cause-oriented thinking”—which instead focuses on a “woe is me” attitude and asking over and over again “why is this happening?”

Time waits for no one, especially someone in a leadership position. The message of hope for our organizations from leadership is that we “replace negativity with creativity and resourcefulness, and get things done despite real or perceived obstacles.”

Why do leaders have trouble with responding in crisis as well as acting proactively to prevent it?

Certainly, one big issue is the fear of acting or reacting badly. This is the misguided thinking that it is better to do nothing and “be safe”—not make mistakes and not be blamed (i.e. take the heat)—then to do something and be accountable for the results—good or bad.

Difficulty rebounding from crisis can be seen as understandable – rooted in the desire for self-preservation. After all, crisis management takes strong action, and it is easy to take potshots at the leader, and turnover among senior executives tends to be high. Unfortunately, we tend to back away from leaders who make strong and difficult choices, and so we end up with crazy organizations—where just sitting in the chair and not “making a mistake” perpetuates a paycheck. This situation leads to a de-prioritization of the organization’s real needs, which is, to put it mildly, unfortunate.

One lesson that I’ve absorbed from working in law enforcement, is that you do what needs to be done for others first and deal with your own needs later. Law enforcement and first responders in general are the ones who you see running to the scene of trouble, when everyone else is running away. That is real “response-thinking” and I believe it teaches us a lesson about how leaders of any organization can respond to crises and rebound effectively.

Leading In Times of Crisis