America's Great Disappointment

So the Wall Street Journal asks today,"Why [Is] This Recovery Is So Lousy"?

They say that with Obama, "No president was ever better positioned to lead a strong recovery...no resources were spared...yet not once in the last seven years has annual economic growth ever reached [even] 3%."

But the news gets worse, in fact, "U.S. GDP grew a disappointing 1.2% in the second quarter...[and] economic growth is now tracking at a 1% rate in 2016...that makes for an average annual 2.1% rate since the end of the recession."

And that is after Obama's $836 billion stimulus and $3 trillion in Federal reserves injected into the economy!

The Great Recession may be the most disastrous economic results short of the Great Depression itself.

However, this is not the only reason Americas are disappointed with what they are getting from Washington (and we won't even talk about the candidates).

80% say we are heading in the wrong direction!  Let's repeat that again, 80% say we are heading in the wrong direction.

Harvard Business Review says it's not just the economy stupid, since we still [despite ourselves--with failing policies of enormous tax and spend and over-regulation] rank #5 on GDP per capita. 

Yet that doesn't translate into overall social progress for us.

Get this, the U.S. ranks 19th in social progress in the world--just one place above Slovena!

Why???

- We rank 26th on personal rights because of restrictions on freedoms like the right of assembly. 

- We rank 27th on personal safety because of high homicides and poor road safety.

- We rank 36th on environmental quality because of high greenhouse gases and poor water quality.

- We rank 40th on basic knowledge because of poor education and high dropout rates.

- We rank 68th on health and wellness because of suicides, obesity, cancer, and heart disease.

HBR points out that there may be individual reasons for each of these, but overall this is a bleak "troubling picture" and Trump isn't the one who painted it.

The sad fact is that one of the only things that the U.S. is ranking #1 in the world in is our national debt to everyone else...and this is being squandered. 

Think good and hard about the nation you are leaving your children and grandchildren...this is a horrible performance scorecard for America, the superpower!  ;-)

(Source of the amazing photo: Minna Blumenthal)

America's Great Disappointment

I Like Working Here

I got some bad news and really good news from a colleague at work this week. 

The bad news was that he was concerned that he hadn't gotten the raise that he wanted from his company for the last number of years.

The good news was that he said that despite that, "I and everyone else on the team really like working here--it is a special group."

It was funny, because recently someone else from a different office stopped me on the elevator when I was getting off on my floor, and she points and says "everyone says that is one of the best groups to work in!"

I can't tell you how happy I was to hear this feedback.

And while I certainly know that "you can't satisfy all of the people all of the time," it was especially meaningful to me to hear this on such a fast-paced and high performance team--where people routinely seem to not only pull their weight (and more), but also pull together. 

As to the raises from this gentleman's company that is a separate matter, especially as I understand that we all have bills to pay, but in terms of a good work environment and inspiring team that is something that also means the world to me. ;-)

(Source Photo Andy Blumenthal)

I Like Working Here

Broken Mirror Reflections D.C.

So I took this photo of a smashed mirror hanging out of a corner trash can in downtown D.C.

Half is reflecting the garbage in the can and half is reflecting the buildings and trees outside. 

Such a metaphor for the society we live in these days. 

Where we are broken, and society is broken, and certainly lots of government is broken. 

And the shards of glass reflect on the both the garbage of what has piled up inside us and the system, but also the possibilities on the outside for development, growth, and change. 

The broken mirror with the sharp glass shards is dangerous, but perhaps by seeing the mess we are in, we can finally step up and do something to fix it. 

No more circling the wagons, infighting or deflecting from the issues; no more blaming the past or demonizing the opposition; no more excuses for stagnation, incompetence, or impotence; no more whitewashing and red tape; no more firefighting, shoddy quick fixes or waiting for another break/fix; no more whirlwind spin around the dazed and confused; no more sugar-coating, backpedaling, or dressing up or down the facts; no more playing politics or deceiving ourselves and others--is that even possible any longer?

Instead, we change to a model of acknowledging that which is broken and teaming together to fix it--doing something positive, and constructive for ourselves and the world--oh, fix it Dear Henry, please fix it.  ;-)

(Source Photo: Andy Blumenthal)

Broken Mirror Reflections D.C.

Not Your B*tch

Another story from a friend of a friend in the office.

A person has someone working for them who hasn't been working out all that well. 

Basically, the staff person is having challenges simply getting their job done. 

The boss asks what the problem is and if there is anything they can do to help the person be successful. 

The staff person blurts out to their boss that "Nothing is wrong--I just don't want anyone to say I'm your b*tch!"

For all the possible reasons for not doing your job this one was quite a shocking one. 

Sure people have challenges--not everyone is good at everything and it's not always a right fit, but being worried about what other people think about your doing your job...uh, not a very good excuse. 

Seems like something the boss is not going to be able to really fix...maybe a shrink. ;-)

(Source Photo: Andy Blumenthal)

Not Your B*tch

Relationships Matter Most

So if I have only learned one thing from work and office politics...it is that relationships matter to results!

And not only that they matter, but that they matter the most. 

Results are great and important; however if they come at the expense of relationships or it's a "burn the bridges" type deal--then the results are not just tainted, but perhaps will be doomed to fail anyway and all the more so. 

The way we treat others is paramount to what we do. 

G-d watches us--and He/She will judge us accordingly. 

Every interaction with others is a test for us. 

How do we speak to and act with another one of G-d's loving creations. 

Treating people well does not need to come at the expense of results--rather it is the secret sauce to getting results. 

This doesn't mean that you have to be liked or loved, but that you do the right thing and for the right reasons--great deeds come with truly best intentions. 

Integrity is not just a word--it is a life principle!

When you treat people badly--how do you think that impacts the office and the ultimate mission?

Success is people and product.

And life has a funny way about it with karma being ever present.

(Source Photo: here with attribution to PoYang) 

Relationships Matter Most

Random Luck My A*s

Here's an interesting enterprise architecture themed fortune cookie. 

"Good luck is the result of good planning."

Everybody wants good fortune, but a big differentiator is whether you are willing to think through life's scenarios, pull together a solid plan (A, B, and C to be on the safe side) and put in the effort and hard work to achieve your dreams and goals.

Fortunes rise and fall likes the tides, but a solid plan (with G-d's blessings) can take you further than any ocean spans.  ;-)

(Source Photo: Andy Blumenthal)

Random Luck My A*s

Traits To Be Prez

The personality to be President:

1. Experience, Diplomacy

2. Direct, Honest, Strong, Results-oriented

3. Passionate, Dedication, Survival of the Nation

A short interview with Andy Blumenthal

(Source Video: Dannielle Blumenthal)

Traits To Be Prez

Yeah, A Pat On The Back

Ah, this doodle says it all...

Some people deserve a pat on the back--truly great job, went the extra mile, great collaboration, communication, and results. 

Others deserve A PAT ON THE BACK (or a good kick in the behind)--nasty, dirty, selfish, do little, take a lot, backstabbers.

I only know people in the first category. ;-)

(Source Doodle: Linkedin)

Yeah, A Pat On The Back

Garbage In, Repair The World Out

I'm sure you know the saying, "Garbage In, Garbage out"--in other words what you put into something is what you get out.

In this case, I took a photo of a garbage truck--of all things--that had prominently plastered on its side, "Tikkun Olam - Repair the World."

That is quite a positive message to put on a garbage truck!

Maybe that is our challenge in life, to make good things happen from the garbage that life often throws our way. 

Make something sweet like lemonade out of something sour like lemons.

This is not easy without some sugar, but in life, we need G-d to supply the raw ingredients and we add the elbow grease. ;-)

(Source Photo: Andy Blumenthal)

Garbage In, Repair The World Out

Treat People Nice

On a recent college visit, I saw this sign hanging on a door. 

The quote is by Maya Angelou and it is very powerful:

"People will forget what you said,
People will forget what you did,
But people will never forget how you made them feel."

As human beings in this world, we come and go.

Our time here is finite. 

We will be replaced by others.

What is truly memorable about us is our relationships and how we treat others. 

When we show kindness to people or when we are cruel to others--these things are never forgotten. 

Our interactions are the mark of who we are inside--do we sincerely care about others and the bigger picture or are we just plain selfish?

How about you--can you remember:

• how that parent who loved you made you feel? 
• how that teacher who taught you made you feel? 
• how that friend who played with you made you feel?
• how that boss who mentored you made you feel? 
• how that clergy who inspired you made you feel?
• how that spouse who was your companion made you feel?
• how those children who looked up to you made you feel? 
• how those colleagues who supported your work made you feel?

I'm sure you can also remember times when people made you feel not so good--perhaps, you scowled or even cursed them under your breath. 

Getting results in life is not enough--we can't do it by stepping on other people and really being successful that way.

Empathy and kindness or a hard heart and cruelty--you will be remembered one way or another. ;-)

(Source Photo: Andy Blumenthal)

Treat People Nice

The Movers and Shakers

For a long time, I've heard of "The movers and shakers" as the ones who get things done. 

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

Cloud Kool-Aid

We've all drunk the Kool-Aid and believe in using the cloud.

And with almost 1 million active apps alone in the Apple Store it is no wonder why.

The cloud can create amazing opportunities for shared services and cost efficiencies.

The problem is that many are using the cloud at the edge.

They are taking the cloud to mean that they in government are simply service brokers, rather than accountable service providers.

In the service broker model, CIOs and leaders look for the best, cost effective service to use.

However, in NOT recognizing that they are the ultimate service providers for their customers, they are trying to outsource accountability and effectiveness.

Take for example, the recent failures of Healthcare.gov, there were at least 55 major contractors involved, but no major end-to-end testing done by HHS.

We can't outsource accountability--even though the cloud and outsourcing is tempting many to do just that.

Secretary Sebelius has said that the buck stops with her, but in the 3 1/2 years leading up to the rollout relied on the big technology cloud in the sky to provide the solution.

Moreover, while Sebelius as the business owner is talking responsibility for the mission failures of the site, isn't it the CIO who should be addressing the technology issues as well?

IT contractors and cloud providers play a vital role in helping the government develop and maintain our technology, but at the end of the day, we in the government are responsible to our mission users.

The relationship is one of partners in problem solving and IT product and service provision, rather than service brokers moving data from one cloud provider to the next, where a buck can simply be saved regardless of whether mission results, stability and security are at risk.

In fact, Bloomberg BusinessWeek outlines the 3 successful principles used in the creation of consumerfinance.gov by the new CFPB, and it includes: "Have in-house strategy, design, and tech"!

Some in government say we cannot attract good IT people.

Maybe true, if we continue to freeze salaries, cut benefits, furlough employees, and take away the zest and responsibility for technology solutions from our own very talented technologists.

Government must be a place where we can attract technology talent, so we can identify requirements with our customers, work with partners on solutions, and tailors COTS, GOTS, open source solutions and cloud services to our mission needs.

When Sebelius was asked on The Hill about whether Healthcare.gov crashed, she said it never crashed, which was technically incorrect as the site was down.

The cloud is great source for IT provision, but the pendulum is swinging too far and fast, and it will by necessity come back towards the center, where it belongs as an opportunity, not a compliance mandate.

Hopefully, this will happen before too many CIOs gut the technology know-how they do have and the accountability they should provide.

(Source Photo: Andy Blumenthal)

Cloud Kool-Aid

Mr. Universe of Leadership

A colleague at work told me about a book called Compelling People by Neffinger and Kohut.

The thesis of the book is that the most effective and powerful leaders balance projecting strength and warmth.

If you just show strength, then you would potentially be seen as dictatorial, a micromanager, unapproachable, all work and no personality, and maybe even a tyrant.

And if you just project warmth, then you would likely be seen as wimpy, emotional but not intellectual/skilled, managing by friendship and not professionally, and not focused on results. 

That's why combining and projecting a healthy balance of strength and warmth is effective in leading towards mission results, but also in being a "mensch" and caring for the people you work with. 

You can't have sustained strong performance without a happy workforce.

And you can't have a happy workforce without strength to achieve meaningful work performance.

In funny, but in a sense Arnold Schwarzenegger is a good example of someone who combines the two. 

On one hand, he represents the big and strong "Mr. Universe," and was able to play in numerous action movies, such as Terminator, Predator, Conan The Barbarian, and more.

At the same time, Schwarzenegger always had a warm, softer side and stared in comedies like Kindergarten Cop, Twins (as the intellectual twin of street-wise Danny Devito), and Junior (where he undergoes a male pregnancy!).

While no one is good at everything and it can be hard to effectively balance strength and warmth, leaders that master this can become the real Mr. Universe for their organizations and people. ;-)

(Source Photo: Left from Andy Blumenthal and Right from here with attribution to Eva Rinaldi)

Mr. Universe of Leadership

Should Or Shouldn't The U.S. Attack Syria

As the hour approaches for a punishing U.S. attack on Syria, here are some thought on why or why not to do it:

Reasons Not To Attack Syria:

War-weary--The U.S. has been fighting back since 9/11 2001, how much more blood and treasure should we spend in a war that has brought limited results with over 5K dead and over 50K wounded Americans and costing almost $1.5 trillion dollars so far. 

World policeman--No country alone, including the U.S. can be the policeman for the world. We cannot get involved in every war and skirmish: we can't afford it; it is a distraction from our full slate of pressing domestic issues, and we ourselves are not perfect. 

International Discord--Russia and China, two other U.N. Security Council members are not on board with us in punishing Syria for use of chemical weapons or for ending the conflict there. Even the U.K backed out of the operation. 

Potential backlash--Syria, Hezbollah, or Iran may lash out at American interests, including neighboring Israel, embassies/posts worldwide, oil infrastructure, and more. 

Limited strike, limited benefits--With all the media and lack of secrecy on this operation, the Syrians have had the notice and time to vacate suspected target attack sites and move critical equipment out. Also, we have already ruled out attacking the chemical weapons themselves due to fear of collateral damage. Plus, we have already said that we are not going to try and unseat Assad or end the fighting. So will hitting some empty buildings in a civil war that has already been going for more than 2 years have anything but symbolic impact? 

Reasons To Attack Syria:

Morality--We can't stand idly by while Assad indiscriminately is killing civilians (including women and children). 

Norms of War--We must send a message that use of Weapons of Mass Destruction (WMD) is horrific and a precedent that is unacceptable. 

Red Line--We drew a red line and now we must adhere to it; our words and deeds must be consistent or else we lose credibility. 

Punish bad behavior--The Syrian civil war has cost over 100,000 lives so far and displaced millions, torturing and executing civilians and using chemical weapons is bad nation state behavior and must be punished to mete out justice, as a deterrent, as a rehabilitative action, and to reimpose some equality back in the fight.

Protect Ourselves--Being clear and sending a global message that use of WMD is unacceptable helps in the end to protect us from being victims of such a dastardly deed as well. It is in our own national self-interest.

Axis of Evil--Syria, Iran, and Hezbollah are working together to spread Anti-American and Anti-Israel hatred, terrorism, and to develop WMD (including Nukes) to threaten us and establish a greater stranglehold on the Middle-East as well as Europe. This is a war that is not desired by us, but one that has been thrust upon us by adversaries seeking our destruction. 

Closing Thoughts:

If we do it, then we should do it right.  

"Sending a message," in Syria rather than fighting to win something strategically meaningful and tangible continues to leave us vulnerable and just having to fight another day.

We can't straddle issues of morality, norms of war, and defense of our nation and way of life--either take out Assad, end the bloodshed, and establish a peaceful, democratic government or what is the point?

Obviously, there are arguments to be made on either side. 

But what is frustrating is that making a decision after we've concluded wrongdoing, and doing something positive is seeming to take too long, and strong leadership is required to bring resolution and greater good. 

Moreover, we need to look at the greater threat picture, so while sending Tomahawk missiles to Syria for their chemical weapons use, what about doing a full stopover in Iran with some Bunker Busters to put an end to their menacing and blatantly genocidal nuclear WMD program.

Wishy washy isn't going to make us any righter or safer, definitive results-oriented action can. 

(Source Photo: here with attribution to zennie62)

Should Or Shouldn't The U.S. Attack Syria

Difficult Employees x 7

So I was learning about some management best practices in terms of there being 7 major types of difficult employees:

1. Challengers--employees that are oppositional; they resent authority, are disrespectful and confrontational. 
2. Clingers--people who are overly dependent; they are uncertain about what to do, fearful of making a mistake, withhold their opinions and may harbor deep resentments.
3. Drama Queens/Kings--these folks crave attention; they can be found spreading gossip and rumors and making dramatic pronouncements both professional and personal.
4. Loners--people who like to be left alone; they tend to hover over their computers and avoid personal interactions. 
5. Power Grabbers--staff that tend to get into power struggles with their boss; they ignore instructions and resist direction. 
6. Slackers--those who don't do the work they are supposed to do; they tend to linger on break, calls, or the Internet or be out of the office altogether.
7. Space Cadets--employees whose minds and discussion always seem to be in la-la-land; they tend to be off topic and impractical. 

Obviously, each presents a unique set of management challenges, but one of the most important things a manager can do is focus on specific behaviors and the impact of those on the quality/quantity of work and on the organization, and work with the employee whether through coaching, counseling, mentoring, or training on how to improve their performance. 

It should never be about the manager and the employee, but rather about the results and the outcomes. Keep it objective, be empathetic, document the issues, and work in earnest with the person to improve (where possible). 

Difficult employees are not evil characters (or villains) like in the James Bond movies, but rather humans being that need inspiration, collaboration, guidance, feedback, and occasionally when appropriate, a change in venue--where a square peg can fit in a square hole. ;-)

(Source Photo: Andy Blumenthal)

Difficult Employees x 7

Perfect, In An Imperfect World

I have a new article in Public CIO Magazine about working to perfect ourselves in an imperfect world.

Please read the article here online.

"Recognize the importance of the journey over that of the goal--and accept the task of working to perfect ourselves, rather than of truly being perfect, or as I learned in Jewish day school, there are no angels here on Earth, only in heaven."

Hope you enjoy! ;-)

(Source Photo: Andy Blumenthal)

Perfect, In An Imperfect World

Perfect Is The Enemy of Good

Perfection is a destructive force.

And the French philosopher, Voltaire recognized this when he said "Perfect is the enemy of good."

I never really fully understood this saying, until recently reading a Harvard Business Review article (June 2011) called "The Paradox of Excellence."

The article states: "High achievers often undermine their leadership by being afraid to show their limitations."

At the heart of it...high achievers can let anxiety impede their progress through stress, alienating others, and failure to seize real opportunities.

Here from the article are some of the "classic high achiever" behaviors that can get in the way of success unless artfully managed and balanced (my views):

1) Results-driven: High-achievers can be so work-oriented that they forget the people the make it all it happen. This is why they need to remember to delegate, empower, share, and CARE about others. The work is a team effort!

2) Highly-motivated: They can be so serious about all aspects of their jobs that they "fail to distinguish between the urgent and the merely important." Instead, they should take a bigger-picture PERSPECTIVE on the tasks and prioritize these accordingly. Not everything is life and death, thank G-d, and we need to keep a sense of humor and take the time to enjoy what we are doing.

3) Competitive: They "obsessively compare themselves with others," which can cause them to feel insufficient or make false calibrations. You have to remember to INTERNALIZE that the competition is not with others but with yourself--be the best you can be!

4) Risk-managed: "They may shy away from the unknown" and avoid risky endeavors. As they say in Wall Street, without risk, there is no reward. To INNOVATE and transform, you need to take calculated risks (without betting the farm!) after doing due diligence on an investment or opportunity.

5) Passion: This can lead to powerful, productive highs, but can also result in "crippling lows." Recognize that there are natural ups and downs in the course of one's work. You can STEADY yourself through these by seeing it as incremental growth and improvement, rather than as either pure success or failure.

6) Guilt: "No matter how much they accomplish, they feel like they aren't doing enough." This is an endless trap of it's never enough and never good enough. Hey, we're all mortal. Do what you can and balance the many demands that you have on you in your life, but FOCUS on what's most important, since you can't do it all and you can never get it all done.

7) Feedback: High-achievers "care intensely about how others view their work" and they require a steady stream of positive feedback. Don't get hung up by what other people say or think--it's not personal and they have their own problems. Stay focused on delivering excellence in products and services to the customer, and use whatever feedback you can get--positive or negative--as valuable information to IMPROVE your offering.

If you are a high-achiever and demand much (if not the impossible from yourself), take a step back and a breath in and out--you can accomplish a lot more of what's important to you if stop trying to be perfect, admit your vulnerabilities and limitations, and just try to do your best--that's all that anyone can ask.

Perfect Is The Enemy of Good

Optimizing Culture For Performance

Strategy + Business (Spring 2011) has an interview with Edgar Schein, the MIT sage of organizational culture.

In it, he describes why it is so hard to change this.

In my experience, organizational culture is key to success.

Why do we want to change organizational culture to begin with?

Sometimes it becomes dysfunctional and can get in the way of performance.

Sometimes, leaders think they can simply change a culture, but Schein disagrees. He says that you cannot simply introduce a new culture and tell people to follow it--"that will never work."

"Instead you have to...solve business problems by introducing new behaviors."

However, you cannot solve problems or even raise concerns where "in most organizations the norms are to punish it."

Schein states that "the people with the most authority...must make the others feel safe"--to speak up, contribute, and even make mistakes.

Schein goes on to call for people "to work with one another as equal partners"--breaking down the traditional organizational boundaries--so that we stop telling people, so to speak, that "you're in my lane" or "that's above your pay grade."

He goes a step further, stating that the healthiest work cultures are interdependent, meaning that people actively try to help one another solve problems.

What an enormously powerful idea, that everyone has something valuable to contribute. Every opinion contributes to the dialogue--and all employees are worthwhile.

That is my definition of a healthy culture, for the organization and its people.

Optimizing Culture For Performance

Is It "A Message To Garcia" - Or To Us?

There is an inspirational essay by Elbert Hubbard written in 1899 called “A Message to Garcia” that is about taking initiative and getting the job done.

Here is an abstract:

“When war broke out between Spain and the United States, it was necessary to communicate quickly with the leader of the insurgents. Garcia was somewhere in the mountains of Cuba—no one knew where…the President must secure his co-operation, and quickly…Rowan was sent for and given a letter to be delivered to Garcia…[he] strapped it over his heart…landed by night off the coast of Cuba…disappeared into the jungle, and in three weeks came out the other side of the Island having traversed a hostile country on foot, and delivered his letter to Garcia.”

Garcia is held up by Hubbard as an iconic worker who can “act promptly, concentrate their energies: do the thing.”

And the right way for a worker to perform, according to Hubbard (in my words) included:

- Attention and care to the job

- Independent action/autonomy

- Cheerfulness (or a good attitude)

- Integrity to carry out their work with or without supervision

Elbert Hubbard emphasizes a strong work ethic that can be best summarized when he states:

“My heart goes out to the man who does his work when the ‘boss’ is way, as well as when he is at home [interesting that this was written before modern telework!]. And the man who when given a letter for Garcia, quietly takes the missive, without asking any questions, and with no lurking intention of chucking it into the nearest sewer, or of doing aught else but deliver it.”

Hubbard’s essay sold over 40 million copies and was translated into 37 languages. It was also made into two movies. The message of Garcia as a model employee obviously resonates far and wide.

Reading the essay, which is written in “Old English,” it was surprising to me that the management challenges we face today are the same ones that were apparently confronted already 100 years ago.

It seems that the search for great employees – meaning those who can generate results, are accountable for delivering value, and are customer-centric - is timeless!

“A Message for Garcia” is truly a call to action for all. No matter what level on the career ladder we occupy, and no matter what organization we serve, what we do for our jobs does matter. Let us “own it” and own it well, just as if we were delivering the President’s message to Garcia.

Is It "A Message To Garcia" - Or To Us?

Nurture Diversity to Achieve Better Results

Diversity is essential to critical thinking, innovation, and improved decision-making/governance. The more ways we have at looking at a problem, the more likely we can be to challenge the status quo, break old paradigms, and find new and better ways of doing things.

However, according to the Wall Street Journal, 25 January 2010, often diversity—even at the highest levels, such as on boards of directors—doesn’t produce the desired results.

WHY? “People often feel baffled, threatened or even annoyed by persons with views and backgrounds very different from their own. The result is that [those]…with views or backgrounds that are different are isolated or ignored. [Moreover,] constructive disagreements spill over into personal battles.” In the end, Groupthink and poor decision-making—rather than diversity and constructive dialogue—prevails.

Therefore, the imperative to improve governance mechanisms is “to unlock the benefits of diversity, boards must learn to work with colleagues who were selected not because they fit in—but because they don’t.”

WHAT WE NEED TO DO:

1. “Assist Newcomers”—Help new people to fit in. Explain how things work and how they can play an important role. Introduce them to others, provide them opportunities to connect, and make them feel comfortable to share their points of view.

2. Encourage Dissent—“diverse boards must not be afraid of conflict, as long as it is constructive and civil.” Alternate views should be encouraged, recognized, and even rewarded for benefiting the governance process.

3. Ask Everyone What They Think-- It is easy for new people “to tire of the struggle of making themselves heard. Feeling isolated and ignored, they end up self-censoring.” Obviously, this is counter-productive to having diversity and hurts decision-making. So the chair of the board needs to make it easy for people to express their views and to elicit participation from everyone around the table.

4. Assign a “Devil’s Advocate”—choose different governance board members to play the role of devil’s advocate at different meetings to counter the inclination for everyone to agree just to get along and fit in.

Overall, the key to benefiting from diversity on governance boards is not to let any individual or any group predominate. The proverbial “my way or the highway” approach is how decision-making becomes one-sided, narrow, and deficient. Instead, every one on the board must be treated with respect, courtesy, and be given the opportunity to speak their mind.

In my opinion, leaders must ensure that governance boards do not just create an appearance of diversity, but rather encourage a genuine and productive encounter between very different people that is richer for the interaction.

Nurture Diversity to Achieve Better Results