Going For Gravity

A good friend told me to go see the movie Gravity.

He said, "You'll definitely like it, and make sure you see it in IMAX!"

G-d, I don't recall the last time that I went to an IMAX showing. 

So keeping in the mind the saying, "try it and you'll like it," we went for the $19.00 IMAX 3D experience. 

(OMG, I still remember when movies in NYC were $1!) 

I was hesitant about this movie having heard that there were only 2 characters, and that 1 was Sandra Bullock!

Also, that she was the only one left for the second half of the movie--and I thought how interesting is this going to be?

Okay, I told myself, I'll get excited by the action and destruction in the first half with Clooney and sleep through the second half with Bullock. 

But it was so much better than I anticipated--one of the best movie experiences for me ever!

The IMAX 3D was absolutely amazing...only thing better would've been a massive in-your-face hologram of the whole movie--and I bet this comes one day soon.

The space walks, hurling space debris, exploding space stations and daring escapes was right there and up close in this movie.

I found myself at times reaching my hands out to practically touch the characters--since they seemed that close. 

And Bullocks tears floating in space--were very moving and cool at the same time. 

Bullock is going to win a ton of awards for her performance in Gravity. 

Oh, and one more funny experience was when a lady told this guy in the theatre to hush, and when he didn't listen, she kicked his chair.

But that wasn't the end of it...

After she kicked it a few times, he turned around grabbed her shoe right off of her foot and then threw it at her. 

She ran out of the theatre to get security. 

Security told them both to cut it out, and then I heard the guards outside laughing about these two quarreling theatre-goers. 

Anyway, I didn't sleep a wink in this movie, and enjoyed the whole experience. ;-)

(Source Photo: Rebecca Blumenthal)

Going For Gravity

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

Can't Wait For The Walking Dead - Season 4

This show, The Walking Dead, is just awesome.

It's the end of the world...

With the the few battling to survive.

The scary fulfillment of the prophecy of Isaah 26:19  that the "dead will live; their corpses will rise up."

But rather than "shout for joy," in this version of events, we scream with horror as zombies keep coming  and coming, and their is no place left to hide. 

Those left have to run and fight, but if they get bitten (and eaten) and die, they too become what they fear and hate most--"The Walkers."

The characters, the action, the intensity, the ultimate challenge for humanity.

Can't wait for October 13, 9 pm on AMC. ;-)

Can't Wait For The Walking Dead - Season 4

Rebuild, Not Regret

The Wall Street Journal (30 July 2013) says that it takes most people at least two years to recover from a breakup or a job loss.

And longer, if the loss is abrupt, sudden--and you are in shock, disbelief, and unprepared. 

When something bad happens, this is an important point in our lives to stop, take some time, and reexamine our lives--Where are we going? How did we mess up? What's really important? How should we rebuild? 

While you can't rush the healing process, I do think that the best medicine (after some recuperative time) is to "get right back on the horse."

When we suffer a loss, we feel traumatized, depressed, anxious, and self-absorbed.

But the best way to overcome those feelings is to take positive action.

Your feelings are important, but I don't think that the bad feelings go away until you replace them with positive feelings.

When my wife used to get some negative people in her life, she used to say, "I need positive energy around me," and I sort of used to laugh, but it's funny, in a way, she was really right. 

Positive energy replaces negative energy. Good feelings replace bad feelings. A good situation replaces a bad one. Rebuilding replaces regret and loss. 

This doesn't mean that when you suffer a loss that the void can ever be filled, but that the only real pain reliever is giving life meaning again--and that means doing something positive with it. 

No, I don't believe in just jumping in to something before you are ready, doing something foolhardy or not well thought out, but you will feel and become better again by coming up with a reasonable plan and working toward it.

Taking positive steps forward is a better scenario than sitting idly in the dumps--for two years or longer, forget it. ;-)

(Source Photo: here with attribution to Michael Kappel)

Rebuild, Not Regret

Death Biking

This was unbelievable--as I am climbing this very rocky hiking trail, out pops a bicyclist zooming down over the rocks. 

I have seen people run the trail--crazy enough--and I always imagine someone falling on the sharp rocks and basically splitting their head open.

But this guy--and 2 more of his buddies followed--were actually mountain biking over these rocks.

I have no clue how they do it--although going down must be easier than going up. 

When those wheels hit the rocks, you are taking your life in your hands that the bike doesn't just smash into it and flip right over. 

By the time, the 3rd guy was flying past, I saw that he had his butt raised off the bumpy ride and was sort of standing on the pedals trying to keep this thing from going down. 

It is amazing to me the crazy, risky things that people do. 

Is it for the thrill, the challenge, just to be cool, or what?

I can definitely see how you could get an adrenaline high from this, but it could just be the last fun you ever get. 

Anyway, awesome ride for those that can stomach it. ;-)

(Source Photo: Andy Blumenthal)

Death Biking

Action Video Extravaganza

This is an awesome action video--5 minutes and totally worth it.

It feels like being inside a single player shooting game. 

I first saw this video on Facebook posted by a colleague as a interesting advertisement for Go Pro wearable helmet cameras, often used for capturing extreme sports activities. 

Now we are going from helmet cams to Google glasses. 

With the new Google Glass coming out this year for $1,500--that mimics most smartphone functions including taking pictures and videos just by a simple verbal command such as "Okay Glass, record a video" or "Okay Glass, take a picture,"-- things are going to get a lot dicier. 

While this type of James Bond action doesn't happen everyday for most of us, if we can capture every day events like these --it will be both awesome from a recall, sharing, entertainment, study and scientific perspectives and scary from a privacy one. 

If Google Glass really works as it's envisioned, it is going to revolutionize how we interact with the world and each other--get ready augmented reality, here we come. ;-)

Action Video Extravaganza

Benefits of Coffee

So we went to see Bruce Willis's new Die Hard Movie today--"A Good Day To Die Hard."

Lot's of action, shooting, awesome weapons, attack copters, and car chases. 

We stopped on the way for a cup of coffee--but it wasn't Starbucks--which is sort of so cliche and boring already, but a mom and pop place--and it was nice. 

They had a refreshing variety of coffees, cozy tables, and good eats.

One thing, I couldn't help noticing was this funny sign on the wall touting the benefits of coffee--"Do stupid things faster with more energy."

I guess with compact energy shots like 5-Hour Energy, you can do stupid things not just faster and with more energy, but for longer periods of time as well. ;-)

(Source Photo: Andy Blumenthal)

Benefits of Coffee

Flying Under The Ocean

This is a cool video of a new experimental swimsuit called "oceanwings."

Similar to wingsuits for BASE jumping (skydiving), oceanwings have underarm and between the leg wings or spans of material that essentially gives a person float.

With oceanwings, instead of flying through the sky, you can fly through the water.

They are made by Aqua Lung which makes and sells professional and recreational scuba diving equipment. 

For someone that loves the water, oceanwing diving looks beautiful, calming, and a heck of a lot of fun. 

Not sure in the video, how the guy is breathing under water (since they don't seem to show any sort of air tank), but maybe he is just going on bated breath. ;-)

Flying Under The Ocean

Being Yourself Is a Full-Time Job

There is a saying that "When the going gets tough, the tough get going." 


But over time and a level of professional maturity, I've learned that rather than act, there are times when the more prudent thing is too hold your tongue and your will to take immediate action.

In the Revolutionary War, they said, "Don't fire until you see the whites of their eyes."

Back then, the strategy was employed to conserve ammunition, and today, similarly, it is way to preserve relationships and manage conflicts.

Indeed, sometimes, it's harder to do nothing than to do something--when we are charged up in the moment, it takes a strong leader to keep their head--and hold back the troops and the potential ensuing fire--and instead focus on keeping the peace and finding a genuine resolution to tough and perhaps persistent problems.

An important exception is when ethics and social justice is involved then everyone must find their inner voice and speak up for what is right--that is not the time for a wait and see approach.

The lesson for me is that while it can be challenging to at times hold your fire, and at other times to find your inner voice and speak out--this is where sound judgment and willpower come into play.

In this light, I said to my daughter that "It is sometimes hard just to be yourself." To which she replied wisely, "yeah, and it's a full-time job too." ;-)

She's right--we have to be ourselves and follow our conscience all the time--whether it means taking the shot or holding our fire.

(Source Photo: here with attribution to Oh Candy)

Being Yourself Is a Full-Time Job

Resilient To The Core

I circled back to an article that I saved away for the last 10 years (5 years before I started blogging and practically before it really even existed)!

It is from Harvard Business Review and it is called How Resilience Works (May 2002). 

It is an incredible article about what differentiates the person that falls apart and seemingly gives up under immense stress and those that use it as a stepping stone to future success and greatness. 

Resilience is "the skill and capacity to be robust under conditions of enormous stress and change."

Literally, resilience means "bouncing back," perhaps versus jumping throw a plate glass wall from the 50th story. 

Everyone has their tests in life--whether loss, illness, accident, abuse, incarceration, poverty, divorce, loneliness, and more. 

But resilience is how we meet head-on these challenges, and it "can be learned."

The article looks at individual and organizational "survivors" of horrible things like the Holocaust, being a prisoner of war (POW), and terrorist attacks such as 9/11, and basically attributes resilience to three main things:

1) Acceptance--rather than slip into denial, dispair, or wishful-thinking, resilience means we see the situation exactly for what it is and make the most of it--or as they say, "make lemonade out of lemons."

2) Meaning--utilizing a strong system of values, we find meaning and purpose even in the darkest of situations--even if it is simply to learn and grow from it!

3) Ingenuity--this is capacity to invent, improvise, imagine possibilities, make do with what you have, and generally solve-problems at hand. 

Those who accept, find meaning, and improvise can succeed, where others fail. 

Now come forward a decade in time, and another article at CNN (9 July 2012) called Is Optimism Really Good For You? comes to similar conclusions.

The article describes how optimism works for an individual or an organization only when it is based on "action, common sense, resourcefulness, and considered risk-taking."

"It's the opposite of defeatism"--we recognize that there are things not in our control and that don't always turn out well, but we use that as an opportunity to come back and find a "different approach" and solve the problem. 

The article calls this "action-oriented optimists" and I like this concept--it is not blind hope nor is it giving-up, but rather it is a solid recognition that we can do and must do our part in this world. 

Fortune Magazine summed this up well in an article a few months back as follows--There are three kinds of people: "those who make it happen, those who watch it happen, and those wonder how the heck it happened."

When things happen in your life--to you--which of these types of people will you be? 

(Source Photo: Andy Blumenthal)

Resilient To The Core

Leadership Now!

There is a very good interview in the Wall Street Journal today (14-15 July 2012) with George Shultz, former Secretary of State, Treasury, and Labor. 

Shultz talks primarily about our countries devastating financial situation today.

On the economy, he states bluntly: "We have some big problems in this country."

But according to the interview "the policies for revival are obvious with the right leadership."

Shultz gives an example of former President Reagan (who I blogged about previously (24 June 2012) in It's The Right Thing To Do] as someone who had what it took to lead us out of difficult times. 

"It took long-term thinking...[Reagan] knew and we advised him you can't have a decent economy with the kind of inflation we've got...The political people would come in and say 'You've fot to be careful Mr. President...You're gonna lose seats in the mid-term election."

And as Shultz reminds us, what was Reagan's response?

"And he basically said, 'If not us who? If not now when?"

The article goes on that "it took a politician with an ability to take a short-term hit in order to get the long-term results that we needed."

Reagans words and deeds remind me of the Jewish teaching from the Book of Avot ("Ethics of Our Fathers") from more than 2,000 years ago which reads in 1:14--

"If I am not for myself, who will be for me?
And if I am [only] for myself, what am I?
And if not now, when?"

Reagan was in tune with this ancient wisdom of our forefathers, that we have an obligation to take the appropriate actions to care for ourselves and others and not to put off these actions unto others or for later. 

This is one of those true leadership qualities that made Reagan one of the most popular and favorite leaders on the 20th century. 

Reagan acted based on principle and not based on votes--the long-term health and outcomes for the country was more important than the minute-by-minute polling. 

Of course a leader needs to represent the will and wishes of the people, but he must do so with the bigger-picture and long-term view in mind for the nation to survive and thrive. 

Similarly Peggy Noonan writes today about how we need a "political genius" to get us out of the mess we are in as a nation. 

She too uses Reagan as an example and explains how he used to state about congress that: "when they feel the heat [from voters], they see the light," and it is the President's job to help the people understand and "galvanize them."

As Ms. Noonan states about a real leader: "he's direct and doesn't hide his meaning in obfuscation, abstraction, cliches and dead words."

A leader who knows and believes as in the wisdom of fathers, and like Ronald Reagan, "If not us who? If not now when?"

(Source photo: here with attribution to Tom Magliery)

Leadership Now!

It's The Right Thing To Do

In election season, there is a lot of confusing messaging and as citizens, we are left trying to figure out where to go with our country's leadership next. 

The rhetoric is heating up as each side tries to outdo the other on why they are right and the other side is wrong on the issues and who will be better at leading us into the future. 

- But where is the negotiation, balance, compromise, and win-win for all the people? 

Then of course, there is the blame game that seems to go on too, with politicians saying things aren't getting done because of partisanship or this administration or that's mistakes--this is the finger-pointing. 

- What ever happened to the buck stops here? 

Related, we have others that won't even admit what they've said or where they stand on the issues--first, they may just try to deny it and say they never said it, and perhaps later, they admit they said it, but they didn't mean it quite that way--like, it's a sound bit taken out of context. 

- Is this conviction or just playing to the audience? 

Finally, what are candidates even trying to sell us when they are electioneering--slogans, potshots, sleight-of-hands, political publicists or genuine direction for how to make this country great.

- Is it a person, a party, or a platform that we are even voting for and how does race, ethnicity, sex, religion and so forth factor in to the votes? 

Some commentators, like Peggy Noonan, have rightfully said (Wall Street Journal, 18-19 June 2012) that candidates must find a theme that people can sensibly grasp unto--something that gives a "sense of meaning" for their run.

Ultimately, we need to know who the candidates are as human beings--what is in their soul--what do they really think--and most important, what will they actually do, if they have the power. 

A few weeks ago the Wall Street Journal ran an editorial called "Four Words that Moved The World: 'Tear Down This Wall'"--those where the words uttered by then President Ronald Reagan on June 12, 1987 in a speech in front of the Berlin Wall. 

Reagan told his deputy chief of staff that even though some would be mad at him for saying it, "it's the right thing to do." 

Those six words are even more powerful than the four in his speech, because, especially as a leader, doing--not just saying--the right thing, is everything!

The hard part, as voters, is figuring out who will do what the right thing when they are called on. 

(Source Photo: here with attribution to Randy Robertson)

It's The Right Thing To Do

Innovation: Leaders vs. Liars

There's a big difference between doing something and saying you're going to do something. 

Or as I learned early on--words are cheap, but actions speak loud and clear.

The Wall Street Journal (23 May 2012) reported this week about how many companies (and even academic institutions) overuse the word innovation--"the introduction of something new."

It's practically become cliche--"chief innovation officers, innovation teams, innovation strategies, and even innovation days."
So is innovation just the buzzword du jour or is ultimately something more?

Of course, the more we use something like the term innovation, the greater the chance to dilute its meaning. 

- "33,528--times [innovation] was mentioned in quarterly and annual reports last year."

- "255--books published in the last 90 days with innovation in the title."

- "43%--of 260 executives who said their company has a chief innovation officer."

However, innovation is not just a word to throw around and use lightly--innovation is our bread and butter in this country; it is what differentiates us from our global competitors (i.e. its one of our main competitive advantages) and is a source of our economic strength.

Not all innovation is created equal--there is "innovation lite" (my term), where we take something and make it better, faster, or cheaper, and then there is "disruptive innovation"--where we really bring something new to the market.  

"Everybody's innovating because any change is innovation," but not every innovation is transformative.

We can't afford for innovation to lose its meaning, because leaders and companies that abuse it and dilute it--and don't ultimately deliver--will end up losing their jobs and ultimately the companies themselves. 

Real innovation is like condiments, use it sparingly and it can pack a huge punch--pour it on indiscriminately, and you might as well just throw away the whole dish.

What we need are innovation leaders that don't just mouth the words and buy the toys, but champion it, invest in it, and empower and encourage their employees to make it happen. 

Innovate or die is our reality--so be a true innovation leader--don't lie to yourself if it isn't the real thing. ;-)

(Source Photo: here with attribution to Seth Waite)

Innovation: Leaders vs. Liars

Playing The Hand We Are Dealt

It's a new year--2012--congratulations, we made it!

For the new year, I wanted to share this photo that I came across of "The World's Largest Monopoly Game."

To me, the most striking aspect of this photo is not the size of the game board, but that the people are actually the pieces.

So often life seems like we are pieces in a big game--as if someone is spinning the dice of life and depending on what number comes up--so goes our fortune.
But inside, I don't really believe that--that is too fatalistic and too defeatist. At the same time, I don't believe that we are in control of everything that happens every moment. To me, there are larger forces at work--emanating from G-d, and we must "play" the hand we are dealt.

G-d sends us tests and trusts in life, as Rick Warren says--we do not directly control these.

The tests and trusts give us the opportunity to grow beyond what we are today, to learn life's hard lessons, to care for others, and ultimately to elevate ourselves.

Indirectly, how we do and how well we learn life's lessons--sometimes "hard knocks"--may influence the nature of the future tests and trusts that G-d sends us.

In Monopoly, the roll of the dice or the Chance and Community Chest cards seem to determine our fate--how many spaces we move ahead, how much we have to pay or how much we receive, or whether we end up in the proverbial Monopoly jail. In contrast, in real life, we have the power to choose how we react to to those "chance" events--do we get angry, do we lash out, do we become defeatist or do we fight for what we want and really believe in.

For the New Year, what a great time to resolve to take back some control over lives and to not just be like human pieces in a big game of Monopoly--to choose instead to accept the tests and trusts that you are give and to do the best that you can to grow from them.

This morning, I heard Joel Osteen say on TV that we should prophesize good for ourselves, so that our words can open the door for G-d to bless us.
While, I do not think that our words of desire control what G-d does, I do believe that how we act does influence events, although not always in the way we think.

There is the age old question of why do the evil prosper and the good people suffer? Often, I've heard various answers given that either we don't really know who is good or evil, we can't understand G-d's plan, or the real reward and punishment is in the World to Come.

However you see it--G-d's plan and ultimate justice--what we can constructively do is to try our best everyday and in every way--what a better plan than just circling the Monopoly board like a helpless and hapless piece in one big game.

(Source photo: here)

Playing The Hand We Are Dealt

Getting Control By Getting Back To Basics

I don't know if you've seen this--it's pretty popular, but I just really liked it:

“Beware of your thoughts, they become your words.
Beware of your words, they become your actions.
Beware of your actions, they become your habits.
Beware of your habits, they become your character.
Beware of your character, it becomes your destiny.”

To me it just makes so much sense--and it's how we can either get ourselves on a track for successful living or potentially into some pretty big trouble:

It starts with a simple thought--good or bad--light bulb goes on, bling!
Utter the thought (in word) and it begins to take form--blah, blah, blah.
Put that thought into action, and now--boy oh boy--what have you done?
Repeat once, twice, three times, and you have a habit--or in Jewish tradition a "Chazakah," something firm or established--think of it as, you're hooked.
Habits sure as heck breed character--and don't pretend otherwise...
And your character is your calling card with others and ultimately with G-d.

The good thing is that we have 5 steps to intervene--to gain control over where we are going with our lives.
And we can turn things around, at any time.

- Change your thinking.
- Clean up your mouthpiece.
- Act with kindness.
- Repeat only the things you want to ingrain.
- Guard your character through regular monitoring and course correction.

(Source Photo: here)

Getting Control By Getting Back To Basics

This Man's A Real Magician

One more very impressive act on this Sunday afternoon.

10 illusions in less than 5 minutes.

Hans Klok is amazing--especially impressive to me is how he does the following:

1) Moves so fast--more than 1 illusion every 30 seconds!
2) Actually remembers all 10 illusions--I can't remember what I ate for breakfast this morning ;-)
3) Pulls all the illusions off without a single glitch
4) Changes positions with the roaring lady with his hand sticking out of a locked box at :30.
5) Has the women's legs (just her legs!) pushing a cart across the stage at 2:40--are those legs robotic?
6) Moves the guys head from his shoulders to his belly and back again at 2:50--the guys head falls almost like from a guillotine!

While I am not usually terribly wowed by magic acts, this one has quite a lot going for it including speed, action, humor, and some pretty good accompanying music.

Thank G-d for the Internet and Youtube, which enables us to share and enjoy all this great stuff--anytime, anywhere.

(Also, thanks Cousin Betty for sharing this.)

This Man's A Real Magician

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

Managing with Integrity

Most professionals know instinctively that they should act with integrity, if only to avoid getting caught. Yet, of course, not everyone does.

Whether it’s Bernie Madoff ripping off investors to the tune of $50 billion or the store cashier helping themselves to $5 from the register, many people make poor ethical decisions.

Given human nature being the way it is, it’s not surprising when people are tempted to do bad things. What is a little harder to understand is when managers, who may have to answer for the conduct of others, look away when they see it happening.

This is the subject of an article in Harvard Business Review (March 2010) called “Keeping Your Colleagues Honest.” According to the article, here are the four “classic rationalizations” that keep managers silent in the face of wrongdoing:

• “It’s standard practice”—or everyone was doing it and so that makes it okay.
• “It’s not a big deal”—some people state it this way, “no harm, no foul.”
• “It’s not my responsibility”—or as the Bible put it, “Am I my brother’s keeper?”
• “I want to be loyal”—or don’t be a Benedict Arnold.

HBR gives some suggestions for handling ethical dilemmas in the organization:

1. “Recognize that this is part of your job”—“people tend to view ethical conflict as aberrations…[but] that’s just not true….[it’s] a regular part of professional life.”
2. “Make long-term risks more concrete”—all too often people get caught up in the moment and want or feel they need to take the easy way out. So a good strategy for helping people to behave more ethically involves pointing out the risks and possible long-term consequences of the behavior.
3. “Challenge the rationalizations”—For example: “if this is standard practice, why is there a policy against it? Or if it is expected, are we comfortable being public about it?”
4. “Present an alternative”—Some mistakenly believe that ethical choices are not rewarded and are simply “naïve idealism,” and that we “have no choice” sometimes in doing the wrong thing. However, great managers recognize that there is always a choice.

There is no doubt that it is hard for managers to have to stand up for what’s right. There is always organizational pressure to get along, go along, and make things happen.

But in the end, we are accountable for our choices, whether we feel comfortable about it or not and whether they involve action or passivity.

In my experience, most people have a conscience and will try to do what is right. However, it is only a very few who have the self-confidence, the character, and the fortitude to stand up and follow their conscience even when it’s not easy, not convenient, not cheap, not fun, not popular, not beneficial in the short-term or even the long. (And there is not a clear playbook for every situation.)

I believe that making tough choices is our test and our trust in life, to do what we believe is right and ethical. It’s not only our greatest professional challenge but also our greatest personal one, and we cannot rationalize it away.

Managing with Integrity

It’s The Journey, Not The Destination

There is a great quote by Theodore Roosevelt in a speech he gave called “The Man in the Arena” (1910). The quote is about not being deterred by criticism, and to keep “striving valiantly.”

Quote from “The Man in The Arena”

Theodore Roosevelt

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

To me, it is not the destination, but rather the journey that is of critical importance in learning, growing, and becoming more tomorrow than we were yesterday.

A colleague a work told me, whenever you make a decision, half the people will love you and half will hate you. I understand that it can be easy to get discouraged when people criticize your decisions and actions. Leadership means listening to the criticism, even when it is painful. You just have to sift the constructive elements from the pure mud slinging.

He went on saying that just by living life, you would be jostled by it. And maybe that is the point, it is the striving—along with the bumps we get along the way—that builds our character and makes us stronger to take on even greater feats in the future.

So not to despair when times are tough, this is the making of a (hu)man and the crafting of a leader.

It’s The Journey, Not The Destination

Balancing Planning and Action

There are two common problems where immature or dysfunctional governance results in poor performance. When good governance is lacking, either decision makers:

1) Over-think and underperform or
2) Under-think and underperform

In the first case, people are seemingly paralyzed (often in a state referred to as “analysis paralysis”) and are hesitant to make a decision and so the organization stagnates—in a state of perpetual inaction—and underperforms.
In the second case, people don’t think enough about what they are doing—they lack adequate mechanisms for planning, analysis, vetting, and general due diligence—and are too quick to just do something, anything—whether or not it’s the “right” thing—and again they end up underperforming.
Both situations have negative consequences on the organization: In one, people are over-thinking and therefore not doing enough and on the other hand, people are under-thinking and therefore end up doing the wrong things.
Instead what we need is a rational sequence of think, do, think do, think, do—where actions are regular, frequent, and driven by a reflection of what’s occurred, the entry of new inputs, an analysis of alternatives, a vetting process, and the point of decision-making.
This is the essence of good governance and the most basic balance of thoughts and deeds, where thinking leads to action and action feeds back to the further thinking and so on.
In it’s more expanded form, Dr. W. Edwards Deming, the father of quality management, founded the Shewart cycle or PDCA (based on the scientific method)—where planning, doing, checking, and acting is a constant cycle of action and reaction:

Here we can see that good governance leads to continuous momentum from planning (thinking) and doing (performing) to a robust feedback mechanism that includes checking on results and acting to analyze and improve on those.
A recent article in MIT Sloan Management review, Spring 2010 called “Learning When To Stop Momentum,” by Barton and Sutcliffe, provides similar lessons from the perspective of overcoming dysfunctional momentum.
Dysfunctional momentum: “occurs when people continue to work towards an original goal without pausing to recalibrate or examine their processes, even in the face of cues that they should change course.”
Dysfunctional momentum fits into the category described above of under-thinking and underperforming. If we don’t “pause and recalibrate,” (i.e. think before further action) we are not going to perform very effectively.
The authors recommend that we do the following to cure dysfunctional momentum (under-thinking):
1) Be humble—“be confidant in your skills but humble about the situation. Even the most experienced experts cannot know how a dynamic situation will unfold.”
2) Encourage skepticism—“it is important that everyone’s voice be heard.”
3) Seek out bad news—“use the acquired information as an opportunity to learn.”
4) Be available—“interruptions force us to reconsider whether we really know what is going on and how well the present actions are working.”
5) Communicate frequently—“face to face is the richest medium for communication because…it conveys multiple cues that allow for a range of meaning, and it provides the opportunity for rapid feedback.”
To me, we can also cure dysfunctional paralysis (over-thinking) by tempering the prior recommendations with the following ones:
1) Be bold—be willing to understand the requirements, the options, vet them, and make a decision and move forward.
2) Encourage conviction—hear everyone’s opinions, thoughts, and ideas and then have conviction and take a stand.
3) Seek a decision—get the good news and the bad news, put it into a business case or other presentation for decision makers to act on.
4) Be discrete—manage time with discretion following the phrase from Ecclesiastes that “there is a time for everything”—a time for thinking and a time for doing.
5) Communicate with purpose—communication is critical and often the best communication is directed ultimately toward some decision or action to further some advancement on the subject in question.
The article summarizes both perspectives this way: Dysfunctional momentum occurs not necessarily because people are ignorant, risk-seeking or careless, but because they are human and have as much trouble in controlling momentum as they do in surmounting inertia.”
To address the issues of over- and under-thinking problems, we need to establish policy, processes, structures, and tools for good governance that support people in thinking through problems and making decisions on a sound course of action—leading us to a continuous and healthy cycle of thoughts and deeds, planning and action.

Balancing Planning and Action