Two Way Mirror: Beyond Finger Pointing

Two Way Mirror: Beyond Finger Pointing

Resolving Intergroup Conflict

As occasionally hired as a referee. Two groups were at loggerheads, “Could you please resolve the conflict.” More frequently conflict arose during a change project.

My approach was to interview people on both sides and bring the combined group together and feedback what ia had learned. In a change project, where leadership was on board, this was enough to get everyone working on compromise.

Often these conflicts were about decision rights, information sharing, or who was supposed to do what. So simple tools like meeting ground rules and responsibility and/ or decision charting (RACI and/or RAPID) were more than adequate for the task.

A few times of times in my career I stepped unawares into a conflict that had raged unresolved for years. One was a battle between two different salesforces. Another was a longstanding conflict between maintenance and operations in a large chemical plant.

When two salesforces might not be better than one

Theoretically these salespeople were meant to be calling on different buyers and selling different services, but over time customer companies had merged, buying departments had consolidated and the services sold by the two salesforces had been “enhanced” so services weren’t differentiated and your biggest competitor was across the hall.

The two salesforces were led by men in their late thirties who had joined the firm at around the same time and were allegedly once close friends. They were each described as hyper-competitive. A year previous firm hired a general sales manager from the outside. Everyone described him as a “young hot shot,” so often that when I met him I was surprised that wasn’t on his business card. He was three or four years younger than his direct reports, but did look much younger.

“I don’t see the problem. A little internal conflict is good for sales. There have been some pranks, sure, but that’s just salesmen having fun.”

I had been hired by his boss who was disturbed by some of those pranks, lighting wastebaskets on fire, jamming the copy machine on purpose when one of the other team was preparing for a rush presentation.

“This isn’t innocent fun anymore – its is totally out of hand.”

 “We get the product out the door!” “You break stuff or blow us up!”

During a continuous improvement project, you couldn’t have maintenance techs and manufacturing operators on the same team without a lot of yelling. A few years previously, after a high profile process safety incident, a consultant reorganized the plant.  There was a new department of process safety, which reported with a solid line to corporate headquarters and a dotted line to the plant manager. Maintenance, which had  reported to manufacturing, now reported to process safety.

The plant made a commodity feedstock for fertilizer and for other chemical products. we We were hired because foreign competition were cheaper and continuous improvement was expected to reduce costs.

After two of the improvement teams broke apart the project manager asked the client for an extension to resolve the conflict, and I got the job.

The Two Way Mirror

In both cases I used an organization development exercise called the Two-Way Mirror to surface the conflict. (The exercise is attached to the back of this article.)

This exercise surfaces negative images and stereotypes that each group holds of the other, which cause them to fail to listen, or even address the conflict. In both cases, a long pattern of a name-calling, passive aggressive “jokes” or “pranks” and defensive reactions (“Yeah, well what about___?”) got in the way of any serious attempts to resolve the problem.

In both instances the exercise worked to start a discussion which ultimately led to a resolution of the problem. Lest I paint myself as some kind of conflict resolution superhero, the exercise would probably not have been as successful  without leadership support verging on mandate, “Figure out how to fix this!”

The exercise plays with US and THEM, but avoids the words as divisive. It deals with group self-perceptions and perceptions of the other group, It doesn’t address solutions to the problem. That comes later.

Managers met separately in a facilitated session with their boss and were coached to listen during the exercise rather than be defensive of dominate. Two Way Mirror starts with each group working on their own, discussing and recording for later presentation:

  • How do we do we think of us, (strengths and weaknesses)
  • How do we think you view us,
  • what do we think of you
  • what do we think you think of yourselves.

These were facilitated sessions, but the groups first decide who will present and who among them will scribe. The role of the facilitator is to drive for honesty and clarity, to avoid or shorten war stories and generally keep the group on track and on time.

In the sales groups I broke into two small group sessions and two large group presentation sessions. That took longer but might have been better given the vitriol between the groups.

When the groups came together they each presented on.one of the bullets above. We decided who went first with a coin toss and switched after each section. In what do we think of us in both cases there were a lot of nods.

In each case, what do we think you think of us, was quite negative and people, said things like “No, wait we don’t think that about you we see your strengths and don’t think your weaknesses are that bad.”

By the time we got to the final section presentation, “What do we think you think of yourselves,” there was  a lot of self-deprecating laughter in the room. “Oh, that’s how we come across? Oops.” This wasn’t the conflict resolution.

This only began to break down stereotypes.

Later after much work the sales teams stayed as two teams but revised territories and the services they sold. They created a territory/prospect dispute process to resolve ongoing conflicts.

Ultimately operations and maintenance reorganized. Both reported with the solid line to the plant manager again, but both had a dotted line to corporate process safety. They first aligned production and process safety goals and invested substantially in equipment renewal and replacement. Our continuous improvement project actually raised costs short term (ouch), but the plant made improvements that offset the investment that produced lower costs and safer operations longer term.

Below are the exercise instructions.

Two Way Mirror: Exercise Instructions

This exercise is a famous organizational development structured experience first used by Dr. Richard Beckhard to resolve conflict between the marketing and engineering departments at Mobil.

Objective:

Used in intergroup relations. To become clear of the views and stereotypes held by two groups in conflict or in potentially conflicting roles, which interfere with intergroup communication and working effectiveness.

Group size:

Unlimited, but for larger groups may require multiple facilitators for breakout teams.

Timing:

60 –90 minutes -10 minute facilitated introduction, 20 minutes in small groups, 30 –60 minutes small group presentations and facilitated large group debrief.

Instructions:

  1. The facilitator explains that the purpose of the exercise is to understand how each group views itself and the other group as a prelude to establishing working ground rules.
  2. Each group is sent to a separate breakout room with flipchart paper and markers and told to prepare 2 flipcharts for presentation back to the group. On the first chart, labeled “US”, they should list descriptions of how they view themselves as a group The descriptors can be separated into specific categories: e.g. Strengths and weaknesses, or characteristics and typical behaviors at the discretion of the facilitator.

On the second chart, labeled “How we think you view us”, the group should list how they believe that the other group views them.

(Resist the temptation to ask for a chart labeled “THEM” or to ask people to comment negatively on the other team as this can destroy trust in a way that would be difficult to recover from in the context of the exercise.)

  1. The groups return and each group presents their view of themselves and their view of the other group’s view of them.
  2. The facilitator asks the debrief questions in order to move towards some ground rules for intergroup behavior

Expected Results:

What usually happens is that groups are reasonably self aware (though often with a decidedly positive skew). Many groups are somewhat accurate about their own strengths and weaknesses

.Most often groups are somewhat less accurate about how others view them. In this case, the facilitator should bring out these differences and ask what impact they have on interactions between the groups or individuals  of the groups.

In the event that one group  is somewhat “beaten down” (with a negative self image or perceived perception of others) the facilitator should comment on that and ask how that affects interactions between the group. Similar process is also appropriate for unrealistic self image or perception of others.

 

Debrief Questions:

  1. Starting with “US” charts later moving to “Their View” charts ask what similarities do you see?” –record on a flip chart.
  2. Ask How that “helps interactions” –record on a flip chart.
  3. Then ask “what differences do you see?” (first with “US” then The “Their View”) –record on a flip chart.
  4. Ask “how does this hinder interactions?” –record on a flip chart.
  5. Finally ask participants to suggest ground rules for interactions which would alleviate this problem.
Imagination

Imagination

Going to the Circus

LADIES AND GENTLEMEN. Please turn your attention high above the center ring . . .

Hush. . .”

“High above ladies and gentlemen on the trapeze and working without a net, the lovely Belinda will now attempt a triple somersault into the waiting hands of Raul. . . Ladies and gentlemen we ask for complete silence while she attempts this death defying feat. . .”

My sister and I, still in our pajamas, were under the covers on a Saturday morning with my father looking down at the dark where our feet should have been. But we were staring above the center ring of the circus listening to the booming voice of the ringmaster.

My father, the ringmaster, wove a spell; my sister and I were spellbound. Imagination can take you into a wonderous magic world.

My sister became an artist, a printmaker. Now I am a storyteller. I don’t know if that had anything to do with going to the circus, but maybe. . . just sayin’. . .

What is imagination?

Is imagination a mental faculty to create objects and concepts that cannot be seen, heard, or touched with the senses? Is it the foundation of creativity, art, and innovation? Is it emotional? Can imagination help us be more sensitive to the feelings of others? Can imagination turn destructive creating a downward spiral of negative self-images and envisioned judgements?

I imagine all these characteristics are true.

Is imagination only visual?

”In my mind’s eye” is where Shakespeare had Hamlet tell Horatio he saw his father’s ghost, (or did he see a “real ghost?”)

Imagination is sometimes described as visual, as mental pictures, imagery, visualization. While mental imagery and visualization techniques do rely on imagination, other senses can be involved.

We can easily imagine sound, which many musicians would quickly attest. We can imagine smells or texture,  You can test this for yourself. Have you ever said something smells, feels, sounds “entirely different than I imagined.”

We think we can imagine another’s feelings, but we should be careful that our imagining doesn’t become projection. It is just better to ask someone how they are feeling.

Is imagination like dreaming?

Maybe. Both are mentally produced sensory feelings that aren’t there.  Imagination is a capability of the conscious mind; dreaming happens when you  are asleep. It is an unconscious process.

There are some similarities between imagination and the dreamworld. Both aren’t limited by reality or what you have seen before and remember.

I’m told that Fritz Perls, psychiatrist and one of the founders of Gestalt therapy said about dreams

“All parts of the dream are you. If you dream about a house. The house is you. If you dream it is on fire, the fire is you as well.”

To interpret dreams, Perls recommended to give voice to each part of the “you” in the dream. I tried this once. I talked as a broken skateboard, as the hill down, as the hill up, and in the process realized that my unconscious was telling me to stop working 100 hour weeks before my body broke down. I used my imagination to interpret a dream.

Imagination is an active capability. Is dreaming more passive or is our unconscious more active than we give it credit for?

Imagination is that right-brained stuff, right?

I have always liked the left hemisphere-right hemisphere rubric of brain theory. I studied the work of Ned Herrmann who documented and measured the right and left hemispheres and the cerebral (thought) and limbic (emotional) hemispheres. Herrmann’s work has held up to MRI analysis.

So I would have said yes. Apparently I would be wrong.

Dr. Alex Schlegel of Dartmouth conducted MRI studies and found that imagining was equally distributed across the entire brain, even if the imagination was focused on one sense or another. Schlegel theorized that imagination was  “part of our mental capacity”

Our findings move us closer to understanding how the organization of our brains sets us apart from other species and provides such a rich internal playground for us to think freely and creatively.”

How does Imagination compare to memory?

It seems to me that memory is a record of actual experience and imagination is an active creation of the unexperienced. Having said that, they are both mental processes. Presumably, they both involve neurons and synapses. Might there be a comingling of memories and imagined events? Would that explain how different people remember events differently or that we can “remember” things that didn’t happen?

Imagination can build upon remembered experience, by considering the question, “What if?” African elephant’s ears are so much bigger than Indian elephants. What if they were big enough to provide lift for an elephant to fly? And Dumbo is born in a Disney animation studio.

When Gramma Billie bought the farm

When our first grandchild was around three, my wife bought a farm toy. It is a painted pressboard barn and stable that goes together with tabs fitting into slots. “Silly Grampa,” thought the attraction would be assembly. I thought that putting tab ‘A’  into slot ‘A’, etc. and after the build arranging animal tableaus, would provide a little rainy day or pre-playground enjoyment.

The first granddaughter is now a high school graduate, The six and ten-year-old still play with the farm. All the animals talk. Even the dump truck has a voice with a rrrmmm at the front and back end of everything he says. The farmer and his wife (who are invisible) have fights and make up with saccharine lovey-dovey kisses that produce huge giggles.

We keep buying animals with zero regard for scale, which we are told isn’t important “AT ALL.” We have witnessed mother daughter heart-to-hearts between horses, cows, pigs and chickens and some cross-species talks. We have been invited to play along and sometimes “get it right,” but just as often “do it all wrong,” when our voice doesn’t match the imaginings.

Based upon the first granddaughter I thought the farm had a half-life of about 7 years, but based upon my enlarged (but still too-small) sample of three granddaughters I’ve increased it, playing with your sister changes the age limit.

Uses of Imagination

Science

Albert Einstein famously said:

“Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution.”

Einstein’s major discoveries came from what he called thought experiments. We might not have special relativity without Einstein imagining chasing a beam of light when he was sixteen. In an argument with Niels Bohr, he imagined quantum entanglement, two particles suddenly separated doing “spooky action at a distance,” which Bohr later proved.

In 1869 August Kekulé, a chemistry professor at found the ring-like structure of the benzene molecule, by imagining the ancient symbol of an “Ouroboros,”

“But look! What was that? One of the snakes had seized hold of its own tail, and the form whirled mockingly before my eyes.”

Some say Kekulé had a vivid imagination, but imagined the snake story to conceal that a French chemist discovered the benzene molecule structure before him. Imagination has many uses.

The Arts

I probably don’t need to justify that artists are imaginative beings. Some people think the entire creative process is imagination.

Neil Gaiman, the science fiction and fantasy novelist, relates that he is always asked, by naïve readers, “Where do you get your ideas?”

“Writers get ideas the same way everyone does, we just tend to notice them. .  .The idea is less valuable than people imagine. The writer’s challenge is to sort and develop ideas  and write twenty pages – then tear it all up and start over. I wish I could imagine my way through all that.”

Divergent thinking

In innovation, continuous improvement, design, we use divergent thinking, brainstorming, lateral thinking, etc. to generate large quantity of ideas that we then use convergent thinking to choose the best idea.

We might generate ideas by comparing our design to completely unlike things (metaphor), thinking of the opposite of the outcome (anti-solution) or by creating a world where certain natural laws didn’t apply (fantasy), or other techniques that use our imagination.

How to Increase imagination

There are some cognitive theorists that maintain that our imagination decreases as we age. They say that as we experience more, we have more knowledge and memories to access, which replaces the need for imagination. Tell that to a Disney Imagineer, or an advertising creative director, or a theoretic quantum physicist.

It is easy to look at imaginative children and feel like an  “old stick in the mud,” but I think imagination responds like other physical and mental capabilities . “If you don’t use it you lose it.”  I think it is possible and maybe imperative that we strengthen our imaginative capacity.

Here are some ways I think work:

  • Set aside some time to imagine, like you make time for exercise (or if you are like me, maybe better than that). I write down what I imagine, pen and notebook, (rather than a computer) because that aids my mental processing.
  • Start with a visualization. Imagine a journey on foot up a mountain, climbing a difficult path in the woods, or a walk on a beach, or a sail on a sunny day. Imagine sights, sounds, smells and texture, people you might meet, animals. Change the weather, change your interactions with the environment.
  • Play with some kids, I have been accused of “never growing up.” It is an inheritance of sorts from my father. But kids under seven have very imaginative play that I’ve found contagious.
  • Do some non-representative art – Write a series of words that describe a sound, a sight, a smell, a touch, carve a bar of soap, finger paintto stretch your creative muscles.
  • Ask ‘what if’ or “I wonder” or ‘is what ways might we?’. Better yet use these questions in discussion with others. ” what if intelligent platypuses from another dimension asked us to explain streaming?””

Our world might be described as a “hot mess.” We can’t afford a failure of imagination. I take inspiration from the words of Robert F. Kennedy,

“Some men see things as they are and ask ‘Why?’ I see things that never were and ask ‘Why not?’”

 

Ten Favorite Questions of a Process Consultant

Ten Favorite Questions of a Process Consultant

Process consultants ask questions

Content consultants, experts provide answers. They assume the client knows what he is asking and knows what to do with the information. Process consultants ask questions. Their mission is to help the client understand the problem, arrive at the solution, and implement it.

I started my consulting career as a content consultant. I researched markets with beginner eye; and I looked at trends in customer needs and competitive response and made recommendations about new products or sales channels. 

I quickly learned that the success or failure of the project depended on leadership. In short, if the client was engaged and interested in learning he would implement; if not, the report sat on the shelf gathering dust.

To be fair, I drew this conclusion on two data points. Extrapolating from incomplete data is a danger in all consulting, but this observation proved to be true over thirty-seven years in consulting. My initial conclusion pushed me to get more education in leadership and organizations development at Teachers College Columbia under Dr. Warner Burke,  and to work behind Dr. George Litwin for ten years including working with many well-known OD consultants that George partnered with.

I don’t hold myself out as being in that league, but I did work for a long time as a process consultant, a change guy, and so developed this list of favorite questions. I never used them all with one client; the objective was to get the client talking.

Engagement

  1. I am excited/ pleased/ intrigued/ concerned to be here because______; how do you approach this project? This question starts the engagement process. It works if you authentically express your feelings about the project (hopefully more pluses than minuses) and allow the client to express emotions around the engagement).

Problem definition

  1. What problem are we trying to solve? Be aware that some clients will recoil at tge word “problem.” Allow for the redefinition to “opportunity” or “initiative,” but you are really trying to get the client to describe why they want to hire you.

 

  1. What is happening? This is especially helpful if the client is having difficulty describing the problem or if you sense that there are many problems. Prompts include:
    1. What is happening that should be happening?
    2. What isn’t happening the shouyldn’t be happening?
    3. What is happening that shouldn’t be happening?
    4. What isn’t happening that should be happening?

These prompts are from the Is/should matric, which I often use to visibly  display the answers. I start with the positives because those are constraints for the project – i.e. , “don’t mess these up!”

 

  1. What is your part of this problem? This is a disarming question to many clients. I use it early, especially if they client as defined the problem as caused by “them.” If they continue to blame others, I say, “OK I get their part of the problem, what is your part of the problem. If that still doesn’t work, I knew I had a controlling client and I could adapt my approach.

 

  1. If you found a brass bottle in a cave and released a genie, what three outcomes would you wish for this project? This is a classic “vision of success” question. I like the fanciful set-up because it is engaging and the ‘three wishes” because it moves beyond the – “fix the problem dammit” answer often to move qualitative outcomes

 

  1. What is your worst nightmare about this project? Or alternatively “What keeps you up at night about this project?” This surfaced concerns that guided me at all stages in the project.

 

  1. Whose help will we need? Alternately,  what person or group of person’s (besides you) is critical to the success of this project? I often asked this earlier because it mapped the  client system. Another place to use it is after diagnosis, before solution implementation planning.

 

Pre-implementation

  1. What are the forces that will support or encourage this solution?/ What are the forces constrain or oppose this solution? Many will recognize these questions are Kurt Lewin’s Force Field Analysis. While force field analysis is usually conducted as a facilitated group process, it can be used informally in discussion. Remember to create next steps especially for forces against.

 

  1. What is your part of this solution? I always came back to engaging the client personally pre-implementation of the solution.

 

  1. How will we know this is working? Mid- implementation? At project end? In one year? In five years? This is a metrics question and you are looking for process metrics to know if the implementation is on track, end of project results metrics, and sustainability metrics.

The point of all these questions is engagement, to get the client thinking and talking about the project and outcomes. Notice that they are all open-ended question (what, where, how), which require more than one word answers and not closed ended questions (do, Is,, should), which shut down conversation and feel like interrogation if overused.

Leadership and client engagement turns out to be one if not the primary success factor in change. Many leaders approach change with a “think – talk – act” paradigm. Your questions can help them move to action.

 

Extending Labor Day

Extending Labor Day

A Day to Celebrate Workers

It is Labor Day here in the United States and Canada today. We celebrate the contribution of workers to the general well being of the economy and the development of the world.  

Labor Day was founded today by the New York Central Labor union in 1884. Much of the rest of the world celebrates workers on May first, May Day, to commemorate the Chicago Haymarket riots in 1986. The Second International Conference (of socialists) named May 1 International Workers Day in 1889, capitalizing on the ancient May day/ Beltane/ holiday of dancing round the maypole with the flower crowned Queen of May.

The US and Canada declined to follow a world holiday aligned with socialists and pagans – really?

My father and grandfather were union men, members of the ITU, the International Typographers Union, printers, newspapermen with “printers ink in their veins.” The ITU was one of Americas first labor Unions strong proponents of the 48-hour work week in 1897 and the 40-hour work week in the 1930s. It was one of the first unions to allow women membership (1869).

Labor Unions and Me

My grandfather learned the linotype machine  a mechanized hot metal typesetting machine, in the  in the late nineteenth century machine and probably joined the ITU in Milwaukee. Milwaukee proved to cold for his wife, my grandmother and so Harry moved the family to Florida in 1912 when my father was eight. His linotype skills were his ticket to a job. Ultimately he founded Culler Printing in Lakeland Florida.

I’m not sure when my father Ray learned the linotype or joined the ITU, but those skills were his ticket to a job at the Boston Herald Traveler in 1944 when  he sold Culler Printing because “we just couldn’t get help. Printing was still a male trade and all the men who weren’t drunks were in the war.”

 My first experience with unions were when I was thirteen. My father took me to then Herald Traveler on a Saturday to “show up” for contract labor to help get the Sunday Papers on the trucks. I was hired because my father was a union guys.

My job was to move a hand truck to a red line near the press area across the loading doc to a yellow line at the edge of the loading dock a distance of about thirty feet. Everything went great till the morning coffee break. All work stopped.

Well, I didn’t drink coffee then so I went looking for something to do. There were many stacks of papers in the area next to the presses that just hadn’t been put on the red line yet, so off I went with my hand truck and picked up a bunch of them and ran across to the edge of the loading dock. There wasn’t anybody at the yellow line so I just rolled the cart onto the truck and stacked the papers. I didn’t hear the whistle, and was well on my way to my third stack when someone grabbed me. I heard the foreman say to a phone “Culler, you better get down here and talk to your boy.”

“ Alan the red line is the Pressman Union’s line and the yellow Line is the Teamsters line. In the middle is a free zone to be worked by other unions. You can’t cross those lines because you are taking work away from other unions.”

“That’s dumb!”

“It may seem dumb, but those are the work rules and you have to follow them.” I don’t remember if they let me finish out the day, but it was clear that I would never be invited back.

So my opinion of unions started with this somewhat negative personal experience. I don’t remember when, but I remember I was married, so post 1969, but hadn’t gone to business school yet (1979), I went with my father to an ITU meeting, probably a local for the newspaper, or perhaps a Boston local. My father was concerned. His wife was a computer programmer and he had seen some computer typesetting machines.

He spoke passionately, starting with a little history about moveable type, and the invention of the linotype and what changed. He said his wife worked in computer programming and ‘computers were coming to setting type” and the “union could either get out ahead of it or we won’t have jobs or a union anymore.”

His union brothers laughed at him.

“Come on, Reb!” His southern accent never left him. “Come on, no computer is ever gonna replicate the human eye in terms of line justification. You know how long it took you to learn that.” Some even made some crude jokes about my mother and her profession. Ray was steamed but he didn’t lose his temper. He just kept trying to make his case till the gavel came down.

It was just a few years later when the newspaper composing room linotype machines were silent and newspaper writers typed directly into computers. That didn’t help my view of unions much either.

Then I went to business school during the Thatcher years and entered the political orientation period that mother of my children calls “somewhere to the right of Genghis Khan.”

After this conservative swing I had a discussion with my father. By this time, computers had displaced the linotype and the ITU was defunct along with my father’s pension. I was ranting against unions when Dad interrupted me, “You may be right, Alan. Unions may have outlived their usefulness, but we have unions in this country because management was killing workers.”

“Come on Dad, you’re exaggerating. “ I said though I had studied enough history to know he was right.

“No! Workers died from unsafe machinery, unsafe chemical use, unsafe railcars. Every piece of worker safety legislation unions pushed for over the protests of management and owners. They are the reasons we don’t have child labor. They are the reasons that workers don’t work those 100 hour weeks that that consulting firm has you working.”

He shut me up and over time my view of unions has become more sanguine.

The thing that turned me around completely was a project at a food manufacturer. It was a cost cutting exercise where we tried to engage the workforce to find ways to save money. It was a union shop but the union was under threat because as workers left or retired they were replaced with contractors, who earned three quarters the hourly rate of union workers and were limited to twenty-five hours. They were paid no benefits, no healthcare, no pension, no paid sick leave or vacation. This was the 1980s.

It was an older workforce. Many were retiring, and so because of the contract worker strategy, the union was approaching the fifty percent breakpoint where the union contract would be broken.

Here I was facilitating “quality circles” to reduce cost by cutting maintenance and inventory levels and reducing waste. The news broke that the CEO, Mr. O. had just received a thirty-seven million dollar bonus.

Our project was called Focus On Productivity, but that day it became known as Fatten O’s Paycheck. There was a strike and a lot of ugliness around it. Our project was cancelled and the union was decertified for a time. They have since been reinstated.

What turned me around was the vitriol I saw on the part of “management,”  first line- supervisors, and middle management, ad ministrative staff that didn’t have some of the same benefits and were working ridiculous hours and could have used an organization negotiating on their behalf. These folks sounded like what I imagined the Pinkertons who broke the Homestead strike wood sound like. They called their neighbors names. In one case, I watched a secretary spit of workers in a picket line and call them communists.

So Thank You!

So I changed my view on unions and on Labor Day I say thank you for:

  • Minimum wage laws
  • Child labor laws
  • Safety regulation
  • Shorter work days and weeks
  • Benefits like paid sick leave, paid vacation and holidays, overtime, health and welfare insurance.
  • Pregnancy and parental leave

And many other benefits that make working life less onerous. That and the work they do.

A friend who works in private equity said to me. “Labor Day? Is there a Capital Day?”

“Yep,” I said.  “It’s called Every Day!”

“HEY! TEEN ALAN, LISTEN UP!”

“HEY! TEEN ALAN, LISTEN UP!”

Artifacts of “The Boy”

When I cleaned out my parents’ house I discovered that my mother saved everything that had any significance to my growing up.

In 1998 my parents moved from assisted living to a nursing home and my sisters and I cleaned out the family home which my parents built themselves in 1952. We got the house ready for sale unloading or dividing up possessions and memorabilia.

My mom saved things related to all her children, but I noticed  there seemed to be more about me. “Of course! You were the BOY!” Said my sisters in unison. My special status as the youngest and only male child is something my sisters have given me grief about for now almost seventy-five years.  So there was more of my stuff, finger paintings, hand-made Mothers’ Day cards, report cards.

In a fifth grade report card the teacher had drawn in a separate evaluation category HOMEWORK complete with an “unsatisfactory” box that was checked. Below  it she wrote,

“Alan, seems to believe he is entitled to NEVER DO ANY HOMEWORK. His classwork is exemplary. He is very smart, but is developing a real problem with authority. If he doesn’t resolve this it will severely limit him in his life.”

You can imagine the fun my sisters had reading this out loud in my fifties.

I stumbled across this card today. (Apparently, my mother isn’t the only one who saves everything.) I showed it to my wife who laughed and said “Some things never change.”

I protested “I’m not as bad as I used to be.” She just smiled.

From time to time I see articles in various electronic and print media  “What I would tell my teenage self.” Some writer has interviewed celebrities who go on about what they wish they had learned earlier.. The writer always closes by turning the question to the reader, “What would you tell your teenage self?” Some readers answer. I don’t.

I always feel it would be a colossal waste of time. My teenage self would never listen to me. I couldn’t tell me anything.

But if I could . . .

I’d  first have to get through that “problem with authority,” that finely developed need for power and control that sets my jaw, digs in my heels, and closes my ears to any wisdom that might come from anyone who lays claim to being older, smarter, more experienced or is otherwise more exalted than I am in any way. If I could. . . I’d say. . .

“OK, TEEN ALAN, LISTEN UP!”

A Chip on Your Shoulder Cuts Off Blood Flow To Your Brain

At my first job as a booking agent, I battled my boss and my friend Ed said to me, “Alan, you think that anyone, anyone who has the smallest amount of power over you is automatically an asshole, but maybe just maybe, sometimes you’re the asshole.” I laughed, took pride in the accuracy of his assessment, but continued to battle my boss.

I had a career of boss battles for nine years in the speakers agent business and at five management consulting firms. I ended up spending twenty-three of my thirty-seven years as a consultant working for myself. When people asked me why I became independent, I joked,

“I found I’m a lot nicer to clients than I am to bosses.”

Along the way I learned a great deal, but almost always the hard way. So, teen Alan if you can open your ears, here are some other things I learned.

Capability and Connections are the Only “Secrets to Success”

Capability = competence + focused practice + habits and support systems

You have to be able to do something well to be successful. Yes, entrepreneurs and capitalists hire others to do stuff, but they become “capable” at knowing who, when and for how much money, they must hire others.

Capability begins with competence;

Competence is the knowledge and skill required for a task. Competence is the base level. For competence to become a capability you have to add practice. The only way to get better at anything is to practice and not just time in role. You must practice focused on improvement.

Focused Practice:

Focused improvement requires measuring where you begin, breaking a task down into component parts, measuring and practicing to improve each of those, measuring where you got to. Then you must  put it all together and then repeat that process.

I learned to do stand-up training. That required presenting, facilitating, and connecting with each member of the class. I measured presenting by staying on time and getting the message across. I measured facilitating by the engagement of each member of the training class. I measured connections by the conversations I had and by the post class evaluation sheets. I got better because I prepared and I practiced.

Habits and support systems:

My training and facilitation preparation included a special instructor note form, which divided materials into blocks with timing, opening statements or questions for each block and  three clear points.

I reviewed each day with notes about what went well and what should be improved next time and documented that for future review. If I was working with other people we developed a system of notes and preparation that we could e3ach learn from. Individual habits and job aids needed to become information systems for larger teams and organizations.

Connections: Nobody succeeds entirely on their own

If I look at the ‘big breaks” in my consulting career they came because someone went out of their way to help me. A boss, who fired me, recommended me to a friend after I insisted on managing an orderly transition with my clients after I’d been fired. That new relationship produced the most exciting project of my career, British Airways and a ten year relationship with my most significant mentor.

A business partner, with whom I’d just broken up, recommended me to someone he met in an airport, which led to a ten year client relationship.

I can also see missed opportunities which I just “blew off” A very well-known organization development professor wanted me in his PhD program; without understanding who he was I dismissed him because that OD stuff was” squishy.” A public television producer who later produced several extraordinarily successful series wanted to talk with me after I got my undergraduate degree in theatre; I dismissed him as a friend of my brother-in-law.

Arrogance and my “problem with authority” closed my eyes and ears” to opportunity on many occasions. Not everything happens because you “know someone,” but intention attracts help.

There is More Than One Path and No Experience is Wasted

This is the last thing I would say to Teen Alan. Some would look at my work life and call it a series of failures. I studied to be an actor, but never learned to support myself acting. I became a booking agent for speakers for nine years and chucked it all to go to business school to become a consultant. I worked for five different consulting firms, from four to six years each and was an independent consultant in four different structures.

But from theatre I started learning about human motivation, and the emotions that are often unspoken under interactions between people. From being a speakers agent I learned to sell, and learned that even celebrities are just people, who want to be listened to. These two earlier work adventures made me a good consultant who focused on helping clients. Those capabilities fed me for thirty-seven years and gave me the stories I am writing in my retirement.

So Teen Alan, do not be concerned that you have to pick the perfect career, pick something you love, or try a bunch of different stuff, but really do it.  Often being in the right place at the right time follows many times being in the wrong place or wrong time. Keep your eyes and ears open.

And for the love of Mike, get over your “problem with authority.”

What would you tell your teenaged self if he or she would listen?