Halloween and the Celts

Halloween and the Celts

I already wrote about my strange obsession with the Celts, a European Bronze Age and Iron Age people  dominant between 700 BCE and 77 CE. In 51 CE, Julius Caesar “pacified” Gaul. The first slaughter of druids on Anglesey (Mona) in Wales the home of the last druid “college,” came in 61 CE by Suetonius Paulinus. Then he got to feeling like Julius.. Paulinus chose to ignore the treaty with the Iceni that established right of succession for their  lands. When Queen Boudica’s husband left the Iceni lands to her and her daughters, Paulinus seized her lands. When this “stroppy woman” objected he flogged publicly her and let his soldiers gang rape her daughters.

Boudica did not take such treatment well and led a revolt first slaughtering half the residents of Londinium only to be narrowly defeated later. Paulinus limped back to Rome and about fifteen years later Gnaeus Julius Agricola conquered Mona, after the Boudican revolt.  The Celts were finally subjugated in Britain.

Celts might disagree, and there are six “nations” still speaking Celtic languages, and no countries speaking Latin.  But Celtic dominance in Europe was over at this point.  Still seven hundred and fifty years ain’t a bad run, and influences persist today.

Many holidays we celebrate stem from Celtic Fire festivals, Christmas (Historians tell us that Jesus was likely born in the spring, but Christians celebrate his birth around the Solstice), Groundhog day, (Imbolc) celebration of lambing and mama-sheep lactation. May Day (Beltane) was first usurped by young women showing off moves around the maypole, now by the International Communist Party for Labor Day, (except in the US where we are allergic to red).

And let us not forget Halloween, the Celtic New Year’s Eve, known as Samhain (a Gaelic word pronounced “Sah-Win”). This won’t be a revelation to any horror movie fans because this fact has been written into many scary flick scripts released around October 31

The Celts tracked the time of days from sundown to sundown. (Does Judaic tradition track time that way?) The Celtic year similarly ran from the dark to the light from November 1 to October 31.

The Celts were also genealogy obsessed. They evidently introduced themselves by giving their lineage. I am the son of______, who was the son of_____, etc. A tradition that survives with the prefix Mac, or Mc, of Scots and Irish names and the O’ in Irish names like O’Brien, O’Connor, etc. (Is this parallel to the Bin or Ben in cultures in the Middle East?)

I know a little about ancestor obsession because my wife is an amateur genealogist. On gift giving holidays some relative, stuck for a gift, will give her a mug which says “I know where the nuts came from” or a tee shirt that says “I seek Dead People.”

For Celts, though, the dead weren’t, you know, dead and gone, desiccated skeletons in barrow tombs; they were just in the “Other World.” On New Year’s the walls between the worlds were thin. At a time, when you might be thinking about your plans for the next year, your dead family might show up with a lot of unsolicited advice. Further some of your dead friends might want you to come hang out with them and some of your dead enemies might show up to settle a score.

So if you were staying home, you decided to leave some food on the stoop to appease or  distract those uninvited guests. And if you had to be out and about on the start of Samhain you might wear a disguise to keep undesirables from recognizing you.

As happened with a lot of traditional pagan holidays, the new religion in town, Christianity, was smart. “We don’t mind if the people celebrate. Let’s just reframe “what” they are celebrating.” So November 1 became “All-Saint’s Day” a time to rethink your future in the context of emulating the martyrs and All Hallows Eve became a time to dress-up to scare away the Devil who stayed up this night trying to distract you from a holy life.

The whole Carved Pumpkin thing is much later. In the eighteenth century an old Irish myth emerged about Stingy Jack who tricked the Devil several times including tricking him not to take his soul to hell. The devil kept his word, but when heaven wouldn’t take Jack, the devil set Jack wandering the earth with only a coal from hell placed in a carved turnip. The Irish and Scots brought the myth to America, where pumpkins were more plentiful and less edible and Jack o’ Lanterns were born.

I won’t blame the Celts for American’s obsession with giving out candy to kids; that’s probably the work of the American Dental Association, (just kidding dentists). And Celts may not be the only ancient people who contributed to this holiday and its bizarre celebration.  The Celts were a completely oral culture; they never wrote anything down so the accuracy of this may be suspect, but it all makes sense to me.

I will certainly dress-up (usually as a wizard) and hand out candy, but I’ll also contemplate the coming year, my ancestors who came before me, and the thin space between life and death and my Celtic heritage.

I will also squirrel away a few of the Twix bars for myself, (shhh – don’t tell Billie!).   

 

Surance and the Wehn Boys*

Surance and the Wehn Boys*

Will, Marne, and Surance

When William Wehn was younger he left his parents farm. Will was the third son and knew his brothers would inherit the small family plot. William travelled, working where he could, mucking out some farmers barn, helping bind and thresh wheat from another’s field.

Will was a good worker. His employers often suggested he come back through for next year’s harvest and Will often promised that he would, but he seldom did. One road just seemed to run into another. Years passed

Will stayed at a tavern or with a widow who took in boarders. It was on one such occasion that Will met Marne Pleurn, an “old maid,”  still unmarried in her late twenties. Marne lived with her sister’s family, helped with the children, cooking, and household work and took in washing, cleaned rooms and served drinks at the town tavern, which is where Will met her.

Will picked apples and helped cidering and was waiting to gather root vegetables in a week’s time. One night Marne asked will if he’d like a second ale after dinner and Will declined. “Thank ye, but the second always wants the company of a third and then all of ‘em conspire to pound my head.. “Sides I’m savin’ for a place of my own. Say what is on that twine around your neck.”

Marne pulled the cord up to reveal a gold coin. “That’s my surance.  A reminder to work hard and not drink my wages. I’m savin’ a bit myself.”

And so a longer conversation began. Will and Marne handfasted at Springfest and married at the Solstice and after a few years of boarding at the widow Ecks’ they bought their own farm with rocky clay soil on the south facing side of the mountain.  A mountain stream flowed down to the field outside a broken down cottage

Will and Marne rebuilt the little cottage. They mostly grew root vegetables, hemp and flax for trading, kept chickens and some goats. They had one plowhorse for the hemp and to barter with other framers. Will planted some vines up on the rocky hillsides. “Grapes!” he beamed.

Folk sadly called them the “childless couple” for Will was “over forty and Marne not far behind.” Then in four quick years they had four boys, Henry, Michel, Nils and Jahn. Four young children are a lot of work, but Will and Marne never minded. Will played with and taught those boys and Marne “kept ‘em civilized.” When the boys objected to her strict discipline, Marne would say, “it’s my job to grow you into men that others respect, because you respect yourself and others.”

When Jahn, the youngest was four a fever came through. William and the boys were all down with it, but Jahn was really ill. Marne stayed up day and night and finally Jahn’s fever broke. Everyone ate hot broth and collapsed into bed, but in the morning Marne’s body was cold. She had passed to the beyond during the night.

Will was devastated and when he took Marne’s surance coin to the orphanage the neighbors thought he would give up some or all of the boys. He didn’t and he didn’t look for another wife either. “How could I look at these boys with Marne’s eyes all day and sleep with someone else at night?”

 The Boys

The local women helped him some, and the boys went to the town teacher for lessons, but raising four boys by himself was hard. Will occasionally got frustrated with their misbehavior, and would say, “What would Mama say?” “Respect,” the boys would mumble, but they stopped misbehaving.

Henry, Michel, Nils and Jahn were good boys. Everyone said so. They were polite, respectful to adults and liked by boys their own age. But they fought each other terribly. They were competitive; they roughhoused, wrestled and boxed. When Jahn was eleven he was the same size as Henry who was fourteen, what started as a slap and run game turned into a fist fight. Michel and Nils’s their cheering turned into a fist fight too. Noses bled.

Will stopped work fixing a window of the cottage ad yelled “Stop!” Will didn’t raise his voice often. The boys stopped. “Go gather some sticks for the woodstove,” he demanded.

When the boys returned Will said, “I want each of you to take a stick and break it over you knew. First you Henry.” Henry easily broke a stick. Then Michel, Nils and Jahn each broke a stick  each one slightly bigger stick but even John’s stick broke easily. Then Will gave them a piece of hemp rope. “Tie four sticks together tightly.” When they had done that  he had them each try to break the bundle. No matter how they tried, none of the brothers could break the bundle. “What does this mean?” asked Will.

“We’re stronger together,” said Michel and all the boys nodded as Will smiled.

As the boys neared their twenties the boys began to talk. “The farm won’t support us all,” said Henry. They began to dream of travelling the road in search of riches. They grew lackadaisical about farmwork at a time when Will was feeling his age and shouldn’t have worked as hard. One spring day loading the wagon with hemp, Will fell. He twisted his knee and cried out in pain and the horse startled and lurched forward pulling the wagon over Will’s crumpled body.

Michel found Will and called Henry.  With Nils they moved Will to his bed and sent Jahn, the fastest runner, to find the healer. When the healer came she said Will had punctured his lung and might have some other internal damage.

For the next few days the boys took turns tending their father. They fed him broth and placed the healer’s honey poultice on his wounds. Will seemed to improve, but then he developed a cough that brought up dark blood. Will called the boys to his bedside.

Farewell

“Your mother would be proud of you boys. You have grown into men who others will respect, because you respect yourselves, your brothers and all others. I know you talk of how the farm won’t  support you all and the families you hope to have. I know you think of seeking riches from the road. It is your choice, but I want you to know that your mother and I have thought about you. I have told you how we each saved; it was the foundation of our marriage?”

“Yes Papa” The boys said in unison.

“Well, we saved you a great fortune, which will support you and your families on this land should you choose to live here. I buried this fortune among the vines on the hill. You have only to dig it up, but you must promise me something.”

“What, Papa.”

“First, you must take this surance from around my neck,” and held up the gold coin wrapped in hemp and flax twine that he had worn since he met Marne, “And you must give it to the orphanage the way we did with your mother’s so many years ago. Then you must take the first gold coins you find among the vines and each make a surance for yourself to hang around your neck. Then continue digging until you find the rest of the fortune and always remember the lesson ‘stronger together.’”

The boys promised. Will smiled and was still smiling when they checked on him later and found he had passed to the beyond.

Stronger Together

The next morning the boys took his surrance to the orphanage and returned home to dig for the fortune.

Henry found the first gold coin in the first row of vines. Then Michel found one soon followed by Nils and Jahn. “Maybe the fortune is all buried in this row,” said Jahn. And so the dug deep all around the first row, continually turning over the earth. They moved on to the second row and then the third row and then retired for the night.

The boys dug every day often wondering out loud why their father had buried the fortune. There were ten rows of vines and the clay soil was baked hard because the mountainside faced south.

“This would be a lot easier going if it was wet. Do you think it will rain?” Nils wondered.

“You know what the summers are like,” said Michel. “Rain is unpredictable.”

“We could divert some of the stream onto the clay in each row. That would soften it up,” said Jahn.

They worked all summer digging deeper and deeper, turning the earth over and over. In September the boys were exhausted and hadn’t found even another gold coin. They were starting to grumble. It was still hot.

“Well will you look at this,” exclaimed Michel, “There’s a lot of grapes on these old vines.” He ate one. “And sweet too.” They all started to eat, but Henry stopped them. “No, we have to harvest these and take them either to the market or Swann the vintner, who’ll ever give us the best price.”

They loaded up baskets and put them in the wagon. Swann gave them forty gold pieces for the load. The boys were overjoyed. They saved most of the money, but they did go out to the tavern for dinner and to celebrate ordered a bottle of Swann wine.

“Three gold pieces?1” exclaimed Nils.

“Swann charges me two and a half,” said the tavern owner. “I have to make some money.”

Henry smacked his forehead with the heal of his hand. “Why that crafty old man!” he shouted.

“Swann?” asked  Michel

“No. Papa,” said Henry “This is the Fortune!”`

The boys bought adjoining property, expanded the vineyard, and learned the wine trade. Ultimately each married and had a large family all supported by the Wehn Family Winery. They supported the orphanage and were respected in the community because they always showed respect to others. Their motto: “Stronger Together!” was on every bottle.

And every member of the family wore a surance around his neck for his whole life and gave it to the orphanage when he passes to the beyond.

 

* This tale is spun from a combination of three Aesop Fables, “The She Wolf and her Cubs,” “Father and Sons,” and “The Farmer and His Sons.” Aesop may or may not have ever existed. Aristotle places his birth in Mesembria in Thrace around 650 BCE. Herodotus places him in Samos. Plutarch and other Roman writers called him a Phrygian slave in the court of King Croesus of Lydia (modern day Turkey).  Real or not, his fables, including the “Fox and the Sour Grapes” and “The Tortoise and the Hare” have taught us lessons for centuries.

 

 

Life is a Math Problem

Life is a Math Problem

The first math problem.

My parents were married for sixty-seven years. They got married in the depths of the Great Depression, which I always thought was the heights of optimism.

They were very different people. Dad was an extravert; my mother described him as “terminally gregarious – not that he’ll die from it – I might, but he won’t” She was quiet, reserved. I now know that she was an introvert and needed alone time to recharge after gatherings.

She was a math-whiz who could do thirty-year compound interest in her head; she became a computer programmer in 1956. He was a printer, a salesman, with a bass voice that earned him soloist parts in Handel Hayden Choral Society and someone who today would be called an addictive personality.

They bickered, as I’ve come to learn most couples do. I commented on their bickering once in my teenaged know-it-all years suggesting that maybe they should get a divorce. They were shocked. My mother said, “I don’t understand divorce. I understand murder – but not divorce.” I think she saw horror on my literally minded teenage face and quickly continued, “Oh sometimes we snap at each other, sure, but sometimes we just laugh and laugh.”

There were a couple of humdinger fights, when they didn’t speak to each other. I always assumed that these were my father’s fault because he was a jokester,  a teaser, a “needler” who frequently missed signals that it was time to quit.

I remember one fight where they had obviously gone to bed mad or maybe just my mother was angry, my father seemed to have no clue why. He scrawled a question mark in crayon on a piece of paper and taped it to the refrigerator.

My mother quickly taped her answer in crayon underneath. It occurs to me that by itself these are words of wisdom.

The second math problem

Equations must balance

The fight went on. Clearly my father still didn’t get it. He taped another question mark below.

My mother grabbed the blue crayon from the kitchen counter and started to scrawl. The crayon broke. I wasn’t happy; these were my crayons. She got a green one from my box and finished her response. Once again just standing on its own these math notations seem wise.

 

The third math problem

1-1 always =0I think my father took meaning from these notations. He wrote his own equations with what seemed like a conciliatory question mark at the end. Again it stands alone, maybe even as the answer to complex international negotiations.

 

 

 

 

 

The fourth math problem

Now it was my mother’s turn to be confused.  I remember her looking at my father’s lst note and starting to respond and walking away as he watched from the hall. Finally she picked up the crayon and wrote a big question mark.Love is a multiplier

My father picked up the crayon almost as soon as she put it down and wrote his response while she watched. Again these words have a wider meaning, but apparently they did the trick. My parents hugged by the refrigerator for long enough that I grew impatient to get my crayons back.

 

 

 

 

Tomorrow is the twenty-second anniversary of my marriage to Billie. It’s a second marriage for us both, but we have now been married longer than either of us have been married before. We bicker some and have had some go-to-bed angry battles, but “sometimes we just laugh and laugh.”

The Vision Thing

The Vision Thing

This way, follow me

Those who know my writing know that I frequently boil down leadership to actions in an abnormal environment like war, or emergencies or change. In such an environment a leader has two accountabilities, provide direction and attract followers. I use this conceptual reduction to differentiate leaders from managers, whom I say are accountable for getting the work done in a steady-state environment  and developing their people to get the work done faster and better.

I used to liken leaders to the fireman who enters the burning building and shouts “The building is on fire! This way out, people, follow me”!

When I ran leadership workshops, participants were quick to point out several flaws to my simplistic rubric:

  1. “Hey Alan. I’m expected to do both those roles – leader and manager – so which am I?”
  2. “Steady state? When was that. We have continuous change and we still get work done!”
  3. “I’m expected to provide direction? How would I do that? We live in a VUCA world -it’s volatile, uncertain, complex, and ambiguous all at once. How can we plan for the future when we can’t figure out today?”
  4. “Attract followers? Nobody wants to follow anybody; everybody wants to be a leader. Headless chickens don’t flock.”

 I could go on. Usually these workshops were for leaders at least one level, and often three or more, from the absolute top of the organization and there was a lot of pointing at the ceiling and saying, “What about them?!”

 Sometimes senior executives kicked these meetings off with a broad direction for the firm so the context that these mid-level leaders could frame their vision was clearer. Sometimes we all just wished for that level of clarity.

Prerequisites for a vision

The case for change

In my lifetime John Kennedy was the first political leader people talked of as visionary. “Ask not what your country can do for you; ask what you can do for your country” seems a little weak to me today but it was inspiring in 1960. Martin Luther King Jr.’s “I have a dream” speech touched me too. Ronald Reagan’s “Morning in America” left me a little cold, even though that was my “to the right of Genghis Khan” period. But when George H. W. Bush was asked what his vision was for America, he derided it as “the vision thing.”

That’s the thing about “the vision thing;” people have to be ready for one. When Lou Gerstner arrived to turn around IBM in 1993 and he was asked the same question, he said, “The last thing IBM needs right now is a vision.”

IBM had just lost $8 billion. It was subdividing into individual divisions, which competed with each other. It was buying into the ‘mainframes are dead, PC’s will rule the world” mythology, but it was still its old arrogant, “We’re Big Blue!” self. The company hadn’t acknowledged they were broken. There was no compelling case for change. You can’t offer someone a new destination if they see no reason to leave home.

Hope

People also will not change if they are frozen with despair. Often leaders seeking to compel change evoke fear. “Everything we’ve ever been or done is worthless and destroyed.” “Oh, man, what’s the use.” Have you ever tried to lose weight when you are depressed? “Oh that’ll never happen. Guess I’ll just finish this pint of ice cream.”

The best leaders evoke pride in what was, what can’t be taken away, what will not change. Then they offer the excitement of a new beginning 

Reduce Resistance

“We fear change,” said Garth Algar, Wayne Campbell’s sidekick in the movie” Wayne’s World.” This phrase is repeated a lot by Mike Myers and Dana Carvey  in their Saturday Night Live skits which turned into this movie.  I don’t know why Mike and Dana use this, but maybe because it is what is given as the reason for change reluctance or resistance and it’s absurd.

People don’t fear change. If they did no one would ever change jobs, get married, have children, move to another city or country or try sushi or chicken nuggets for the first time. People don’t fear change. They fear loss.

They fear that they might lose their job, or some power they’ve accumulated. They might lose the currency that their skill, developed over many years, has. They fear a loss of relationships. They fear lost pay or raises or the lost understanding of the performance management system that they have just learned how to game. So they are reluctant to change. They may even resist.

Mostly people resist change that they feel is done to them. They fear the loss of autonomy and fair input. They don’t resist all change; they resist your change. (My anti-authority, counter-dependent self knows a lot about this.)

So before a leader can introduce a vision, they  must

  • Make a compelling case for why things cannot stay the way they are,
  • Offer pride for what was and hope that everything won’t change, and belief in the ability of followers to make the change, and
  • Enough detail about he change for followers to see the gains that compensate them for the losses, and give them a choice to commit to the change.

What is a vision     

A vision is a clear and inspiring picture of the future state. Individuals can have visions for themselves. Groups, organizations, and companies can have visions. Vision statements are often written with emotionally evocative and sensory rich language:

Nike: To bring inspiration and innovation to every athlete in the world (2022)

Honda: Serve people worldwide with the “joy of expanding their life’s potential” (2022)

Tesla: To create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles

Apple: To make a contribution to the world by making tools for the mind that advance humankind (1980)

Patagonia: To use all its resources to defend life on earth

Visions evolve over time. Honda’s 1970 vision was “Destroy Yamaha;” In the 1960s Nike’s wanted to “Crush Adidas.”

Vision, Mission, and Values

There is a lot of confusion about these words and in common usage they do overlap a lot. Here is what I used as definitions:

  • A vision is a destination; it can change if you reach it. It should pull you forward
  • A mission is your reason for being, your purpose, your “Why”
  • Values are the principles that guide you day to day.

Clearly there are overlaps. Is Patagonia’s vision statement above a destination or is it their mission. Both Yamaha and Adidas are still around, but the visions of Honda and Nike have changed.

The limits of vision

Visions are intended to pull you forward in the change you make. There is a difference between threat-driven change and vision led change. Threat driven change can move people from the burning building; it can break inertia and get people moving. But over the long term threat and the fear it produces can freeze people. Vision, the promise of something new, better can pull people forward.

Shorter is better

I still believe that is true, but it depends on how near term the vision is. Most of us inside organizations can hold on to a five year vision, but only if we have some interim milestones to reinforce progress. The vision that is perpetual, always in the future is great if we are seeing improvement, some successes along the way.

Words are just words

There were times in my long consulting career, when I facilitated a vision off-site and it became clear, either during the off-site, or most often afterwards that all the pretty wordsmithing was B.S. This group of leaders could not or would not live up to their awe-inspiring prose. Why set a goal you can’t or won’t achieve? Because you think “the vision thing” is expected of you? Because you have the best intentions, but inadequate commitment?

Why do people continually start diet and exercise programs and repeatedly fail? Because it’s hard work. Because their metabolism doesn’t cut them any breaks and the temptations are always there. Because the expectation is unreasonable.

The Why of Vision.

But there is a power in a vision. It can pull you forward. Consider a group of middle eastern nomads five thousand years ago wandering in the desert for forty years looking forward to a green valley where goats and sheep could graze, breed, and lactate, where bee keepers could have apiaries. They were pulled onward by a vision of a peaceful, pastoral lifestyle:

“The Land of Milk and Honey.”

This week let us wish for such a vision for us all.

 

 

 

Consulting and the Standing ‘O’

Consulting and the Standing ‘O’

The Firm Off-Site

I think it was at the end of our first year, a new start-up consultancy with one ”famous” founder and his two founding partners, and by this point twenty people total. We’d had a good year; some very large clients had hired us and we’d hired many impressive young people. The senior partner made his opening remarks at the off-site meeting. He expressed gratitude for the large pharmaceutical company and the telecommunications company which had entrusted us with work. He was expressed pride that his partners had brought in those large pieces of business. He enthused with pride about the excellence of the staff naming people by name, the Olympic level rifle markswoma, the various super-smart junior people who had stepped up in our first year, “Alan who got a standing ovation. I never saw a consultant get a standing ovation.”

“Wait, what?” I thought “What is he talking about? Oh, at the speech at the media company.’

Someone asked me later, “Did you really get a standing ‘O? The boss was really impressed. He kept talking about it. I think it kind of unnerved him.”

“I worked with all the managers in that room intensely for a while and then I hadn’t seen them for five years. They were just saying hello.” I really hadn’t thought anything of it.

When I thought about later, I realized that I had unintentionally upstaged my boss.

I arranged for my boss, a senior director originally from a Big Three consulting firm to speak at my former client’s leadership off-site. We first met my former client, the CEO for lunch. I don’t think they particularly connected. My client was an extrovert, a glad-hander; my boss was a quiet thoughtful type. The CEO was a flamboyant dresser; my boss was quietly dressed in the gray suit, consulting uniform. My boss was to speak on his book, which had sold quite well, but  even though I sent it over a week before my client hadn’t looked  at it.

The CEO kept saying how much his company had enjoyed working with me and the results they had achieved. I think he was trying to build me up with my new boss, who seemed uncomfortable. I kept bringing the topic back to the speech and the lunch was pleasant enough, but I left feeling a little awkward.

The offsite came and I was embarrassed to learn that there was another speaker, an L.E.K. partner who was going on before my boss. My client confided to me that this consultant had done some work and would be presenting it. “I had to make sure that there was enough content,” he said. I was not happy, but put on a brave face.

The L.E.K. partner spoke for two hours in the morning; my boss was on for  an hour before lunch. The core of what the other consultant presented was a custom metrics developed tree for the firm, a balanced scorecard of sorts. This firm sold national spot radio time on literally thousands of radio stations to advertisers. There were sales metrics, agency service metrics, station service metrics financial metrics, different types of revenue, profit margins for each, all linked to growth targets for the next year.

He presented well, built the tree up from scratch with animation, but I think the audience of forty to fifty year-old advertising salespeople might have found it a little dry  It was clear that the CEO liked the tree and that they’d all be measured by this tree next year; they golf clapped when the L.E.K. guy was done..

Then the CEO read from my boss’s bio about the critics reactions to his book on teams, and said that this speaker was “made possible by someone you all know, Alan Culler.”

The entire audience rose as one applauding, whistling and hooting. I waved, but they kept applauding for over a minute, while my boss stood at the podium, nonplussed waiting to speak. Eventually, he cleared his throat, things quieted down and he spoke. He spoke well as usual, with some humor, got good applause when he finished and took questions, which would have gone on longer except lunch was served. He got applause again at the end of questions, but people came up to me all during lunch to say hello.

As I said, thinking about it later, if I were my boss, I would have felt upstaged.

Consulting is NOT about Standing Ovations

Consultants help people and companies change. The best consultants are almost invisible, quietly transformative.

Clients hire consultants to achieve a certain result, more revenue, or more profit, mostly. Sometimes clients hire consultants for “people stuff,” conflict resolution, training, getting people on the same page, reorganizing. I spent a lot of my career doing people stuff, but I always kept the goals of more revenue or more profit in mind. So I did work in three areas Innovation (more revenue), Improvement (more profit) or Integration – making sure that change was integrated into the organization,

My goal was to always be helpful, as perceived by the client. Help is defined by the recipient. Help that isn’t asked for isn’t likely to be perceived as help, more likely as interference.

The last value that shaped my practice was to always remember, “it’s the client’s business.” This meant that I was religious about giving credit for ideas to those who came up with them and never taking credit for results. I worked with clients, helped where I could, They achieved results.

So standing ovations, applause of any kind, weren’t something I sought. I facilitated leadership team meetings, ran leadership workshops, and training sessions. Sometimes at the end, the leader would thank me and my co-facilitator and that would prompt applause. Sometimes I’d say, “Thank you and now give yourselves a round of applause, because you did all the work,” which produced laughter and applause.

There were some incredible meetings over the years, where people got a lot done and were grateful and applauded. Some of those were at the radio rep firm.

What Happened in this Case

My mentor George introduced me to the firm, He worked with the CEO on and off for more than thirty years at that point. George was regarded as smart, fun, a little crazy, a “force of nature.”

This was a small company, two to three hundred people. They handled huge amounts of ad revenue for their client stations, so they needed the systems and processes of a much larger firm. Further, they managed two distinct ‘customer” groups. There were the radio stations, whom they called “clients.” The stations themselves had many influencers at the station level and  were owned by an ever-changing array of individuals and corporate media groups.

The second group of customers bought advertising on the stations. This was an equally complex collection of decision makers, media buyers, media planners and some creatives and account people at advertising agencies,  as well as marketing managers at client corporations.

About 11 years prior to the off-site where my boss spoke, the company had a new strategy to reverse the decline of radio’s share of the advertising mix. In short the strategy was to increase calling high and wide. Instead of just calling on media buyers, after a campaign was planned, reps would call higher and wider. We created a new salesforce, and a relationship manager structure to manage the internal cooperation necessary to pull this off.

I designed a strategic training program based around the Forum Corporation’s Influence Management course. I used Forum’s feedback instrument, questionnaires sent to five people with aggregate feedback given to participants as to drive the training. We used two sets of feedback, customers, and internal resources the participant needed to make the strategy work.

The program was a four day residential program delivered in the company’s conference center, a late nineteenth Century mansion in Tuxedo Park, NY. The sessions started Sunday evening, ran from 8:00 a.m. to 8:00 pm Monday Tuesday and Wednesday, and till 1:00 on Thursday. Meals were phenomenal, alcohol flowed at night. The sessions were intense and I did feedback coaching sessions with anyone who wanted it.

I literally trained everyone in the company in the four-day program.  The relationship managers program was two one week relationship management simulation based sessions that I trained with a Harvard Business School professor, a Harvard DBA and a former Monitor consultant.

The strategy was very successful for the next few years. In the interim I went first to Gemini Consulting and then to this start-up firm.

So my boss’s audience was mainly the mid-career people I had trained who had risen to be new leaders of the firm as well as the remaining leadership team had not seen me in five years.

Therefore, my interpretation of the standing ovation I received was long separated old friends saying hello. I didn’t expect it. I didn’t anticipate it or I might have warned my new boss, as I certainly didn’t intend to upstage him.

My boss didn’t close work with this firm, but I did, on and off until the CEO retired.

Lessons from the Standing ‘O’

I never explained this to my new boss. He never asked me. I explained it to those that did (in much less detail). But as I think about it I learned some things:

  • Don’t seek applause – Focus on results -“It’s the client’s business” -give credit where credit is due.
  • Be helpful-giving help where requested -check to see how it is received.
  • Be gracious -if someone expresses gratitude, applauds in some way, say “thank you,” and mean it, but don’t milk it or let it go to your head.
  • Try not to upstage your boss.