Another’s Secret

Another’s Secret

He bore the name of the Prophet.

We had a little difficulty meeting. I was not in the place he expected me to be and the app-map did not have all the street names.

The dealership called him, a service meant to offset labor prices double what I usually pay. There was no charge for the recall, of course, but I understood that the mechanic would “inspect” my six year old vehicle and prescribe further work, which I would verify with my usual mechanic, or not.

“Are you buying a car?” Mohammad asked.

“No, just service.”

“Not something you could not do yourself?”

“A recall. But I don’t do much work myself anymore. I used to work on cars, but not anymore. I don’t understand them – too many computers.”

This seemed not to compute with this old Uber driver. “Not even changing the oil?  Or brakes?”

“I figure at 76 I can let someone else do that.”

“We are the same age, but I like to keep my hand in.”

“I understand. Keeping skills up is valuable.” I relayed my recent failure soldering. “It seems I completely forgot how.”

“Soldering? I could never do that.”

We chatted about the weather, as everyone seems to, then he got around to the inevitable “What do you do?” question. I skipped the part where I responded “retirement” and he responded, “but before?”

“I’m a writer.”

Oh? What do you write?”

“Non-fiction mostly. I just self-published a career advice book for young consultants Traveling the Consulting Road. This didn’t seem to interest him. “I also publish some things from conversations I have with ordinary people I meet.”

Oh? Like what?”

“Well, I often ask people, ‘What is the secret of life?’”

“Oh?’

“Yes, imagine a young person sits before you, asks for your life wisdom. What do you say?”

He seemed intrigued. He missed the next turn the GPS suggested.

“That seems such a simple question, but it is very deep.”

I smiled. Mohammad was thinking. This question always takes people by surprise. Most, not all, feel compelled to answer.

“I can only answer this from my faith. People say that Islam means peace, but that is not quite right. There is a kind of peace in it, but Islam means surrender.”

“I had no choice in my birth. I will have no choice in my death; it will come whenever. . . . But in between I have many choices, far too many choices. This is my test. That is the problem of a life. But if I make one choice, if I choose to surrender to the will of God, other choices get easier.”

“People will say ‘ How can I know the will of God?’ but they know – in here.“ He tapped his chest lightly. If ever they do not know what is the right thing to do, stop . . . listen. It seldom takes longer than three heartbeats. If my action helps me, but hurts another, that is not the will of God. If it helps another, and does not cost me dearly, what would stop me?”

I responded that Christians also talk about the Will of God, Buddhists about the eight-fold path and Taoists speak of about The Way.

“Faith is our connection to God, not any particular faith, but faith, and most of all. . . living it.”

We went on to talk about the nature of people (“99% good”), cars (“simpler is better”), food (“ a little that’s good is better than a lot”). And then, some forty minutes later, we said “nice talking with you,” and he dropped me at home.

I always learn something when I ask this question. I am not a religious person, but people often go to the Golden Rule or say that we shouldn’t be “hung up on materials things” or that “hate is toxic.” A few, like Mohammad I believe, are people who try to live their faith.

I will remember the gentle way he tapped his chest in reference to knowing the Will of God.

“They know – in here. And if not – stop . . . listen. It seldom takes longer than three heartbeats.”

I’ve been known to quote the late Andy Rooney, CBS “Sixty Minutes” curmudgeon, on religion: “I’d be more willing to accept religion, even if I didn’t believe it, which I don’t, if I thought it made people nicer to each other, but I don’t think it does.”

I further opine “too many wars have been fought in the name of a belief in God,” but then I think of someone who lives their faith, like the late Fred Rogers, PBS children’s TV creator, or perhaps this gentle Uber driver and I admire their certainty and the luminous path they describe.

 

Henceforth, I will endeavor to practice his three heartbeat rule. Will you?

Life After Consulting

Life After Consulting

Timing!

A few weeks ago I wrote “Arriving for the Break,” wherein I poke fun at my way of being in the world, which might be called, ”contrarian temporal synchronicity,” arriving when the band goes on break, buying high and selling low as my investment strategy, and adopting new technology after everyone else has moved on to the next new thing.

In keeping with this tradition, in January I published Traveling the Consulting Road: Career Wisdom for New Consultants, Candidates, and Their Mentors. Surprise! This year it looks like consulting firms are not hiring in the same numbers they did for the last two years; in fact, they are letting go substantial numbers of the bumper crop new hires of the previous two years.  Timing!

Consulting is always a boom and bust business. Consultants help leaders change their business in response to new competitors, new technology, new demographic or psychographic trends of customers, global and regional geopolitics and the economies of industries and nations. These influences move up and down in unpredictable ways.

During the past two years the United States has been recovering from the Covid 19 pandemic, which slowed business in general. Technology boomed for a while because of remote work, but then began to retrench. Electric vehicles boomed, after supply chains recovered, but then the charging station deficit hindered further expansion. Banks were hurt by interest rates, as was real estate and construction. Oil and gas declined in the pandemic because people weren’t driving, but then they were, and then not-so-much.

The consulting industry does well in periods of change characterized by consistent growth (new strategies, innovation)  or in periods of consistent decline (cost cutting, reorganization, continuous improvement). The industry does less well in periods of systemic instability.

So I got caught.

I wrote a book sharing what I learned as a consulting lifer: how to get hired, how to get promoted and be successful when the job changes as you rise. These are boom-time concerns, but I included some bust-time advice as well.

For anyone who doesn’t know the consulting industry, one of a firm’s primary challenges balancing the size and skill base of its workforce to the needs of its market. Firm partners have often lived through several boom and bust cycles. Especially painful memories were the times when they found clients but had no appropriate staff and had to turn work down or delivered poorly. These senior people often talk about “hiring ahead of the curve this time.”

These same partners seem less concerned about having too many staff. This pain just isn’t as personal (for them); they just cut staff.

Most large firms have an “up or out” or “grow or go” policy. This means every so often consultants are evaluated not just on current performance, but on promotion potential. In the view of partners, with input from managers, if you can’t grow, you have to go, or if you can’t go up, you must go out.  The great un-leavening can happen anytime, but often happens in the spring, in time to make room for the new cadre of hires from university or business school. At the end of first quarter, the firm notifies certain staff members that there are “concerns,” about performance. The idea is the firm keeps the best performers it hired and allows the bottom of the distribution to “get on with the value-added part of their career,” (someplace else).

At the beginning of April, Fortune magazine reported that McKinsey had given an unusually high number of “concerns notices” in March. A McKinsey Human Resources spokesperson commented, (somewhat defensively?) that the “percentage of concerns this year was absolutely in line with previous years.” The story went on to describe the tens of thousands of potentially unemployed consultants across the major firms and how this year’s cadre of new consultants was likely to be significantly smaller.

Perfect – just in time for my book’s second quarter sales. Timing!

Perhaps you got caught too?

This isn’t all about me. (Really?)

Maybe you were part of the large cadre or the last two years, or maybe you are a more mid-career consultant who for some reason has come a cropper on the “concerns list” this year. Maybe you were hoping to get one of what you now know to be fewer consulting job offers this year. Maybe you even had a summer internship at a big consulting firm last year and the offer didn’t materialize or was rescinded, (yes, they do that sometimes).

It’s time to get creative, resilient and determined. Here are a few ideas:

If you are Inside a firm:

  • No whining! Consultants can be a whiny bunch – they whine about clients. They whine about staffing. They whine about the travel, but whining will not help you in this situation. Yeah, it’s “not your fault, they over-hired.” Yeah, it may be more political than it should be, (like the rest of life).Yeah, “not everybody is a salesman.” Suck it up and act.
  • Seriously look at your “concerns”:
    • If you are under-applied or under-utilized – look where you might get staffed. Is there firm research that needs to be done? Look at the firm thought leaders -who is writing a book or might write one? Do you know anyone who you might connect a selling partner? What projects might be extending or expanding? (Yes, I know that “staffing yourself” is frowned upon in most firms. I also know that most successful consultants get forgiven for doing that occasionally)
    • If you are a manager with “concerns” – Are you behind schedule, or over budget – get help. Are there people management complaints -ask for a coach.
    • Are you not meeting sales goals – extend or expand where it is reasonable. (It does you no good to annoy clients by selling inappropriately.)
    • If you made a mistake or annoyed someone powerful – Apologize and ask for another chance. I didn’t do this enough in my career, but I’ve learned that humble pie is nutritious for careers.
  • Start a firm or “go independent” – This is definitely not as easy as it sounds. If you will accept one piece of advice from someone who spent twenty three years working for myself as a consultant – have a client first.
  • When you gotta go – Recognize that it not the end of the world
    • Ask for and take as much severance and outplacement help as you can get.
    • Look at smaller consulting firms, which often have different business cycles than the larger firms. Recognize that you’ll be a newbie all over again even if they expect you to “hit-the-ground-running.”
    • Look at university and business school consulting firms, which sometimes look for advisors and keeps your hand in the industry for when times improve.
    • Look at forming internal consulting firms for clients in a single discipline.
    • Look at former employers or their competitors or client companies and their competitors. (Yes, of course, you still have to respect confidential information.)
    • Recognize that joining a regular business is very different than t joining a consulting firm. Assimilate.

If you are outside, hoping to get hired:

  • No whining – (See above.) Also, “yeah, it’s really not fair to rescind an offer.”
  • Decide to go for a consulting job anyway- Sure, it will be more competitive this year. The firms may only show up at the Ivy League and the major business schools this year and make a lot fewer offers. Difficult? Yup. Challenging? Absolutely, but not impossible. A few ideas: (these ideas may help get an internship as well.)
    • Look at smaller firms, small industry specialists where you have industry experience, or those who hire generalists in people stuff.
    • Look at non-profit consulting firms around issues that you care about and have volunteered in.
    • Consider staying on at the university or grad school consulting firm and try again next year. Even if you work somewhere else attend the consulting club programs if you can.
  • Get a job with a prestige firm in industry and try again later – consulting firms often hire from the Fortune 1000.
  • Start a business or get hired by a start-up. Consulting firms love the work ethic of entrepreneurs and the everybody-does-everything-all-the-time culture of start-ups.

There is life outside of consulting.

Some of it even has the same urgent problem-solving and change-driven learning as consulting. Maybe write a book. Just be sure to get your timing right.

Ill-timed perhaps, but still useful.

Cover Traveling the Consulting Road

EBooks are now available in many places. Print is only available on Amazon (for now) but will be coming soon to a bookstore near you.

I would be grateful if you read it. Thanks

Learning from the Brothers Grimm

Learning from the Brothers Grimm

Jake and Wil save German culture

The “Little Corporal” was ruining everything. Napoleon Bonaparte abolished the feudal system; peasants duties to the manorial class were reduced or eliminated.  The lingua franca, or trader’s tongue, that was a combination of Italian French and Spanish words suddenly had more French and was replacing High German – and not just with the confused folk of Alsace.

The Emperor decreed that all must ride horses or drive carriages on the right side of the road, which made defending yourself with a saber awkward. But the absolute worst thing was that good German folk tales were told less often at children bedtime!.

Times under the Korsisch (Corsican) were yet another trial for Jacob and Wilhelm Grimm of Hanau,  In 1796, their father died at forty-four when Jacob, the eldest, was eleven. His father was the sole breadwinner. There were ten children in the Grimm family and Jacob was head of household and had to help support his mother and his siblings. He and his brother Wilhelm were bookish, worked hard at school and were accepted at the prestigious Lyceum high school. They went to university, Jacob took time off to fight Napoleon before getting his law degree. Wilhelm studied German literature.

The Brothers Grimm were broke. They were always looking to make a little money to help “keep the wolf from the door,” so to speak. Today young men might start a YouTube channel, become TikTok influencers, or write a monetized blog.

In 1808 after their mother died they hit on a plan to publish historical German folklore and in 1812 the first edition of Kinder und Hausmãrchen (Children’s and Household Tales), what we know today as Grimm’s Fairy Tales.

Jake and Wil talked about the higher purpose of saving German culture; enough that it is in the lore surrounding the book. Perhaps it was their “elevator pitch” as they traveled the countryside interviewing grossmutters und hausfraus (grandmothers and housewives).

Despite my wisecracks, Jacob and Wilhelm Grimm were first-rate academic researchers. They documented sources and the evolution of these stories over time. The two volume collection is of significant historical importance in the fields of literature and folklore and has encouraged and enabled further research in the time since its publication. It also happened to make the brothers some money, which they sorely needed.

Und so? (Yeah . . . and?)

In my quest for “Wisdom from Unusual Places,” I decided to read Grimm’s Fairy Tales to see what I might learn. I didn’t read the whole two volume set. I read the Dover Thrift Edition pictured above, forty-three stories translated and published in 2007 about the same time Google Books put a translation and the original online.

Volume one has ninety stories; volume two has one hundred fifteen stories, and ten legends. There are forty-four other stories, the Grimms researched and documented, but never published. Many stories are other versions of the forty-three I read, but some are completely different. I read the short version, but still I learned some stuff.

The Folklore Industry

Probably people have been telling stories to children since before fire was discovered. I wrote earlier in the blog about Aesop whose fables were first recorded in the sixth century BCE. Some of the folktales in Indian culture date to the third or fourth millennium BCE. Tacitus, the roman historian in the first century CE used such stories to determine the character of a people. Jordanes, the sixth century Gothic historian created the divined the history of the Huns from their mythology and folklore, though the academic value of accounts of magical women cohabiting with forest fauns is suspect.

The Grimms collected these stories to demonstrate their Teutonic roots, “Take that Napoleon!”. I find it extremely ironic that some of the same stories were collected by Charles Perrault, of L’Académie Française to venerate French culture. “Cinderella” is in both books. The Little Reed Cap (Rotcäppchen) that we know as “Little Red Riding Hood” is in Perrault as “Le Chapperon Rouge;”

Some turned these stories into entertainment as Walt Disney did in the twentieth century, (Snow White, Cinderella, Sleeping Beauty).In my house growing up there was a 19320s book of Grimm’s Fairy Tales in English that was pre- Disney and Golden Books and less gruesome than what I just read, but not as sanitized as the Disneyfied versions.

Settings and Architypes

The stories I read in Grimm are all set in medieval times, a time of local feudal kings with the advantages royalty brings. It was also the time of the growth of towns and villages and a burgeoning middle class of tradesmen and shopkeepers. So the tales are full of tailors, millers, bakers, furniture makers, shoemakers etc. Farmers are often met going to the town market with a fat animal to sell. Master tradesmen have unruly apprentices, who after apprenticeship are sent on their Wanderjahr (wander-year) to perfect their skills in neighboring villages (Journeymen) until they can produce their “master -piece.”

Children, whether of nobility, tradesmen or peasant, had certain traits by birth order. The eldest was often responsible, sometimes haughty and entitled. The youngest was often ignored and so became resourceful. Middle children often “paired” with the eldest against the young kid.

Gender architypes? Well the most obvious thing is that women are regarded poorly in these stories. Hänsel and Grethel’s mother browbeats the kindly old woodcutter into abandoning their children in the woods and when resourceful Hansel leads them home by dropping white stones from the path, she locks the door so he can’t gather stones and must use  breadcrumbs.

Women are witches, evil stepmothers, uber-vain queens (“Looking glass, Looking glass on the wall, who’ in the land is the fairest of all?”). The wife  simply must have some rampion lettuce (Rapunzel) from the sorceress’s garden and so send’s her husband over the wall and then must give her firstborn daughter away. They are never satisfied like the poor fisherman’s wife who demands he ask more and more from the magic flounder until unhappy with the castle she ends them back in the hovel.,

Step parents  (especially step mothers) spoil their own offspring and are never nice to step children, (“Cinderella,” “The Three Little Men in the Wood,” “Brother and Sister”). Beautiful daughters can be sweet (Snow White and Rose Red) or conceited and demanding, (“King Thrushbeard”). Sons are either lazy good-for-nothings or resourceful (“The Knapsack, the Hat and the Horn”).

Rich men, kings, innkeepers, or robbers )are often greedy. Little people are magical, elves who make the shoemaker’s and dwarves,. The ugly and disabled are too often bad (Rumpelstiltskin, the witch in Hänsel and Grethel).

Wrong-doers are punished in a medieval way, putting on red-hot iron shoes or be pushed down a hill in a barrel with nails sticking inside. The Grimms took their name seriously.

These tales have entered language, culture and what the Germans call the Zeitgeist, ‘following breadcrumbs,” “wolf in sheep’s clothing,” “Needle in a haystack.”

Good Sense in Fairy Tales

First, there are no fairies in the Grimm collection I read. Cinderella gets her pretty ballgowns from a little white bird who sings in the hazel treen that grew from Cinderella’s mother’s grave, not some dragonfly-winged tiny grandmother spreading Disney-glitter. Still there is plenty of magic. The tales present a balanced view of the world, which might teach us today as they were intended to teach children of the medieval times.

Lesson number 1. The world is a dangerous place.  There are evil-doers everywhere, wolves in goat’s clothing, robbers, greedy-guts landlords and evil sorceresses who can curse you to sleep for a hundred years.. Even your siblings will sometimes do you dirt.

Lesson number 2. Magic abounds in the world if you know where to look. Elves can help you  make shoes “money while you sleep,” Little men in the wood can find you strawberries in winter. Talking frogs and bears can become princes. Brothers changed to ravens and swans can be returned to their human state by the love of a siter who completes a magical quest.

Lesson number 3. Don’t boast and keep your word. The miller’s daughter has to spin straw into gold (a brag from flax spinning into pricey linen thread0. The princess who goes back on her word to the frog to sleep with him. Many problems arise from a lack of humility and integrity.

Lesson number 4. Be kind to animals and the less fortunate.  Most Germanic tribes like the Celts are Indo-Europeans, peoples who migrated from India, so perhaps it shouldn’t be surprising that karma reigns. What goes around comes around as animals and beggars save Simpleton in “The Queen Bee”, and Dummling in “The Golden Goose” and “The Little Peasant” ends up as the richest man in the village, (because everyone else kills themselves for greed).

Lesson number 5. With a little pluck you can make your own luck.  The Valiant Little Tailor transforms the confidence derived from “killed seven with one blow,” (flies no less) into a meteoric rise to royalty. The Bremen Musicians band together and drive off the robbers.

Some will like the Disneyfied versions of these tales because they are less gruesome, but even in the originals love conquers all; princess and prince and miller and his bride live happily ever after.

Hello Mid-Career Consultants

Hello Mid-Career Consultants

You know who you are.

You decided to become a consultant for a good reason. Maybe you liked business, loved problem-solving and were good at the analytics. Maybe you were freaked out by how much to had to borrow to get the degree that was your ticket to consulting. Maybe everyone in your top of your class cohort joined the consulting club and the discussion was electrifying and you aced the interview case prep.

So you interviewed. The interview team was impressed by your volunteer work and, once again, you aced the case they asked you about and loved it. You felt at home. They made an offer to you – one of the very few they offered to anyone at your school. They liked you.

Or maybe you were headhunted or sought out a consulting firm after you had worked in industry and had some specific expertise. Your accomplishments were impressive. They liked you.

You joined the firm. You worked very hard. You knew there was an “up or out” policy, (even though it’s now called “grow or go” by HR) but it never worried you. Even among the other smart, nice, interesting people you work with, managers and partners are impressed with you. You got promoted, maybe even more than once.

No one calls you “Newbie” anymore.

You hear yourself referred to as a “Journeyman” or a “real Yeoman.” (Maybe you didn’t have to look that one up and enjoy the compliment of being called the first medieval farmer who actually owned the land he farmed or carried a longbow and was the backbone of the English Army in the thirteen century.) Even though you hated the term newbie, you hear yourself referring to the newest class that way.

You’ve gone from crunching numbers till long after dark, to managing schedules and budgets and supervising the people who crunch numbers till late at night. You are a lot nicer to the newbies than some managers were to you.

Now what?

If you are asking yourself this question, you have raised your head from the work and are considering (reconsidering) your career.

Maybe that is because salary increases have levelled out. Maybe you are looking at the personal relationship challenges from your travel schedule. Or maybe you are feeling that the job has changed and is changing as you rise. Are you managing the work more than doing it? Is there pressure to “extend” or “expand” your project, i.e., sell more work?

You have reached a fork in the consulting road.

You might have easily missed the earlier “doesn’t have ‘right stuff’” fork. You know the one I’m talking about – the associate that can’t estimate how much time a task takes and misses a deadline. You’ve never been the associate who gets too chummy with a junior client and shares a finding before the presentation.

If you joined from your undergraduate university you might be up against a bias in some firms, “real consultants have graduate degrees,” and be considering a return to school. You might even be among the infinitesimal percentage of consultants in the big firms that might be sponsored for a graduate degree.

But even so or if you joined from graduate school, suddenly you are faced with choices:

  • Do you like managing? Mid-career consultants, manage the team, manage the schedule with the client, manage the client’s acceptance of findings. They know when they can manage the “big client” on their own and when they need to “roll out the partner.”
  • Can you, do you want to, sell? OK, maybe they never use the word “sell” in your firm. Maybe they use euphemisms like “extension” (more work from the same client buying center) or “expansion” (additional similar work from another part of the organization). Maybe bringing in new project work is called “business development” or “client development,” or maybe there is a quasi-mystical language like “we’ve been asked to serve,” but if you’ve gotten this far you know, partnership and the real money in consulting, is reserved for the people who “feed the firm,” ”bring in new business,” “acquire clients,” “establish relationships.”  There are two primary sales paths:
    • Rainmaker – direct sales. These partners often maintain excellent relationships with people who currently hire consultants or will shortly rise to that role.
    • Thought Leader – indirect sales. These people attract clients with research, published books and speaking or media engagements that turn into service offerings that clients want to buy.
  • Do you want to keep the multiplier? Clients pay fees that are two and a half to five times what you are paid. At mid-career, many consultants say to themselves, “if I worked for myself I could keep some of that money.” At this point some mid-career consultants consider, starting their own firm, or “going independent.” If you are in this group, think carefully. All of the above choices will still apply, all at once, immediately. Ask yourself, who are the clients that will hire me, right now? Next month? Next year or the year after?
  • Do you want to stay a consultant? I was a consulting “lifer.” Over almost forty years, I worked for five different consulting firms and worked for myself as a firm founder, independent, and as part of a network of independent consultants. You could say I liked the field. I loved the learning curve associated with a new client or new project. I loved working with smart, nice, interesting people. I loved helping clients change their business for the better. In my retirement, I still write about the industry. I also recognize that consulting isn’t for everyone.

Mid-career in consulting is a time of choices. Choose wisely. 

I wrote a book. (Maybe you know that .)

Cover Traveling the Consulting Road

EBooks are now available in many places. Print is only available on Amazon (for now) but will be coming soon to a bookstore near you.

I would be grateful if you read it. Thanks

Fear and Leading Change

Fear and Leading Change

Accountability and Development vs. Direction and Followers

I made a differentiation that permeated much of my work life.

  • Managers manage in steady state circumstances. They are responsible for getting the work done and for ensuring their people have the knowledge and skills to get the work done.
  • Leaders lead in abnormal circumstances (emergencies, war, change). They are responsible for direction (Go this way!) and ensuring that people want to go with them.

I’ve lost count of the number of times I said this, in leadership workshops, in facilitating teams of leaders implementing new strategies or organizations, or wrote it in blogposts like this one.

I can’t quite call it a silly distinction. I still believe it. It is so simple as to be as laughable as:

“There are two kinds of people in the world: those who divide the world into two kinds of people and those who do not.”

After all, as several people said to me,

“Hey Alan, I’m expected to both get the work done and lead change. So which am I?” or

“Hey Alan, just when is this steady state you’re talking about?”

In most organizations managers and leaders are the same person and it certainly feels like we’re experiencing continuous change. I now say these are “different and overlapping skillsets.”

Recently I have thought some about another difference between managers and leaders, the degree to which they have to deal with fear, both their own fear and the fear of others.

“I ain’t ‘fraid o’ no ghosts”

One of the folk tales that Jacob and Wilhelm Grimm gathered in order to preserve German culture in the time of the Napoleon’s conquest is entitled “The youth who went forth to learn what fear was.” It was read to me as a child under the title, “The boy who couldn’t shudder.”

This boy wasn’t afraid of the dark like some in his family. He didn’t fear walking through the graveyard at night. Creepy stories failed to scare him. He didn’t refuse dangerous work like repairing the roof; he tied a rope around his waist and went about standing on the joists to replace the thatch. Enough people told him he was “too stupid to be afraid” that he began to think there was something wrong with him. He just couldn’t “shudder” like they could.

The boy asked several townspeople to help him learn to shudder. These people told him frightening tales at bedtime and he slept; they moved his bed and he slept on the floor. They impersonated ghosts and he pulled their sheets off. The hangman had him spend the night with hanged corpses. The boy put them in coffins. There were several even more tasks in the in my childhood book, involving threats from a king, a giant, lifting heavy gold, etc., but the youth never did learn to shudder. Ultimately, the fear-deficient boy married without learning to shudder, until his wife poured a bucket of cold water with a hundred small fish on him as he slept and he woke up shuddering. Then he and his wife laughed  while he dried by the fire eating porridge.

As a child I thought this was just a funny story. On reflection there are some lessons about fear:

  • Fear of the unreal (ghosts, the dead) can be overcome by seeing the truth, (pulling off the sheets) combined with action, (putting dead men in coffins).
  • Feeling real fear (the water and the fish, falling from the roof) is fine, no matter how unpleasant, if you can act to mitigate the risk (tie off and watch where you step) and laugh about it later.

Beyond Fairy Tales

The unpleasant emotion of fear or its lesser cousin, anxiety, has its place the world. Fear is sometimes a rational reaction to known risk. For example, it is reasonable to be afraid of heights. I am not afraid of heights; I am afraid of falling. More specifically I am afraid of landing after falling from a height of anything over about six feet.

So when I work on a step ladder I am certain the ladder is firmly positioned on a flat surface and stay off the top step. I no longer work on a roof, but when I did, I was certain to tie-off. Known risks can be prevented and most of the unpleasant consequences can be mitigated.

In change, the risks are unknown. It was a running joke between Saturday Night Live’s Mike Myers’ and Dana Carvey’s characters Wayne and Garth, “We fear change.”

People don’t really fear change. They fear unknown risks. They fear a possible loss of job, pay or status; they fear a loss of work relationships or the peace of mind that comes from knowing that today will likely be pretty much like yesterday – that feeling of “no worries – I got this.”

People react differently to unknown risks. Some freeze; some charge ahead with reckless abandon. In leading change, the leader’s responsibility is to remove the unknown where possible. For example, be as transparent as possible. “I will tell you what I know when I know it.”

Another role of the leader is, where you can, to allow choice. People are less likely to resist a change they have had input into or when it is their choice to commit to the change.

Fear of failure

Many change leaders, including me, are overly concerned that they will not be up to the task of leading others to change. We discount what we know and what skill we have and think that the world will end because of our inadequacy.

Throughout my life I have had a recurring type of dream. When I was younger I was in a classroom taking a test. I had no memory of having taken a class or read any text material for this test, but somehow my whole future depended on my test score.

Later, when I was an actor, I dreamed I was on stage in a play I had not rehearsed or even read. When I was a trainer, I was teaching something I not only didn’t know, but everyone’s life depended on it.

Even in retirement, I sometimes have such dreams. Now, they are seldom about school. I guess I’ve finally “graduated.” I am still occasionally on the stage, but mostly today these dreams are set in the work I left six years ago. I came to call these “unprepared dreams.”

I view these dreams as representations of a fear of failure, my anxiety that I have not done enough preparation or am overcommitted. The only remedy is prioritization and preparation.

Of course, there really is no failure in my retired life that has a life or death aftereffect (not that there ever was). For any goal I have I can choose to double down and persevere or choose to revise the goal.  I now realize that this was always true. Most of my fears were always self-inflicted.

I do think about leaders for whom failure has greater consequence. Leaders in wartime or safety in potentially dangerous operations, whose decisions may have injurious outcomes. Prioritization and preparation still seem like appropriate actions.

For most leading change, prioritization and preparation, signing up for the risks of change and encouraging others to choose to follow, may not eliminate fear, but it will make it more manageable. When I was first learning to facilitate leadership groups,  an old pro with whom I was co-facilitating said something I still find comforting:

“The butterflies never go away, you just teach them to fly in formation.”