Whatever It Takes

Whatever It Takes

This picture was on a birthday card I received last week.

It is a real photo of Rolland “Rollie” Free setting the motorcycle land speed record on the Bonneville Salt Flats September 13, 1948 eleven months after I was born. Rollie Free raced Indian motorcycles before World War II. He set a record at 111 miles per hour. He served in the Air Force and was stationed in Utah near Bonneville during the war.

Rollie had a bone to pick with Harley-Davidson, which had apparently reneged on an offer to support his racing career. He “acquired” and retuned the Vincent Black Shadow from its owner John Edgar for the specific purpose of breaking the Harley record.

During the first runs in Rollie’s signature prone style, the wind ripped his leathers and he was still below his goal of over 150 mph. He stripped down to a borrowed bathing suit, cap, and swim shoes and set the record, (150.313 miles per hour) apparently mindless of the equivalent of coarse sand paper under his bike wheels.

The record stood till 1950 when he broke it again (152mph) and again in 1960 (160.78 mph), but he fell off the bike and quit racing motorcycles. He still raced cars. He died in 1984 and was inducted into the American Motorcyclist hall of fame posthumously in 1998.

There is something admirable in the passion, single-mindedness and zeal to “do whatever it takes.” If I’m honest, possessing that attitude has been quite beneficial in my life. However, there is a line between passion and prudence, between purposeful and perilous, between enthusiastic and foolhardy. That’s a line you often don’t see until you’ve crossed it.

People called Rollie “borderline insane,” “hyper-competitive to a fault, and a “regular nut job.”

I have never done anything like Rollie Free, but in my life, I have been called “gung ho ,”all-in,” and a “work-machine.” I have sometimes taken extraordinary risks to make something work.

 In 1967 I was in a summer stock production of Peter Pan. At nineteen, I was assigned to head the flying crew. We were on a budget so the director ordered flying harnesses without pullies or hydraulic assists. He wanted Rena, playing Peter, to fly in from offstage and up to the top of a scenery cave that stood about twelve feet above the stage. I determined the only way to make that happen was for the flying tech (me) to jump off the catwalk by the third pin rail offstage in the fly gallery to the one by the second pin rail a distance of fifteen feet. If I missed I would fall about twenty feet to the hardwood stage floor.

This maneuver worked in rehearsal. In performance one of the two flying harness guy wires broke and I sent Rena up and into the back of the proscenium. Fortunately, Rena wasn’t physically injured, and finished the performance, but may suffer from PTSD to this day. (Rena, I am deeply sorry.)

Still it took me a while to realize that “whatever it takes,” isn’t always the safe strategy. I worked full-time for a consulting firm in my second year of business school, which meant that I often worked into the night. I came home once at 1:00 am, and had just fallen asleep, when my pregnant wife, nudged me and said “it’s time.”

I said, “Try to go back to sleep.” That did not go over well.

I was slow to learn.

I worked hundred-hour weeks, which the people I worked for loved, but which ultimately made me sick. I was the only independent consultant I ever met who went to work for himself and worked less than I did as an employee.

I trained for a marathon and learned first-hand about the dehydration headaches and nausea of over-training. Several pricey speeding tickets and one thirty-day license suspension taught me “don’t drive faster; leave earlier.” I learned to manage my workload through the not-so-simple task of saying, ”No” to more work.

Years of working for chemical and oil and gas clients increased by awareness of personal and process safety. I still have the urge to stand on the top step of a ladder, but I have learned to get a bigger ladder, or to hire someone else to do work at heights.

I still describe myself, by saying “whatever I do I really do.” Now, however, that describes my ability to intensely focus. I’m still learning that I must intersperse, my “whatever it takes” with some mindless distraction and family and friends time.

So I’m rarely found doing Rollie Free stuff anymore, not even scaled down to my level. Everybody grows up sometime.

But, I guess, my reputation lingers:

Old enough to know better too cool to care Rollie Free in prone psition on a racing motorcycle

Strategy: It’s the Thought that Counts

Strategy: It’s the Thought that Counts

I wrote a book on consulting. I am writing another book on leading change. This quote by Dwight D. Eisenhower is in both books.

“In planning for battle, I have always found that plans are useless, but planning is indispensable”

This quote is attributed to Eisenhower in Richard Nixon’s book Six Crises. It is also mentioned by General David Sarnoff’s published papers. (Sarnoff was a Brigadier General on Eisenhower’s communications staff during World War II and the CEO of RCA before and after the war.)

“In planning for battle, I have always found that plans are useless, but planning is indispensable”

“This makes no sense,” my primary editor, my wife, said to me in frustration. “First, he says plans are useless then he says they’re essential; which is it.”

This isn’t the first time I’ve heard this reaction. When I facilitated leadership teams at strategy off-sites, some leaders said “Huh?” Then, as now, I tried to explain.

“What Eisenhower is saying is that the plan itself isn’t what’s important. No battle ever went according to a plan. What’s important is the process of planning, the thought that goes into anticipating the enemies movements, and advantages and disadvantages. That thinking allows the general to act and react during the battle not slavishly follow a plan.”

This explanation didn’t work with those leaders either. I put it down to the strange way I think and therefore communicate. I take in information intuitively, filling in blanks, and making connections that aren’t apparent to seventy-five percent of the population. So I talk in a shorthand that assumes others make the same connections I do. I get the “Huh?” reaction a lot.

I tried the other similar Eisenhower quote:

“No battle was ever won following a plan, but no battle was ever won without one.”

Worse and more of it. “Which is it?”

To me, this concept is critical for business strategy. It ain’t about the report or the deck from the strategy consultant,. “It’s the thought that counts.”

Why is it that strategy consultants find that clients fail to implement the pristine strategies they design? It’s because the client didn’t do the thinking; the consultant did.

To be fair this complaint is old. These days many expert strategy consultants involve the client in data and framework analysis and conclusion formulation. Process consultants facilitate leadership teams in gathering the data, analyzing it, and formulating strategies. However, I’m sure somewhere there is still a client who makes the cringeworthy comment:

“Change? We don’t want to change; we just want a new strategy.”

Among business majors, MBAs, consultants, and some client managers, the word strategy has a golden aura, delivered in a flash of inspiration from some mystical place – the collective unconscious?- or wherever really smart people get their ideas.

A strategy is a plan. That’s it – just a plan. Sure, it’s “a plan to achieve an objective in the face of competition.” Still just a plan.

I’m told that the word strategy comes from the Greek word strategos, meaning generalship. We might ask why pick the language of war? Business leaders often use war words, conquest, slaughter, defeat, decimation. I don’t really get that. I mean, we are just talking about whether customers shell out shekels for your product or the other guy’s. But what do I know.

I know that a strategy is just a plan.

Cue the Eisenhower quote:

“In planning for battle, I have always found that plans are useless, but planning is indispensable”

Remember:

“It’s the thought that counts.”

Here is an outline of what I think the thought is:

Understand (collect data and analyze)

  • Understand the customer,
    • Who -demographics, psychographics, buying history, share of wallet
    • What they need, want, wish for
    • Where – location, preferred channels
    • When – buying seasons,
    • Why – purchase criteria
  • Understand the competition
    • Who – Major players and minor, alternative products
    • What – offers, business models, advantages and disadvantages
    • When – do competitors’ seasons vary?
    • Why- customers buy from them (and not you)
  • Understand other forces (suppliers, community standards, regulation, etc.) that shape consumption and competition
  • Understand ourselves
    • What are we good at, business model (how we get revenue, operate, make profit)
    • What are we traditionally not good at -why- can we innovate-improve or integrate ourselves out of this problem.

Look for trends rather than point in time conclusions. What is different? What trends that may not be recognized? What new technologies that may change the game? What new groups of customers, new needs, anything that presents opportunities? Is there something in the standard marketplace that you can change, improve, find another way of doing, stop doing because it adds no value?

Plan (There is really nothing mystical about a plan)

  • What are you going to do and why? (specific actions)
    • In product or service design ( How can you differentiate hardware or physical stuff, software – or use instruction, service – personalized connection to the customer).
    • In marketing (Price, place, promotion)
    • In operations (Make vs. Buy, Quantity, Quality, Timeliness)
  • How are you going to do that? (Detailed inputs, activities, outputs and metrics for each and contingency plans for when things get off track.)
  • Who is going to do what? (Actual people who will be held accountable for each action.)
  • When? (A lack of specificity or over-optimism in deadlines is one reason for strategy implementation failure.)

Yes, it is complicated and there are many unknowns and unknowables, but still doable.

Who plans?

Executives formulate strategy and operations managers execute it. Yeah, right. Or worse strategy consultants formulate strategy, present the deck to the C-suite executives and operations managers executes it.

What’s wrong with this picture?

People have been separating the planning function from implementation since Frederick Winslow Taylor wrote Scientific Management in 1911, despite numerous social science experiments that prove how inefficient this practice is. Understanding gets lost in the hand-off. Operators don’t get the “why” of the new strategy or they fixate on one output metric (quantity) and short circuit another (quality) with disastrous results.

But you can’t invite the whole company into the strategy offsite. No, but you can invite a cross-section of the firm and arrange for level and functional communications sessions using those who were there.

And remember

“Strategy is a gift: It’s the thought that counts.”

But. . .

It’s integrated action based upon that thought that gets results.

Traveling the Consulting Road is now available

Who Leads the Leader?

Who Leads the Leader?

This picture is a cartoon archetype. A guru, hermit, wiseman sits before the mouth of a cave high in the mountains. Before him sits a young seeker, a supplicant, whose backpack indicates he has climbed high into the mountains looking for answers to his burning question:

“What is the meaning of life?”

The punchlines almost always imply that seeking wisdom externally is unlikely to find it:

“Life? Life is just one darned thing after another.”

“OK, I’ll teach you the meaning of life, if you teach me how to climb down off a mountain.”

“No, No, I’m not a Life Coach, next mountain over.”

Which brings us to the question, where does a leader go for help? A personal guru or spiritual advisor? A leader in another organization? A staff confidant? Her team? A consultant? A coach? A mentor? A therapist?

It depends.

Help

It depends on the kind of help.

If the leader is looking for specific expertise to help the organization, then a staff person, or an expert consultant,  or university researcher might be the appropriate choice?

If the leader is unsure how to get the organization to do something, improve, innovate, integrate, then a process consultant might be more appropriate?

If the problem is more personal, the leader’s own behaviors are getting in the way of goal attainment, then perhaps a coach might help?

If the problem is developmental and within the context of an organization, an industry, or a discipline then perhaps relying on a mentor relationship might help?

If the problem is rooted in deeper emotions and is showing up in other areas of life, then perhaps a therapist could help?

Leadership is itself a helping profession, so any of these helping professionals might also provide a model of how to help others.

There are many leaders who ask the people in their own organizations for help, the leadership team, staff specialists, a colleague, or a friend. This works for leaders who ask for input regularly and demonstrate that they want the “straight skinny” and not to be flattered. Some will not believe you and flatter you anyway and the first time you get defensive or blow up at bad news you destroy all the candor you earned to that point.

Help is defined by the recipient: you have to ask for it and you have to accept it.

Change

One of my favorite punchlines for this cartoon appears in a callout over the seeker’s head:

“Change? Wait, what? I don’t want to change. I was just curious.”

If you ask for advice, people have an expectation you will act on it. Maybe not all of it and maybe not all the time, but people you ask for help expect that you will do something differently as a result, even people you are paying to help you. Coaches expect you to take action on your goals. Strategy consultants expect you to implement the strategy. Mentors expect you to grow.

The leader who asks everyone on his team for advice and follows none of it, soon earns diminishing followership. Also, be careful of playing favorites, you know, asking everyone, but always doing what Marie suggests.

Dependency

Another punchline for this cartoon:

“So, Grasshopper, you feel self-actualized? You have resolved your imposter syndrome and been recognized for achieving your goals? Are you sure others are not just flattering you? Could you be lying to yourself?”

I believe that most consultants, coaches, therapists and even mentors are genuine and offer help solving a problem to put you in a place to solve this problem yourself in the future, to in effect “work themselves out of a job.” If, however, you find yourself asking for the same kind of help over and over again, stop and ask “Why? Whose interests does this serve?”

I have a friend who hires a new personal trainer every year. Sometimes it works. He ran a marathon in under three-and-a half hours. Then he got into triathlons and raved about his swimming and bike coaches. He skied with a professional instructor for two weeks at Jackson Hole and paid for the instructor to fly and ski with him in Vale. (I tried to convince him to fly me to Vail without success.) Now he doesn’t ski.

To be fair, this man devotes most of his energy to his business, which, obviously, pays him quite well. It is clear what his priority is, but I wonder if he is dependent on advisors in that arena too.

Leadership Wisdom

Leaders rise in unusual, abnormal circumstances, war, change, emergencies. I often say that two of the accountabilities of the leader are:

  • to clarify direction (vison) “This way” and
  • to attract followers “Follow me.”

It’s OK to ask for help.

Maybe you need help clarifying direction, knowing what to do, when or how. Maybe you need help, getting people “on the same page,”  organizing, mobilizing, staying on track, or achieving results. Maybe, as the instrument of whatever change you seek, you need to work on yourself.

It’s OK to ask for help.

Yes, you must be clear about the kind of help you need and ask the right person. Yes, you still have to act on advice even if it means uncomfortably changing something about yourself. Yes, the answer may not be forthcoming because it is within you. But ask anyway.

Here are some other punchlines for this cartoon:

“To achieve your greatest goals sometimes all you have to do is ask.” Steve Jobs

“We cannot teach people anything. We can only help them discover it for themselves” Galileo

“Life is a bubbling fountain.”

“Wait, WHAT?! I climbed all the way up here and that’s it?! ‘Life is a bubbling fountain?’”

“You m-m-mean. . . Life is not a bubbling fountain???”

The View from the Rug

The View from the Rug

To tell you the truth, I’m exhausted.

I mean, I did manage to hold my pee till first light, and that seemed to make my man happy, but it wasn’t easy. I mean, I am so thirsty all the time and I drank a whole bowl since bedtime.

But wait, I’m forgetting my manners.

Hello, my name is Pip. I’m a twelve year old Black English Labrador Retriever (see my perfect bicycle seat head). And yes, I said black. You can politely ignore all that gray. I am twelve and I live with two humans whose age totals over 150, so I earned every ounce of silver I wear.

My man, who calls himself, Alan, and my lady, who calls herself, Billie (I know it’s a man’s name, but her father was William and you get used to it), anyway they named me Pip, because my mom’s human said I was “a pip.” They thought it was soooo cute, they made it my name. It’s OK I guess. I mean, I answer to it, but I have to be puppy-stubborn to live up to it and that gets old.

We live on Eagle Ridge. There’s a field one street over. Humans get excited about the buildings you can see from it. “New York City! I love the field too, but for more important reasons, the swirl of smells and my all-time favorite snack- Deer Poop! Mmm-mmm.

Things have been crazy on the Ridge of late

Some guys came and moved all the furniture on the second floor to the garage.

Then some other guys tore up my soft rug and pounded like crazy so now there is wood where the rug was.

My humans got a smaller rug, and they put another rug where I used to sleep, but it has a busy pattern so I don’t sleep there. I don’t sleep in my bed anymore either; it smells like soap now. To tell you the truth I never liked it; I just l slept in it when I was freaked because it reminded me of the one I had when I first came to live with them. So I sleep on the wood, which makes it hard to get up because my back legs don’t work like they used to – I mean, they work when I’m standing and walking, but it’s hard to get a grip on those slippy floors and stairs.

Stairs! The second floor is up fifteen stairs. All right – it’s seven and seven with a rest area, but the new stairs rug is only in the middle so I can’t brace myself against the wall anymore.

After they wooded the floors and stairs, my humans went away. That’s usually nice for me because I get to stay with David and Bhakti who once took me on hikes before I got too slow. Who wants to keep up with pups who don’t take time to smell anything. I stayed with a new human family. They had a pool and were surprised when I didn’t swim. The humans were nice and the other dogs were cool, but my humans came home sick.

“Covid,” They said into the black boxes they’re always staring at. So they didn’t go away again, but I did. This time to David and Bhakti.

My humans got better. I guess they weren’t that sick.

Then there was the week-long dogfight between the furnace guy who swore there wasn’t enough gas to run the furnace and the utility guy who said there was plenty of gas. In the end the driveway and the yard were dug up and the big gray pipes-‘n’-stuff is outside of garage, which the gas guy said the state required, but they don’t. The only thing all humans, (mine, the neighbors, the home owners association) agree on is that it is “ugly” and anything done to mask it or move it, my humans have to pay for.

The pipes-‘n’-stuff doesn’t smell much now, but it’s a big tall thing that’ll attract male dog pee-mail- Bonus!

Then my humans sad-talked about Billie’s sister, who fell and is having a hard time. Billie’s brother came down. His wife’s had the can-sick  (more human sad-face talk).  She’s getting better, but he’s still worried.

Anyway, they were going to leave me alone again to visit their sister, but I was drinking all this water and had to pee every two hours, so my man stayed home with me. He counted the times he filled my bowl. “128 ounces!” He exclaimed when they returned.

So we went to the vet lady, with some of my pee in a bottle and they stuck me with a needle again. I hate that.

That night I had more trouble on the stairs and got up four times to pee.

Such an ordeal! – bark-to-wake-humans–put-on-my-harness-go-downstairs-drink-a-lot-of water-go-outside-to-pee-come-in-drink-a-lot-of-water and go back upstairs – four times. I heard my man say into the black thing “We get up at night to pee too, but she isn’t choosing the same times.”

We all went to the vet lady again. All the humans had frowny-faces, except when they talked to me and put on that voice that they think dogs and babies want to hear. I don’t mean to seem ungrateful, but I know I’m a “pretty girl” and I don’t need to be told so in a squeaky voice.

“Die-Beet-Ez” I don’t know what it is, but my humans learned how to use needles, not the big kind – I barely feel them.

The stair trips are scary for them so they are taking turns sleeping downstairs. It was my man’s turn last night and he slept on the floor. “Couch is too soft for my back and I don’t really fit in it.”

As I said, I really worked to hold my pee until first light. I’m going to sleep around today.                                                                                

I wish they wouldn’t worry so much. Sure they’ve cut back my treats, changed my dinner time, and he joined me on the floor, but that’s why I trained them. They’ll adapt.

That’s what humans do – worry. They watch the picture box in the den every night, look sad and worry. I can’t watch that stuff – I bark to go out on the deck till they watch something that makes them laugh.

This morning though, they just looked at each other, shrugged their shoulders, shook their heads and laughed. Then my man started to sing and my lady joined in.

“We ain’t got a barrel of money. We may look ragged and funny, but we’re travelin’ along, singing a song. Side by side.”

I love it when they do that.

Fast and Slow

Fast and Slow

The roots of a love affair

When I was a pre-teen, I read a book about Doug, an American teenager immersed in hot rod culture. The story was about Doug finding himself, but was full of descriptions of bored-out V8s and chopped and channeled old Fords, accompanied in my memory by Chuck Berry songs,

“. . . Cadillac a-rollin’ on the open road; Nothin’ outrun my V8 Ford . . . Maybeline why can’t you be true? You done started back doin’ the things you used to do.”

In a barn, Doug discovered a pristine 1948 MG TC, a British Racing Green roadster with wire wheels and saddle brown leather seats. The TC had a four cylinder engine, one third the horsepower of his friends cars and couldn’t compete on a straight away, but would lose any car on curvy roads.

Doug soon tired of drag racing preferring to go “motoring” with his new girl Deb, top down to sunshine and wind in their hair.

This began my unrequited love affair with old British sports cars. I’ve lusted after Jaguar XK-120s, MG As and Bs, Triumphs for much of my life. I drove my cousin’s Austin Healey 3000 on farm roads when I was thirteen and a friend’s Healey Sprite Midget when I was sixteen.

I have never owned any of these cars, but I’ve imagined the motoring joy of them. When I went to business school in England, I discovered the Morgan Car Company, which has been building cars like these continuously since the 1930s. The car in the bottom right of the picture above is a 1957 model, but they build a car that looks exactly like that today.

Reportedly the stiff suspension and ash wood body frame makes a Morgan an uncomfortable ride, but the light-weight aluminum body makes even the four cylinder quite quick.

People want fast cars and so Morgan obliged. They introduced the Plus 8 in 1968 with 4.5 liter Rover V8, and neck-snapping acceleration. Mick Jagger owned one. In 2000 Morgan produced the Aero 8 pictured in the upper left. The Aero even looks fast, but it leaves me cold. I think it might create the g-force face bending of astronaut centrifuge training, not exactly a “happy motoring” experience.

Most guys want the “fast” driving experience. I fantasize about the “slow” experience.

Let’s be clear. I drive ten miles-per-hour over the speed limit on interstates and use Ez-Pass for tolls like everyone else.  I don’t want to return to before President Dwight D. Eisenhower built GM president Will Durant’s plan for a “network of highways stretching from sea to sea.” I do fondly remember country road drives reading Burma Shave signs.

Is faster better?

What prompted this fast-slow rumination?

My LinkedIn and BizCatalyst 360 connection Charlotte Wittenkamp shared an essay by Rory Sutherland, entitled “Are We Too Impatient to Be Intelligent?” Mr. Sutherland is the former creative director of U.K. Ogilvy & Mather, an advertising agency part of the WPP marketing conglomerate.

Mr. Sutherland now runs Ogilvy Consulting, which applies human behavioral science to business problems. His essay humorously makes the point that the default criterion for innovation has become speed, even though that might not be what the customer wants.

Fast train schedules, bullet trains, even faster non-stop flights, instant email, Amazon same day delivery, quicken our lives unnecessarily – Don’t order a Guiness, it takes forever to pour. “Some things are worth waiting for,” he quotes the Ogilvy Guiness ad to drive home his point,.

This got me thinking. Is this a conspiracy? Or is this the way humans are wired?

In his book Thinking Fast and Thinking Slow, Daniel Kahneman posits that human brains have two systems of processing thoughts.

  • System 1 is autopilot, subconscious thought used 90% of the time. It makes decisions and takes actions we have done before. It recognizes patterns and gambles on the frequency those patterns have been seen before. It is incredibly fast, like an algorithm.
  • System 2 is focused, conscious thought. It is very powerful, but slow. It can only do one thing at a time.

When people say they’re good at multitasking, their skill is switch-tasking, moving rapidly between System 1 & 2, and, yes, some people are better at that, but most of us just think we are good at it.

Automobile, air traffic control accidents, chemical or oil spills and explosions are frequently caused by someone whose brain was in System 1 when it should have been in System 2. Someone was thinking fast when they should have been thinking slow.

Artificial Intelligence (AI) will save us time

Sutherland says that we don’t always actually want efficiency. He suggests that AI, which is being built on the speed and efficiency model might be trained to slow down, give us a series of suggestions for a trip to Greece over a two month period allowing for contemplation, discussion.

Google, Amazon Ads, LinkedIn, and my writing software is constantly popping up a dialogue box, “Would you like to use AI to write this?” Mentally I answer. “NO DAMMIT! I’M TRYING TO BECOME A WRITER.” (This is sometimes my out loud voice, according to my wife.)

Speed and efficiency rarely help learn a skill. It’s why when I’m woodcarving, I don’t use power tools. I want to keep the digits I have.

In my late thirties I decided to run a marathon. I had been running twenty-five seven-minute miles a week for about ten years, but never more than five miles at one time. I just started doubling my long runs at the same pace. I hurt myself.

A fellow runner said “Alan, remember LSD!”

“I  don’t do that anymore and I am NOT going to start again.”

“No man. Long Slow Distance. Reduce your speed to run longer. A nine minute mile pace for your first marathon is quite respectable.”

Since the Industrial Revolution humans have focused on the relationship between speed and cost. Faster is better, because the more quantity you can produce for the same overheads, the cheaper each unit is.

New technology performs one function more rapidly. GPS gets you from point A to point B faster than maps, but it doesn’t show you what else you might see along the way. Remember AAA Triptiks, that told you attractions at every exit you pass? AAA still makes Triptiks, but very few members order them.

There is an inverse relationship between quality and speed. A designer once told me, “Good, fast and cheap. Pick any two. If it’s fast and cheap, it won’t be good. If it’s good and cheap it won’t be fast. If it’s good and fast, it won’t be cheap.”

Some activities benefit from going slow: eating, customer service, international diplomacy, research, sex, weight loss, learning, and any art or craft. With thinking and editing time, this little post took longer than I’d like, but I am still learning to write.

Gustav Stickley, the Arts & Crafts designer, embossed on the copper fireplace hood at his home in Morris Plains, NJ:

“The Lyf so short, the craft so long to lerne.”

Slow down. Feel the sun on your face and the wind in your hair. Happy motoring.