Consulting the Oracle

Croesus

In 560 BCE the mighty King Croesus of Lydia issued a request for proposals (RFP) to the major oracles of ancient Greece. “Why should I choose you as my oracle of choice?” he asked.

“I know the number of the sand and the measure of the sea,” began the Pythia, sybil, sorceress, lead consultant for Delphi.

“I understand the speech of the dumb and hear the volcanoes. . . .” She went on as sybils do, but Croesus interrupted.

“OK, OK, you had me at ‘the number of the sand,’ Delphi is the winner. You’re my new Oracle Pythia-baby, Here’s my question, I’m thinking of attacking Persia. I think this Cyrus guy’s a real cream puff and they have all those pomegranates, and the rugs – you should see the rugs!”

As a hedge, Croesus also asked the Oracle at Thebes, but both Thebes and Delphi gave the same answer. “If you attack Persia, a mighty empire will be destroyed.”

He asked some other questions about which city states would make the best allies and lined up Team Greece, but before he left, he asked,

“Just checking here, gotta think about the kids and grandkids. How long will my dynasty last?”

“You and your issue will rule Lydia until a mule is king.”

“Well, that ain’t never gonna happen,” said Croesus.

Cyrus it turned out was only half Persian and half Mede, on his mother’s side. The Mede joined the fight, despite the fact that the Persians called Cyrus a “mule” because he wasn’t purebred Persian. The great empire that was destroyed was Croesus’ own.

Leaders in change are always looking for oracles, consulting firms, university professors, other firms that have gone through a similar change. It is understandable; in change, there are a lot of unknowns.

An important leadership lesson from Croesus at Delphi is:

When asking for advice make your question specific and even if you think you know the answer ask, ”Tell me what you mean by that.”

The Oracle and her Prophesies

Historians are divided about the origins of the Oracle at Delphi. Some place it as early as 1400 BCE, when it was a Temple of Phoebe, a Titan associated with the moon and grandmother of Apollo and Artemis. By the eight century BCE, Delphi had become a Temple of Apollo and the Pythia, the high priestess received her gifts directly from Apollo.

There is some disagreement about the Oracle’s process. Did she go into a trance from inhaling fumes from under the cave? Did she just mediate and come clear speaking dactylic hexameter? We don’t know, but we do know that leaders in Ancient Greece sought her out to ask advice.

She may or may not have given Lycurgus the constitution of Sparta, helped Solon create the laws that laid the foundation of the world’s first democracy and given Pythagoras his moral precepts.

The Pythia allegedly called Socrates “the wisest of men.” This may have gone to Socrates head who started saying he took “no instruction from the gods, but only from my own intuition.” This, according to Professor Paul Cartledge of Cambridge, in staunchly religious Athens led to his charges of “Impiety and corruption of youth ” Can’t be smack-talking against the gods especially right after a plague and a big loss to the Spartans.

According to Dr. Cartledge, Socrates could have still avoided death if he hadn’t mocked the charges saying he should be rewarded or fined small change. So Socrates might not have been so wise, but in the end did his civic duty, followed the verdict of a majority of 501 jurors and drank hemlock. Personally, I would have “blown that pop stand.”

The Pythia’s words did tend to puff leaders up. The priestess of the Oracle of Delphi was the most powerful woman in male dominated ancient Greece, and she wasn’t above “blowing a little smoke” to get you to listen.

Lycurgus was “a god,” Euripides was the “wisest of artists.”

She apparently didn’t like Macedonians. She told Phillip he couldn’t conquer the world because he couldn’t ride her unbroken stallion. She first refused Alexander an audience, but the impetuous twenty-something dude stomped into her cave and pulled her out by her hair.

“OK, OK you are immortal.”

Alexander felt he then had her blessing to conquer the world and he did pretty well, until he didn’t. We still call him the Great, but he wasn’t immortal in the physical sense. He died at thirty-two in Babylon of malaria, or typhoid or alcoholic liver failure or poisoning or the neurological disorder Guillain-Barré Syndrome. In the end he was reported to have said, “All is vanity,” and asked that his empty hands be shown at his funeral to demonstrate “You can’t take it with you.”

Leaders got some good answers from the Oracle at Delphi and some misleading ones accompanied by flattery, not unlike oracles we consult today. In the case of Delphi some advice is carved in stone, the Maxims of Delphi.

The Maxims

There are three main maxims carved into Doric columns at the temple entrance.

The first is “Know thyself.”

I often say that change leaders have two primary accountabilities.

  • Be clear about direction – the “why” we are changing, the vision of the world after the change, the path to get there, all those places to display your optimism and passion.
  • Attract followers – people have to come with you. You can attract them by the excitement and passion of your vision, or your belief and support of them or both.

The Delphi maxim “Know thyself” tells us to know what aspect of these accountabilities we’re good at and to attract others you fill in our flat-sides. “Know thyself” also says –“Don’t let this stuff go to your head. Caesar Augustus had a slave ride behind him in his parade-chariot whispering Alexander’s dying words, “All is vanity.”

The second maxim of Delphi is “Nothing to excess.”

Too much vision and passion can make a leader out of touch. Too much focus on attracting followers can make a leader a doormat, or otherwise perceived as catering to the unwilling at the expense of the people who have already signed up.

The third main maxim at Delphi has a translation problem.

Some translate it as “A pledge brings trouble”- be careful not to make easy promises that you might not be able to keep i.e. don’t say “Nothing will change,” or “No one will lose their job.” Some translate it as “Surety brings pain,” – be careful of guarantying others debts, “All shareholders, or depositors, will be made whole.” Still others translate it as “Certainty brings danger,” – never stop questioning what you think you now and how you know it.

I don’t read ancient Greek, but I think all three are good advice.

The 147

There are also 147 other maxims that have come down to us from a fifth century CE anthology assembled by Macedonian Joannes Stobaeus . These are often attributed to the Oracle at Delphi, but are really from many collected writers.

They make interesting reading. Some say they are blueprint for a happy life. 

They range from the hopefully obvious, #31 shun evil, #51 shun murder, to the ones that should stay in ancient Greece, #95 rule your wife.

Leading change is about direction, vision, insight so I like #9 “know your opportunity.”

Leading change is also about attracting followers so I like #11 Think like a mortal.

And the last four I see as a blueprint for progressing through change and maybe through life.

#144: As a youth – self-disciplined  I wasn’t a self-disciplined youth, but In the beginning of a change discipline to a process is critical.

#145: As of middle-age – just – visible fair process in change.

#146: As an old man – sensible – accepting our mistakes and correcting them.

#147: On reaching the end – without sorrow – in change as in life we want to look back without regret.

The ancient Greeks focused on growing the leaders for their city state. Spartans trained disciplined warriors; the Athenians trained thinkers and statesmen. All the Hellenic leaders asked oracles for advice. The smartest may have questioned more or just followed the maxims.

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A Friday Some Years Ago:

9:00. Phone rings.

“Hello? Oh, Hi Ken…”

12:00 noon. Phone rings.

“Hi Ken, what’s up?”

4:45 p.m. Phone rings.

“Hi Ken… Say Ken, Are you checking on me?”

“Well, actually, yeah. When I work from home I only get about two hours of work done all day. What with the kids and the dog, trying to work from the kitchen counter, and the TV, and computer games. It’s very distracting. We pay you quite a lot and I was just trying to see if you are actually working.”

“OK, Ken, I get it. But I’m in my office on the second floor of my house. It has a desk, phone, files and computer. There’s no TV. I have no games on my computer. My kids are grown and don’t live with me. The dog is old and goes out before work and after. Besides Ken, I only charge you when I’m actually working. We can review the training I wrote today if you’d like.”

“Well, I’m headed home; can you email it?”

“Sure.”

My client was new to the job and he had inherited a consulting team. To him it was easy to see us working when we were on site, but given his personal experience working from home, he couldn’t imagine us working productively on Friday, when we weren’t on site.

In fact, for certain kinds of head-down individual work, I got a great deal more done on Fridays than I did during the week, when I had to attend meetings with clients and build commitment to change. However, I understood that many managers in offices shared Ken’s experience and the concerns that arose from it.

Then Came Covid

Durin the coronavirus pandemic, workers in factories, healthcare, first responders, retail, and food service risked their lives and office workers learned to be productive “working from home.” Office productivity didn’t suffer as expected and office workers liked the flexibility, the lack of wasted commuting time, and not wearing pants on Zoom calls.

I retired in 2018, so this really didn’t affect me directly. I heard about it from my kids. One time consulting colleagues called to ask how I worked as an independent consultant. People asked about my home office and what the IRS required to deduct the set-up of a home office, (dedicated space, documented use, and expense receipts). I started to see jobs advertised as “remote,” or “hybrid.”

Some people figured out they could work from anywhere and you saw magazine articles of people working from the deck of their beach house. I was always jealous of that because I didn’t have a beach house.

Some people complained about the isolation of Covid-time. As the pandemic died down, some people reminisced about standing on balconies of city apartments banging pots in support of first responders and healthcare workers. Covid was something that affected us all, a unifier after a time of division.

Then Covid was (finally) over

Well, not really over. Covid is still around. We’re just done with it, over it; Covid is so four years ago. For the last four years, there has been a discussion building.

“OK everybody, it’s time to return to work.”

That one pissed off all those workers in factories, healthcare, first responders, retail, and food service who risked their lives.

“We never stopped working.”

So R-T-W became R-T-O, “return to office.”

Some were enthusiastic; some were less so. Sure, there would be less isolation, but more colds and flu (and Covid whispered the risk averse). And then there is wasted commute time. And then there is the flexibility of working when I want. And then there is the fact that I don’t have to stay late because Mary bent my ear about her mom, and Ted just had to relive the highlights of the big game, etc.

“OK, well, what about two days per week?”

“Maybe.”

“Three?”

“I don’t know.”

It’s been a long four years.

This conversation has been slowly accelerating. I must admit that, Boomer dinosaur that I am, I wasn’t particularly won over by the Gen X, Y, Z, Alpha whines about commuting costs and cleaning bills for the pants they would now have to wear. I also thought that some workers were being clearly unreasonable in their demands.

My nephew runs a retail food business and told me about job applicants who asked if they could “do the retail floor job remotely.” Some jobs require face time.

Culture is built by being together. Teams function best if they actually know each other. I began to hypothesize that introverts would want to work at home but extraverts would want to return to the office. It turns out there is no evidence of that.

I have had more and more conversations recently with office workers, people I respect for their intelligence and projected competence, who say, “If they insist on 5-days-in-office, I will leave.” Or “OK, I’ll come in for 9:00 and leave at 5:00, but there is no working till 7:00 and no calls on nights and weekends.”

There have been some famous CEOs who have gone public “R-T-O or else!” At a recent cookout, huddling under a canopy during an inconvenient downpour, I was engaged in conversation with the manager of administration for the board of directors at a money center bank.

“My CEO is friends with another CEO who has drawn a very public line in the sand, but my colleagues, my boss and three quarters of my staff will walk if he enforces the RTO mandate. Most of the board are off site and 90% of my work is email and phone. I have to be here for board meetings and two or three days a week is reasonable. Five is a hard “No!”

I began to think that managers, even CEOs, who insisted on a 5-day RTO mandate, might be driven by their own convenience  ̶  “I want to turn around an give someone a job directly. I don’t want to find out they’re ‘shirking from home’ and have to call them.”

Then, in today’s New York Times, I came upon an article by Adam Grant, et al, at the Wharton Business School, that quotes research, that demonstrates that:

“ One: Return-to-office mandates don’t increase profits by weeding out people who lack commitment. They motivate the most talented people to jump ship. Two: As long as people are together for half the week, remote work isn’t isolating. And three: Hybrid work isn’t bad for performance, innovation or connection. “

Grant et al go on to describe how adamant RTO mandates are most often pushed by narcissistic managers that require constant attention, as demonstrated by the size of their pay packages, offices, and their photos in the annual reports.

So where does that leave RTO?

It depends. There are clearly some jobs that require presence, just like first responders, and retail workers, if your job has a face to the public, well, you gotta face the public. If your job has more individual than team work, you might have more of an argument for remote or hybrid work.

If you are a manager, who just can’t get over the fact that, “Hey, I got up every day and went into the office. I sucked up to my manager and now its my turn,” then maybe look in a mirror. Get over yourself, and see how you can lead change three days a week or on Zoom without any pants.

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2 Comments

  1. David Ford

    Good Morning Alan!

    Hope you are doing well. Another insightful story that I enjoyed reading.

    The references to the maxims made me think of the times I have gone hiking in various National Parks (Yosemite, Big Bend, etc). I always had a topo map and a compass with me. These days, I suppose one could use Google Maps but what if the internet connection is not good?

    Most of the time the trails were well marked, either from the foot traffic or rock cairns.

    But I remember this hike we did at Big Bend on a trail less travelled.

    It was flat as it was near the Rio Grande River. Lots of low scrub brush. Many places where the foot travel did not leave marks for us to follow. Few cairns.

    The map and compass (our maxims that day) allowed us to continue on to our destination and to return to our car.

    We need maxims.

    Call them social mores, rules, guideposts, accepted behavior – regardless of the name the maxims are intended to help us maintain some sort of civility and structure.

    Reply
    • Alan Culler

      What a wonderful comment, David! Thank you.

      Perhaps you know I have done some backpacking in my life. Recently I have gone with my son who has a satellite GPS with trail maps on his phone. This saved out butt more than once above tree line after an unexpected fall snow.

      I agree with you about Maxims -though I think three is a more manageable number than 147. Perhaps the point of 147 is there is a lot from which to choose your three.

      It is great if groups of people can choose the same three, talk about the specifics of what those three mean in the context of their objectives, strengths and weaknesses, talk about the circumstances where those maxims might be in conflict and how they’d resolve the conflict.

      I’m sure yoou have done exercises like that with groups of leaders.

      Thanks againm for your support.

      Reply

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