i'll gladly change

If anyone can refute me – show me I’m making a mistake or looking at things from the wrong perspective – I’ll gladly change.

It’s the truth I’m after, and the truth never harmed anyone. What harms us is to persist in self-deceit and ignorance.

Marcus Aurelius

Meditations by Marcus Aurelius. Modern Library. 2003. P.73, Book 6, #21. Also see The Internet Classics Archive | The Meditations by Marcus Aurelius (mit.edu)

whenever there is chaos

I have great belief in the fact that whenever there is chaos, it creates wonderful thinking. I consider chaos a gift.

Septima Clark

Ready from Within: Septima Clark and the Civil Rights Movement. Africa World Press.  1990. As found in 2022 Great Quotes from Great Leaders Boxed Calendar: 365 Inspirational Quotes from Leaders Who Shaped the World.

the right way is the hard way

You and Larry David wrote Seinfeld together, without a traditional writers’ room, and burnout was one reason you stopped. Was there a more sustainable way to do it? Could McKinsey or someone have helped you find a better model?

Who’s McKinsey?

It’s a consulting firm.

Are they funny?

No.

Then I don’t need them. If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting. That’s my way of life.

Daniel McGinn and Jerry Seinfeld

"Life’s Work: An Interview with Jerry Seinfeld" by Daniel McGinn. Harvard Business Review. January-February 2017.

stages of culture

Stages of culture: Suffer -> Survive -> Thrive

Marcella Bremer

Suffer, survive or thrive in organizational culture? - Leadership & Change Magazine
 

I found what I loved

I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents’ garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4,000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.

I really didn’t know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down — that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.

I didn’t see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the world’s first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple’s current renaissance. And Laurene and I have a wonderful family together.

I’m pretty sure none of this would have happened if I hadn’t been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.

Steve Jobs

'You've got to find what you love,' Jobs says: This is a prepared text of the Commencement address delivered by Steve Jobs, CEO of Apple Computer and of Pixar Animation Studios, on June 12, 2005. Stanford News. 

the rough side of the mountain

It's the rough side of the mountain that's easiest to climb; the smooth side doesn't have anything for you to hang on to. 

Aretha Franklin

"The Swingin' Aretha," Ebony. March 1964. p.85. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.  

command and feedback

In the Corps, I was taught to use the concept of "command and feedback." You don't control your subordinate commanders' every move; you clearly state your intent and unleash their initiative. Then, when the inevitable obstacles or challenges arise, with good feedback loops and relevant data displays, you hear about it and move to deal with the obstacle. Based on feedback, you fix the problem. George Washington, leading a revolutionary army, followed a "listen, learn, and help, then lead," sequence. I found that what worked for George Washington worked for me.  

Jim Mattis

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 62

the behaviors of engaged teams

Engaged teams are productive, enthusiastic, and focused. But how can managers keep a pulse on their team when these are very subjective traits to measure?

Engaged teams and employees often:

• Confide in and show trust in their leadership team
• Identify problems and take on challenges proactively
• Work with a win-win mindset
• Provide better performance on day-to-day tasks
• Work with purpose and reevaluate priorities without instruction
• Challenge priorities and push back on assignments when they don’t see the value of them
• Collaborate with team members (and other departments) with a positive attitude

On the other side, disengaged teams and employees do the following:

• Shuffle responsibility from person to person
• Approach projects with a defeatist attitude
• Prioritize individual work over teamwork
• Fail to speak up or contribute during team meetings
• Come to one on ones without any agenda items 
• Fail to follow through on commitments

These are the telltale signs that something has gone awry. Yet, managers may not have the visibility to identify these signs early when managing remote and distributed teams. 

Marlo Oster

"How to Increase Remote Team Engagement" Workpatterns. December 10, 2020

the good man’s shining time

From the last week of August to the last week of December, the year 1776 had been as dark a time as those devoted to the American cause had ever known – indeed, as dark a time as any in the history of the country. And suddenly, miraculously it seemed, that had changed because of a small band of determined men and their leader.

A century later, Sir George Otto Trevelyan would write in a classic study of the American Revolution, “It may be doubted whether so small a number of men ever employed so short a space of time with greater and more lasting effects upon the history of the world.”

Closer to the moment, Abigail Adams wrote to her friend Mercy Otis Warren, “I am apt to think that our later misfortunes have called out the hidden excellencies of our commander-in-chief.” “’Affliction is the good man’s shining time,’” she wrote, quoting a favorite line from the English poet Edward Young.

David G. McCullough

1776. Simon & Schuster, 2005. p.291

the ultimate measure of a man

The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.

Martin Luther King, Jr.

"50 Inspiring Quotes on Leadership for Everyone" Time. July 1, 2015

therefore trust

One of a leader’s most important jobs is to drive employee trust. Without it, you cannot drive change and accountability. When I was CEO at Investopedia, we drove trust by always sharing the “bad and ugly” not just the “good”. If we were missing our goals, we let everyone know the challenge, the reason behind it and what we were doing to fix it.

I required every member of my executive team to send a weekly all-employee email we called the “3x3” with three positive updates and three challenges. We forced the sharing of the bad so that everyone would know the challenges each department was facing. We forced it to ensure no one would be surprised. We forced it because it enabled 150 individuals to provide solutions so we could fix things faster.

But most importantly, we shared the bad because it is precisely through the transparent sharing of the bad that trust is built. Psychologists will tell you that trust is most engendered when individuals can be vulnerable around each other. “Sharing the bad” demonstrates a leader’s potential failings and vulnerability, and therefore trust.

David Siegel

"Opinion: A CEO explains why you should stop lying to your employees." Marketwatch. Sept. 15, 2018

eyes on, hands off

There is clearly risk associated with empowering your team to make more and faster decisions at a lower-level than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making. Provide your team with guidance on the decisions that you want to maintain, and then expect them to handle the rest by leveraging their increased connectivity internal and external to their team. Encourage an environment of transparency where the expectation is for people to be self-aware of when they need help, and are comfortable asking for it. Use every challenge your team faces as an opportunity for organizational learning, and you will quickly build trust in this new way of working.

Chris Fussell

"Eyes On, Hands Off: How to empower your team and get out of their way" Medium. March 15, 2017.

having skin in the game

Over the entrance to a small paelstra –– a wrestling school — in ancient Greece was emblazoned this short phrase: Strip or Retire.

During this period, men competed in sports and exercised in the nude. Thus the inscription served as a challenge to each man entering the gymnasium: come in, participate, and struggle — or keep out. Mere spectators were not welcome.

To be part of this wrestling school, you were literally required to put your skin in the game.

In antiquity, such a requirement extended far beyond athletics; a man could not participate in civic life, business transactions, war, or philosophical debates unless he had metaphorical skin in the game — unless he was willing to risk his life, and what was even more valuable, his honor....

In times past, those in power accrued both privileges and responsibilities — with greater status came greater exposure to risk. It was surely good to be king, but you also had the “Sword of Damocles” hanging over you; your decisions could bring dire consequences, and people were always gunning to take you down. Military generals, rulers, criminal bosses, and even prominent writers and scientists accepted both greater status, and with it the persistent stress, fear, and anxiety of failing and making the wrong move.

In the modern age, this dynamic has been flipped. As philosopher Nassim Taleb argues in Antifragile: “At no point in history have so many non-risk-takers, that is, those with no personal exposure, exerted so much control.”...

In contrast to those who keep the upside of risk-taking while foisting the downside on others, are those who continue to stake their very reputation and whole being on their words and actions. Among those with skin in the game; entrepreneurs, business owners, artists, citizens, writers, and laboratory and field experimenters (as opposed to scientists and researchers who work only in the realms of theory, observation, and data-mining). These are the folks who take their own risks, and keep both their own upside and their own downside.

There is also a tier above this group — those rarified few who have put not only skin, but soul in the game. These are they who take risks, accept potential harm and hardship, and invest themselves in something not only for their own sake, but on behalf of others. These are the folks who make up the heroic class. Included amongst those with soul in the game; saints, warriors, prophets, philosophers, innovators, maverick scientists, journalists who expose fraud and corruption, great writers, artists, and even some artisans who add insight and meaning to our cultural storehouse through their craftsmanship and wares. Rebels, dissidents, and revolutionaries of all kinds are also of course worthy of the title....

Influencing others without skin in the game is dishonorable. As [philosopher Nassim] Taleb succinctly puts it: “I find it profoundly unethical to talk without doing, without exposure to harm, without having one’s skin in the game, without having something at risk. You express your opinion; it can hurt others (who rely on it), yet you incur no liability. Is this fair?”...

That greater participation and/or power requires greater skin in the game is truly one of the fundamental tenets of human morality.

There is no growth and joy without risk and struggle. While putting one’s skin in the game is both moral and honorable, it is not an entirely altruistic endeavor. It also greatly benefits yourself — not always monetarily (though it can), but in refining your character and your manliness. Manhood is struggle — full stop. Outsourcing the risk side of your pursuits puts you in the position of spectator rather than doer. As Jay B. Nash writes in Spectatoritis, while sitting in the stands is safer, it is far less satisfying than being in the arena.

Brett and Kate McKay

Strip or Retire: Why Every Man Should Have Skin in the Game. The Art of Manliness. 8/9/2015

there is always a way forward

Navigating severe challenges requires strong, courageous, and authentic leaders. That’s what Alan Mulally offered at Ford Motor....

Mullaly... set up mandatory weekly management meetings he called the business process review (BPR) for his top executives to get to the root cause of Ford’s long-standing problems. He quickly discovered that Ford’s challenges went way beyond financial losses: the culture at Ford was broken and in need of massive transformation. He observed, “Ford had been going out of business for 40 years, and no one would face that reality.”

In response, Mulally developed One Ford, an initiative based on “focus, teamwork and a single global approach, aligning employee efforts toward a common definition of success.” He started by redesigning internal meetings. As described in Bryce Hoffman’s American Icon, meetings had become “arenas for mortal combat” in which employees practiced self-preservation, trying to identify flaws in each other’s plans instead of recommending solutions to their problems.

Mulally reframed these meetings from negative to positive, fostering a safe environment where people had open and honest discussions without fear of blame. Instead of attacking executives for the issues they brought to the table, Mulally encouraged collaborative approaches to problem solving. He noted, “If you have a common purpose and an environment in which people want to help others succeed, the problems will be fixed quickly.”

Mulally introduced a “traffic light” system to weekly BPRs in which executives indicated progress on key initiatives as green, yellow, or red. After four meetings in which all programs were labelled green, Mulally confronted his team, “We are going to lose $18 billion this year, so is there anything that’s not going well?” His question was met with stony silence.

The following week, Ford’s North American President, Mark Fields, showed a red indicator that a new vehicle launch would be delayed. Other executives assumed Fields would be fired over the bad news. Instead, Mulally began clapping and said, “Mark, that is great visibility.” He asked the group, “What can we do to help Mark out?” As he frequently told his leaders, “You have a problem; you are not the problem.”

Mulally describes his leadership style as “positive leadership—conveying the idea that there is always a way forward.” He says a critical part of positive leadership is “reinforcing the idea that everyone is included. When people feel accountable and included, it is more fun. It is just more rewarding to do things in a supportive environment.”

With determination and positive leadership, Mulally created a culture of effective problem solving and teamwork. As a result, his team kept Ford out of bankruptcy, reversed market share losses with improved auto designs and quality, brought jobs back to the U.S. from overseas plants, and restored the company’s profitability by becoming cost competitive with foreign producers.

Bill George

"The Massive Difference between Negative and Positive Leadership" Forbes. 3/21/2016

engaging in new experiences

Mihaly Csikszentmihalyi has identified… an important contributing factor of happiness – engaging in new experiences… that broaden our horizons. “Whenever we discover new challenges,” he writes, “whenever we use new skills, we feel a deep sense of enjoyment. To repeat this desirable feeling, we must find ever higher challenges, build more sophisticated skills; in doing so we help the evolution of complexity move along….”

He popularized this notion in Flow: The Psychology of Optimal Experience, and described it as that sense of “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.”

Anne Kreamer

It’s Always Personal: Navigating Emotion in the New Workplace. 2011. Random House.