robust dialogue

You cannot have an execution culture without robust dialogue - one that brings reality to the surface through openness, candor, and informality. Robust dialogue makes an organization effective in gathering information, understanding the information, and reshaping it to produce decisions. It fosters creativity - most innovations and inventions are incubated through robust dialogue. Ultimately, it creates more competitive advantage and shareholder value.

Robust dialogue starts when people go in with open minds. They're not trapped by preconceptions or armed with a private agenda. They want to hear new information and choose the best alternatives, so they listen to all sides of the debate and make their own contributions. 

When people speak candidly, they express their real opinions, not those that will please the power players or maintain harmony. Indeed, harmony - sought by many leaders who wish to offend no one - can be the enemy of truth. It can squelch critical thinking and drive decision making underground. When harmony prevails, here's how things often get settled: after the key players leave the session, they quietly veto decisions they didn't like but didn't debate on the spot. A good motto to observe is "Truth over harmony." Candor helps wipe out the silent lies and pocket vetoes, and it prevents the stalled initiatives and rework that drain energy. 

Larry Bossidy & Ram Charan 

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 102, 103

free popsicle hotline

Darren Ross is the COO of Magic Castle Hotel in Hollywood. Built in 1957, Magic Castle isn't exactly the modern, amenity-filled experience that modern travelers are used to. As Darren says, "We don't have an elevator. We don't have a bar. We don't have a restaurant. We don't have room service. We don't have a gym. We don't have a spa. There are a lot of things we don't have that are part of our story."

There is one thing they do have: Darren. And he knows that even with all these limitations, he can still find ways to entertain his guests. 

To make Magic Castle a one-of-a-kind experience, Darren drew from his own childhood traveling experiences. He couldn't control what they didn't have, but he could create a happy, nostalgic experience full of 1950s charm.

First, they added a free snack bar filled with every kid's dream: potato chips, pretzels, popcorn, granola bars, and full-size candy bars. Then, they added a free DVDs menu, a free laundry service, a free beverage bar, and a free soft-serve ice-cream machine - where visiting kids get to choose the flavor for the day.

For me, thought, the best part of the Magic Castle experience was the free popsicle hotline. 

This ingenious idea started with poolside service on silver trays a few times a day and grew into a red phone mounted on the wall right by the pool that calls directly to the front desk. If someone picks up that phone, they receive an array of delicious popsicles, stat. Guests take their pictures with them. Kids search for the phone on check-in. As Darren says, "It's playful. It's fun. It's inexpensive for us. It's a conversation piece, and people are talking about it."

This is how scripting can help control the context. With fun waiting around every corner, guests don't focus on the facility. They focus on the value and uniqueness of the experience. 

Also, it saves Magic Castle tons in marketing costs. Darren doesn't need to spend a lot to advertise. His guests do it for him through tons of repeat business and referrals. That's how Magic Castle can keep its occupancy rate in the nineties - something unheard of for a small, independent hotel from another era.

If you want that Magic Castle magic, look at what assets you have, and ask how you can use them to entertain your future fans and create a better experience. It doesn't have to be big - just thoughtful.

Jesse Cole

Fans First: Change The Game, Break the Rules & Create an Unforgettable Experience by Jesse Cole. Lioncrest. 2022.

a word after a word after a word is power

Margaret Atwood, the prolific author of eighteen books of poetry, eighteen novels, eleven books of nonfiction, nine collections of short fiction, and eight children's books, once wrote, "A word after a word after a word is power." Even rubbish words are more powerful than a blank page. In fact, they are much more powerful, because there can be no magnum opus later without those rubbish words now. 

So if you are feeling overwhelmed by an essential project because you think you have to produce something flawless from the outset, simply lower the bar to start. Whether it's writing a book, composing a song, painting a canvas, or any other creative pursuit that calls to you, inspiration flows from the courage to start with rubbish. 

By embracing imperfection, by having the courage to be rubbish, we can begin. And once we begin, we become a little less rubbish, and then a little less. And eventually, out of the rubbish comes exceptional, effortless breakthroughs in the things that matter.

Greg McKeown

Effortless: Make it Easier to do what Matters Most. By Greg McKeown. Random House. 2021. p. 132. Also watch Margaret Atwood: A Word After a Word After a Word is Power, Hulu.

because they say no

Peter Drucker, in my view the father of modern management  thinking, was also a master of the art of the graceful no. When Mihaly Csikszentmihalyi, the Hungarian professor most well known for his work on "flow," reached out to interview a series of creative individuals for a book he was writing on creativity, Drucker's response was interesting enough to Mihaly that he quoted it verbatim: 

I am greatly honored and flattered by your kind letter of February 14th - for I have admired you and your work for many years, and I have learned much from it. But, my dear Professor Csikszentmihalyi, I am afraid I have to disappoint you. I could not possibly answer your questions. I am told I am creative- I don't know what that means. I just keep on plodding.... I hope you will not think me presumptuous or rude if I say that one of the secrets of productivity (in which I believe whereas I do not believe in creativity) is to have a VERY BIG waste paper basket to take care of ALL invitations such as yours - productivity in my experience consists of NOT doing anything that helps the work of other people but to spend all one's time on the work the Good Lord has fitted one to do, and to do well.

A true Essentialist, Peter Drucker believed that "people are effective because they say no." 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.135, 136.

wisdom is missing

Growing up in Athens, I was brought up on the classics and the Greek myths. They were taught to me not as ancient history, as my children learned them in their American classrooms, but as my personal roots and the source of my identity. Athena was the goddess of wisdom, and, for me, the idea of wisdom is forever identified with her — weaving together strength and vulnerability, creativity and nurturing, passion and discipline, pragmatism and intuition, intellect and imagination, claiming them all, the masculine and the feminine, as part of our essence and expression.

Today we need Athena’s wisdom more than ever. She breathes soul and compassion — exactly what has been missing — into the traditionally masculine world of work and success. Her emergence, fully armed and independent, from Zeus’s head, and her total ease in the practical world of men, whether on the battlefield or in the affairs of the city; her inventive creativity; her passion for law, justice, and politics — they all serve as a reminder that creation and action are as inherently natural to women as they are to men. Women don’t need to leave behind the deeper parts of themselves in order to thrive in a male- dominated world. In fact, women — and men, too — need to reclaim these instinctual strengths if they are to tap into their inner wisdom and redefine success.

Wisdom is precisely what is missing when — like rats in the famous experiment conducted by B. F. Skinner more than fifty years ago — we press the same levers again and again even though there is no longer any real reward. By bringing deeper awareness into our everyday lives, wisdom frees us from the narrow reality we’re trapped in — a reality consumed by the first two metrics of success, money and power, long after they have ceased to fulfill us. Indeed, we continue to pull the levers not only after their diminishing returns have been exhausted, but even after it’s clear they’re actually causing us harm in terms of our health, our peace of mind, and our relationships. Wisdom is about recognizing what we’re really seeking: connection and love. But in order to find them, we need to drop our relentless pursuit of success as society defines it for something more genuine, more meaningful, and more fulfilling.

Arianna Huffington

"Why We Need Wisdom More Than Ever," by Arianna Huffington. Thrive Global. November 30, 2016. Excerpt from Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder pp. 116–130. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World.

poor “gardening” techniques

Let’s imagine for a moment that you are a gardener. Do any of the actions below seem like a good idea?

• Planting a seed and then digging it back up from time to time to check its progress
• Forcing open a flower bud with your fingernails because it isn’t opening fast enough
• Pulling on a tree limb because it’s not growing fast enough to provide shade

Hopefully you answered a resounding NO to all three of these scenarios. Any of those actions will inhibit the healthy growth of the seed, flower, or plant. Interestingly enough however, you CAN influence the environment each of these items are in to accelerate the desired outcomes.

In a similar way, I believe some leaders and managers practice poor “gardening” techniques with the people on their team when they are too helpful. They think that giving others all the answers to the situations they encounter will result in a healthy team member. It won’t. They are actually creating someone who will be dependent on them to solve future issues or challenges because they haven’t cultivated their analytical thinking skills, creativity, or confidence in their abilities.

...Before you drift to an unhealthy level of helping, ask yourself, “Will taking this action improve the ability of this team member to solve problems on their own in the future?” or “Is this going to help the organization build future leaders?” or even “Is this action going to help me grow this team member so that I can rely on them for bigger things in the future?” If the answer is no, consider one of the options below to improve your approach..

When a team member comes to you seeking advice or guidance, resist the urge to immediately tell them an answer. Instead, be prepared with questions like:

• What actions have you taken so far to solve the problem?
• What do you think needs to be done in this situation?
• Tell me what you see as the main issue here.
• What do you think we should do next to address the issue?
• What solution would you choose if I wasn’t here?
• What solution do you think I’m going to offer?
• How can I help you take the next step?

And don’t forget… when you ask these questions, really listen to their ideas.

Jones Loflin

"Why Being Too Helpful Is A Bad Habit For Leaders," by Jones Loflin. jonesloflin.com Accessed on June 22, 2022. 

allow yourself to fail in public

Risk, creativity and defining your own path is made possible only through a series of failures, some big, some small. Hide none of them. Take pride in your ability to recognize them faster and better than anyone else, and your drive to learn from them to improve yourself.

Advise given to Sarah Friar by Jack Dorsey

"'Allow yourself to fail in public': Read what Square CEO Jack Dorsey told his CFO after she took a top job at another company" by Javier E. David. CNBC. Oct. 13, 2018

your company needs you now more than it ever did

Schistosoma mansani, commonly known as the blood fluke

Creating an economically viable entity where lack of original thought is handsomely rewarded creates a rich, fertile environment for parasites to breed. And that's exactly what's been happening. So now we have millions upon millions of human tapeworms thriving in the Western World, making love to their Powerpoint presentations, feasting on the creativity of others.

What happens to an ecology, when the parasite level reaches critical mass?

The ecology dies.

If you're creative, if you can think independently, if you can articulate passion, if you can override the fear of being wrong, then your company needs you now more than it ever did. And now your company can no longer afford to pretend that isn't the case.

So dust off your horn and start tooting it. Exactly.

Hugh MacLeod
"your company needs you now more than it ever did" Gapingvoid. 7/31/2004

far more sensible approach

When it comes time to break a horse, the Havasupai have a simpler, far more sensible approach than western cowboys. They lead the horse out to a deep section of the stream, next to a large rock. Then the rider climbs from the rock onto the horse. In the deep water of the creek the horse is unable to buck and put up much of a fight. After a couple of days of repeating this process, the horse is broken and ready to ride.

Greg Witt

Exploring Havasupai: A Guide to the Heart of the Grand Canyon. Menasha Ridge Press. 2010. p.37

creating a safe and trusting environment

[Effective leaders have "high ethical and moral standards” and “communicat[e] clear expectations”...]

Taken together, these attributes are all about creating a safe and trusting environment. A leader with high ethical standards conveys a commitment to fairness, instilling confidence that both they and their employees will honor the rules of the game. Similarly, when leaders clearly communicate their expectations, they avoid blindsiding people and ensure that everyone is on the same page. In a safe environment employees can relax, invoking the brain’s higher capacity for social engagement, innovation, creativity, and ambition...

Sunnie Giles

"The Most Important Leadership Competencies, According to Leaders Around the World" Harvard Business Review. 3/15/2016

real emotional intelligence

Real emotional intelligence is more than just being sensitive or “nice,” more than understanding how to read the mood of a conference room or having insight into whether a colleague is more analytical or expressive in her approach to problem-solving. While those are important skills, effective emotional knowledge demands a profound level of self-reflection, an active imagination, and an ability not only to envision alternate approaches to a given situation but also to understand that there are entire invisible galaxies of salient emotional facts behind almost every workplace.

Anne Kreamer

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

trust employees

In this world of intense scrutiny, where everyone is looking at what you do...one reaction is to create management systems, more process, more controls, and more bureaucracy. Relying on traditional supervision, process and controls would inhibit serving clients responsively, and stifle employees' creative energies. We cannot apply Industrial age management systems to address post Industrial age needs. There is a better alternative, which is to trust employees. Values are the glue, the bond that binds us together in the absence of controls. These must be genuinely shared values; they can't be imposed top-down. Values provide employees a framework to make decisions when management systems and procedures are unclear. It comes down to judgment, based on shared values.

Sam Palmisano

"The Future of Leadership" by Samie Al-Achrafi. The Huffington Post. 10/30/2015

crucibles of leadership

[O]ne of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders…. 

We came to call the experiences that shape leaders “crucibles,” after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the leaders we interviewed, the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgment. And, invariably, they emerged from the crucible stronger and more sure of themselves and their purpose—changed in some fundamental way….

So, what allow[s]… people to not only cope with these difficult situations but also learn from them? We believe that great leaders possess four essential skills, and, we were surprised to learn, these happen to be the same skills that allow a person to find meaning in what could be a debilitating experience. First is the ability to engage others in shared meaning…. Second is a distinctive and compelling voice…. Third is a sense of integrity (including a strong set of values). 

But by far the most critical skill of the four is what we call “adaptive capacity.” This is, in essence, applied creativity—an almost magical ability to transcend adversity, with all its attendant stresses, and to emerge stronger than before. It’s composed of two primary qualities: the ability to grasp context, and hardiness. The ability to grasp context implies an ability to weigh a welter of factors, ranging from how very different groups of people will interpret a gesture to being able to put a situation in perspective. Without this, leaders are utterly lost, because they cannot connect with their constituents….

It is the combination of hardiness and ability to grasp context that, above all, allows a person to not only survive an ordeal, but to learn from it, and to emerge stronger, more engaged, and more committed than ever. These attributes allow leaders to grow from their crucibles, instead of being destroyed by them—to find opportunity where others might find only despair. This is the stuff of true leadership.

Warren Bennis and Robert J. Thomas

"Crucibles of Leadership" Harvard Business Review. September 2002

thoughts for managing a creative culture

John Lasseter and Ed Catmull, VES Awards. 2/28/2010

Here are some of the principles we’ve developed over the years to enable and protect a healthy creative culture. I know that when you distill a complex idea into a T-shirt slogan, you risk giving the illusion of understanding – and, in the process, of sapping the idea of its power. An adage worth repeating is also halfway to being irrelevant. You end up with something that is easy to say but not connected to behavior. But while I have been dismissive of reductive truths throughout this book, I do have a point of view, and I thought it might be helpful to share some of the principles that I hold most dear here with you. The trick is to think of each statement as a starting point, as a prompt toward deeper inquiry, and not as a conclusion.

• Give good idea to a mediocre team, and they will screw it up. Give a mediocre idea to a great team, and they will either fix it or come up with something better. If you get the right team right, chances are that they’ll get the ideas right.
• When looking to hire people, give their potential to grow more weight

between the known and the unknown

Invention… is an active process that results from the decisions we make; to change the world, we must bring new things into being. But how do we go about creating the unmade future? I believe that all we can do is foster the optimal conditions in which it – whatever “it” is – can emerge and flourish. This is where real confidence comes in. Not the confidence that we know exactly what to do at all times but the confidence that, together, we will figure it out. 

That uncertainty can make us uncomfortable. We humans like to know where we are headed, but creativity demands that we travel paths that lead to who-knows-where. That requires us to step up to the boundary of what we know and what we don’t know. While we all have the potential to be creative, some people hang back, while others forge ahead. What are the tools they use that lead them toward the new? Those with superior talent and the ability to marshal the energies of others have learned from experience that there is a sweet spot between the known and the unknown where originality happens; the key is to be able to linger there without panicking. And that, according to the people who make films at Pixar and Disney Animation, means developing a mental model that sustains you. It might sound silly or woo-woo, this kind of visualization, but I believe it’s crucial. Sometimes – especially at the beginning of a daunting project – our mental models are all we’ve got. 

For example, one of our producers, John Walker, stays calm by imagining his very taxing job as holding a giant upside-down pyramid in his palm by its pointy tip. “I’m always looking up, trying to balance it,” he says. “Are there too many people on this side or that side? In my job, I do two things, fundamentally: artist management and cost control. Both depend on hundreds of interactions that are happening above me, up in the fat end of the pyramid. And I have to be okay with the fact that I don’t understand a freaking thing that’s going on half the time – and that that is the magic. The trick, always, is keeping the pyramid in balance.”

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

encourage people to play

Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete [Docter] says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else, Later, once the mood has shifted, I’ll attack the problem again.”

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

generous listening

Jazz thrives on improvisation; there's no clear road map that tells people how to act in order to coordinate with one another. The only route available to them, in fact, is listening. Jazz musicians have to heed one another closely; they need to be attentive not only to what each member is doing and saying but also to what no one is doing or saying. When someone asked Miles Davis how he improvises, he said that he listens to what everyone is playing and then plays what is missing.

So open, appreciative, and generous was Davis's ear that he could hear strengths even when weaknesses were shining through. When Davis first heard John Coltrane play, he might well have picked up on what so many others noticed: Trane's occasional awkwardness or the squeaks that would intermittently disrupt his lines. But that's not what caught Davis's attention. He heard Trane's creative impulse -- his willingness to take risks, his unique voice, and unpredictable phrases. Davis heard what could be, not merely what was: a huge difference.

This is generous listening at its best, an unselfish openness to what the other is offering and a willingness to help others be as brilliant as possible. Being generous is not the same as simply being uncritical. In jazz as in any other endeavor, people get stuck in phrases and modes. Not everyone has to suffer until he or she finds a way through. But generous listening does mean being acutely aware of where the other is heading -- of someone else's sense of future possibilities. There's a selfless suspension of ego in these moments when you make the other primary and seek to further his or her contributions. In essence, generous listening means you are willing to become the thinking partner of your immediate colleagues, helping them navigate through the terrain of obstacles they face while fashioning a way forward.

In jazz, generous listening expresses itself first and foremost in what is known as "comping": the rhythms, chords, and countermelodies with which the other players accompany a solo improvisation. ("Comp" is short for "accompany.") Not surprisingly, comping goes to the very soul of the art form.

Is it possible for members of an organization to do the same -- to accompany others' thinking so that ideas achieve fruition, just as jazz players comp each other's playing to bring the music to its fullest expression? Yes, of course, but doing so requires letting go of automatic patterns. Organizational members have to make room for one another, suspend efforts to manipulate and control outcomes, relinquish investment in predetermined plans, and often surrender familiar protocols. To agree to comp, in other words, is to accept an invitation of openness and wonderment to what unfolds.      

Frank J. Barrett

What biz leaders can learn from jazz. Fortune Magazine. 9/10/2012

the second rule of improvisation is... YES, AND

The second rule of improvisation is not only to say yes, but YES, AND. You are supposed to agree and then add something of your own. If I start a scene with “I can’t believe it’s so hot in here,” and you just say, “Yeah…” we’re kind of at a standstill. But f I say, “I can’t believe it’s so hot in here,” and you say, “What did you expect? We’re in hell.” Or if I say, “I can’t believe it’s so hot in here,” and you say, “Yes, this can’t be good for the wax figures.” Or if I say, “I can’t believe it’s so hot in here,” and you say, “I told you we shouldn’t have crawled into this dog’s mouth,” now we’re getting somewhere. 

To me YES, AND means don’t be afraid to contribute. It’s your responsibility to contribute. Always make sure you’re adding something to the discussion. Your initiations are worthwhile.

The next rule is MAKE STATEMENTS. This is a positive way of saying “Don’t ask questions all the time.” If we’re in a scene and I say, “Who are you? Where are we? What are we doing here? What’s in that box?” I’m putting pressure on you to come up with all the answers.

In other words: Whatever the problem, be part of the solution. Don’t just sit around raising questions and pointing out obstacles. 

Tina Fey

Bossypants. Reagan Arthur Books. 2011.

engage face to face

Despite being a denizen of the digital world, or maybe because he knew all too well its potential to be isolating, Jobs was a strong believer in face-to-face meetings. “There’s a temptation in our networked age to think that ideas can be developed by email and iChat,” he told me. “That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas.”

He had the Pixar building designed to promote unplanned encounters and collaborations. “If a building doesn’t encourage that, you’ll lose a lot of innovation and the magic that’s sparked by serendipity,” he said. “So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see.” The front doors and main stairs and corridors all led to the atrium; the café and the mailboxes were there; the conference rooms had windows that looked out onto it; and the 600-seat theater and two smaller screening rooms all spilled into it. “Steve’s theory worked from day one,” Lasseter recalls. “I kept running into people I hadn’t seen for months. I’ve never seen a building that promoted collaboration and creativity as well as this one.”

Jobs hated formal presentations, but he loved freewheeling face-to-face meetings. He gathered his executive team every week to kick around ideas without a formal agenda, and he spent every Wednesday afternoon doing the same with his marketing and advertising team. Slide shows were banned. “I hate the way people use slide presentations instead of thinking,” Jobs recalled. “People would confront a problem by creating a presentation. I wanted them to engage, to hash things out.

Walter Isaacson

"The Real Leadership Lessons of Steve Jobs." Harvard Business Review the Magazine. April 2012.

invent solutions

One lawyer we know attributes his success directly to his ability to invent solutions advantageous to both his client and the other side. He expands the pie before dividing it. Skill at inventing options is one of the most useful assets a negotiator can have.

Yet all too often negotiators end up like the proverbial children who quarreled over an orange. After they finally agreed to divide the orange in half, the first child took one half, ate the fruit, and threw away the peel, while the other threw away the fruit and used the peel from the second half in baking a cake. All too often negotiators “leave money on the table” – they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side. Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. Why? 

Roger Fisher, William L. Ury & Bruce Patton 

Getting to Yes: Negotiating Agreement Without Giving In (The Harvard NegotiationProject). Penguin. 2011. P.58, 59