Run the right race

In a village long ago lived a young boy who loved nothing as much as competing in athletic contests.  Because he was fit and strong, he usually triumphed, and he grew to love the adulation he received from the villagers around him.  One day he challenged two other youths to a race from one end of the town to the other.  The villagers all lined up to watch.  The boy won, and the townspeople cheered wildly.

“Another race!” the boy demanded, greedy for more praise.  “Who else will race against me?”

Two more young men stepped up, and again the race was run.  And once again the boy won, and he laughed in pride as the villagers cheered – though they were a little less enthusiastic than before.

“Who else?”  The boy looked around.  “Come on, are you all afraid?”

A woman was watching the races, and she grew annoyed at the boy’s arrogance.  So she prodded two elderly men to challenge him.  They could barely make their way to the starting line, but they seemed willing to compete.

“What’s this?”  The boy was puzzled.  How could he win the applause he craved by beating two old men who could hardly stagger two steps?

The woman walked up and whispered in his ear:  “Do you want applause for this race?”

“Of course!”

“Finish together,” the woman said.  “Just finish together.”

The boy did as he was told – and received the loudest applause of his life when the three of them reached the finish line, side by side.

racehorse-419742_640Lest you think I’m criticizing the competitive spirit, rest easy.  Let me assure you that this column has nothing to do with competition, but everything to do with being a winner.

Competition has an important role in business and in life.  It stimulates us to do well, to succeed, to reach higher.  But competition is not the only motivation that we should respond to.

You will always be a winner if you care about others and recognize when situations can be a win-win for everyone.

If you want to treat others with a classiness that will make you stand out, follow these tips from Alan Weiss in the Balancing Act newsletter (www.summitconsulting.com), which I have expanded on.

  • Listen to others without judgment.  Often people aren’t really looking for an opinion; they just want to be heard.  Look at it as a rare opportunity to give someone what he or she really wants in life.
  • If someone is boring you with a long rendition about a trip or some other dull subject, show patience and ask how he or she enjoyed the weather or the food.  They are trying to share something with you, even if they aren’t doing a very good job of it.  Treat the other person as you would like to be treated.
  • If you are angry about some type of service you are receiving (or not receiving) while with others, don’t ruin everyone’s experience by making a scene.  If you must say something, say it in private.  Remember that others in your group may not care about the same things or to the same degree that you do.
  • Try not to take things personally.  Not everything in the world is about your self-worth. Let me repeat:  It is not always all about you!
  • Paying an unexpected compliment is worlds better than giving an expected gift.  Give it a try and you’ll understand.  And it’s not difficult.
  • When you want the other person to believe that it’s really their choice and opinion that matter, don’t rush to give your opinion or make your choice first.  Enough said.
  • Watch your body language.  Actions speak louder than words.
  • If you make a commitment, follow through.  An unfulfilled commitment is far worse than no commitment at all.  Don’t opt for immediate perceived relief that will only turn to disappointment later.
  • If you need someone’s help, offer him or her something that serves their interest in return.  Don’t create an obligation or establish guilt when you do this.  This is what I like to call “reciprocity without keeping score.”

Competition will always have a legitimate role in business and in life.  But your most important competition comes from within.  Be the best person you can be.

 

Mackay’s Moral:  Caring is contagious – help spread it around!

Creativity lives in all of us

Albert Einstein once said, “Imagination is more important than knowledge.”

There’s no shortage of smart people in the world.  But there is a shortage of creative people in the world.  Thinking is the hardest and most valuable task any person can perform.  Don’t stifle it, encourage it.  Remember, there’s no correlation between IQ and creativity.

Why aren’t more people creative?  Sometimes people are afraid of trying something new and getting ridiculed for it.  Sometimes people don’t believe that something could be better so they don’t bother trying to be more creative.

Whatever the reasons, the biggest risk can sometimes be not taking a risk.

In the book “The Creative Executive,” Granville Toogood says that we are by nature creative, but most of us fail to recognize our creative potential.  We race through our careers often never recognizing that creativity is as important to business as DNA is to evolution.  And when creativity pops up around us we are often quick to mock it.  Corporate cultures talk creativity, but the herd favors mediocrity, he says.

spectrum

How can you improve your life?  If you keep doing what you’re doing, you’re only going to keep getting what you already have.  To get a better life, you need to do something different, and it all starts with being creative.

“Creativity is just connecting things.  When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while.”  That particular piece of wisdom is from the late Apple founder Steve Jobs.

What may seem obvious for a software engineer at Apple seems utterly amazing to me.  Who would have ever imagined the power of the Internet?  Twenty years ago, who would have ever imagined that you could have the entire Internet in your hand?

Certainly, great artists, writers and composers come to mind when the discussion turns to creativity.  But did they all create something new?  Artists work with the same three primary colors plus black and white.  Writers all start with the same 26 letters.  Beethoven and the Beatles used the same musical notes.

In all those cases, they’ve taken the familiar in a different direction.  They didn’t reinvent the wheel.  They just changed the wheel’s course.

Anyone can do it.  Being creative is not the same as being original – that is, you don’t have to start from scratch to be creative.  Consider this advice:

  • Connect ideas.  Some ideas are better than others.  But instead of waiting for that stroke of genius to hit you, take a couple pretty good ideas and look for ways to connect them.
  • Repeat.  Analyze what you’ve already done, and try creating it all over again.  Chances are you’ll find a way to improve it, or perhaps give it a fresh angle.  You may also find a way to save time or use new resources by exploring what you already know.
  • Consider the impact.  Who else does the problem affect?  You may gain valuable insight and build support by including others in your analysis and solution.
  • Do some extra research.  Don’t assume you have all the facts you need.  Before trying to solve the problem, dig deep into the background and the issues surrounding it.  You may uncover something new that will lead to a fresh approach when nothing else has worked.
  • Limit yourself.  Sometimes having a wide variety of tools at your fingertips can overwhelm your brain.  Take a few ideas at a time, and discard those that get in the way.
  • Stick to a schedule.  Inspiration will find you more easily if it knows where to look.  Set a regular time and place for your creative work so your mind gets used to searching for ideas on a predictable basis.
  • Accept mistakes.  Don’t obsess over perfection.  Try things even if you’re not sure they’ll succeed.  Often you’ll stumble across a different strategy or a better path along the way.

How’s this for a creative approach?  A man bet a friend that he could make a million dollars selling rocks.  After his friend took him up on that offer, he packaged rocks in cardboard cartons that looked like pet carriers, filled them with straw, and called them Pet Rocks.  Do I need to tell you that he made more than a million dollars?

 

Mackay’s Moral:  “Creative genius” is a misnomer – you don’t have to be a genius to be 

Lessons learned from animals

We can learn a lot of lessons from animals.

Over the years I’ve used a lot of animal analogies, and it always amazes me how much easier it is to relate human behaviors in these examples.

Don’t yield to helplessness:  In cultures that depend on elephants for labor and transportation, it’s common to tie untrained elephants by their ankles to a bamboo tree, using heavy-duty rope.  After three or four days of trying to free themselves, elephants give up.

From that time on they can be restrained by tying one leg to a small peg in the ground – something they surely could escape from with minimal effort.  But with little resistance, the elephants don’t try to get loose.  Despite their superior size, they have learned helplessness.

Do you let your past experiences limit your choices?

harveyduck

Leave your mark:  Have you ever seen a duck move through water on a lake?  You don’t see its feet paddling under water, but let me tell you, the duck really moves.  It opens up an angle of at least 40 degrees and the water ripples as far as 40 or 50 feet, maybe even more.

That’s a lot.  The duck leaves a wake that’s 600 times its actual size.  That’s a lot of effect from a duck that’s only two feet long.

What kind of effect do your actions make?

Conquer your fear of failure:  The African impala can jump to a height of over 10 feet and cover a distance of greater than 30 feet.  Yet these magnificent creatures can be kept in an enclosure in any zoo with a 3 foot wall.  The animals will not jump if they cannot see where their feet will land.

As with so many humans, extreme caution gets in the way of success.

Don’t say no for the other person:  In the 1930s, a leading zoologist concluded after careful study that, according to the laws of aerodynamics, it should be impossible for a bumble bee to fly.  That is because its size, weight, and the shape of its body are all wrong in relation to its total wingspread.

Fortunately, no bumblebees have ever studied aerodynamics – so they just naively keep on doing what they’re incapable of doing.

Reach your full potential:  Flea trainers have observed a predictable and strange habit of fleas while training them.  Fleas are trained by putting them in a cardboard box with a top on it.  As you watch them jump and hit the lid, something very interesting becomes obvious.  The fleas continue to jump, but they are no longer jumping high enough to hit the top.

When you take off the lid, the fleas continue to jump, but they will not jump out of the box.  Once they have conditioned themselves to jump just so high, that’s all they can do.

Many people do the same thing.  They restrict themselves and never reach their potential.

Do your share:  A horseman spied the little sparrow lying on its back in the middle of the road.  Reining in his mount, he looked down and inquired of the little creature, “Why are you lying upside down like that?”

“I heard the sky is going to fall today,” replied the bird.

The horseman laughed, “And I suppose your spindly little legs can hold up the sky?”

“One does what one can,” said the little sparrow.

Are you doing all that you can to keep the sky from falling?

Growth involves risk:  An oceanographer was asked how a lobster is able to grow bigger when its shell is so hard.  The only way, he explained, is for the lobster to shed its shell at regular intervals.  When its body begins to feel cramped inside the shell, the lobster instinctively looks for a reasonably safe spot to rest while the hard shell comes off and the pink membrane just inside forms the basis of the new shell.

No matter where a lobster goes for this shedding process, it is vulnerable.  It can get tossed against a coral reef or eaten by a fish.  The lobster has to risk its life in order to grow.

Unlike the lobster, we have a choice when we resist taking risks because of the fear of failure.

 

Mackay’s Moral:  Animals rely on instincts, but we can control our actions.

Warren Bennis led the way

Warren Bennis was synonymous with leadership.

Unfortunately, we lost Warren earlier this month but his leadership lessons and principles will live on for years.  He wrote more than 30 books on leadership, including his landmark work, “On Becoming a Leader.”  He advised U.S. Presidents Kennedy, Johnson, Ford and Reagan.

I got to know him during his 30 years at the University of Southern California where he was a Distinguished Professor of Business Administration and headed The Leadership Institute.  I had the privilege of serving on Warren’s board.

About two years ago, when I interviewed Warren for a group I was mentoring, he said, “I don’t know of a time when leadership is more of an issue.

“To survive in the 21st century, we’re going to need a new generation of leaders, not managers,” he said.  He clarified that leaders are strategic thinkers, while managers are tacticians.

Warren prophesied that managers had to change their way of leading.  “Move to maestro from macho in the way we’re thinking,” he challenged.  That means to shelve “command and control” thinking.  Be a real leader who both listens and guides people to get the job done.

I asked Warren to prioritize, as best he could, the skills of a corporate leader today.

The first thing he mentioned was contextual intelligence.  In other words, CEOs and their teams have to know “what is going on in the world that could inflect, deflect or influence their organization.”  He warned that CEOs and top teams today get too isolated and insulated and ultimately fail.

He said the first and primary task of a leader is to define reality and to give people perspective of where we are and provide the big picture of what’s going on.  The next steps are to align the troops and get the team in place.

warrenbennis

In “On Becoming a Leader,” he wrote that all leaders seem to exhibit some, if not all, of the following ingredients:

  • Guiding vision.  “The leader has a clear idea of what he wants to do – professionally and personally and the strength to persist in the face of setbacks, even failures.”
  • Passion.  “The leader loves what he does and loves doing it.  The leader who communicates passion gives hope and inspiration to other people.”
  • Integrity.  “I think there are three essential parts of integrity:  Self-knowledge, candor and maturity … Until you truly know yourself, strength and weaknesses, know what you want to do and why you want to do it, you cannot succeed in any but the most superficial sense of the word … Candor is the key to self-knowledge.  Candor is based in honesty of thought and action, a steadfast devotion to principle, and a fundamental soundness and wholeness… Maturity is important to a leader because … every leader needs to have experienced and grown through following – learning to be dedicated, observant, capable of working with and learning from others, never servile, always truthful.”
  • Trust.  “Trust is not as much an ingredient of leadership as it is a product.  It is the one quality that cannot be acquired, but must be earned.”
  • Curiosity and daring.  “The leader wonders about everything, wants to learn as much as he can, is willing to take risks, experiment, try new things.  He does not worry about failure, but embraces errors, knowing he will learn from them.”

For a long time, Warren worked hard to achieve a key ambition: to become a university president.  When he finally achieved his goal as president of the University of Cincinnati, he came to an unsettling realization.  He liked having the prestige of being a university president, but he didn’t enjoy doing the work it required.

That’s when he started developing what ultimately became a four-question test for people seeking success in life.  Those four questions are:

  • Do you know the difference between what you want and what you’re good at?
  • Do you know both what drives you and what gives you satisfaction?
  • Do you know both your own priorities and values, and those of the organization you work for?

Can you identify the differences between the two alternatives in each of the above questions – and can you overcome those differences?

“If you can,” he wrote later, “then success will be yours.  In a nutshell, the key to success is identifying those unique modules of talent within you and then finding the right arena to use them.”

Mackay’s Moral:  Warren Bennis brought new meaning to “follow the leader.”

What we look for in employees

I’ve hired about a thousand employees over the years.  It’s one of the joys of owning a business – giving opportunities to people who want to work and succeed. It’s also one of the challenges of owning a business – hoping that you have been a sharp judge of character and ability.  To me, ability is secondary to character.

Granted, applicants need to be qualified for the positions for which they are being interviewed.  But I’m willing to hire someone who doesn’t have perfect credentials, but is willing to learn because skills can be taught.  A finely-tuned training program can weed out those who are not up to the job.

Character is a little more complicated.  Multiple interviews expose different parts of someone’s personality.  For key hires, I always insist that candidates meet with an industrial psychologist to detect any red flags.  Even then, we’ve had a few slip through.

Once that new person has started on the job, it’s only fair to be very clear about what is important to your organization.  If you don’t define your expectations, you can’t fault someone for failing to live up to them.

harvey41I came across this spot-on assessment that I think can apply to any organization, business or non-profit, from the late legendary David Ogilvy, who was chief executive officer of the advertising company, Ogilvy & Mather.  He was giving a talk at the company’s annual year-end party. Speaking particularly to newcomers in the business, he said:

I want the newcomers to know what kind of behavior we admire and what kind of behavior we deplore.

1. First, we admire people who work hard.  We dislike passengers who don’t pull their weight in the boat.

2. We admire people with first-class brains, because you cannot run a great advertising agency without brainy people.

3. We admire people who avoid politics – office politics, I mean.

4. We despise toadies who suck up to their bosses.  They are generally the same people who bully their subordinates.

5. We admire the great professionals, the craftsmen who do their jobs with superlative excellence.  We notice that these people always respect the professional expertise of their colleagues in other departments.

6. We admire people who hire subordinates who are good enough to succeed them.  We pity people who are so insecure that they feel compelled to hire inferior specimens as their

subordinates.

7. We admire people who build up and develop their subordinates, because this is the only way we can promote from within the ranks.  We detest having to go outside to fill important
jobs, and I look forward to the day when that will never be necessary.

8. We admire people who practice delegation.  The more you delegate, the more responsibility will be loaded upon you.

9. We admire kindly people with gentle manners who treat other people as human beings – particularly the people who sell things to us.  We abhor quarrelsome people.  We abhor people who wage paper warfare.  We abhor buck passers, and people who don’t tell the truth.

10. We admire well-organized people who keep their offices shipshape, and deliver their work on time.

11. We admire people who are good citizens in their communities – people who work for their local hospitals, their church, the PTA, the Community Chest and so on.

I’m not sure whether these remarks were framed and hung in every office at Ogilvy and Mather.  But I think the sentiments bear repeating for employees in so many organizations.  Just imagine what company morale would be like if everyone followed these guidelines.

David Ogilvy seized an opportunity to share his thoughts on the corporate culture explicitly and publicly.  Some organizations may not have the luxury of such an event, but they nonetheless owe employees a clear explanation of expectations.

When you’ve worked hard to hire and train the best people you can find, it only makes sense to help them succeed in your organization.  Managers bear the responsibility for establishing policy.  They serve as role models, cheerleaders and enforcers.  They absolutely must set the example for all employees.

Believe me, your efforts will not go unnoticed by your customers – or your competitors.  When your shop becomes the company everyone wants to work for, it will be because you have made corporate culture a priority.

 

Mackay’s Moral:  Taking care of employees is taking care of business.