Image courtesy Dreamstime

Perhaps due to this bias, I personally place great stock in the need for those in leadership positions to be aware of how they are perceived as managers, and how they operate in this regard. And because we often tend to learn more from failures and negative examples, I will call attention to what I perceive as shortcomings or outright failings that I’ve observed thus far in my career. The first step towards resolution or addressing of a weakness is to recognize it for what it is, so perhaps this will prove beneficial. And for those wondering in advance, I have seen many of the behaviors recounted in what follows manifest in a single individual, and consequently, that individual (along with others demonstrating less than desirable management traits) were held in low regard by peers and subordinates, contrary to their own perceptions.

Self deception, it deserves stressing, is nearly always present in poor managers.

IS IT BETTER TO BE FEARED OR LOVED?

When one is placed in a position of authority and responsibility, whether by choice or not, the two default modes by which most people will operate is respect and fear. Those who choose the former path of respect will entrust that subordinates and those accountable to them will perform to the best of their ability because they do not wish to disappoint someone whose work, reputation, personality and/or some other attribute resonates with them. Those who follow out of respect seem to “rise to the occasion” or “bring their A-game” in order to match (or exceed) performance expectations in a very positive way.

On the other hand, those who rely on management through the negative emotion of fear, which may consist of overt or implied intimidation (i.e. “I have the power to fire you”), reliance on strict hierarchical chains of command, public dress-downs or humiliation of under-performers, etc. must understand that they are eliciting desired behaviors through forced compliance rather than voluntary compliance. In other words, they employ the “stick” rather than the “carrot” approach. While I certainly have a strong viewpoint on which approach I personally favor and default to, I will not deny that fear can be a powerful motivator and there are managers that achieve results largely based on fear. The greatest danger, in my opinion, is managers who confuse these two opposing motivational factors and do not clearly understand that which they are practicing. If you choose to employ a “management by fear” agenda, know that you are vulnerable the instant your power is perceived as waning or the fear among subordinates dissipates. Conversely, those who rely on respect to manage must understand that should that respect for some reason be shaken, unless it is restored one’s authority may very well diminish.

Another key component to management (which in turn promotes good leadership) is remaining authentic. Authenticity is a quality which can be at once elusive as well as self-evident; many people can instinctively sense when others are putting up a false front or are acting contrary to their actual nature. Thus, the admonition to “Know thyself” is critical to being able to find one’s true self, and to let this guide one’s decisions and behavior. Working both in and around an industry (Entertainment) notorious for attracting people predisposed towards creating illusions, fabrications and false projections in order to get what they want, it is still interesting to note that some of the most dysfunctional and toxic personalities drawn to show business do remain authentic in their own perverse way. These individuals see little value in conforming to what are otherwise more widely considered acceptable standards of behavior and conduct, as often enforced in other industries, and consequently pay no heed in doing so. Whether they are admired or reviled for such attitudes and behavior (which in turn is largely dependent upon their perceived success and whether they can benefit those expressing the opinion), they are authentic to their natures. Of course, dealing with those who display sociopathic or psychopathic behaviors can be difficult for others, particularly when these tendencies are readily concealed.

All other things being equal, good managers will align their own core values and the values of the organization that they serve (which ideally are not too far apart) so that the appearance of, or actual existence of, hypocrisy is minimized. It is important as a manager to communicate what is expected of an employee and how that employee will be measured and judged, failure to do so leads to confusion as well as expectations which having never been vocalized or expressed, will seldom be met.

REPUTATION TRUMPS SPIN AND WHY INTEGRITY MATTERS

Image courtesy Dreamstime

Another issue for managers to be conscious of is that reputation always trumps spin. While it is certainly possible to fool some people for an indefinite period of time, fooling everyone indefinitely is highly unlikely. Managers with poor inter-personal skills or who are clearly out of their depth may convince themselves that their “secret” is safe, and may actively work to tell others of their greatness and alleged accomplishments, but this illusion cannot be maintained in the long term. I have met people who have proudly proclaimed their own greatness and confidently boasted of how well regarded they are by their subordinates (who interestingly enough, they refer to as “minions” which even when said tongue-in-cheek, reveals a lot about the manager’s character), only to find out with minimal probing that they are tone deaf to how others really see them.

While there are times, as a manager, where you may have to take actions that are not particularly liked by subordinates, if undertaken fairly and with good cause, the dislike of the action will generally not carry over to personal dislike of the individual. Those who fail to understand and appreciate this distinction are the one whose reputations, invariably, are nowhere near as “rosy” as they may perceive.

While one would normally hope that the following would not need to be said, both publicly discussed cases and my own anecdotal experiences have identified the moral and legal imperative of maintaining integrity. Furthermore, the cautionary note that must be sounded is that those who preach most vociferously about integrity, yet conduct themselves in a manner contrary to what they preach, are most assuredly devoid of integrity and ought to be duly censored for this. A more recent example that I’ve personally witnessed in recent years is observing an individual publicly stress the importance of integrity and ethical behavior, yet then proceed to misrepresent material facts, allow “errors of omission” to creep into documentation utilized for evaluation of a company’s suitability to perform certain work, and otherwise twist, distort or recast events and behavioral patterns to rationalize actions which were of personal self-interest and benefit, but far removed from objective truth or even the interests of the organization.

Having integrity requires one to possess some framework for evaluating choices in a context of “right” versus “wrong” (in which there are some absolutes) and not engaging in ethical and mental gymnastics to justify one’s favored decision or position when it does not confirm to the criteria established via that framework.

THE CARDINAL SIN OF MICRO-MANAGEMENT

Another pitfall which good managers must avoid is either the desire and/or tendency to micro-manage others. This is perhaps one of the most soul and morale killing activities that can be done, particularly when those subordinates are competent and experienced. It has been said that people less frequently quit companies than they do bosses, and micromanagement of tasks is often high on the list for why employees can no longer tolerate their direct managers. As a manager, if you feel the need to micromanage, this brings into question the competency of the person you are actively overseeing, and if this is indeed the issue, more appropriate remedies may exist. Perhaps the tasks or expectations are not clear, and further investigation and definition will solve the problem. Or, maybe the skills of the person are simply not up to the challenge, in which case the hiring process and decision-making broke down, or the job responsibilities have changed and the person’s skills have not kept pace with that change.

If as a manager, you are hiring people primarily because you do not feel threatened by them, and are loath to hire those who might one day rise to your own title and responsibilities, I would posit that the problem lies with you. The best leaders, and indeed managers, will hire people smarter and who potentially may be more accomplished than themselves precisely because they are not fearful of being replaced or overshadowed. What comes to mind for those who cannot bring themselves to embrace this approach is a timid, lazy and mindless bureaucrat more intent on job security than performing meaningful work.

NORTH VERSUS SOUTH KOREA IN A NUTSHELL

I will conclude with an incident that has stuck in my mind for years, which was a meeting that I attended with a notoriously bombastic and difficult literary manager/film producer and Jeff Berg, the chairman of the talent agency International Creative Management (ICM). During the course of the meeting, Berg posed the question, “What is the difference between North and South Korea?” His one word answer to his own question was, “Management.”

If you think about it, obvious oversimplifications aside, there still remains a lot of truth in that succinct response. Good management can lead to productivity fueled by heightened morale, collective belief in an organization’s mission and vision, and a desire on the part of individual workers to not be the weak link in the chain and to perform accordingly. Poor management kills employee morale and productivity, leads to unfocused decision-making, muddles or obscures any sense of mission/vision (if these existed to begin with), and creates a culture where employees may perform at some bare minimum level, but will not be self-motivated to push boundaries or to take unsolicited steps which might benefit the employer.

Most of us have no question as to which type of organization we’d like to belong or what kind of manager we’d like to either be or report to (or think we are), yet there is still sufficient evidence to suggest that mismanagement, rather than good management, is the order of the day within far too many businesses…

THE ELEMENTS OF A SUCCESSFUL BUSINESS STORY

Well-told stories will always have certain traits in common, regardless of larger elements which are layered and woven in such as mythic structure, use of archetypal characters, genre conventions, cultural predispositions and the like. These traits ultimately come together to create a narrative that is:

• Credible
• Compelling
• Consistent
• Coherent
• Character-Driven

So let’s dive deeper and define the above and provide some concrete, business-related examples to stir up some entrepreneurial juices.

CREDIBLE AND COMPELLING

Telling a story which is credible may on the surface seem odd from the point-of-view of the world of fiction, but actually, even fantasy and science-fiction must conform to rules established by the author through the conventions of the narrative. Unlike ancient Greek tragedy playwriting, the presence of deus ex machina plot devices is viewed by most as sloppy and/or lazy writing and is long out of fashion.

On the business front, maintaining credibility with customers, as well as employees and outside vendors, is critical for the fiscal health of the enterprise, and is vital whenever outside capital is being solicited. This credibility can not only pertain to the manner in which the business is presented and positioned in external facing collateral, but may extend to the behavior of key employees as well, including senior management. Once credibility is lost, whether due to incompetence, malfeasance, or simply failure to act in an appropriate and timely manner to a perceived problem, it can be extremely difficult to regain trust.

Determining what make a narrative compelling might seem like a tall order, but if one analyzes stories across various cultures and genres, it becomes very clear that at its heart, the answer is quite straightforward – the audience must be emotionally invested in the outcome of the story. If you fail to engage and hook the audience, you’ve lost them, their attention will wander, and your chance of regaining their interest will likely be compromised since they have already pre-judged your storytelling ability.

For a business to have a compelling story, it is essential that prospective customers understand the product and/or service offerings, and furthermore, that a Unique Selling Proposition (USP) exist. USP is fancy marketing speak for a succinct description of what differentiates your business from the competition, and potentially what benefits customers will derive from purchasing from you and not your competitors. It is essential that a business owner, as well as any staff who interacts with prospective customers (which if you get down to it, is actually everyone) clearly understand and be able to articulate your company’s USP.

CONSISTENT, COHERENT AND CHARACTER-DRIVEN

Consistency is another hallmark of a well-told story, and this is true in both the fiction and non-fiction realms. Most often, this is a reflection of the tone and style of the story, which in written form are conveyed in the use of language and point-of-view. In the fictional world, different genres over time have developed certain conventions, and while it is certainly possible to “break the rules” and even mix genres at times, the storyteller must be very careful in doing so, because when expectations are defied, a certain amount of risk is entailed. A similar restriction applies to non-fiction writing, such as reporting, memoirs, text books and the like. For example, fictional elements and personal opinion are never supposed to co-mingle with what is reported as “news” or represented as a “true life account.” To do so violates fundamental precepts of the form and undermines, if not outright destroys, credibility.

In business, it is just as important to remain consistent. This is true not only in the positioning of the company from a marketing and sales perspective, but also from an operational one as well. In order to develop efficient processes and economies of scale, companies need to create consistent means of performing tasks, with means to ensure quality, report results and address issues which arise during appropriate lifecycles. Successful national businesses with retail outlets, for example, spend considerable effort and capital ensuring that the customer experience at one location is replicated identically at another. If you’re a fan of the fast food burgers at a nationally known chain, you can rest assured that the meal you order at one location will more or less taste the same at another.  In the service world, it is important that methodologies and approaches which produce the best results are implemented consistently so that quality of the services delivered does not differ substantially depending on the resource(s) rendering the service.

Our final elements for inclusion are coherence and the importance of having memorable characters populate a story. Coherence might seem to some as a “no-brainer,” but poorly conceived, written and delivered stories can be found all around us without expending much effort to look. Sometimes coherence is sacrificed due to having too many people influencing the story, and in doing so, providing inconsistent guidance which creates a disjointed narrative. From the perspective of business, this is typically communicated through branding efforts and the development of vision, mission and positioning statements which communicate the company’s raison d’être. Businesses start to run into trouble when they cannot clearly define what it is they offer, what audience they serve, or why they are even in existence in the first place.

My final point regarding the creation (or featuring) of memorable characters highlights the fact that people tend to identify with or react emotionally to people (fictional or otherwise) who they aspire to be like, or someone they would like to befriend, or who represent a natural foe or adversary, or whose own story provides them with inspiration and meaning. As a business, talking about a corporate identity can seem rather cold and impersonal, and effective marketing often seeks to humanize the business by focusing on the personalities and achievements of management and staff, or at the very least, attractive spokespeople who will resonate with the target market. Some business leaders are naturally larger than life “characters” that the media quickly respond to, since writing stories about them is far easier than more bland or retiring personalities, while others will often invent or otherwise exaggerate certain qualities in order to draw attention and create publicity. There are certainly lessons to be learned from the colorful characters found throughout history as well as the present day, even if embellishments have invariably been added to those who really once existed, or walk the world today.

WHY STORIES MATTER

Stories, whether written down, acted out by performers, or delivered orally, form the backbone of any society. Stories communicate cultural values, important myths, and often convey history from the point of view of the story’s creator or communicator. They engage our interest on a visceral level and help us to make sense of not only what our senses tell us on an individual level, but to process the messages conveyed by our environment on a larger macro level as well.

Obviously, this article cannot possibly delve into the complexities of applying time-proven storytelling techniques within a business environment, but it hopefully does make the case that creative license, if not misapplied with the intent to deceive, should be part of every business toolbox.

Author’s Note: This posting originally ran on the blog Serial Startups on May 26, 2011…

Anyone who has ever experienced airline travel, especially in the post 9/11 world and traveling in steerage (oops, I mean “economy”) class, intuitively understands that nobody, and I mean nobody, voluntarily chooses a middle seat. It’s simply not done. And part and parcel to this is understanding that the metaphor of occupying the “middle seat” when it comes to employment or marketability for independent, self-employed types in our Brave New World is avoiding finding ourselves in the Middle Seat, because it’s a miserable position to be placed in and ultimately, is not viable for one’s long-term viability, health or sanity.

In order to solve a problem, one first has to understand it, so let’s dive in…

CHARACTERISTICS OF “MIDDLE SEAT GUY”

If we accept the premise that one rarely volunteers to be the “Middle Seat Guy” (or Gal), absent extenuating circumstances, it is reasonable to conclude that a lack of sufficient planning and/or preparation often leads to this unfortunate categorization. And the truth is if you find yourself in the “Middle Seat” in business especially, you’re running a very real risk of being viewed as being expendable or at best, a mere commodity which is easily replaced by management on a whim.

Photo courtesy Sodahead.com

One of the major disruptions to the psyche of many white collar, or “professional” workers if you prefer, has been the realization that regardless of educational or work history pedigree, the system no longer protects those who may think of themselves (consciously or not) as being among the “elite” or most privileged. Much has been written about lately of the phenomenon of BWM’s (Beached White Males), typically displaced men in their 40’s to 60’s that were previously high-earners, some in what is supposed to be the prime earning years of their lives, who have discovered following their voluntary or involuntary termination that the world is no longer beating down a path to their door and the six-figure salaries that many were accustomed to are no longer sacrosanct.

As many corporations race to create, deliberately or not, a neo-feudal system in which the wealth and power is overwhelming concentrated at the very top with various levels of “serfdom” fulfilled by a mix of workers (including a cohort who can salve their wounded egos, if not their wallets, with various permutations of managerial or lower ranking executive titles), those who thought they had played by the rules have been disabused of the notion. Formerly convinced that they had dealt themselves a strong hand, these disillusioned and disenfranchised players have found they were mere patsies who were used and discarded, and pleas for understanding or “another shot at the big time” tend to fall on deaf ears both up and down the hierarchical ladder. After all, those who still have their jobs, especially if their positions are reasonably well paying and prestigious, don’t want to be tainted by association with perceived “failure” or the “fallen,” and those lower down in the pecking order may have little sympathy for people who once fed at the corporate executive trough and disdained or dismissed the very work which these refugees are either too prideful to accept even if offered, or completely unqualified to perform.

PROACTIVE AVOIDANCE OF THE “MIDDLE SEAT GUY” SYNDROME

So if one realizes the dangers in being passive, or even worse, complacent, regarding one’s career and economic future, what mitigating steps can be taken?

Clearly, both on a professional and personal level of self-development, it is vital that we adhere to the following core traits:

• Remain adaptable and avoid stagnation by constantly evolving.
• Do not wait for rewards and recognition, but create opportunities for these to arise.
• Accept that change is inevitable, and that we are best served if we see it coming or do not waste energy fighting a reactionary battle that we cannot win.
• Make ourselves indispensable through a “can do” attitude and willingness to learn new skills.
• Avoid defining ourselves, or letting others define us, through simple sets of labels and preconceptions.
• Understand that market value and “worth” are two different things; sell your value and thereby increase your perceived worth.
• Never compromise our core values and ethical framework, but remain fluid in how we achieve our most compelling life goals, which should drive our sense of a personal mission.

Many of these concepts have recently been encapsulated in the notion of teaching individuals how to forge a “Protean Career,” and for employers, a “Protean Workplace,” which author and career coach Jay Block has been advocating for and spearheading via the Protean Careers Group on LinkedIn. Over the past several weeks, a small group of participants (the author of this blog included) have codified the notion of 12 Protean Principles which are meant to serve as a guide for people who understand the importance of continual improvement and development to avoid becoming stagnant, easily commoditized, or de facto, a “Middle Seat Guy/Gal.”

Further discussion of the 12 Protean Principles and their genesis will be forthcoming in future postings, so look for these soon!

Jonathan S. Ross is the founder and principal of Black Rock Consulting, a boutique management and communications consultancy based in Los Angeles offering strategic planning, project management, marketing and writing services. Feel free to send an email to schedule a confidential discussion of your needs. Initial consultations are FREE OF CHARGE and WITHOUT FURTHER OBLIGATION. 

No matter one’s upbringing or cultural values, there are times when the distinction between Respect and Reverence is blurred, and this can be problematic. We live in a world filled with both Light and Darkness, and consequently, there are many shadows. As the eloquent Oglala Lakota Medicine Man Black Elk said, “It is hard to follow one great vision in this world of darkness and of many changing shadows. Among these shadows, men get lost.”

The line between respect and reverence is oftentimes a thin one, but worth heeding with caution; we must temper our idealism with a measure of objectivity to safeguard ourselves from being led astray.

WHO OR WHAT IS WORTHY OF RESPECT?

Respect is defined by Merriam-Webster’s online dictionary in two very relevant ways:

“An act of giving particular attention” (consideration) as well as “High or special regard” (esteem).

Depending on one’s religious/spiritual beliefs, we all are granted, or get to enjoy, a decidedly finite amount of time in this world. For many years, our wants and needs are quite simple, and in most cases provided for by others until we reach a stage of development to start providing for ourselves. However, during these early formative years, we are to some degree or another socialized to pass judgment on people, institutions and things, in part to determine what is worthy of focusing our most precious commodity (time) on, and in part allowing us to interact within the societal mores and accepted standards of the larger culture.

Consequently, sometimes we are taught to respect certain things reflexively, without much further thought or analysis. Depending on perspective, this may or may not be appropriate, or even ultimately healthy for our own future development.

Personally, deciding on who or what is worthy of your respect is largely a personal choice, guided hopefully by one’s conscience and some objective analysis of the reasons why the target of the respect is worthy of purposeful consideration and emphasis. Those who deliberately choose to go “against the grain” may be viewed as mavericks and even malcontents; sometimes these people change the world for the better (as it might be commonly and universally defined), others lead themselves and others down twisting paths filled with deceit, strife and more often than not, hatred.

Whenever you are unsure, I would suggest to respect those people and things that are worthy of such admiration and emulation by virtue of the good which they return to the world around them through their actions or by the very fact of their existence; those that shine a beacon of light when the darkness closes in and step forward to be counted without thought of personal reward , much less risk; and those that facilitate and recognize the universal interconnectedness which binds all living things.

This is as good a starting point as any.

WHEN IS REVERENCE TRULY WARRANTED?

Invariably at some point, perhaps out of idealism or a willful and deliberate blindness to the faults and imperfections that mar all things, respect is transformed into reverence. Under certain circumstances, this thinking can become exceedingly dangerous, and cause us to adore and perhaps “worship” false idols.

In traditional Eastern martial arts, for example, students are often taught unquestioned obedience to a Master, and even more senior disciples of that master, because it is presumed that they are further along the path than the more inexperienced student. In one context this may be true – knowledge and command of a particular “art” or fighting style – yet this does not necessarily suggest that the Master or senior disciples are any wiser. Bruce Lee famously rebelled in part against such thinking, and faced enormous resistance and opposition from those who felt that he was disrespecting traditions because he lacked the discipline and appropriate mindset to demonstrate the proper obsequiousness to “his betters.”

In my own personal pursuit of the path of martial arts mastery, I have been fortunate to train under and with some individuals who are considered to be “masters,” and while I greatly respect the skills and understanding which they may have within their particular expertise, I do not automatically revere them as paragons of spiritual, ethical or philosophical wisdom. Some perhaps do have components of such knowledge, and if so, are given greater weight outside of a more narrowly defined context. Certainly none of them have demanded any unreasonable demonstration of respect based solely on their rank or experience; those that do, in my opinion, are the ones to be most leery of. Those who would coerce reverence, or falsely manipulate others to create such a feeling, are dangerous indeed.

To be reverent of someone or something is to imbue it with great power. We would do well to only cautiously extend such favored treatment and create such vulnerability to ourselves after very deliberate and careful consideration.

While respect is a gift which should be freely given, reverence is a sacrifice of some piece of ourselves upon a higher altar, and therefore must be reserved for only the most worthy recipients…

Gee, you think? Plastic bracelets with “magical” holograms don’t really interact with the body’s chemistry, or alter your “chi” or encourage the instantaneous development of more fast-twitch muscles and neurological pathways? For those seeking instant gratification, this must be disappointing news indeed. But what this does reveal is how powerful belief can be, and how psychological conditioning can lead to positive outcomes.

IT’S ALL IN YOUR HEAD – OR IS IT?

What science does seem to suggest is that an individual’s mental state does have a measurable impact on not only athletic performance, but a wide range of human endeavors. Indeed, much of the “self-help” industry, including the cottage industry spawned by “The Secret” and the notion of the Law of Attraction, is based upon affirmations of positivity and reinforcing an attitude of belief that one is capable of achieving whatever goals one desires. You just have to want it badly enough.

Psychological mindset is important, and at elite levels of competition, any potential edge over a competitor is widely sought out. As Henry Ford is credited with saying, “If you think you can or you think you can’t, you’re probably right.”

The danger, of course, is that it can be very difficult for most people to maintain the focus and discipline necessary to remain positive 24/7, especially in the face of challenging circumstances which undermine confidence and perhaps speak to nagging self-doubts or feelings of inferiority. That’s why many Eastern traditions speak of focusing on the NOW, or the present moment, because it is the one thing that we have direct control over. Quantum mechanics aside, for all practical purposes the past is behind us (although as Shakespeare wisely noted, “The past is prologue”) and the future is still unwinding and unknowable. But we do have the ability to act in a certain way at this very moment, and adjust our attitude accordingly.

Of course, part and parcel to our mental attitude and maintaining a “Can Do” belief system is also recognizing where our talents and interests lie, and finding the sweet spot where these intersect and we can excel. Returning again to the topic of athletics, competition at the elite levels in every sport requires the right combination of genetics, hard work (physical and mental) and even a healthy dose of luck; absent any of these factors, just believing that one can become a highly compensated professional athlete is ultimately an unhealthy delusion.

THE POWER OF MAGICAL THINKING

Now what’s interesting, and frankly, not too surprising is that Power Balance has also admitted that some of the sports figures raving about the efficacy of its product are actually paid endorsers. We can be cynical about this, as vested financial self-interest is a powerful motivator, but I suppose that it’s also possible that people like Shaquille O’Neill and Lamar Odom really believe that their performance is enhanced by wearing a talisman which invariably is manufactured overseas by people who will likely realize in their lifetime less income than these gentleman do in a single season of athletic competition.

Based on interviews, I’ve come to the conclusion that Shaq is probably a nice guy whose heart is in the right place, but I wouldn’t hold him up as a paradigm of intellectual horsepower or as someone experienced in the art of critical thinking. And the Power Balance “demonstrations” featured on their television commercials and Website of haplessly weak, out of balance people suddenly “centering” themselves and resisting a tug on the arm are comical as any competent martial artist knows; notice how a subtle change in angle when force is applied can make all the difference between being able to maintain some semblance of balance and toppling over. I’ll be more impressed if someone can maintain their center (not to mention their equanimity!) with the aid of the magic bracelet when confronted by a well-trained fighter.

Yet even still, I would draw an important lesson from yet another scam tapping into the tendency of most people to want instant results with minimal or no effort; belief is a powerful tool in support of achieving one’s goals, so long as it is also backed by what Buddhism identifies as the Eightfold Path: Right View, Right Intention, Right Speech, Right Action, Right Livelihood, Right Effort, Right Mindfulness and Right Concentration.  One doesn’t necessarily have to agree with traditional Buddhist definitions of each of these, but rather the spirit of how they apply to each of us individually.

That’s something that all of us, regardless of religious affiliation, can potentially believe in…

Jonathan S. Ross is the founder and principal of Black Rock Consulting, a boutique management and communications consultancy based in Los Angeles offering strategic planning, project management, marketing and writing services to start-ups, early stage and more mature businesses. Feel free to send an email to schedule a confidential discussion of your needs. Initial consultations are FREE OF CHARGE and WITHOUT FURTHER OBLIGATION.

Spem Successus Alit. “Success Nourishes Hope.”

If we all fundamentally agree that to be stripped of hope is to be stripped of a crucial human belief that is absolutely essential for progress and our well-being, understanding the causality between “success” and “hope” and making the necessary psychological and attitudinal adjustments to maintain our definitions  of each no matter the external circumstances facing us is vital.

It is always worth remembering that “success” is often relative and subjective, and like failure, it is by no means permanent should we grow complacent, lazy or arrogant. In part it is a mindset and even a habit, and something worthy of striving for and pursuing with our full attention and vigor.

DEFINING SUCCESS

How we individually and collectively define success is in part influenced by our personality makeup and societal conditioning. For many, the accumulation of material possessions is high on the list of defining success. In a competitive, consumer-driven society addicted to spending and maintaining an image, this is perhaps understandable, although its sustainability has obviously come into question over the past several years. For others, the quality of relationships and interactions with family, friends and even strangers is given the most weight. Some choose to focus on acquiring as much as possible (and not strictly in a material sense), through whatever means necessary, placing the emphasis on the feeding and aggrandizement of their own ego and self. Others believe that “giving back” or serving others in whatever capacity one’s natural talents and capabilities allow is the true measure of success.

What is clear from these diverse viewpoints is that success comes down to a value judgment, no more and no less. We might condemn a particular attitude or view as being wrong-headed or undesirable, and feel rather smug and self-satisfied with our moral superiority, but to whom must we give account? Our belief in whether our actions in this world reflect upon our soul in some other realm of existence is most telling in this regard. Do we choose to act in a particular manner out of a “nobleness of intent” or “purity of our spirit,” or rather out of a fear of punishment in this world or the next?

As Marcus Aurelius observed, “The measure of a man is the worth of the things that he cares about.”

MAKING PEACE WITH SETBACKS AND OBSTACLES

No matter how we personally define success, invariably there will be peaks and valleys, times of abundance and scarcity, and perhaps even a sense that either our “best is behind us” or that the future is so uncertain as to diminish our sense of hope. These are the times when remembering our past accomplishments, even if we think them humble, point to our ability to realize success on our own terms and encourage us to believe such success is repeatable and within our capability.

Failure comes when our “reach exceeds grasp” and we attempt to achieve something that we are unprepared for, or which circumstances prohibit, in the moment. We learn by doing, and this is true in every aspect of human endeavor. Virtually all entrepreneurs have encountered “failure” of one degree or another in pursuit of their dreams; what separates those deemed “successful” from those who are not is their ability to learn from past mistakes, make adjustments, and apply the lessons learned to either the venture in which they initially stumbled or a new one. Sure, some setbacks are more formidable and daunting than others, but oftentimes this can be mitigated by recognizing when one is on an inadvisable course and having the wisdom and courage to change direction before the worst case scenario is realized.

We do well to consider that obstacles are ultimately opportunities for us to grow, to test our mettle and fortitude in ways which we otherwise might not. Sometimes this involves improving certain skills, or learning new ones. Sometimes it’s about adjusting our attitude or our expectations. While going through such a time may force us temporarily to “eat bitter,” it is essential that we not allow the experience to make us bitter.

It is always worth remembering Plutarch’s admonition that, “The measure of a man is the way he bears up under misfortune.”

WHAT PERSISTENCE TEACHES US

Most things will yield to hard work, determination and commitment. But perhaps not all. While it is important that we never give up on our dreams, we must also learn to interpret these dreams in new ways, or understand the underlying motivations for them. While we do not always realize it, there are more often than not many paths to the top of a mountain. Some of those paths are more scenic. Some are more arduous. Some are longer than others.

Hope may be nourished by success yet it is also driven by our expectations. It is our constant striving to be a little bit better than the day before. It is our ability to recognize and acknowledge incremental progress and to “light a candle rather than curse the darkness.” Finding the kindling to ignite the flame may be a challenge at times. That’s okay.

Because when we find that kindling, and coax forth the flame, we have realized a non-trivial success. And from that tiny ember, hope springs forth, and the journey continues…

In short, the Narrative is the set of beliefs, assumptions, pre-conceptions and myths that we choose, individually, collectively and institutionally, to give shape to how we perceive the world. It’s the filter or prism through which we consciously and sub-consciously view our role as players on this temporal stage, and how we more often than not rise to or simply settle for the expectations and limitations imposed upon us.

The Narrative is most certainly subjective; it can contain truths, so far as we understand them, but it also may contain lies, deceptions, distortions and disinformation. At times it may serve us, while at other times it destroys us. If we never challenge it, it remains indifferent; the moment we hold its gaze too long, it rears its head and we’re faced with either challenging and subverting it, if not defeating it, or submitting to its raw power.

THE PERSONAL NARRATIVE

It is the rare individual that never suffers from self-doubt or feelings of recrimination, particularly when things don’t seem to be working out as planned or desired. It’s easy to fall victim to the pessimistic internal voice that can be self-defeating and self-limiting if given free rein, which is why so many motivational speakers, philosophers and others who dispense their wisdom emphasize the need to remain positive and optimistic no matter the circumstances, because ultimately every moment is transitory and, “This too shall pass.”

By becoming self-aware, we are better able to counter-act and balance our personal Narrative when it turns overly pessimistic, and by the same token, we can remain humble and grateful when the other extreme strikes and we tend towards over-confidence, hubris and arrogance and believe that our current success is either “owed” to us or solely the creation of our own greatness and genius.

The early Romans of the Republic Period understood this when they awarded a victorious military commander a “triumph” and allowed him to ride through Rome on a chariot to the adoration of the masses. Tradition stated that the triumphant general would have a slave accompanying him in the chariot, constantly whispering the refrain, “Remember that you are mortal” lest the magnitude of the rare honor lead to behavior not conducive to the Senate’s rule.

Ultimately, as individuals we must not allow the personal Narrative to limit our potential, nor should we allow it to justify behavior which ultimately reflects poorly on ourselves. If we are inclined to see ourselves as  “extraordinary” and capable of making lasting contributions to the world around us, it is up to us to live up to that standard and realize this potential. Conversely, I would urge those that see themselves in a different light, and who feel their gifts or abilities are meager or poor to realize that their potential to impact the world in a positive manner is far greater than they imagine. They just need to get out of their own way.

THE COLLECTIVE NARRATIVE

The collective Narrative can be found at both an institutional and societal level. Like the billions of personal Narratives found on this planet, it is rife with half-truths, closely held beliefs rooted in unquestioned assumptions, and other detritus and noise which often obscures objectivity and rational analysis. It can be found in our incessant need to compete and win at all costs, to prove the status or establish the dominance of the institution or society in question as “better” than those around it, as more evolved, or compassionate or enlightened, or whatever.

That’s not to say that competition is inherently bad, or that all forms of governance or leadership or moral values are equal. They’re not.

Freedom always trumps servitude. Compassion always trumps antipathy and indifference. But blind allegiance and unquestioning loyalty to any man-made institution, dogma or social construct is a dangerous path. The tendency to buy into “Groupthink” without applying any critical thought or checks and balances often leads to disastrous consequences. Human history is littered with examples of this.

We cherish myths because they speak to closely held desires. Myths are often rooted deep in universal psychological themes or motifs, and some perhaps hold kernels of truth around which much “color” has been added through generations of storytelling. So too goes the Narrative.

Yet just as we cannot and should not allow our personal Narrative to go unchallenged, we cannot and should not buy into the larger Narrative without continuous introspection and contemplation. The Narrative may have a spine upon which it hinges, yet it constantly evolves despite the fact that it is not sentient. It feeds upon the energy invested in it. It is constantly becoming…

Never discount the power of the individual to change the Narrative, for better or worse.

Depending both on one’s interpretation of “formlessness” and its actual application, this practice may be construed as an expression of deceptiveness, although in reality, it argues for the ability to not be wedded to a single definition by outside parties, and to display such traits as adaptability and resourcefulness in order to provide a range of useful attributes. Fans of Bruce Lee may recall his admonition to, “Be like water,” which was not an analogy original to him. However, his point to remain malleable and fluid, traits that water in its liquid form clearly exhibits, speak to its nature.

CHANGING YOUR STATE OF BEING WITHOUT BETRAYING YOUR NATURE

So how exactly does the pursuit of formlessness translate into everyday life?

Ultimately, it emphasizes the importance of not adhering to a rigid definition or state of being, which is a hallmark of remaining adaptable to changing circumstances. While change has been a constant since time immemorial, the speed of change which confronts many of us on a daily basis only seems to accelerate, and the consequences of not adapting to such change only seem to grow more severe over time, rather than less so. However, given the all too natural resistance to change which seems to be evident in most people, such a process of “re-invention” or even evolution is often only undertaken under the gravest of circumstances, and seldom willingly. In other words, the default setting for most people is to be “reactive” rather than “proactive.”

This I believe is a fundamental mistake, and one that can cause missed opportunities, if not complete paralysis in our modern working world. Water again is an appropriate metaphor in understanding the practical application of this strategy. Regardless of the form (i.e. state) that it assumes in a given moment – liquid, solid or gas – water’s core properties remain the same. However, by its very malleable nature, water adapts to its environment and short of consumption and evaporation, it essentially endures.

ERODE OBSTACLES INDIRECTLY – ONLY APPLY DIRECT FORCE WHEN CIRCUMSTANCES FAVOR

It is readily observable that water, given sufficient time, can erode and otherwise degrade the hardest stone or metals. Yet liquid water, to the touch, can feel quite soft and by definition is supple and pliant, which belies its power to act on other substances.

When dealing with people on a personal level or within a business context, it may be advantageous not to confront them directly or attempt to bend them to your will or influence a favorable decision from your own point of view via a direct approach, but rather to employ more indirect tactics such as flattery or via compromise on less important issues.  Alternatively, you might re-direct their attention to other matters in order to make the person feel more secure, powerful, and ultimately more favorably disposed to agree to the primary result that you are seeking.

Direct confrontation, whether it is verbal or physical, is ultimately predicated on being stronger, or in a position of real or perceived greater advantage than the other party. It’s really that simple. So if direct force is to be applied in order to seek a favorable resolution, you must be confident in the ability of the force that you can muster to overwhelm the opponent’s counter in a specific moment in time.

Otherwise, your use of force is likely to result in failure.

POUR INTO THE WEAKNESS WHILE EVADING THE OPPONENT’S STRENGTH

It is important to understand that “strength” is a relative term and that attributes which in one context might be considered favorable or classified as assets, can in another context become liabilities and vulnerabilities which can be exploited.

For example, if you are dealing with an individual with a rampant ego, challenging that person’s ego directly may be a non-starter or detrimental to obtaining the results that you are seeking. Such people may be threatened by ideas or work output which challenges their own preconceptions or potentially exposes poor decisions which they have made. The art in dealing with someone of this temperament is to appeal to their ego and vanity and present your ideas or work in such a way as to enable them to assume partial or even full credit for the work or idea, or to otherwise point out benefits that they can realize by supporting your vision. In doing so, you avoid challenging their authority or knowledge directly, and do not cause them to “lose face” with others, which is often of paramount concern for such individuals.

From one point of view, such behavior might seem manipulative, but human interaction is often based on people seeking to obtain a specific result, which may or may not coincide with the direct interests of the other party. When interests align, securing such cooperation is easy, but in situations where they do not, diplomacy and tact, perhaps tempered with some subterfuge, are often the means utilized to obtain what is desired.

NEVER ABANDON YOUR PRINCIPLES, BUT APPLY MISDIRECTION WHEN NECESSARY

As human beings, we make choices in life, and among these are whether we stand for certain principles or not, and whether we believe in situational ethics or not. Truthfully, in my interactions in both business and personal affairs, I’ve noticed that there is a segment of the population which believes solely in expediency and will change their stances on issues to suit their immediate needs. For people of this ilk, “truth” is highly elastic and integrity is a nice concept to pay lip service to, but is absent when the rubber meets the road.

In assuming formlessness, an individual can still remain true to core principles and closely held beliefs. Those who dissemble and spin the truth are fraudulent, not “formless.” Water, even if existing in a solid or gaseous state, returns to its liquid form when environmental conditions change. It does not become something else.

Your principles, and how firmly you hold to them, will in large part determine your destiny. You can temporarily assume a posture of formlessness by not clinging to a narrowly defined model of attributes and behavior without betraying the core of who you are.

This is the Art of Formlessness…

Carl von Clausewitz

A few days ago, while performing research on another unrelated matter, I stumbled across an interesting article written by Don Tennant on IT Business Edge entitled, “10 Reasons to Avoid Office Politics.” While I admire the spirit in which the article was written, and actually agree with Don’s reasoning (which was written in response to information on Salary.com encouraging the practice of office politicking in order to get ahead), as a pragmatist I believe that holding oneself aloof from office politics, as well-intentioned as it may be, can seriously backfire and like it or not, acquiring the skills to outmaneuver those that resort to this practice is part of one’s job (and even life) survival toolkit.

POLITICS IN THE WORKPLACE – IS PARTICIPATION REALLY OPTIONAL?

One reality that must be acknowledged is that by definition, interaction among two or more individuals in any social setting (and make no mistake, the workplace is a social setting, more so for some than others) immediately establishes a power baseline, in which the two individuals, consciously or not, establish a relationship which may be more complex and dynamic than either are aware. At the risk of being misinterpreted, all relationships, whether professional, personal (e.g. based on notions of friendship), romantic or casual acquaintances, have either a formally acknowledged balance of power and/or some expectations of reciprocity. Humans, like most animal species, inherently establish a social order and dominance, and while this admission may be offensive to some, wishing it weren’t so or pretending it doesn’t exist can be highly detrimental to one’s career.

While office politics may take many forms, more often than not the most insidious and subversive expression of this “great game” is the back-biting and hard feelings engendered by playing different people, if not entire departments, off of each other in order to realize some personal agenda or gain.  Sometimes this is done to mark one’s territory or to curry favor with others (typically of higher rank and authority) within the organization, but sometimes it’s done for the perverse pleasure of sowing chaos to underscore one’s “importance” or to position oneself as a “broker” of favors, with the full expectation that payback (with interest) will be expected in the future.

While it’s not necessarily true in all instances, some of the most adept and accomplished office politicos tend to be those who are most inept, incompetent and eager to shirk responsibilities by assigning these tasks to others in order to cover for their shortcomings. Typically, these people have well-developed office survival skills and have learned how to manipulate corporate bureaucracies or enjoy favored status with higher-level management, which is why they manage to flourish even if harder-working and more accomplished employees could outperform them if given the opportunity.  While we typically like to believe that workplace promotions are based on merit, even in environments where hard metrics and incisive performance evaluations are utilized, allowing one’s “soft skills” to atrophy can blemish and otherwise distinguished history of accomplishments.

COUNTERMEASURES WHEN DEALING WITH WOULD-BE MACHIAVELLIS

One of the most challenging situations to deal with in a workplace environment is when a co-worker, especially one with longer tenure or more prestige and power in the organization, is working behind the scenes to discredit you or actively sabotage your efforts.  While perhaps many are familiar with “The Prince” by Machiavelli, which is arguably one of the earliest literary works to address realpolitik, a more recent book which contains a great deal of wisdom (and admittedly, perhaps a healthy dose of cynicism about the human condition) regarding relationships is Robert Greene’s “The 48 Laws of Power.” Among the laws that Greene advances are the following:

• Never Outshine The Master
• Never Put Too Much Trust In Friends, Learn How To Use Enemies
• Conceal Your Intentions
• Always Say Less Than Necessary

And if you’re seeing a certain pattern beginning to emerge, bear in mind these are merely the first four of his laws! With that being said, I do believe there is a context which must govern the application of these “laws,” and in relationships where true openness and honesty are expected and desired (if such a thing is indeed possible), those who abide by these rules are really “stacking the deck” and not living up to such lofty ideals.

While many of us would tend to be inclined to take the moral high ground and condemn Greene’s observations on how to wield power, there is an argument to be made that when dealing with people that act without scruples, or seek to deceive others through outright fabrications or lies of omission (which they may believe to be harmless, but seldom are), it is morally acceptable and even defensible to deflect their energies and stratagems back at them. For example, if dealing with someone in a position of authority that has raging insecurities, the worst thing one can do is threaten their authority or position, even if unintentionally, by outshining them or failing to call attention to the correctness and efficacy of their actions.

THE POWER TO DICTATE ONE’S FUTURE

There is little doubt in my mind that among the keys to satisfaction with one’s career and working life is to continuously build upon one’s skills in both breadth and depth, while hopefully aligning these with one’s interests and fundamental passions, but we must also accept the fact that in challenging economic times, many people must resort to not necessarily, “Following their bliss” but simply working to survive.

In an “employer’s market,” workers that lack sufficient interpersonal skills, which include the ability to be cunning and perhaps quite circumspect when necessary, may find themselves outmaneuvered by those more willing to engage directly in subterfuge or outright deception. While it’s relatively easy to condemn politics in the workplace, escaping it is probably a chimera, and staking one’s future on illusory beliefs is a poor strategy indeed…

Scott Nicholson, the hapless subject of the piece, is a 24 year-old college graduate, whose expectations that his undergraduate degree from Colgate and “family connections” from a privileged upper-class Northeastern background (which have apparently failed to materialize into much thus far) would enable him to waltz into a high-paying executive-level “career-track” position despite an apparent lack of work history have been brutally dashed. Whether he realized it or not (although it’s hard to believe the journalist and editors did not realize the ensuing maelstrom that would result), his self-absorbed, self-pitying statements and the attitudes expressed by his well-meaning but equally naïve family only served to paint him as the poster child for unrealistic expectations coupled with massively overinflated ego and sense of self-worth, notions of class privilege, and a disconnection with the harsh realities of the massive global recession.

And I’m willing to bet, he and his family are hardly alone in this.

FORMAL EDUCATION PROVIDES OPPORTUNITIES – IF YOU LEVERAGE THEM

Perhaps one of the harder lessons for people to learn is that while formal education certainly has value and can open doors, not all education is equal nor does education automatically translate into a lucrative and stable long-term career. As many of the respondents observed, certain undergraduate majors tend to be more “marketable” than others, although those that believe that an undergraduate math, science, engineering or business/accounting degree will guarantee employment are also deceiving themselves.

Quite frankly, many of us in hiring positions have encountered prospective employees with BA or BS degrees that are inarticulate, lack demonstrable critical reasoning skills, or are incapable of clearly expressing themselves in written communication. I found it ironic that while some respondents were quick to denigrate “liberal arts” degrees (poor Scott majored in Political Science, which in the interest of full disclosure was part of my own major, and history), such degrees can and should teach valuable critical thinking and analytical skills, reading comprehension, as well as the ability to communicate clearly in both verbal and written forms. Given the fact that some of Scott’s most vocal critics misstated information provided in the article or simply made assumptions that the reported “facts” did not necessarily support, these skills are clearly lacking in more mature adults as well.

WHAT A FOUR-YEAR DEGREE ACTUALLY TEACHES

Many people seem to believe that 4-year institutions are in the business of teaching technical skills and/or trades – well this is simply not the case. Given the pace at which technology evolves, at best college is a time to absorb and hone skills which may be useful and applicable right now, but could very well be obsolete (or otherwise in lesser demand) just a few years down the road. However, what education ideally should teach is the necessity of maintain a lifelong interest in learning, whether this is self-directed, obtained from an accredited institution, or simply obtained via on-the-job training from an organization or mentor. There is little doubt that given the proliferation of colleges and universities, not to mention online degree programs, that the value and worth of a BA/BS degree in general is in decline, that standards do not necessarily measure up in many schools to what was expected a few decades ago, and that increasingly, obtaining post-graduate education is a necessity to either fulfill a checkbox on the HR forms of corporations hiring for better-paying positions or to gain experience and credentials to support their own entrepreneurial ventures.

Meanwhile many skilled “blue collar” workers (e.g. trade jobs such as plumbing, electricians, etc.), if they are skilled at running a business and able to compete in their given location, are able to carve out more solid and stable careers than those that aspire to “white collar” work. These services are also, for the moment, less susceptible to off-shoring practices, although they too are dependent upon having a customer base that can afford their fees. Such a realization hopefully validates the notion that all honest labor is admirable and beneficial, and that there is no shame in earning a living by getting one’s hands dirty, as opposed to pecking at a computer keyboard, shuffling paper or providing “knowledge” to other people.

LIES OUR ELDERS (AND SOCIETY) TOLD US

Here’s a news flash. Every generation lies to some extent to the one following it. That’s just the nature of human behavior. Some of these lies are well-intentioned ones, or lies of ignorance or omission. While age may bring wisdom, young fools / charlatans / malingerers sometimes age into older fools / charlatans / malingerers as well, if they don’t accumulate wisdom, maturity and humility along the way.

Perhaps Scott Nicholson and those of his ilk are an extreme example of the narcissism and lack of self-awareness that can arise when well-meaning parents insulate their children from the realities of the world until adulthood, never teaching them the value of money, or to realize how privileged they are relative to so many others. I understand – a lot of people have “played by the rules,” getting an education (and in many cases incurring significant debt to do so), working hard, not causing trouble for others, only to realize how the financial system is gamed by some to enrich themselves obscenely, which in many cases (although not always), leaves others squabbling over diminishing pieces of the pie.

Of course, it should not be overlooked that many people, in creating wealth for themselves (often by taking significant risk, such as starting and operating their own businesses), help build wealth for others by creating jobs, providing valuable services or products, or creating even more opportunities for other businesses to address.

But let’s get this straight. The world owes none of us anything. Life is hard for everyone – relatively speaking, of course. Some face financial challenges, some emotional, some physical and some psychological (or a combination thereof), and sometimes these challenges are setbacks which we overcome through persistence, dogged determination and an unwillingness to quit, while others are of a more permanent and lasting nature. But keep this in mind – the only time we fail completely is when we stop trying, and we will all taste disappointment in life, but it is up to us to imbue it with meaning.

WHAT’S YOUR ENTITLEMENT, JACK?

In closing, I’d also like to observe that while it’s easy to take potshots at what we perceive as entitlement thinking, many of us are loath to admit to our own. Planning on collecting on Social Security? How about Medicare? Senior citizen discounts? Do you actually pay federal income taxes or are you one of the millions of Americans that don’t qualify under the current system. As of 2007, the top 10 percent income bracket (essentially those with an AGI of $113K plus) paid more than 71 percent of all federal income tax collected. Now I realize that most Americans consider an income above $100K to be pretty extraordinary, but depending on where one lives, it may be less extravagant than you might think (e.g. many people forget that surgeons, most of whom do NOT earn more than six figures and require education and training that delays such rewards until age 30 or so, pay six-figure malpractice premiums) and the chasm between those earning even mid or high six-figure salaries and those in the seven and eight figure salary range (or above) is arguably as wide as those getting by on mid five-figures and the $100K plus club.

So while it’s clear that some commentators on this article and Scott Nicholson’s situation and attitude in general took undisguised glee in expressing their Schadenfreude, it’s also clear that many fail to understand just how dysfunctional and illusory our consumer-oriented culture has become. Sure, some Baby-Boomers have been able to make hay in the generally economically vibrant decades of the latter half of the 20^th Century, but many of their cohort either failed to plan properly for their retirements (if they want to maintain their pre-retirement lifestyles) or thanks to the near financial meltdown that began taking shape late in 2007, have seen their 401-K’s plummet or are counting on pensions which may very well be underfunded and may evaporate once exposed to the light of day.

What remains to be determined is whether we as a nation will continue to delay making the necessary sacrifices and adjustments to right our ship of state and crack down on the irresponsibility, selfishness and criminal malfeasance in some quarters which has created so much hardship, or if we will surrender to an “inevitable” decline which could very well end in violent upheaval once we can no longer borrow money to forestall the massive financial, societal and natural resource intensive debts that we have collectively incurred.

Jonathan S. Ross is the founder and principal of Black Rock Consulting, a boutique management and communications consultancy based in Los Angeles offering strategic planning, project management, marketing and writing services. Feel free to call us at 310.598.6161 to schedule a confidential discussion of your needs. Initial consultations are FREE OF CHARGE and WITHOUT FURTHER OBLIGATION.