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Evil

“War is a grim, cruel business, a business justified only as a means of sustaining the forces of good against those of evil.” Dwight Eisenhower

My maternal grandfather came over from Germany to the United States in 1926. He saw what was shaping up in Germany, concluded it was not good and decided it best he leave. He died when I was in grade school. I heard him often say, loudly, he was an American. I asked him how he knew things were going to go bad for Germany at such an early point in the events. He told me he saw people standing on others. This response is all he would share with me for his answer. I knew he was not talking about a cheering squad standing on shoulders. I liked him, but he was a stern man at times. He was nice to me. I miss him. I have learned over the years standing on others always goes bad. Standing on anyone is called oppression. A more accurate term for oppression is evil.

Henry Meyer.

Dwight Eisenhower never served a day in combat. I am not sure how he rose to be the head of the effort to win World War II. Eisenhower worked for Douglas MacArthur about a decade earlier, but he ended up being MacArthur’s peer and boss even though Eisenhower was much junior in tenure to MacArthur. Life has no shortage of surprises when it comes to work promotions, demotions, and terminations. Eisenhower traveled across much of Europe after World War I to observe the terrain of the battles that occurred there. This first-hand information served him well in his role as leader. It seems to me he knew he would one day need this information gained by direct observation. It turned out to be part of his research for the strategic planning he did not know he would be forming in his near future. I wonder if he knew during his walks across the European terrain then how many people from such a diverse group would want to be included to help eradicate evil at Normandy.

We have found your effort to accomplish your strategic planning work is not going well for you. We determined you have a people problem causing your work not to be accomplished as you prefer. We are considering if this problem can be fixed and, if so, how to best fix it. You are looking to swap out some of your people by either changing their work assignments or having them leave your organization. You are looking for some new faces to do the work you need to be accomplished. Let’s see if working to keep evil out of your organization will help you find new faces to work for you.

EVIL

The definition of evil is simple: death. Evil always causes the result of death. There are times when death is welcome, necessary, even good. It is a matter of how each death occurs. I am saying evil is not good, and good is not evil. If I cause death to help my organization, then I am doing evil. Destruction is not death. I could raze a building to put up another building at the same site. If I harm anyone, then I hurt the organization I lead. This anyone list includes those who work for me, any matrix-supplied folks involved in doing work with my people, my customers, my strategic partners, and my supply chain network.

HOW MUCH HARM?

Anger is a prelude to violence. Violence is a prelude to conflict. Conflict is a prelude to war. I talked about abuse last week. It has been my experience strategic planning work that is behind schedule in any organization does not help form tranquil conditions in either those organizations or for anyone external to the organization who needs the strategic planning work accomplished. Tension among work relationships is often high when work is behind schedule, to the point of anger being more frequent among members of the organization. If these attributes are not the case, then the workers do not care about doing the work. The answer to resolving this condition is simple: get rid of those who do not care about doing their assigned work. They may pretend to care about their work, but what evidence do they provide to you to prove their assertion? They have contributed to the work delay by hiding their work values from you as their leader. They have enabled the conditions to happen in your organization. There is neither a viable reason nor means for them to continue to be a member of your organization. Reassignment is not an option. Their actions are an example of evil. It is best for the organization to end their membership, and do so promptly. Then, you have to consider how you let this happen in the first place.

Separating a worker from your organization.

THAT BAD?

If evil is bad, then how much bad do you want in your organization? Can you afford to have any form of evil occurring in your organization? How can you stop all evil? The answer is you cannot. What you can do is not allow it to continue once it is realized. I shared recently people conditions change, so they must be measured frequently. Frequently can be a matter of seconds.

The events of US Airways Flight 1549 ending up in the Hudson River show a good example of the work progress matter we are discussing. There was a clear plan: fly from New York to Charlotte. An in-flight accident occurred. The pilots landed the aircraft on the water where the aircraft would float. The flight crew then had the passengers disembark the aircraft by standing on the wings in an orchestrated manner. Boats arrived at the aircraft, taking the passengers onto their boats. Here is the key to the success of their collective efforts: no one panicked. The aircraft captain made it clear within seconds of landing what will happen next. If panic would have occurred, then it is probable at least one death would have occurred. It is also probable the aircraft would have sunk within seconds. I encourage you to watch the film Sully to gain a deeper understanding of these events.

US Airways Flight 1549.

How about you? How do you foresee you would have responded to these events as a passenger, as a member of the flight crew, or as captain of the aircraft? I will go out on a limb here and say I do not see evil occurred by either the flight crew or the passengers. I make this statement because I do not see evidence of it. I cannot imagine how anyone on that plane felt during that experience. I can say, for certain, a leader must be ready to handle such events in the minutia of their work. Planning, training, scenario concepts, and…here it comes…a strategy for what to do in your planning, training, and conceptualizing efforts. Meaning, you must live as a leader performing continuous strategy development to stay out of whatever conditions you define as bad.

David Daniels and I discussed the best practices of inclusion in the concept of diversity. Dave shared, “Tangible mission statements and values allow successful organizations to align diverse ideas while creating an environment that allows everyone to bring their best by inclusion. Inclusion, bringing the best out of everyone, is one of the critical strategic imperatives in any successful organization.” My experience with successful organizations shows those organizations determine how to achieve inclusion well before they face difficult circumstances. They overcome the difficulties by having their people placed in roles that suit them well, thereby structuring the organization to be focused on the same mission by living what they value.

CODA

I am averse to conflict. I am no longer into violence. I, for many years now, would much rather walk away from being ill-treated than to respond with like-kind behavior. Having made these statements, I both have fought and will fight tooth-and-nail to defend those who I love. I will define the term love to you in a forthcoming column. I speak in both the literal and metaphorical for the term fight. I would rather suffer harm defending them than have them suffer harm. I am fortunate I have only had a few life-threatening events in my life. I hope you never have one in your life.

You as a leader are asking your people to trust you in many ways with each second you serve them as their leader. I have no interest in risking either harm or experiencing any form of evil if I can avoid it. Any leader I chose to follow must have a good reason as to why they would need to subject me to harm in my followership of them. I will not, repeat…will not…allow any leader to expose me to any form of evil by their choice, whether their choice is planned or unplanned. The point here is their choice. We, they as my leader and I as their follower may face evil on the journey we are taking together. It is then a matter of what we allow to continue.

How about you? What are you asking your people to do for you? What conditions are you asking them to experience as they do whatever it is you have asked them to do for you? How much productive work output do you expect your people to accomplish as they work either with or in any form of evil you allow to exist in your organization? What is the quality level estimate you foresee for the work output your people deliver to you while working either with or in any form of evil you allow to exist in your organization?

Read the letter from Eisenhower to his people dated June 1944 to see if you have the same level of commitment to your followers. Then, decide for yourself if Eisenhower was serious about his commitment to his people. Then, read the radio announcement from Roosevelt to the United States to decide for yourself if Eisenhower had the support he needed to execute the planned strategy. Finally, read the note Eisenhower wrote to Roosevelt a few hours before the execution of the planned strategy. “If any blame or fault attaches to the attempt it is mine alone.” These words are evidence of a leader.

If you view your job where you serve as a leader as too small to come close to the colossal events experienced by Eisenhower, then you would not be alone. I suspect your followers view your role as their leader as quite important to them. Lead them by serving them as their leader, holding the scale of your leadership work to give it the respect it is due. Then, see how fast things improve for your strategic planning efforts.

Please spend time this week watching the Sully film to see how Chesley Burnett “Sully” Sullenberger III, Eisenhower, Roosevelt, and you line up in your work today as a leader. Think about the present status of your strategy work effort. If the result of evil is always death, then what form of evil do you see in the midst of your organization?

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

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Inclusion

“All musicians are potential band leaders.” Thelonious Monk

Dr. Stephen H Dawson

I was being recruited in 1994 by a big-name record label out of Nashville to serve as bandleader for an up-and-coming country music guy. The deal terms proposed to me were pretty good, but I did not feel good about the deal in my gut. I passed on the work for one reason: they had not heard me play a note. They knew of my education and experience credentials but did not know too much about me as a person.

I recommended last week a short film for you to watch. I hope you watched it. We were going to talk about how your viewing experience of this short film went for you during our time together this week. The part about the whole person we covered last week is key to both this week and all things going forward. We will discuss the concept of inclusion as we meet now to go through how you felt during your viewing experience of the short film.

INCLUSION

I, for lack of a better way to say it, was in the band of this up-and-coming country music guy in 1994 without accepting the offer. My customer was going to be out in a sea of lights. They would be nameless and faceless to me. I would be paid bi-weekly if two things occurred. First, the new material we were going to record into an album sold where the record company was happy with album sales. Second, concert tickets supporting music material the guy had going on before me and supporting the pending record album sold. I would be replaced in an instant if both of these conditions were not happening consistently. I was okay with this criteria combination, as it is the nature of the work. Not everyone sees it this way. The album Centerfield is the third solo studio album by John Fogerty. Fogerty played all the instruments on this album himself. I guess John did not want to have the collective risk of some people problems anymore at that point in his career.

The identified people problem suffering your ability to have strategic planning work accomplished was compacted into a few minutes during the Most film. The older main character realized the problem, considered it, and acted on it. He had to act, one way or the other. He acted under duress imposed on him from the circumstances, not any person or persons. All options presented to him hurt him. It hurt me to watch the film. It is probable resolving your people problem is going to cause you some hurt, one way or the other.

The definition of inclusion is simple: included. Included, in the form of being…in. The degree of in is another topic. The fairness of being in or out is another topic. All I am saying to you now is a person who is included in your organization is in your organization, period.

A recent discussion with David Daniels had Dave sharing more of his wisdom with me. “Inclusion as part of the D & I equation revolves around people feeling like their voice is heard while leadership supports this concept because they believe it produces better solutions, thus better results, both financially and with higher commitment levels of employees i.e. the ability to attract the best of the best in their industry.” I agreed with Dave. I see people providing their input as many rivers coming together in a pool to feed a tree. The tree, in this example, is the work the people need to accomplish. It is tough to remain distinct when mixed, but this condition is similar to a cake. Add the ingredients, mix them, bake them, and there are no more ingredients. There is cake. Altering ingredient amounts and types means a different tasting cake. A structural approach to strategic planning for the who part and when they get involved part helps to accomplish a preferred result.

Individual voices as water coming together.

HOW MUCH IN?

Remember I wrote a few paragraphs back my customer would be out in a sea of lights? Well, those people were to be a part of my organization. I needed them to be happy by spending their money for me to keep my band leader job. I was not sure I could deliver the collective satisfaction the folks in that sea of light were after, as the big-name record company out of Nashville had not heard me play a note. There had to be a stronger connection to know if we would make it to success by a probability calculation.

The customer.

Your strategy work is not getting accomplished as you prefer. We pushed off the option it is not a time or skills problem causing the work delay. It would be best if you now changed who you include doing your strategy work. This change does not mean they need to leave your organization; only stop doing this work. If you realize they do not have the skills to do the work, then you have a separate set of staffing actions to accomplish. Additionally, you have to take a hard look at if they should have done the work based on the time allotted to them to do the work combined with the workspace resources where they perform their work. Again, as I said a few weeks back, you have to call it for what it is.

Thelonious Monk made a strong point without saying it. One must first be in the band before one can lead the band. Franklin Roosevelt made the same point: “You are either with us or against us.” Today, we are faced with how to best recover from the 2020 global pandemic. It is clear the definition of work for many roles has changed forever. So, who is in your band, so to speak, for your organization going forward?

Richard Florida and Adam Ozimek addressed some of the challenges with remote work going forward. “Before the pandemic, a number of communities developed strategic initiatives to attract newcomers—some aimed at high-tech workers but others open to anyone who commits to moving. Many include the lure of cash incentives, akin to the moving expenses paid by companies to new hires.” This criterion is no longer valid for many industries and companies. “To lure and support the growing ranks of remote workers, communities will need to build out more complete ecosystems for them to live, work and gather.” Meaning, the ability to do remote work effectively as a whole person has changed the workforce forever by establishing suburban life a primary regardless of distance from the office to home locations.

Nataly Kelly wrote about the complexities of having inclusiveness in a global organization. “While it might not be immediately obvious why an employee in Tokyo should learn about the history of slavery in the United States, if we want our global teams to work together, they need to understand one another’s realities.” Going deeper, the concept of data is still not managed well at the executive level. Data, in the form of understanding the facts for how we as humanity got to where we stand today.

Thomas Davenport and Randy Bean found in their survey executives are excited about implementing artificial intelligence in their organizations, but they do not have reliable data leadership skills and leaders based on “nascent and evolving” leadership roles. “The executives are usually pretty bullish about technology but quite bearish regarding whether their organizations are becoming more data-driven.” The survey shows the role of data officer at the executive level is not agreed on by a high majority of executives.

The pattern playing out is clear. The leadership’s proverbial music is not making the audience (the organization) happy enough for them to want to keep listening. The organization cannot understand how data, being facts, interrelates because the leadership does not have a strong enough grasp on the data lifecycle concept themselves. Bad data, either incorrect or insufficient, feeds into both inaccurate and ineffective data analysis. This combination destroys efforts such as the planning of strategy.

REFRAIN TO CHORUS

My work as a bandleader was to play acoustic guitar, sing harmony, arrange much of the music after songwriters derived a melody, set the performance tempo, and develop musicianship in the band members. It is not easy to hide during a live performance of music. Strumming the guitar only goes so far, as we say in the guitar business. One must play the guitar, in my case, with the other musicians to have a band. Add in the singing aspect, and the sound is either is or is not pleasant to the paying customer. Your role now as a leader is to use a refrain to help get your people either to or back to productivity.

Which one do you want?

You could swap guitars, swap guitar amplifiers, move the musicians to a different location on the stage, or any number of changes to help improve the sound of a band. Say you needed to pick out a chair for you to sit down in for whatever reason. You could pick from many different seating options to meet your need. If you need strategic planning work accomplished, you will need to keep making changes to find the mix that results in productive work output. You are looking for, as an analogy, both applause and continued funding from your audience for your strategic planning work. There is a time constraint to almost everything. The older main character in the Most film was under an explicit time constraint. Staying focused on the scope of the strategy you are trying to plan is a viable means to knowing if you are either spending too much time getting the work accomplished or if you are indeed not getting work accomplished.

I used the words of James Taylor to help me walk out most of my musical journey. “I believe musicians have a duty, a responsibility to reach out, to share your love or pain with others.” The older main character in the Most film made the same choice as Taylor: sharing love or pain with others. Both this older main character and Taylor are leaders in their respective lots of life. Leading is not easy, but I never said it was easy.

Take time this week and consider the topic of who you need and want to include in your organization. Think about the associated time constraints, the money constraints, and the pains of having people come and go either moving around or out of your organization. The world population reached 7.8 billion people as of March 2020. There is no shortage of people for anything. Clearly, you cannot pick everyone in the world because you do not have enough money to pay everyone in the world. Besides, you would get so big along the way you would be identified as violating antitrust. Selecting irrevocable choices…this is the harsh reality of accomplishing strategic planning. Perhaps playing some music you like to hear during your consideration time will help you go through this thinking easier.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Thank you for visiting our Blog!

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Diversity

You’ll never find a better sparring partner than adversity.” Golda Meir

Stephen Dawson, DSL

I was beaten on as a kid more than once. I was small in stature and not as smart as most kids. The worst of the beatings was the verbal abuse. It took me longer to put on substantial muscles when serving in the infantry, but I caught up and surpassed many in my unit. Later, it took me longer to get through my undergraduate degree from not having a solid academic starting point. I look back and remember those who helped me advance amid abuse. It was, always, someone who was of different skin color than I, or who came from another birthplace, or who had more strength of servant character than I do today. Adversity became livable for me. I owe each of them a debt I will never be able to repay.

I heard these words from them many times: “You need to prepare.” Often, I would get a call later from many of them asking me how things went as an outcome of my preparation efforts. Many of these wonderful people were at or below the economic poverty level, but they were wealthy beyond measure in building relationships.

I shared recently we only see if we look, and we only look by choice. I shared last week learning can continue on any topic. I see people, not combinations of demographics or psychographics. There is no…them…in my book. I made the point in past columns that a people problem is not a skills problem. People need to be nameless and faceless to be related to effectively. I hold this position for one simple reason: I was nameless and faceless for years, but people related to me in many healthy ways. No one can thrive without a name, a place, and a purpose. Resolving the people problem effectively consists of more than you looking for your desired destination using your planned strategy. It all comes together by way of the people you need to fulfill the strategy you need to be planned. So, let’s talk about some of the options you have to address your people problem.

People or colored objects?

If people are a part of your organization, then you must care for them as a whole person. If this is something you cannot do, then you would do well to either separate them from your organization or stop leading your organization. There is no one-size-fits-all for this decision point. Take the actions to communicate the separation milestone, deliver any severance, handle public relations, handle any litigation, say goodbye, and move on. This recommendation goes for both the person you are separating from your organization and yourself whenever you stop leading.

Let me be clear. I endorse, without hesitation, putting a person into a role by their skills in combination with the espoused morality of their worldview found in their ethics. There is little value in doing anything to meet the demands of anyone who has no interest in you. Yes, there are times when codified mandates exist contrary to your position. However, you are still faced with a whole person to either have or not have as a part of your organization. Let’s dig deeper into the reality of having the whole person in your organization.

MICROPROCESSORS

There is somewhat of a new obstacle in current events claiming there is a recent shortage of microprocessors. Imagine trying to run your organization without all of the resources that use microprocessors. Ford had to cut production of their F-150 recently due to semiconductor chip shortages. The F-150 is noted for sales achievements. Bindiya Vakil and Tom Linton described this situation from the global perspective. Let’s use this microprocessor topic to help address the people change problem you have in getting your strategy planned.

DIVERSITY

Please, stop and read the definitions for diverse and diversity before reading further. Then, take a read through diversity in the context of business. I urge you to step through the historical overview of equal employment opportunity and affirmative action.

No alt text provided for this image

David Daniels, a noted diversity and inclusion (D & I) professional I work with during management consulting efforts, told me his initial approach to the people part of our collective work. “There are so many different definitions out there when it comes to D & I, and I always work with each individual organization to frame it around their vision, mission, and values.” He shared with me some of his wisdom. “The analogy that has always stuck with me to succinctly describe D & I is this: Diversity = you were invited to the dance; Inclusion means you were asked to dance all night.” His analogy makes quite a bit of sense to me. I encourage you to read David’s Reflections article to understand more of his insight.

If fame is a skill, then you are staffing a role based on a fleeting skill. How long will such fame last? This question must be answered to assign meaningful present value and calculate the probable future value of the work delivered from this skill. Fame has a bit of energy to it, but it is similar to eating sugar. Sugar is fleeting energy, not lasting energy. If you need quick energy added to your organization, then fame is a way to get it. However, fame pushes those who are not famous aside and disables some of their ability to deliver productive work output to you. Now, let’s use the communicating-preparing-pursue plan I experienced as a child to see how it can help you with your identified people problem.

COMMUNICATING

Building the understanding of what another person has going on in their head to know how they can contribute best to your organization is a constant action. These conditions change from what Chesterton shared, so they must be measured frequently. It is the intersection of demographics and psychographics for each person combined with knowing where they fit into your organization based on how the other folks in your organization are doing at the time. It is going from nameless and faceless to a name with an identity to form a purpose, to determine their place in your organization. This purpose and place combination is not static. It is likely to change, knowing people have good and bad times, as do organizations comprised of the people you serve as their leader. The needs and wants combination for everyone will change accordingly. Communicating with your people is the only way to know these answers first hand.

PREPARING

It is unlikely you will be able to resolve the identified people problem with a single decision criterion. I make this statement as people are much more complicated than either a machine or a microprocessor, though both have features and benefits. Preparing has both an exact checklist of actions for the work at hand combined with actions specific to each person. We measure by outcomes, so the preparation matching the outcomes is only varied by the preparation’s execution actions. I am talking much more than Monday Morning Quarterbacking. I am talking about measuring outcomes without bias.

PURSUE

The follow-through of planning and doing is then pursuing understanding the outcome of the doing. The phone calls I would receive from loved ones looking out for my best interests had a combination of encouragement, recommendations, and a bit of tough love correction. You as the leader must, I repeat…must…use a similar formula in fixing your people problem. Why must you do this? Because you have a whole person in your organization for now. You are trying to decide if you need to move them to other work assignments in your organization or say goodbye to them as their leader.

WIND UP

Okay, getting back to the microprocessor illustration I spoke of earlier in this writing. Think about small devices as you consider how you select people to be a part of your organization. Think about the diversities combined in the technologies to make a device you use as you think about how you value the diversity of people to do the work you need and want to be accomplished. Then, take some time to watch the following short film.

I saw the film Most about a dozen years ago. It gripped me with the reality I was not viewing people then as I do today. I was limiting my view of people to those who I knew personally. Your selection of people to be a part of your organization most likely will mean you do not know every one of them as well as you do your close friends. Take the time this next week and watch this short film without interruption. It is 32-minutes long. I recommend you prepare your schedule to watch it uninterrupted. I hope it will help you measure your willingness today to see people as a whole, especially the part about them being nameless and faceless, to decide what you need to change about your people seeing willingness going forward. We will talk about how your viewing experience of this short film went for you during our time together next week. I anticipate you will be both shocked and irritated at the realities you experience from this film. I was when I watched it. I remember to this day how I felt at the end of the film: ashamed to find my unknown willingness not to see a whole person, but enabled to change for the better.

Link to Short Film

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our Blog!

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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The Return of Inflation Market Commentary – March 15th, 2021

Inflation is not dead. It is not gone. It has not been tamed. I know it seems like it, especially after the past few decades which generated in many an “inflation-complacency” that feels justified. After all, following the 2008 Financial Panic, many predicted Quantitative Easing would cause hyper-inflation.

When the Fed boosted the Monetary Base by more than $3 trillion dollars during Quantitative Easing 1, 2 & 3, and the federal budget moved to a huge deficit, gold and silver commercials proliferated. So did predictions of a collapsing dollar. But inflation never came. Since the end of the 2008-09 financial panic, the Consumer Price Index has increased by an average of just 1.7% per year, falling short of the Fed’s 2% target.

During the 2020 COVID-induced round of Fed money printing, instead of using QE to put reserves in the banking system, the Fed financed government programs to fund loans to businesses and direct payments to individuals. As a result, the money supply as measured by M2 has grown 26.3% in the past year, the fastest annual growth I can find in US history, and roughly double the pace of M2 growth the US experienced during the 1970s.

According to those who believe in Modern Monetary Theory – (which isn’t all that modern, btw), and is just vaguely a theory – the US can increase real output enough to absorb it. In other words, they say that while inflation is “too much money chasing too few goods” – they expect the output of goods to increase enough to keep inflation low.

I find this impossible to believe. In fact, I think many are living in denial. Inflation is already on the rise. In the past six months, the Consumer Price Index is up 3.6% at an annual rate and if it rises a modest 0.2% per month between January and May, it will be up 3.4% over 12 months. Part of this is because COVID shutdowns led to weak inflation in early 2020, but I expect inflation to move higher in 2021.

But, in addition to M2 growth, incomes and savings have increased, while production has not. Demand is exceeding supply. All personal income combined – wages & salaries, employee benefits, small business income, rents, interest, dividends, and transfer payments – was up 6.3% in 2020 versus 2019. Total after-tax income was up 7.2% in 2020, the most for any year since 2000.

Combined, Americans saved about $2.9 trillion in 2020, more than doubling the previous record high of $1.2 trillion in 2018. As of the third quarter of 2020, the amount Americans held in checking accounts, savings accounts, time deposits, and money market funds was up $2.8 trillion from the year prior. Add another $1.9 trillion in federal government stimulus spending (borrowing from the future, to spend today) and the US is awash in cash.

Unfortunately, in spite of a strong recovery in output, industrial production is 3.3% below pre-COVID levels, while real GDP is 2.5% below. In other words, demand is OK, it is supply that’s still hurting – a perfect recipe for inflation.

All this money printing threatens to eventually create a sugar high in equities. We aren’t there yet, but markets are floating on a sea of new money. Inflation hedges (real estate, commodities, materials companies) will do well. Traditional fixed income (long-term bonds) is at risk. The return of inflation is a very real threat to the long-term health of the US economy, and something you will hear me talking about more in the months ahead..

Integrated Financial Group

Kevin Garrett – Integrated Financial Group

My firm specializes in working with people that experience what we call “Sudden Income.” Typically the income came from one of these events:
1) Accessing and Managing Retirement Assets
2) A Performance Contract (Typically a Sports or Entertainment Contract)
3) Divorce Settlement
4) Inheritance or Insurance Payout
5) Sale of a Business or Stock Options
6) A Personal Injury Settlement

I believe the unique nature of these events requires specialized professional experience, empathy, and communication to deal with both the financial changes and the life changes that inevitably come with them.

My clients value my ability to simplify complex strategies into an actionable plan. They also appreciate that I am open, non-judging, and easy to talk to about their dreams and fears. Each client defines financial success differently and my goal is to guide them from where they are now to where they want to be. As my client’s advisor, my goal is to provide them with a lifetime income stream, improving returns, protecting their funds, and managing taxes.

Firm Specialties:

    • Retirement Planning For Business Owners & Executives
    • Woman’s Unique Financial Planning Needs
    • Professional Athletes
    • Investment/Asset Allocation Advice
    • Estate Planning
    • Risk Management
    • Strategic Planning

Kevin was listed in The Wall Street Journal as “One of the Financial Advisors In The Southeast That You Need To Know”

Kevin was listed in Forbes Magazine’s Annual Financial Edition as a Five Star Financial Advisor

Kevin has been awarded the Five Star Professional Wealth Manager in Atlanta Magazine in 2012, 2014, 2015, 2016, 2017,2018, and 2019.

Award based on 10 objective criteria associated with providing quality services to clients such as credentials, experience, and assets under management among other factors. Wealth managers do not pay a fee to be considered or placed on the final list of Five Star Wealth Managers.

KEVIN GARRETT, AWMA, CFS
Integrated Financial Group
200 Ashford Center North, Ste. 400 | Atlanta, GA 30338
Phone | 770.353.6311
Email | kgarrett@intfingroup.com
Website | kevingarrettifg.com

 

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Marketing Research is Simple… But Not Easy!

Marketing Research is Not Easy!

Figure 1Marketing Research is Simple…

As a marketing researcher for over 30 years, I would like to think that I’ve learned a few things.  So, I am going to dedicate my blogs to areas where I’ve had the benefit of experience, to share some of that experience with you.

For the first blog in the series, I thought I would write about a basic conundrum of the marketing research profession: what constitutes “good” marketing research.

First, what is the purpose of Marketing Research? The purpose can be summed up as gathering data and information from the marketplace, from consumers and/or customers about a problem or an issue facing an organization that provides insights to help make better decisions.

To accomplish this, you only need to do 3 things:

    • Ask the “Right” Questions…
    • Of the “Right” People…
    • At the “Right” Time.

Simple, right?

Well, perhaps simple, but not easy.

As my colleagues understand, meeting each of these three criteria can be a difficult challenge. Especially, in today’s high-tech, rapidly moving, “need-an-answer-now” environment, everyone is looking for shortcuts.  Many businesspeople believe marketing research is so easy that just about anyone can do it.  They believe that all you need is to:

    • Ask Questions…
    • Of People…
    • Whenever.

The keyword missing in the above shortcut scenario is “RIGHT”; meaning correct, relevant, valid, and effective.

Additionally, all three components must be present and work together, to result in effective research.  You cannot ask the “Right” questions of the “Wrong” people or ask the “Wrong” questions of the “Right” people and expect the get actionable insights to make better decisions.  And if the timing isn’t “Right”, if you are not able to provide the insights when they are needed, then your research is worthless.

Let’s take a simple hypothetical case.  Assume that your company provides a consumer service, and the company is experiencing a high degree of churn, i.e., customers dropping your service for the competition.  The “Right” questions would include measures such as overall satisfaction, satisfaction with key attributes, likelihood to renew a subscription, reasons for switching, etc.  However, if you ask these questions only of your current customers, you will only tell half of the story.  The “Right” people are your current customers AND the people who have recently become ex-customers.  Questioning only your current customers will provide a picture of those who are loyal and will not identify all the issues leading to churn.  Recently lost customers provide the contrasting information that will generate the actionable insights needed to address the problem.

Conversely, if you select a valid sample of current and recently churned customers, but ask irrelevant or biased questions, your results will lead to invalid conclusions.  For example, if all competitors require a service contract, asking questions about whether a service contract is a problem, is at least a waste of time and could lead to misinterpretations.  Also, if you ask biased questions, such as “How excellent was your experience with our customer service team”, your results can be positively skewed and could conceal real problems.

Finally, the timing must be “Right”.  With every day that goes by, your company’s churn problem continues.  If it takes three months to complete the research, it may be too late.   Though you don’t want to take shortcuts in your research, you must plan and execute as quickly and as efficiently as possible to provide the insights necessary to resolve their problems in a timely manner.

I’ll address each of these three components of “good” research in greater detail in future blogs, with examples and case studies.  For now, keep in mind that there are no shortcuts to “good” research; Ask the “Right” Questions, of the “Right” People, at the “Right” Time.

 

Carl Fusco

Carl Fusco is a Marketing Research and Consulting Executive skilled at directing the application of research techniques and insights to solve problems and support data-based business decisions. Over his 35-year career, Carl has built a reputation for quality, integrity, and creativity by establishing trust, credibility, and acceptance with clients and associates. He has built a proven track record of success in organizational management and leadership, research design and implementation, and analytic rigor and impact.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Reading – Stephen H. Dawson, DSL

“A capacity, and taste, for reading gives access to whatever has already been discovered by others.” Abraham Lincoln

Dr. Stephen H Dawson

I do not know why the Steven Spielberg film skipped over the assassination event of Abraham Lincoln. I am not a huge fan of Daniel Day-Lewis’s work, nor do I have anything against him. I believe Day-Lewis portrayed Lincoln with excellence. Lincoln shared in this film he studied the work of Euclid in his Elements writings. I think, but I do not know, that both Spielberg and Day-Lewis were attempting to make the point that understanding their work required the audience to do some supporting reading on their own to grasp the magnitude of the story presented in the film. This postulate of mine brings me to the topic for our time together this week. Specifically, making good on my commitment to you to discuss how diversity, inclusion, and what Chesterton talked about with the human species will help you get out of the circumstances hindering your strategic planning work.

I shared last week about the need to look should one want to see. I looked over some of Euclid’s Elements recently, remembering how they helped structure my thoughts years ago when I first studied mathematics. Mathematics helped me learn how to read. I needed the means to get through spelling, grammar, and punctuation learning obstacles to accomplish writing assignments of the materials I read. I was able to approach the skill of outlining what I read more effectively, as I had a formula for how to accomplish the outlining. It led me to help me read more effectively. The simplicity of logic apart from rhetoric found in mathematics helped me understand better how to form my messages to convince readers my points were valid, doing so with either reduced or no conflict. I enjoy conversing, but I enjoy writing more than public speaking. Both have proven to me I need to plan what I communicate by being sure of what I have read in my life.

I also shared last week realizing strategy work is not progressing as desired means either your people do not have the time to do the work, or they do not have the skills to do the work. This condition, at its root, is an organizational design problem. No credible leader will ever find they are in this position. A successful leader knows their people, their abilities, their conditions, and operates their organization accordingly. Spielberg’s success in his film work tells me he is a successful leader in film work. I view Lincoln as a successful leader of a nation. I am convinced without reservation that reading is a critical success factor for staying out of the mess I identified as the cause of strategy work not progressing as desired.

WHAT READING?

Reading can occur in many different forms, such as letters, numbers, symbols, colors, or hand and arm signals. Effective reading involves not only considering a text in the original language but also translations of the text. Euclid’s Elements is the second most published book in history. Consider reading this text in another language to see how it reads to you. Consider also the value of a translation that is not literal but paraphrased.

Take the daily newspaper and look at any topic from different writers. The reporting on the same topic will often vary widely. Take some time and read how the Wall Street Journal article and the Financial Times article regarding the McKinsey leader’s recent dismissal differ. Think about bias and diversity as you read these articles. How did each writer look to help their reader understand what has happened with McKinsey’s performance as of late? Does either of these articles help you want to change your staffing choices? My point is you will see quickly how learning can continue on any topic and how miscommunications can occur from what seemed to be a clear and understood text.

HOW MUCH READING?

Kate Northrup wrote about the viability of planning when the future is unclear. She gets into the topic of strategy. She implied reading is required to accomplish her recommendations. I am of the position that reading should be perpetual. There is no shortage today of material to read. There is a distinct decline in the credibility, meaningfulness, and associated value in most of the material available to read today.

I did an Internet search for images of reading. All of the images I found involved only people looking at physical books. Looking at a computer screen is called viewing. So, there is a belief growing in our society that reading can only occur in books. I disagree with this claim. The definition I provided of reading did not include reading expressions on a person’s face. I can view an expression, but I do not know for certain there is a message attached to an expression. Hence, it is best to keep reading to letters, numbers, symbols, and colors that can be referenced later when you need to come back to them. I equate reading a book with viewing letters, numbers, symbols, and colors on a computer screen. The answer to how much reading you need to do is this: whenever you have enough proof to know you have the facts to do what you need to do.

I have shopped exclusively at Men’s Wearhouse for suits, shirts, and ties since 1999. They impress me with their overall experience. The people both in the stores and on their telephones who have helped me over the years sometimes have my skin color and gender; other times they do not. I care about getting the suits, shirts, and ties that I need and want more than I care about a particular skin color or gender helping me. Their industry has suffered from the cutback on social outings and workplace gatherings last year. They went into bankruptcy in 2020 and are emerging through restructuring. They have an idea to help increase their sales by doing measurements of a customer’s body dimensions by scanning, matching these measurements with inventory, and deciding how to serve their customers best. It is an impressive undertaking. Imagine how much reading they had to accomplish to come up with this system. Then, imagine how much they have invested in this system. They, as a company, are at the point of either growing much more or dying. I cannot imagine their debtors would have approved their restructuring plan to include this new system without sufficient credible belief the plan will return a suitable profit. The Men’s Wearhouse story is an example of how much reading is necessary to run your organization effectively.

AM I SURE?

I believe, based on the espoused morality of my worldview found in my ethics, there is never a valid reason to be either rude or disrespectful. Seattle Mariners chief executive Kevin Mather resigned recently due to disparaging remarks he made about player English skills. His career-ending event could also mean Mather is finished as a leader. I have two good friends, both in their thirties, who are illiterate. One is a carpenter, the other a welder. They struggle to have enough income. They are both happy, each with a small family. They both want to learn to read. You are looking to now restructure your organization with those who have the skills you need to do the work you need to accomplish. Do you want to have a literate person who you have to terminate or an illiterate person who does a great job for you? I am of the position you need literate members in your organization, and you do not need problems. How can you differentiate when a literate person will make an unpreferred choice such as Mather did, or that an illiterate person can make preferred choices?

I do not have the skills to operate heavy equipment. Do you want me to come near your house operating either a bulldozer or an excavator until I gain such skills? Do you want me to sit atop the running equipment and read the owner’s manual as I figure out how to use the heavy equipment near your house?

Heavy Equipment

WIND UP

Your acting on your realization you need to alter your organization members who have neither the time nor the skill to do their assigned work is too late to accomplish this repair with discretion. You must take corrective action in public light to achieve the necessary changes. The terms diversity and inclusion, terms I have yet to define to you, are what you look to address to alter your organization effectively. The only way and I mean the o-n-l-y way, to go through this process effectively is first to understand the topic of evil. I also need to define the term evil to you from my understanding of it. Succeeding in making these people change is not about removing or adding more of skin color or gender. Do you want anyone who does evil as a part of your organization? Do you care about their skin color or gender if they have the skills you need to do the work you need to be accomplished? Do you have the means to measure the skills your people claim to possess? Are you, in the espoused morality of your worldview found in your ethics, able to prove you both need and want your people to have the skills they need to do the work you need to accomplish more than you desire for skin color or gender headcounts in your organization?

Deriving Definitions

Next week, we will begin to tear apart the fabric comprising the terms diversity, inclusion, and evil as an exercise in research. This week, I encourage you to spend time contemplating how much you care about skin color and gender in comparison to relevant skills you need your people to have to do the work you need to be accomplished.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson, DSL

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Looking

Men differ LITTLE on what things they will call EVIL. They differ GREATLY on what evil they will call EXCUSABLE.” G. K. Chesterton

Stephen Dawson, DSL

We only see if we look. We only look by choice. We may glance at or skim through what we read, but neither of these actions results in seeing.

G. K. Chesterton made a point about humanity in his observation of men and how they differ. I understand that Chesterton uses the term man in his statement as mankind, the human species. I interpret one of his unstated points as this: a little evil brings great inexcusability. I wonder what a lot of evil would bring. I choose not to look for more evil. Chesterton did not make it clear what evil is and is not. I wonder how many people today care to look into what he meant.

I got new eyeglasses last year, the kind that reminds me I am not a kid who did not need eyeglasses. They look good on me. I see better with them. I do not like to wear them. I only wear them when necessary. Additionally, I am unable to discern evil with them.

I shared last week about being scared. I used this condition in the context of you being unsure of the strategy you propose to plan. We were going to talk next time about making people changes to your strategy work. Let’s have this talk now.

Making changes to the work assigned to your followers, your people means one of two things. Either they do not have the time to do the work, or they do not have the skills to do the work. If they are not interested in the work of their role, then that is another matter. It is part of my work to help my customers discern between these conditions. We look at the facts, then we call it for what it is. Many of my customers are afraid they will be calling their people evil when their people do not get their assigned work completed. A common term used today is optics. It is a subjective term. It is a horrible term, from what I see. Facts are facts. They are absolute. Nothing absolute needs perspective to understand the fact. We need to understand the repercussions of facts to know their value, and those repercussions require various perspectives to comprehend the complexities of their collective impact. Facts are not subjective. Hence, the difficulty in assessing the people productivity part of strategy work.

LOOKING

Looking at anything displeasing can be difficult. Looking at evil, for me, is displeasing. I cannot say a person is evil, as I do not believe it is possible. I can say their actions are or are not evil. I make this determination based on the espoused morality of my worldview found in my ethics. Meaning, my definition of evil is not necessarily the same as anyone else’s. I do not consider evil when I look at the research. I look for facts. Helping my customers do the same involves many prior discussions to learn their abilities, perspectives, and positions to comprehend their research abilities. It is not a quick look, a glance, or a skim of the research we accomplish to evaluate either the facts of their strategy or the work of their people to plan their strategy. It is a series of discussions.

No alt text provided for this image

SEEING

Seeing an opinion unsupported by facts, to me, is a form of evil. I am allowing the person to share their opinions with me to convince me without relevant supporting evidence. Sure, there are times when this scenario is necessary for my best interests. HEY STEPHEN, GET DOWN! I confess that hearing these words, regardless of vocal tone, would at least put my head down. I would, once I am sure it is safe to raise up again, either thank them or ask them why they told me to get down. This simple example is to help you see how much time you could be wasting looking at work accomplished by your people but not seeing enough value from it. The intentional circular effort I shared about last week is what I am describing here. If you do not see value in your people’s work, then you either have a communication problem or a worker skills problem. I set aside the possibility of a worker not having time to do their assigned work because you already took care of that problem earlier…didn’t you? I cannot imagine you would have miscommunicated with your workers, as you have a written plan to accomplish work assignments…don’t you? Did you talk with them, or did you send them an emoji hoping they understood what you intended to say to them?

What is your intended message?

INTERPRETING

If your people have the time and skills to do their assigned work, then the work will be accomplished as planned. If your strategy work is not progressing as communicated in your plan, then you have a people problem. It is not a technology problem. If it were, then you are executing the wrong plan. It is not a workplace problem. If it were, then you are executing the wrong plan. I could go on presenting examples here, but Pilita Clark explains it pretty well.

So, we have a people problem. Is it their fault they do not have the technology they need? Is it their fault they do not have the workplace they need? No, these are your problems as their leader. Perhaps they do not have the skills to use the technology. Perhaps they cannot get to the workplace. These are their problems. They will have to solve them to remain employed with you. It is not a matter of evil versus good, fair versus unfair, or happy versus sad. They are the facts you face while attempting to complete your strategy work. If the work must be accomplished, and your workers cannot complete the work as planned, then you must get other workers assigned to the strategy you need to have planned.

I tell you, from the position of both a professor and as a management consultant, the problem I just described to you is widespread today. We have not prepared today’s students with enough skills to do the work in many roles involving strategy development. We have provided them pieces of education in the form of shorter degree program course durations with the expectation they will assemble these skills effectively into pertinent credentials. An outcome of these conditions over the past three decades is a student’s inability to absorb the lesson material deep enough to achieve the transformational experience of education. This change occurred about the time microcomputers showed up in commonality. There is a direct connection between increased access to learning and learning deficiency caused by information overload. It is a realization of analysis paralysis. Meaning, many degree programs in the past few decades do not have enough analysis instruction contained within them. Those who experienced high achievement did so outside of a single degree path. See if the article by Tomas Chamorro-Premuzic and Becky Frankiewicz rings a bell with you for how you look at your workers’ circumstances. I recommend you get to the point of interpreting it.

Next week, we will begin to talk about how diversity, inclusion, and what Chesterton talked about with the human species will help you get out of the circumstances hindering your strategic planning work. Specifically, how to go about staffing your organization to do the work you need to be accomplished. We will approach the balance of emotion and logic by considerations of needs and wants.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Scared – A New Post on Strategic Planning from Stephen H. Dawson, DSL

“Fear is nothing more than an acronym: False-Evidence-Appearing-Real.” Unknown

A friend of mine passed a week ago. He worked himself to death, literally. He worked 80 to 90 hour weeks intermittently for the past 15 years. He was quite good at what he did, but he overdid it to the point of costing him his life. His passing helped me remember to not work so hard but to work smarter each day so I can work less overall.

I shared last week about the concept of spending time to gain the required perspective to go about the necessary work you have at hand. I thought more over the past few days about the fear I saw in 2020 held by many folks both near and far and how it often played out into anger by acting as a defense mechanism. I put down fear decades ago by learning from the wisdom held by one of my first mentors. “Fear is nothing more than an acronym: False-Evidence-Appearing-Real.” Fear occurs during a state of confusion about facts. Fear is not scared, nor is it anxiety. Anxiety can cause confusion, but scared alone is not anxiety. Scared is known by the paralysis it causes in someone who is scared. Anxiety is a slow wear on the whole person. Meaning, scared is a present tense term.

Anxiety

I saw an episode in a situation comedy television show years ago that grips me to this day. Frankly, it scared me stiff. It scared me because I saw how accomplishing all of the work conceivable to be wise does not assure success. My friend who died recently was one of my mentors. He helped guide me through my graduate and postgraduate years. He was a wise man. A coach is not a mentor. Suffice it to say, one has to succeed in receiving mentoring first to succeed in receiving coaching. I prefer mentoring over coaching, for many reasons. We can cover the differences between coaching and mentoring in a future column.

I received comments regarding the column last week that matched the next healthy step in the strategic planning work. The step we are at now is knowing the defined strategy that needs to be planned. There is an intentional circular effort in strategy where an idea is formed and research occurs to support developing the idea. The strategy is then refined, perhaps redefined, then planned, then perhaps refined and redefined again, to its final planning, and then executed by way of strategy process realization. This circular effort is not unique to strategy. There is a research condition known as analysis paralysis. Essentially, too much analysis is occurring to the point the research is stalled by figurative paralysis. There is much work occurring to accomplish the strategy effort, perhaps with good intentions. However, the collective work effort is not advancing by realizing clear and healthy organizational growth. Things are stuck. This research condition is not unique to strategy. The best action to resolve analysis paralysis is to stop the research work. Take inventory of where the work stands, determine the clear facts held, and assess if the work is worth continuing at the time with the people assigned to the work.

We realized earlier we were going to an unknown destination, deciding we did not like that address. We took some time and breathed, gaining the necessary focus to begin the planning work. You wonder if the idea outlining your proposed strategy has merit. What exactly is the strategy we are to plan out for others to follow? You now do not know the defined strategy that needs to be planned. You cannot proceed to the intentional circular effort in strategy. We have come to the realization you are now scared, as you are unsure of your idea forming your strategy. Hence, fear pushes this person to be scared. How do I know you are scared? I know because you do not have the research to support planning your strategy. If you did, then you would not be reading this column.

I view there are three options available to resolve this matter.

QUITTING

The act of quitting can be called regrouping. I call this equivalence a falsehood. Quitting is quitting, and regrouping is regrouping. If one does not want to develop a strategy, then say it. The decision to quit is not about some type of size or power. It is about being unwilling to look at the problem and resolve it productively. Move on, do something else. If shame or embarrassment go with quitting, then that is part of the package. Jimmy Dugan in A League of Their Own said it well. “It’s supposed to be hard…The hard is what makes it great.”

DENYING

The thought of not having a strategy to fulfill a goal is an excellent means to have followers walk away from their leader. These followers do not know what work they should be accomplishing, how they will benefit from whatever work they do, guess what they should do next, believe their leader has a plan, and wonder why their leader cannot communicate the unknown plan being executed. They deny the reality their leader is not leading by believing they are executing a plan they have not been given to follow. This condition is where the credibility loss for the leader occurs and ends their time in leadership.

Denying

FACING

If bravery is doing what is necessary when afraid, then strategy work is an act of bravery. I have not known a successful leader either first-hand or by distance who has not been afraid at some point in their leadership work. Afraid is not fear. Afraid is a healthy response to danger. A crucial success factor for the strategist I defined as successful was their not letting fear be a part of their work. False-Evidence-Appearing-Real. Those leaders worked to gain facts by eliminating opinions not supported by facts. If a tree is known by its fruit, then a tree is a good example of work productivity. Be the proverbial tree you were meant to be by putting down roots and taking the time to do the work needed to grow your harvest.

It is probable a person or organization new to strategic planning needs help with their work. I encourage you not to be either fearful or afraid of this need. I recommend you gain the help of a qualified strategist. Review their credentials, interview the credentials they provide to confirm their work, and select a strategist to help you.

What to buy, what to sell, what to change, are the easy parts of a strategy. They are easy because the accomplished research used to define your strategy reveals what to buy, sell, and change. The hard part of the strategy is knowing you know, for certain, what strategy first to form and then to execute. I say it is hard because of False-Evidence-Appearing-Real getting in the way of going about the strategy work. Looking back, you will be amazed at how simple your strategy is once it is defined. It is a matter of setting aside fear with each action you take.

I intentionally did not state the obvious point that many people are involved in any strategy formation shy of a person who lives alone. I set aside those living in solitude for the final point I bring to you for consideration this week. It is probable your analysis paralysis means you have someone, perhaps several people, working on your strategy effort who do not hold the required qualifications to do the collective work you need to accomplish. Does this scare you? It should. It means you are not willing to stay paralyzed. Scared is known by the paralysis it causes in someone who is scared. Meaning, scared is a present tense term. We will talk next week about making people changes to your strategy work. Forget the realities of male versus female, older versus young, and skin color. Look at people from the perspective of the skills they hold to help accomplish their part of your strategy effort. Try to work through the thoughts of what it will take for you as their leader to separate the unproductive people assigned to your strategy work from the work you need to accomplish. There is no need to be fearful.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Breathing

“We’ve got to try. Do you know what happens if we don’t try?” “What?” “Nothing.” Braveheart

Dr. Stephen H Dawson

I only have time now to watch movies on Saturday nights. Not every week, but when I can. I turn off the world by throwing my phone out the window, getting away from my laptop, and remember when life was simple enough to enjoy two uninterrupted hours of rest. I breathe easier when movie time arrives, as it is a pivotal stopping point in my week. I like movies that have a historical significance. They help me understand more of the historical topic, though I remember theatrics could skew the facts. The act of muddying facts with opinions is an activity found in theology, philosophy, and even unstructured discussion. Sometimes, we realize we are only opinionating. Other times, we are able to stay grounded in facts. The rest of the time, it seems like we do not care enough to do either.

I shared last week the perspective I hold of 2020 from the strategic planning position. Everyone, for the first time in world history, had to throw the majority of their plans out the proverbial window, as I do my phone on Saturday nights. We were all trying to come up with a new plan to face the events of 2020. We wondered last year if trying to have a plan was worth it anymore. I faced that question myself. I learned this past week several readers of last week’s column also faced this question. Some of them shared with me a few of their recent experiences. We all stand in 2021 with the same multi-pronged question: do we need to plan, or can we even plan anymore? I am sure the reasoned response to this matter is a resounding yes.

UNASSURED SUCCESS

Yes, there are plenty of smart folks who fail at their strategic planning, who then try to abandon planning. The Wall Street Journal reported Vale settled for $7 billion this past week for their part in a collapsed dam. The same periodical also reported McKinsey settled for $573 million this past week for their part in the opioid epidemic. Singapore reported this past week they will need twice as much fresh water in 30 years than they have now. These stories represent significant failures by professionals in their practice areas. I hope they work things out for the best. Their failures do not limit my life. I hope they will not limit yours, either.

OPINIONS VERSUS FACTS

I read a recent opinion on when to change a strategy during a crisis. The opinion operates by first achieving four measurements, then responding to each measurement accordingly. I practice strategy. I sell what I practice. I spend several hours each week reading. I read weekly many facts, statistics, reports, and opinions. Sometimes, these items are even assembled into a form of foresight. I read an article this past week in the Harvard Business Review about why it is challenging to have workers operate using quality data now that computing has been around for decades. I also face this challenge in my work to serve my customers. The reason for the workers not using quality data difficulty is the lack of belief held by both the workers and their leaders to change their culture to only have and use quality data. It is a failure of leadership.

I read an article this past week in the MIT Sloan Management Review about growing a human-centered business. The term data does not show itself prominently in that article. Can we ever establish a productive organization without first having quality data? Can we ever have a productive organization without it also using quality data? It is doubtful. Again, more evidence of the need for facts in hand versus operating only by an opinion.

I do not remember reading the professional report on what to do when we all have to stay home for weeks. Neither do I remember hearing an opinion from those older than me about what to do when a global health crisis occurs. I provide guidance to folks. It is my advice based on the best research and recommendations I can deliver to them. I would commit a critical error if I stated facts and opinions could be separate in the practice of any field of work. What I can tell you with certainty is planning is easy when the necessary facts are in hand. What is difficult is assuring any fact is not in actuality an opinion.

A lifetime can be spent to accomplish what seems to be only a bit of fact-finding. Think back to the time when it was unclear if the world was flat or round. Think back to life before antibiotics. The rush to get something productive accomplished is neither bad nor good. It is a reasonable tendency to want to demonstrate productivity. “We’ve got to try. Do you know what happens if we don’t try?” “What?” “Nothing.” I agree life does not always let us wait for research to occur before action must occur. Thankfully, planning to get facts often helps us stay out of a mess by working continuously to know we hold facts. Note, I did not say work endlessly and never rest.

WHAT NOW?

I hope I have sold you by now on the need to plan the strategy you want to accomplish. I realize you may be feeling overwhelmed now. I offer the best advice I can to those in this condition. The advice is to follow a two-step process.

Step one, breathe. Step two, repeat step one. No smug intended here. Realizing the unquestionable need to undertake strategic planning can lead to the thought of quitting the work before beginning the work. My first trip to Chicago happened in early grade school. I first saw a train rail yard there. The operation’s size taught me a bit about the thinking, planning, and work required to build a railway that would help build a nation. Today, most trains are operated by electric engines. A steam locomotive needs oxygen to operate. It needs to breathe. The industrial revolution is filled with images of steam locomotives. Sometimes the train tracks are elevated. I cannot imagine how much fill dirt and gravel hold up an elevated railway system.

I am reminded of rail stressing when I look at older railway systems. It was not until hydraulics were invented before the rails could be treated to handle a railway system’s stress. I can only imagine the number of train wrecks on railway systems that were not treated with rail stressing. Take some time, breathe, think about living without a plan to accomplish your strategy, and see if you want to advance beyond a steam locomotive to execute your strategy.

STRESSING BREATHING

Doing the work to accomplish strategic planning involves research. The plan you write helps to inform others what they must do as a group, a team, a department, a company, a family, or even a country to achieve the strategy. A human-centered plan may include technologies. The research work could be boring at times, but it is not boring for those who need a viable plan to carry out their proposed strategy.

The endurance metaphors abound at this point in your decision to not quit on your strategic planning work. Pressing onward. Get up a head of steam. Get on track. Then, the big one: fight the good fight. Again, as I shared last week, I am not sure what fight is being fought in our contemporary society, but it is appropriate to include it in this list of go-get-’em slogans. I hope to focus you now on breathing leading to trying.

Gloria Gaynor asserted, “I will survive.” It seems as though she did, based on how many times I have heard her say those words over the years. A good way to get out of desperation is to form a plan, work the plan, and rejoice you are no longer desperate. I shared last week if you, at your lot in life, can understand strategic planning as a series of plans involving simple communications, then you have the necessary understanding to undertake your strategic planning efforts. I stand by these words. I urge you to spend time this week alone, breathing, and focus your thoughts on trying to begin to accomplish your research work to support you in carrying out your strategy by working on your plan. Yes, we should be breathing all of the time. Yes, I am saying to de-stress instead of distress. Yes, we are talking about your strategy as a metaphoric train to carry out your strategy. I am hopeful I can help you train yourself to breathe relaxingly, to consider the work you need to accomplish deeply, for you to undertake your work diligently, and for you accomplish your work with excellence.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

 

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Stephen Dawson, DSL

Vice President Strategic Planning or Business Development
by Dr. Stephen H. Dawson, DSL
February 4, 2021

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

Posted on

Destination Unknown

 

The Sky Above

“He who angers you controls you.” Unknown

Stephen Dawson, DSL

I am a planner, a work-the-plan, a get-it-done kind of guy. I’m not particularly eager to live without a purpose helping to guide me to a predetermined destination. I modify the plan when it is suitable. However, I adjust the plan with justification for the change. I work on the concept of mapping out where I want to go in comparison to where I am from a figurative standpoint. It works for me and for the customers I have served over my years of caring for them.

2020 had me in the company of what seemed like the majority of the human population. I had more people coming to me for my advice on what they should do amid global health, economic, and political upheavals than I have experienced in years. It became clear to me the pattern resident in these inquires was an espoused anger hiding their genuine fear of the unknown. These people had an unquestionable problem. The answer to this problem was clear: help them with the strategic planning of their circumstances.

I considered at length the anger I witnessed. The Latin adage si vis pacem, para bellum is translated as “if you want peace, prepare for war”. I also heard the angry people tell me they were fighting this and that. They were fighting against COVID-19, fighting for a political agenda, fighting to stay in business, fighting to either have or prevent this or that. It was not clear to me who they were fighting, how they were fighting, and often why they were fighting. I found the deeper I went to understanding their fighting, the more I could see their fears. They were trying to get back to peace by fighting in some type of hostility. I understood this condition, as I struggled with it myself for years.

There are many clear reasons before us today as to why anger has advanced to fighting. A 2020 report from the Corruption Perceptions Index published annually by Berlin-based Transparency International ranked global regions where corruption occurs. A summary review of these regions also found strong economic growth where there is little corruption. The Wall Street Journal reported this week McKinsey is in settlement talks with states over how they advised Purdue Pharma to boost their OxyContin sales. I will spare us both the heartache of addressing the drama trauma of the 2020 US election events. Suffice it to say, there is quite a bit of undeniable defiant aggressiveness by those we are to be trusting for leading us to cause their followers to be upset with their performance, upset to the point of angry, and angry to the point of undertaking some type of fight with them.

WHAT IS THE POINT?

I both read and hear from those around me, and abroad, they feel burned. Burned, in terms of being misled by their leadership. Misled, to the point of metaphorically having their hand burned by being told to trust touching the pot that is quite hot. Misled, in terms of not having income anymore from employment that is no more. Misled, from not being sure what political topic we are working on now as there are so many topics, and a good leader would have the decency to tell their constituents what topic to work on for the moment. Being burned, as it were, is no justifiable reason not to have a plan to carry out the strategy you need to accomplish for your life and for your followers, for you to realize success. I get mad when I burn my hand. I release adrenaline to deal with the pain. It is a form of controlled anger. It is an act of survival, as I am not sure how badly I hurt myself from the burn. I have not cut my hand off as of yet to respond to any burning, any pain, or perhaps the shame of having burned my hand. It took me years to learn being burned, as it were, by an unhealthy relationship is not a justifiable reason to not continue to relate to people. The example I present here is both literal and figurative. They both hurt, and they both changed my behavior. The point is to use the pain of your being burned, perhaps by yourself from not having a plan to accomplish your strategy, to change your behavior now for the betterment of you.

WHAT TO DO?

The most direct form of counsel I can provide anyone undertaking strategic planning is to calm down, eliminate anger, and move to a reasoned position. “He who angers you controls you.” I make this statement because those who have no plan to determine and accomplish their strategy have come to me in a state of calamity. I have no reason to believe this combination will change based on what I know of human behavior. I cannot overstate the value of a calm approach to accomplishing strategic planning. I have seen people achieve this counsel somewhere between a matter of seconds and a matter of years. Sure, some parts of strategic planning can be accomplished from an upset, angered, and even unreasonable position. However, I am talking about getting out of the mess you find yourself in sooner than later. It is not my place to judge how anyone arrived at their lot in life. It is my place to help them move to a better place should they want my help. Better, what is better? We all follow someone, one way or the other. Defining betterment is a question only a follower can answer. Only the follower can answer it because they decide with each step they take to continue following their leader once they have determined their leader is leading them to a place more preferable than where they stand now.

WHERE TO START?

I lived near the ocean for many years. I would spend time daily looking at the beauty of the clouds. The ocean always seemed to have more clouds than land areas. The sky above us, the unknown. I have flown in planes and jumped out of them by parachute. Looking at the sky helps me have a more refined view of the circumstances I face, to help me put things into a more healthy perspective. The sky over the ocean is so much different from the sky over land, such as Tennessee’s mountains. A recent morning had frost in the backyard, reminding me both warm and cold days have colors to alter my perspective of the moment. A significant difference is the amount of heat coming off the continent to the ocean’s vast openness. Get the heat off of you by putting aside anger, deciding to stop traveling to an unknown destination, and begin the work of determining where you want to go. Sure, read the thermodynamics laws as the starting point for your strategic planning if this will help you. However, please do not decide you need to master them before undertaking your strategic planning efforts. The key here is to take action now with your first step. Putting aside anger to meet the fears you face of not having a well-prepared strategic plan now to live this thing called life is a huge step. Take a moment and give yourself the credit you deserve for taking this step.

My journey with music had me performing as an instrumentalist for several decades. I learned so many crucial lessons about enabling followers, those attending my concerts, to appreciate my work by understanding the material I performed with greater depth. They understood it more when I spoke for a minute or two about the song I was to play, either before or after playing each song. It was not me bragging about my greatness or diminishing the listeners who did not know all of the finer points of a tune I would play for them. It was bringing new insight to them about what they were hearing. It matched a story to the song, perhaps a current event, along with what I knew of the audience in that moment, which helped form my spoken words to them. It was augmenting their ability to listen to what they were there by their choice to hear.

It saddens me when someone comes to me and tells me they need strategic planning, want strategic planning, are unsure what they will do without strategic planning, but are afraid they will not do strategic planning well. A music producer I worked with would go and sit with his daughter at her house, who had given up her career as a stockbroker to be a stay-at-home mother. The producer’s grandchildren invariably had other children around. He would attempt to make a point to the toddlers about something he had on his mind. He concluded that if he can get his point across to toddlers, then he has succeeded in his messaging efforts. He used his powerful messaging ability to help me understand how to record better some of what I called pretty good music. If you, at your lot in life, can understand strategic planning as a series of plans involving simple communications, then you have the necessary understanding to undertake your strategic planning efforts. Note, I did not say you have the understanding of a child. What I am saying is you have the innocence of a child. This innocence is a critical success factor in accomplishing effective strategic planning.

The planning of your strategy most likely involves more people than just yourself. It is reasonable to hold a bit of fear that you will harm them by planning poorly. I encourage you not to become angry at them as you find a way to tell them you did not yet prepare the strategy you need to accomplish. Such anger will only harm the relationship you have with them. How many press conferences have you watched in the past few months where either the speaker or an interviewer was angry? How many excuses have you read in the recent business news where low earnings are not the business leadership’s fault? How many times have you seen children trying to learn virtually their school work from home and decide schooling is not worth the pain? There are more than enough examples around us today to understand the gains from having strategic planning more than justifies the pain of getting your first planned strategy written down and executed. Think about you living out 2021 without accomplishing strategic planning. How do you think you will enter 2022 with two concurrent years of little to no strategic planning accomplishments?

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

 

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Stephen Dawson, DSL

Vice President Strategic Planning or Business Development
by Dr. Stephen H. Dawson, DSL
February 4, 2021

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.