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Friday, September 5, 2014

Your Company Is Not a Family









by Reid Hoffman, Ben Casnocha and Chris Yeh  |   12:00 PM June 17, 2014
When CEOs describe their company as being “like family,” we think they mean well. They’re searching for a model that represents the kind of relationships they want to have with their employees—a lifetime relationship with a sense of belonging. But using the term family makes it easy for misunderstandings to arise.
In a real family, parents can’t fire their children. Try to imagine disowning your child for poor performance: “We’re sorry Susie, but your mom and I have decided you’re just not a good fit. Your table-setting effort has been deteriorating for the past 6 months, and your obsession with ponies just isn’t adding any value. We’re going to have to let you go. But don’t take it the wrong way; it’s just family.”
Unthinkable, right? But that’s essentially what happens when a CEO describes the company as a family, then institutes layoffs. Regardless of what the law says about at-will employment, those employees will feel hurt and betrayed—with real justification.
Consider another metaphor—one that Reed Hastings, the CEO of Netflix, introduced in a famous presentation on his company’s culture. Hastings stated, “We’re a team, not a family.” He went on to advise managers to ask themselves, “Which of my people, if they told me they were leaving for a similar job at a peer company, would I fight hard to keep at Netflix? The other people should get a generous severance now so we can open a slot to try to find a star for that role.”
In contrast to a family, a professional sports team has a specific mission (to win games and championships), and its members come together to accomplish that mission. The composition of the team changes over time, either because a team member chooses to go to another team, or because the team’s management decides to cut or trade a team member. In this sense, a business is far more like a sports team than a family.
Consider what we can learn from the example of America’s winningest professional sports teams. In the National Football League, the New England Patriots have won three Superbowls since the turn of the century. Over the same time period, the San Antonio Spurs of the National Basketball Association have won three NBA championships (and a fourth in 1999), and the Boston Red Sox have won the World Series three times as well.
Each of these winning franchises has been able to build a consistent identity and a long-term relationship with its players—even though many of those players change from year to year.
An NFL team has 53 players on its roster. The only member of the current New England Patriots team that played on their first championship team is quarterback Tom Brady.
A Major League Baseball team has 25 players on its roster. The only member of the current Boston Red Sox team that played on the 2004 World Series champions is designated hitter David Ortiz.
The Spurs stand out for the stability and longevity of their player relationships, yet even their current 13-man roster only includes one player from their first championship in 1999: power forward Tim Duncan.
The reason these teams have been able to remain consistent winners despite high personnel turnover is that they have been able to combine a realistic view of the often-temporary nature of the employment relationship with a focus on shared goals and long-term personal relationships.
While a professional sports team doesn’t guarantee lifetime employment for its players—far from it–the employer-employee relationship still benefits when it follows the principles of trust, mutual investment, and mutual benefit. Teams win when their individual members trust each other enough to prioritize team success over individual glory. It is no coincidence that these teams are known for “The Patriot Way” or “The Spurs Way,” and that television broadcasters often praise them for “unselfish” play.
And paradoxically, winning as a team is the best way for individual team members to achieve success. The members of a winning team are highly sought after by other teams, both for the skills they demonstrate and for their ability to help a new team develop a winning culture. Both the Patriots and Spurs have supplied numerous other teams with veteran leaders and coaches. For example, five of the other 29 NBA teams have a former Spurs assistant as their head coach. Meanwhile, the New York Yankees’ habit of signing former Red Sox as free agents is so well known that it is now a common punchline among baseball writers.
Great sports teams also find ways to maintain their relationships with former players, even long after their departure or retirement. For example, Spurs alumni who are now working as television broadcasters still regularly have dinner with the team and its coaches, even though they might not have played with the team for over a decade. Do you think that current players, seeing that kind of loyalty, might want to play for the Spurs?
Of course, a professional sports team isn’t a perfect analog to your business. It’s doubtful, for example, that you obtain the bulk of your employees by taking turns with your competitors as part of an organized talent draft. But a great sports franchise consistently brings together a disparate team to achieve a common goal despite the reality of staff turnover. That’s something all businesses should strive for.
80-Reid_Hoffman

Reid Hoffman is cofounder and Executive Chairman of LinkedIn, the world’s largest professional network, and partner at the Silicon Valley venture capital firm Greylock. He is a co-author of The Alliance: Managing Talent in the Networked Age.
80-Casnocha_Ben

Ben Casnocha is an award-winning entrepreneur and bestselling co-author, with Reid Hoffman, of The Start-up of You. He is a frequent speaker on talent management, and is a co-author of The Alliance: Managing Talent in the Networked Age.
80-Yeh_Chris

Chris Yeh is an entrepreneur, writer, and mentor. He helps interesting people do interesting things as VP of Marketing at PBworks and general partner at Wasabi Ventures. He is a co-author of The Alliance: Managing Talent in the Networked Age.

Strategy Isn’t What You Say, It’s What You Do


by Roger Martin  |   10:00 AM June 18, 2014
You sometimes hear managers complain that their organization has no strategy. This isn’t true. Every organization has a strategy: its strategy is what it does.  Think about it. Every organization competes in a particular place, in a particular way, and with a set of capabilities and management systems — all of which are the result of choices that people in the organization have made and are making every day.
When managers complain that their company’s strategy is ineffectual or non-existent, it’s often because they haven’t quite realized that their strategy is what they’re doing rather than what their bosses are saying. In nine cases out of ten, the company will have an ambitious “strategy statement” or mission of some kind: “We are going to be the best in the world in our industry and always lead innovation to the benefit of all of our customers.”
The bosses will have worked hard to come up with such a statement and it may very well be a praiseworthy one. But unless it is reflected in the actions of an organization, it is not the organization’s strategy. A company’s strategy is what the company’s people are actually doing, not the slogan their bosses intone.
The point is that everyone needs to connect the dots. If strategy is what people do rather than what bosses say, it is absolutely critical that each person in the organization knows what it means to take actions that are consistent with the intent of the strategy as asserted.
Strategic choice-making cascades down the entire organization, from top to bottom. This means that every person in the company has a key role to play in making strategy.  Performing that role well means thinking hard about four things:
1)    What is the strategic intent of the leaders of the level above mine?
2)    What are the key choices that I make in my jurisdiction?
3)    With what strategic logic can I align those choices with those above me?
4)    How can I communicate the logic of my strategy choices to those who report to me?
If you as a manager can do the first three of these four, then you will own your choices and own your strategy. If you do the fourth, you will set up your subordinates to repeat these four things and thereby own their choices and their strategy, and pass on the task to the next layer of the company. If each successive layer assumes this level of ownership, the organization can make its bosses’ statement a real strategy rather than an empty slogan.
And your bosses’ job? It’s to make sure to start the ball rolling by communicating their strategy choices well. Unless they do so, it won’t matter a whit how good their choices appear to be. They won’t be reflected in what you end up doing.
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Roger Martin (www.rogerlmartin.com) is the Premier’s Chair in Productivity and Competitiveness and Academic Director of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto in Canada. He is the co-author ofPlaying to Win: How Strategy Really Works and of the Playing to Win Strategy Toolkit.  For more information, including events with Roger, click here.

Act Like a Leader Before You Are One









by Amy Gallo  |   12:00 PM May 2, 2013
If you want to become a leader, don’t wait for the fancy title or the corner office. You can begin to act, think, and communicate like a leader long before that promotion. Even if you’re still several levels down and someone else is calling all the shots, there are numerous ways to demonstrate your potential and carve your path to the role you want.
What the Experts Say
“It’s never foolish to begin preparing for a transition no matter how many years away it is or where you are in your career,” says Muriel Maignan Wilkins, coauthor of Own the Room: Discover Your Signature Voice to Master Your Leadership Presence. Michael Watkins, the chairman of Genesis Advisers and author of The First 90 Days and Your Next Move, agrees. Not only does the planning help you develop the necessary skills and leadership presence, it also increases your chances of getting the promotion because people will already recognize you as a leader. The key is to take on opportunities now, regardless of your tenure or role. “You can demonstrate leadership at any time no matter what your title is,” says Amy Jen Su, coauthor of Own the Room. Here are several ways to start laying the groundwork.
Knock your responsibilities out of the park
No matter how big your ambitions, don’t let them distract you from excelling in your current role. Focus on the present as much as — or more than — the future. “You still have to deliver results in your day job,” says Jen Su. Adds Maignan Wilkins: “You always need to take care of today’s business so that nobody — peers, direct reports, or those above you — questions your performance.” That’s the first step to getting ahead.
Help your boss succeed
“You have to execute on your boss’s priorities too,” says Watkins. “Show her that you’re willing to pick up the baton on important projects.” Maignan Wilkins also suggests you “lean more towards yes than no” whenever your boss asks you to help with something new. Find out what keeps your manager up at night and propose solutions to those problems.
Seize leadership opportunities, no matter how small
Make sure your “let me take that on” attitude extends beyond your relationship with your boss. Raise your hand for new initiatives, especially ones that might be visible to those outside your unit. “This will give others a taste of what you’ll be like in a more senior role,” says Maignan Wilkins. It doesn’t have to be an intense, months-long project. It might be something as simple as facilitating a meeting, offering to help with recruiting events, or stepping in to negotiate a conflict between peers. You might find opportunities outside of work, too. You can sit on the board of a local nonprofit or organize your community’s volunteer day. “These activities send the signal that you aspire to leadership potential,” Watkins says.
Look for the white space
Another way to prove your potential is to take on projects in the “white space.” These are problems that others aren’t willing to tackle or don’t even know exist. “Every organization has needs that nobody is paying attention to, or people are actively ignoring,” Maignan Wilkins says. For example, you might be able to identify a customer need that isn’t being met by your company’s current product line, and propose a new one. Or you could do a quick analysis of how much a specific change would save the company. When you take on a task that no one else is willing to do, you make yourself stand out.
Don’t be a jerk
There’s a fine line between being ambitious and acting like you’re too big for your britches. “Don’t try to exert authority when you don’t have it,” says Watkins. Practice what he calls “steward leadership”: focus on what your team wants to accomplish instead of putting yourself first. Jen Su recommends “humble confidence,” showing appropriate modesty in your role, while having the self-assurance to know that you will rise to the next level.
Be cautious when sharing your ambitions
It’s appropriate to raise your ambitions with your manager if you have a trusting, solid relationship, but frame them in a way that focuses on what’s best for the company. Jen Su suggests you lay out your accomplishments for the past year and then ask something like, “As we look further out, where do you see me continuing to make a contribution?” Watkins warns that these conversations shouldn’t come off as being all about you. Instead, engage in a two-way conversation with your boss. If you have the kind of boss who may feel threatened by your aspirations, it’s better to keep your ambitions quiet and prove your potential.
Find role models
Look for people who have the roles you want and study what they do — how they act, communicate, and dress. “Pick someone at the next level, someone similar to you, and find a way to work with them,” says Watkins. Volunteer for a committee they’re spearheading or offer to help with one of their pet projects. Identify behaviors that you can emulate while being true to yourself. “You don’t want to fake it,” says Maignan Wilkins. It might also help to study people who are stuck in their careers as examples of what not to do, Watkins says. Are they clumsy politically? Do they disrespect the lines of authority? Do they fail to make connections between departments?
Build relationships
There’s an old adage, “It’s not who you know, it’s who knows you.” When you’re evaluated for a promotion, it’s unlikely your boss will sit in a room alone and contemplate your potential. She’ll rely on others to assess your ability, which means you need supporters across the organization — people who are aware of the work you’re doing. “If you find yourself walking down the hall with the most senior person at your company, be prepared to answer the question, ‘So what are you up to?'” Maignan Wilkins says, “Don’t take lightly any interactions that may seem informal. Treat every situation as an opportunity to demonstrate the value you bring to the organization and your knowledge of the business.”
Principles to Remember
Do:
  • Look for every opportunity to demonstrate your leadership potential, at work and outside the office
  • Support your boss in reaching her goals
  • Find people in positions you aspire to and study what makes them successful
Don’t:
  • Let your ambitions distract you from doing your current job well
  • Exert authority where you don’t have any — use influence to prove your leadership chops
  • Openly discuss your ambitions — it’s safer to take a “show, don’t tell” approach
Case study #1: Focus on solving problems, not getting promoted
In late 2010, after ten years at Citi, Heather Espinosa was promoted to managing director. She reached this executive position by continuously challenging herself — and by making the most of each of her previous roles. “I’ve never been concerned with my title. When I thought an assignment was a stretch, I took it,” she explains. “When I applied for my previous position, the job carried the title ‘project manager.’ But after my first conversation with the manager, I knew it was a position that would require complex leadership skills and challenge me, so I accepted the job.”
In each role, Heather embraced additional responsibilities without being asked. “I make an effort to volunteer and raise my hand where I see a need. I started taking on the responsibility of managing director with the hope that if I performed well, the title would come.” And her bosses have always respected this approach. “I rarely walk into my manager’s office and say I want to talk about my career or my next promotion. I walk in and say here’s a problem and here’s how we might address it,” she says.
Case study #2: Take any leadership opportunity you can get
Mike Subelsky, the co-founder and CTO at Staq, a tech start-up that makes software for digital advertising companies, spent most of his early career in roles with lots of responsibility, but not much authority. “I held a number of positions where I felt I had a great deal of influence, but I was never the one calling the shots,” he says.
Still he worked hard, hoping to someday move up the ladder. “I’ve always tried to be the kind of employee that the boss never has to worry about,” he explains. He focused on doing the best he could in whatever role he had, and always raised his hand for projects. He also looked for opportunities to exercise leadership outside of the office. In 2004, he started a nonprofit in Baltimore. “It was a great laboratory,” he says. “It allowed me to practice being a leader.”
Then, last year, he and his partner co-founded Staq. All of Mike’s preparation had paid off. In fact, the company received $1 million in seed funding this past month. “I always knew I wanted to be where I am now: I am hiring employees and creating a wonderful place to work.”
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80-amy-gallo

Amy Gallo is a contributing editor at Harvard Business Review. Follow her on Twitter at@amyegallo.

John Gardners Writings

"Personal Renewal"
Delivered to McKinsey & Company, Phoenix, AZ
November 10, 1990 




I'm going to talk about "Self-Renewal." One of your most fundamental tasks is the renewal of the organizations you serve, and that usually includes persuading the top officers to accomplish a certain amount of self-renewal. But to help you think about others is not my primary mission this morning. I want to help you think about yourselves.

I take that mission very seriously, and I've written out what I have to say because I want every sentence to hit its target. I know a good deal about the kind of work you do and know how demanding it is. But I'm not going to talk about the special problems of your kind of career; I'm going to talk about some basic problems of the life cycle that will surely hit you if you're not ready for them.

I once wrote a book called "Self-Renewal" that deals with the decay and renewal of societies, organizations and individuals. I explored the question of why civilizations die and how they sometimes renew themselves, and the puzzle of why some men and women go to seed while others remain vital all of their lives. It's the latter question that I shall deal with at this time. I know that you as an individual are not going to seed. But the person seated on your right may be in fairly serious danger.

Not long ago, I read a splendid article on barnacles. I don't want to give the wrong impression of the focus of my reading interests. Sometimes days go by without my reading about barnacles, much less remembering what I read. But this article had an unforgettable opening paragraph. "The barnacle" the author explained "is confronted with an existential decision about where it's going to live. Once it decides.. . it spends the rest of its life with its head cemented to a rock.." End of quote. For a good many of us, it comes to that.

We've all seen men and women, even ones in fortunate circumstances with responsible positions who seem to run out of steam in midcareer.

One must be compassionate in assessing the reasons. Perhaps life just presented them with tougher problems than they could solve. It happens. Perhaps something inflicted a major wound on their confidence or their self-esteem. Perhaps they were pulled down by the hidden resentments and grievances that grow in adult life, sometimes so luxuriantly that, like tangled vines, they immobilize the victim. You've known such people -- feeling secretly defeated, maybe somewhat sour and cynical, or perhaps just vaguely dispirited. Or maybe they just ran so hard for so long that somewhere along the line they forgot what it was they were running for.

I'm not talking about people who fail to get to the top in achievement. We can't all get to the top, and that isn't the point of life anyway. I'm talking about people who -- no matter how busy they seem to be -- have stopped learning or growing. Many of them are just going through the motions. I don't deride that. Life is hard. Just to keep on keeping on is sometimes an act of courage. But I do worry about men and women functioning far below the level of their potential.

We have to face the fact that most men and women out there in the world of work are more stale than they know, more bored than they would care to admit. Boredom is the secret ailment of large-scale organizations. Someone said to me the other day "How can I be so bored when I'm so busy?" And I said "Let me count the ways." Logan Pearsall Smith said that boredom can rise to the level of a mystical experience, and if that's true I know some very busy middle level executives who are among the great mystics of all time.

We can't write off the danger of complacency, growing rigidity, imprisonment by our own comfortable habits and opinions. Look around you. How many people whom you know well -- people even younger than yourselves --are already trapped in fixed attitudes and habits. A famous French writer said "There are people whose clocks stop at a certain point in their lives." I could without any trouble name a half of a dozen national figures resident in Washington, D.C., whom you would recognize, and could tell you roughly the year their clock stopped. I won't do it because I still have to deal with them periodically.

I've watched a lot of mid-career people, and Yogi Berra says you can observe a lot just by watching. I've concluded that most people enjoy learning and growing. And many are dearly troubled by the self-assessments of mid-career.

Such self-assessments are no great problem at your age. You're young and moving up. The drama of your own rise is enough. But when you reach middle age, when your energies aren't what they used to be, then you'll begin to wonder what it all added up to; you'll begin to look for the figure in the carpet of your life. I have some simple advice for you when you begin that process. Don't be too hard on yourself. Look ahead. Someone said that "Life is the art of drawing without an eraser." And above all don't imagine that the story is over. Life has a lot of chapters.

If we are conscious of the danger of going to seed, we can resort to countervailing measures. At almost any age. You don't need to run down like an unwound clock. And if your clock is unwound, you can wind it up again. You can stay alive in every sense of the word until you fail physically. I know some pretty successful people who feel that that just isn't possible for them, that life has trapped them. But they don't really know that. Life takes unexpected turns.

I said in my book, "Self-Renewal," that we build our own prisons and serve as our own jail-keepers. I no longer completely agree with that. I still think we're our own jailkeepers, but I've concluded that our parents and the society at large have a hand in building our prisons. They create roles for us -- and self images -- that hold us captive for a long time. The individual intent on self-renewal will have to deal with ghosts of the past -- the memory of earlier failures, the remnants of childhood dramas and rebellions, accumulated grievances and resentments that have long outlived their cause. Sometimes people cling to the ghosts with something almost approaching pleasure -- but the hampering effect on growth is inescapable. As Jim Whitaker, who climbed Mount Everest, said "You never conquer the mountain, You only conquer yourself."

The more I see of human lives, the more I believe the business of growing up is much longer drawn out than we pretend. If we achieve it in our 30's, even our 40s, we're doing well. To those of you who are parents of teenagers, I can only say "Sorry about that."

There's a myth that learning is for young people. But as the proverb says, "It's what you learn after you know it all that counts." The middle years are great, great learning years. Even the years past the middle years. I took on a new job after my 77th birthday -- and I'm still learning.

Learn all your life. Learn from your failures. Learn from your successes, When you hit a spell of trouble, ask "What is it trying to teach me?" The lessons aren't always happy ones, but they keep coming. It isn't a bad idea to pause occasionally for an inward look. By midlife, most of us are accomplished fugitives from ourselves.

We learn from our jobs, from our friends and families. We learn by accepting the commitments of life, by playing the roles that life hands us (not necessarily the roles we would have chosen). We learn by growing older, by suffering, by loving, by bearing with the things we can't change, by taking risks.

The things you learn in maturity aren't simple things such as acquiring information and skills. You learn not to engage in self-destructive behavior. You leant not to burn up energy in anxiety. You discover how to manage your tensions, if you have any, which you do. You learn that self-pity and resentment are among the most toxic of drugs. You find that the world loves talent, but pays off on character.

You come to understand that most people are neither for you nor against you, they are thinking about themselves. You learn that no matter how hard you try to please, some people in this world are not going to love you, a lesson that is at first troubling and then really quite relaxing.

Those are things that are hard to learn early in life, As a rule you have to have picked up some mileage and some dents in your fenders before you understand. As Norman Douglas said "There are some things you can't learn from others. You have to pass through the fire.'

You come to terms with yourself. You finally grasp what S. N. Behrman meant when he said "At the end of every road you meet yourself." You may not get rid of all of your hang-ups, but you learn to control them to the point that you can function productively and not hurt others.

You learn the arts of mutual dependence, meeting the needs of loved ones and letting yourself need them. You can even be unaffected -- a quality that often takes years to acquire. You can achieve the simplicity that lies beyond sophistication.

You come to understand your impact on others. It's interesting that even in the first year of life you learn the impact that a variety of others have on you, but as late as middle age many people have a very imperfect understanding of the impact they themselves have on others. The hostile person keeps asking 'Why are people so hard to get along with?" In some measure we create our own environment. You may not yet grasp the power of that truth to change your life.

Of course failures are a part of the story too. Everyone fails, Joe Louis said "Everyone has to figure to get beat some time." The question isn't did you fail but did you pick yourself up and move ahead? And there is one other little question: 'Did you collaborate in your own defeat?" A lot of people do. Learn not to.

One of the enemies of sound, lifelong motivation is a rather childish conception we have of the kind of concrete, describable goal toward which all of our efforts drive us. We want to believe that there is a point at which we can feel that we have arrived. We want a scoring system that tells us when we've piled up enough points to count ourselves successful.

So you scramble and sweat and climb to reach what you thought was the goal. When you get to the top you stand up and look around and chances are you feel a little empty. Maybe more than a little empty.

You wonder whether you climbed the wrong mountain.

But life isn't a mountain that has a summit, Nor is it -- as some suppose -- a riddle that has an answer. Nor a game that has a final score.

Life is an endless unfolding, and if we wish it to be, an endless process of self-discovery, an endless and unpredictable dialogue between our own potentialities and the life situations in which we find ourselves. By potentialities I mean not just intellectual gifts but the full range of one's capacities for learning, sensing, wondering, understanding, loving and aspiring.

Perhaps you imagine that by age 35 or 45 or even 33 you have explored those potentialities pretty fully. Don't kid yourself!

The thing you have to understand is that the capacities you actually develop to the full come out as the result of an interplay between you and life's challenges --and the challenges keep changing. Life pulls things out of you.

There's something I know about you that you may or may not know about yourself. You have within you more resources of energy than have ever been tapped, more talent than has ever been exploited, more strength than has ever been tested, more to give than you have ever given.

You know about some of the gifts that you have left undeveloped. Would you believe that you have gifts and possibilities you don't even know about? It's true. We are just beginning to recognize how even those who have had every advantage and opportunity unconsciously put a ceiling on their own growth, underestimate their potentialities or hide from the risk that growth involves.

Now I've discussed renewal at some length, but it isn't possible to talk about renewal without touching on the subject of motivation. Someone defined horse sense as the good judgment horses have that prevents them from betting on people. But we have to bet on people -- and I place my bets more often on high motivation than on any other quality except judgment. There is no perfection of techniques that will substitute for the lift of spirit and heightened performance that comes from strong motivation, The world is moved by highly motivated people, by enthusiasts, by men and women who want something very much or believe very much.

I'm not talking about anything as narrow as ambition. After all, ambition eventually wears out and probably should. But you can keep your zest until the day you die. If I may offer you a simple maxim, "Be interesting," Everyone wants to be interesting -- but the vitalizing thing is to be interested. Keep a sense of curiosity. Discover new things. Care. Risk failure. Reach out.

The nature of one's personal commitments is a powerful element in renewal, so let me say a word on that subject.

I once lived in a house where I could look out a window as I worked at my desk and observe a small herd of cattle browsing in a neighboring field. And I was struck with a thought that must have occurred to the earliest herdsmen tens of thousands of years ago. You never get the impression that a cow is about to have a nervous breakdown. Or is puzzling about the meaning of life.

Humans have never mastered that kind of complacency. We are worriers and puzzlers, and we want meaning in our lives. I'm not speaking idealistically; I'm stating a plainly observable fact about men and women. It's a rare person who can go through life like a homeless alley cat, living from day to day, taking its pleasures where it can and dying unnoticed.

That isn't to say that we haven't all known a few alley cats. But it isn't the norm. It just isn't the way we're built.

As Robert Louis Stevenson said, "Old or young, we're on our last cruise." We want it to mean something.

For many this life is a vale of tears; for no one is it free of pain. But we are so designed that we can cope with it if we can live in some context of meaning. Given that powerful help, we can draw on the deep springs of the human spirit, to see our suffering in the framework of all human suffering, to accept the gifts of life with thanks and endure life's indignities with dignity.

In the stable periods of history, meaning was supplied in the context of a coherent communities and traditionally prescribed patterns of culture. Today you can't count on any such heritage. You have to build meaning into your life, and you build it through your commitments -- whether to your religion, to an ethical order as you conceive it, to your life's work, to loved ones, to your fellow humans. Young people run around searching for identity, but it isn't handed out free any more -- not in this transient, rootless, pluralistic society. Your identity is what you've committed yourself to.

It may just mean doing a better job at whatever you're doing. There are men and women who make the world better just by being the kind of people they are --and that too is a kind of commitment. They have the gift of kindness or courage or loyalty or integrity. It matters very little whether they're behind the wheel of a truck or running a country store or bringing up a family.

I must pause to say a word about my statement "There are men and women who make the world better just by being the kind of people they are." I first wrote the sentence some years ago and it has been widely quoted. One day I was looking through a mail order gift catalogue and it included some small ornamental bronze plaques with brief sayings on them, and one of the sayings was the one I just read to you, with my name as author. Well I was so overcome by the idea of a sentence of mine being cast in bronze that I ordered it, but then couldn't figure out what in the world to do with it. I finally sent it to a friend.

We tend to think of youth and the active middle years as the years of commitment. As you get a little older, you're told you've earned the right to think about yourself. But that's a deadly prescription! People of every age need commitments beyond the self, need the meaning that commitments provide. Self-preoccupation is a prison, as every self-absorbed person finally knows. Commitments to larger purposes can get you out of prison.

Another significant ingredient in motivation is one's attitude toward the future. Optimism is unfashionable today, particularly among intellectuals. Everyone makes fun of it. Someone said "Pessimists got that way by financing optimists." But I am not pessimistic and I advise you not to be. As the fellow said, "I'd be a pessimist but it would never work."

I can tell you that for renewal, a tough-minded optimism is best. The future is not shaped by people who don't really believe in the future. Men and women of vitality have always been prepared to bet their futures, even their lives, on ventures of unknown outcome. If they had all looked before they leaped, we would still be crouched in caves sketching animal pictures on the wall,

But I did say tough-minded optimism. High hopes that are dashed by the first failure are precisely what we don't need. We have to believe in ourselves, but we mustn't suppose that the path will be easy, it's tough. Life is painful, and rain falls on the just, and Mr. Churchill was not being a pessimist when he said "I have nothing to offer, but blood, toil, tears and sweat." He had a great deal more to offer, but as a good leader he was saying it wasn't going to be easy, and he was also saying something that all great leaders say constantly -- that failure is simply a reason to strengthen resolve.

We cannot dream of a Utopia in which all arrangements are ideal and everyone is flawless. Life is tumultuous -- an endless losing and regaining of balance, a continuous struggle, never an assured victory.

Nothing is ever finally safe. Every important battle is fought and re-fought. We need to develop a resilient, indomitable morale that enables us to face those realities and still strive with every ounce of energy to prevail. You may wonder if such a struggle -- endless and of uncertain outcome -- isn't more than humans can bear. But all of history suggests that the human spirit is well fitted to cope with just that kind of world.

Remember I mentioned earlier the myth that learning is for young people. I want to give you some examples, In a piece I wrote for Reader's Digest not long ago, I gave what seemed to me a particularly interesting true example of renewal. The man in question was 53 years old. Most of his adult life had been a losing struggle against debt and misfortune. In military service he received a battlefield injury that denied him the use of his left arm. And he was seized and held in captivity for five years. Later he held two government jobs, succeeding at neither. At 53 he was in prison -- and not for the first time. There in prison, he decided to write a book, driven by Heaven knows what motive -- boredom, the hope of gain, emotional release, creative impulse, who can say? And the book turned out to be one of the greatest ever written, a book that has enthralled the world for ever 350 years. The prisoner was Cervantes; the book: Don Quixote.

Another example was Pope John XXIII, a serious man who found a lot to laugh about. The son of peasant farmers, he once said "In Italy there are three roads to poverty -- drinking, gambling and fanning. My family chose the slowest of the three." When someone asked him how many people worked in the Vatican he said "Oh, about half." He was 76 years old when he was elected Pope. Through a lifetime in the bureaucracy, the spark of spirit and imagination had remained undimmed, and when he reached the top he launched the most vigorous renewal that the Church has known in this century.

Still another example is Winston Churchill. At age 25, as a correspondent in the Boer War he became a prisoner of war and his dramatic escape made him a national hero. Elected to Parliament at 26, he performed brilliantly, held high cabinet posts with distinction and at 37 became First Lord of the Admiralty. Then he was discredited, unjustly, I believe, by the Dardanelles expedition -- the defeat at Gallipoli-- and lost his admiralty post. There followed 24 years of ups and downs. All too often the verdict on him was "Brilliant but erratic...not steady, not dependable." He had only himself to blame. A friend described him as a man who jaywalked through life. He was 66 before his moment of flowering came. Someone said "It's all right to be a late bloomer if you don't miss the flower show." Churchill didn't miss it.

Well, I won't give you any more examples. From those I've given I hope it's clear to you that the door of opportunity doesn't really close as long as you're reasonably healthy. And I don't just mean opportunity for high status, but opportunity to grow and enrich your life in every dimension. You just don't know what's ahead for you. And remember the words on the bronze plaque "Some men and women make the world better just by being the kind of people they are." To be that kind of person would be worth all the years of living and learning.

Many years ago I concluded a speech with a paragraph on the meaning in life. The speech was reprinted over the years, and 15 years later that final paragraph came back to me in a rather dramatic way, really a heartbreaking way.

A man wrote to me from Colorado saying that his 20 year-old daughter had been killed in an auto accident some weeks before and that she was carrying in her billfold a paragraph from a speech of mine. He said he was grateful because the paragraph -- and the fact that she kept it close to her -- told him something he might not otherwise have known about her values and concerns. I can't imagine where or how she came across the paragraph, but here it is:

"Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account." 

The Best Leaders Are Insatiable Learners









by Bill Taylor  |   9:00 AM September 5, 2014
Nearly a quarter century ago, at a gathering in Phoenix, Arizona, John W. Gardner delivered a speech that may be one of the most quietly influential speeches in the history of American business — a text that has been photocopied, passed along, underlined, and linked to by senior executives in some of the most important companies and organizations in the world. I wonder, though, how many of these leaders (and the business world more broadly) have truly embraced the lessons he shared that day.
Gardner, who died in 2002 at the age of 89, was a legendary public intellectual and civic reformer — a celebrated Stanford professor, an architect of the Great Society under Lyndon Johnson, founder of Common Cause and Independent Sector. His speech on November 10, 1990, was delivered to a meeting of McKinsey & Co., the consulting firm whose advice has shaped the fortunes of the world’s richest and most powerful companies. But his focus that day was on neither money nor power. It was on what he called “Personal Renewal,” the urgent need for leaders who wish to make a difference and stay effective to commit themselves to continue learning and growing. Gardner was so serious about this learning imperative, so determined that the message would get through, that he wrote the speech out in advance because he wanted “every sentence to hit its target.”
What was his message? “We have to face the fact that most men and women out there in the world of work are more stale than they know, more bored than they would care to admit,” he said. “Boredom is the secret ailment of large-scale organizations. Someone said to me the other day ‘How can I be so bored when I’m so busy?’ I said ‘Let me count the ways.’ Look around you. How many people whom you know well — people even younger than yourselves—are already trapped in fixed attitudes and habits?”
So what is the opposite of boredom, the personal attribute that allows individuals to keep learning, growing, and changing, to escape their fixed attitudes and habits? “Not anything as narrow as ambition,” Gardner told the ambitious McKinsey strategists. “After all, ambition eventually wears out and probably should. But you can keep your zest until the day you die.” He then offered a simple maxim to guide the accomplished leaders in the room. “Be interested,” he urged them. “Everyone wants to be interesting, but the vitalizing thing is to be interested…As the proverb says, ‘It’s what you learn after you know it all that counts.’”
In these head-spinning times, even more so than when John Gardner offered his timeless advice, the challenge for leaders is not to out-hustle, out-muscle, or out-maneuver the competition. It is toout-think the competition in ways big and small, to develop a unique point of view about the future and get there before anyone else does. The best leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.
Roy Spence, perhaps the most interested (and interesting) advertising executive I’ve ever met, recently published a book called The 10 Essential Hugs of Life, a funny and moving take on the roots of success. Among his wise and folksy pieces of advice (“Hug your failures,” “Hug your fears,” “Hug yourself”) is a call to “Hug your firsts” — to seek out new sources of inspiration, to visit a lab whose work you don’t really understand, to attend a conference you shouldn’t be at. “When you’re a kid,” he says, “every day is full of firsts, full of new experiences. As you get older, your firsts become fewer and fewer. If you want to stay young, you have to work to keep trying new things.”
Spence cites as one of his inspirations management guru Jim Collins, who, as a young Stanford professor, sought advice and counsel from his learned colleague John Gardner. What did Spence learn from Collins? “You’re only as young as the new things you do,” he writes, “the number of ‘firsts’ in your days and weeks.” Ask any educator and they’ll agree: We learn the most when we encounter people who are the least like us. Then ask yourself: Don’t you spend most of your time with people who are exactly like you? Colleagues from the same company, peers from the same industry, friends from the same profession and neighborhood?
It takes a real sense of personal commitment, especially after you’ve arrived at a position of power and responsibility, to push yourself to grow and challenge conventional wisdom. Which is why two of the most important questions leaders face are as simple as they are profound: Are you learning, as an organization and as an individual, as fast as the world is changing? Are you as determined to stay interested as to be interesting? Remember, it’s what you learn after you know it all that counts.
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William C. Taylor is cofounder of Fast Company magazine and author of Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself. Follow him on Twitter at @practicallyrad.

How to Network Across Cultures

by Andy Molinsky  |   10:35 AM January 17, 2012
This post is part of the HBR Insight Center, The Next Generation of Global Leaders.
Picture this: You are at a networking event and see across the room a potential employer from a company you’re interested in. You walk over to that person, look him in the eye, and say the following:
“Hello, I noticed that you’re from IBM. I’m very interested in IBM and would love to give you a sense of my background.”
I recently posed this scenario to a group of foreign-born professionals in the United States and then asked whether they believed that according to American cultural norms, the person’s statement was:
(a) Too direct
(b) Not direct enough
(c) Appropriately direct
I also posed the same question to a group of American-born professionals, and the answers from the two groups were telling.
All the American-born professionals in the room answered (c), that the statement was appropriately direct, and was a reasonable way to begin a networking conversation in the United States.
The foreign-born professionals, on the other hand, saw the situation quite differently. A few with extensive experience living and working in the United States agreed with the Americans. However, the large majority didn’t, answering (a) — that the behavior was too direct and assertive for an American-style networking event.
I then posed an additional question:
Imagine that a few minutes later you see another person across the room from a company you’re interested in. You walk over to that person and say the following in a tentative manner:
“Hello, sir. My name is ___________. I am so very honored to meet you. Would it be possible for me to introduce myself to you?”
Again, I had seminar participants assess the appropriateness of this statement according to American cultural norms: in particular, whether the statement was:
(a) Appropriately polite: When talking with someone at a networking event, especially someone senior to you in either age or professional background, it is important in the United States to be highly deferential.
(b) Too polite: Even when talking with someone senior to you in age or professional background, it is important not to be overly polite and deferential. It makes you look like you lack confidence and professionalism.
Again, all American-born individuals answered (b), whereas a large group of the foreign-born professionals, many of whom were from India, answered (a) — that the statement was appropriately polite for the situation.
The ability to network — to develop contacts and personal connections with a variety of people — is a critical skill for any global business leader. The only problem is that global networking can be extremely difficult to do when the rules for networking vary so dramatically across cultures. In fact, these cultural challenges can be so strong that many of the young potential foreign-born global leaders that I know often purposefully avoid networking opportunities in the United States — despite how important these opportunities can be for developing their careers.
Listen to the words of Ravi (name disguised to protect confidentiality), an Indian management consultant, who describes his experience participating at a networking event in the U.S.
I feel that I am performing a sin, trying to become something that I am not, being artificial and fake. For example, while trying to network, I try to sell myself, bragging about my abilities to a stranger. And that feels so weird and selfish to me, making me feel like I am doing things to achieve my objectives at all cost.
So what can be done? How can budding global professionals like Ravi acquire this critical global leadership skill?
In working with young global leaders like Ravi over the past 10 years, I have found three key tools for success in learning to adapt behavior across cultures in a networking situation or in any other situation where you need to switch your cultural behavior to be effective in a new setting.
Learn from those around you: Watch carefully how others operate in networking situations, and learn what behaviors work and don’t work in that setting. Customize your own approach from what you observe to develop a style that feels authentic to you, and that is also effective in the new setting.
Master the new cultural logic: Learn the rationale for this new behavior from the perspective of the new culture. Learn, for example, why “small talk” is such an important part of networking in the United States. Understand from the American point of view why it’s actually appropriate to speak positively about yourself and your qualifications. Master the logic of the new culture and the behavior will feel much more comfortable to perform.
Finally, Practice! Practice multiple times, and ideally in settings that mimic the stress and pressure of real situations. Integrate the behavior so deeply into your psyche that it becomes your “new normal” — something you do naturally and instinctively.
Use these tools and you will master networking in no time. The bonus is that you will also learn a method that you can apply to any other global leadership situation you face — which perhaps is the greatest learning of all.
In addition to these best practices, in a future blog post, I’ll talk more about how American-born professionals can improve their networking skills overseas.
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Andy Molinsky is an Associate Professor of Organizational Behavior at the Brandeis International Business School. He is the author of the book Global Dexterity: How to Adapt Your Behavior across Cultures without Losing Yourself in the Process (HBR Press, 2013). Follow Andy on twitter at @andymolinsky.

The Big Challenge of American Small Talk









by Andy Molinsky  |   8:00 AM February 27, 2013
You are a new expatriate manager at the American subsidiary of your German firm in Chicago. With a few minutes to spare between meetings, you walk into the mail room to retrieve your mail and get a quick cup of coffee.
“Hey, David, how are you?” one of the senior partners at the firm asks you.
“Good, thank you, Dr. Greer,” you reply. You’ve really been wanting to make a connection with the senior leadership at the firm, and this seems like a great opportunity. But as you start to think of something to say (secretly worrying whether it’s actually appropriate to say anything at all to a senior partner), your American colleague swoops in to steal your spotlight.
“So Arnold,” your colleague says to your boss, in such a casual manner that it makes your German soul cringe. “So what’s your Super bowl prediction? I mean, you’re a Niners fan, right? Didn’t you do your MBA at Berkeley?”
The conversation moves on, and you slink back to your desk with your coffee. You know how important small talk is in the U.S., and you feel jealous of people like your colleague who can do it well — and with no remorse.
There’s nothing small about the role that small talk plays in American professional culture. People from other countries are often surprised at how important small talk is in the U.S. and how naturally and comfortably people seem to do it — with peers, subordinates, men, women, and even with superiors like Dr. Greer. You can be the most technically skilled worker in the world, but your ability to progress in your job and move up the corporate ladder in the United States is highly dependent on your ability to build and maintain positive relationships with people at work. And guess what skill is critical for building and maintaining these relationships? Small talk.
When searching for a job, the ability to make effective small talk is essential for creating a quick sense of rapport with potential employers. Once you secure a position, small talk is essential to bond with colleagues, create a positive relationship with your boss, and win the trust and respect of clients, suppliers, and people in your extended professional network. What is also crucial in the eyes of a potential employer, boss, or client is whether they feel they can trust you — and whether they like you and want to work with you. The ability to forge connections and relationships through small talk is a critical tool for achieving this purpose.
This is certainly true in formal situations such as an interview or a meeting, where small talk is often used as a friendly, lighthearted precursor to the main, “serious” portion of the discussion. It is also critically important during more unpredictable and unscheduled moments of organizational life, such as that impromptu chat you happen to have in the elevator with your boss or on the subway home. Or the discussion you have with a colleague or client seated next to you at a corporate event.
In all these situations, small talk is a critical tool for creating a personal bond. Although ultimately you will likely be accepted or rejected based on more concrete aspects of your work, the fact of the matter is that these interpersonal impressions matter a great deal along the way and can even shape how people judge your more technical production.
The problem, of course, is that small talk differs across cultures, not only in how it’s done, but also in terms of its role and importance in business communication. In many cultures — especially those with more formal rules for communication and with a strong emphasis on social hierarchy — it’s considered inappropriate to engage in casual conversation with superiors. In addition, it can also feel impolite and even dangerous to openly express your opinion during small talk, especially if it could potentially conflict with the other person’s opinion. For example, if you express your allegiance toward a particular team or a point of view about any other topic without knowing that of your colleague, you might put them in the uncomfortable position of having to either suppress their own preference or express something that conflicts with yours.
In many cultures, it can also be particularly inappropriate to make small talk with strangers or to share any personal information with someone you don’t know. America may be one of the only countries in the world where it’s common to strike up a personal conversation with a complete stranger.
Finally, the way that Americans ask others how things are going or how they are doing can feel superficial to people from other cultures who are used to providing an actual, elaborated answer to such questions. They might understandably assume that if someone is asking them how they are doing, the person is genuinely interested in the answer, when in the U.S., this may just actually be a ritualized way of greeting that doesn’t really actually demand a long answer — and, in fact, a long, elaborated answer to the question of “How’s it going?” would likely be inappropriate for most people in the U.S.
What can you do if you are from another culture and want to learn to use small talk in the U.S. to build relationships and establish trust? First, work hard to hone your own version of American-style small talk. Watch how others do it — the topics they cover, the tone they use, their style of verbal and non-verbal communication. You don’t have to mimic what they do; in fact, that would likely backfire because people would see you as inauthentic. But if you can develop your own personal version, that can go a long way toward making you feel comfortable and competence.
Second, as you are honing your style, also work hard to appreciate why Americans make small talk as they do from their cultural perspective. Yes, from your point of view, American small talk might feel superficial or irrelevant or unnecessary, but is that how Americans see it? The more you can appreciate the new culture from that culture’s own mind-set, the more legitimate you will ultimately feel adopting their norms.
So the next time someone asks you, “How’s it going?” or “What do you think of the weather?” don’t think of it as an imposition. See it as an opportunity! Use small talk just like Americans do — as a way to build and establish connections and to set the stage for potentially deeper relationships.
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Andy Molinsky is an Associate Professor of Organizational Behavior at the Brandeis International Business School. He is the author of the book Global Dexterity: How to Adapt Your Behavior across Cultures without Losing Yourself in the Process (HBR Press, 2013). Follow Andy on twitter at @andymolinsky.

Common Language Doesn't Equal Common Culture









by Andy Molinsky  |   10:00 AM April 3, 2013
“Finally,” you think to yourself as you board the plane to London for a series of business meetings with the British subsidiary of your American corporation. “I can finally travel somewhere without one of those cultural guidebooks for understanding how I’m supposed to behave in a new place.” In the last year alone, you’ve been to China, Korea, and India, and in each place, you’ve worked hard to learn the key differences in how people behave in each of these cultures and how business gets done. But on this final trip of the year to London, you’re pretty sure you can make it on your own. After all, how different could British and American people be in their behaviors and orientation at work?
Turns out, quite different! Just because two cultures share a common language or are in a similar part of the world does not necessary mean that they share a common business culture. This sounds like an obvious point, but it’s one that people often overlook when doing business overseas, especially in countries with superficial similarities that can mask important underlying differences. Assumptions like these can lead to awkward — or unprofessional — interactions in a different culture.
Let’s start with self-promotion, which is one of the strongest differences I found in my research over the past year interviewing managers in the U.S. and the UK. As anyone familiar with U.S. business communication culture knows, Americans aren’t shy talking up their accomplishments and selling themselves. We do it all the time — at job fairs, interviews, sales calls, performance evaluations, and when vying for prized internal assignments and positions. Of course, there are limits to self-promotion in the U.S. Not everyone feels equally comfortable selling themselves — nor is everyone equally adept at doing it — and some corporate cultures and contexts are more forgiving of self-promotion than others. But the overall point is that self-promotion is clearly a necessary and useful skill for getting ahead in the U.S. professional world.
In the UK, on the other hand, overt self-promotion isn’t only uncommon; it’s essentially taboo. Most Brits are very uncomfortable with being praised in public and are quick to deflect and deflate such compliments with a witty counter. You don’t promote yourself and your accomplishments to your British colleagues, and if you do, you’ll definitely suffer the consequences, most likely in the form of some serious “piss-taking” (mocking and ridicule). If you want to tell your boss what you have accomplished in the UK, describe it in a straightforward, non-exaggerated, fact-based manner. No embellishment and certainly no grandstanding. In fact, if self-promotion is an art in the U.S., the corresponding art in the UK is self-deprecation.
Another key difference between the two cultures is how emotionally expressive people are at work. In the U.S., it is culturally acceptable — even admirable — to show enthusiasm. When arguing for a point in a meeting, for example, it is quite appropriate to express your opinions enthusiastically. Or when speaking with a potential employer at a networking event, it is appropriate to express your interest enthusiastically. In fact, in this particular situation, the employer might interpret your interest as real and genuine because of the enthusiasm you express. Not true in the UK, where Brits are typically much more understated in their emotional expressiveness.
A great performance, for example, in the UK would typically be characterized as being “not bad.” Or when someone asks how you are doing, the typical answer is “fine” (as opposed to “Great!” or “Good!” as it might be in the U.S.). In general, people in the UK value moderation and self-control rather than emotional expressiveness. High fives aren’t part of the typical UK cultural repertoire. If you strike a really big deal or make a significant achievement at work, people will typically celebrate or congratulate, but with a certain level of self-restraint. They might very well be excited for a short time and celebrate with some light applause and congratulatory gestures; however, the level of outward, visible excitement would typically be far less than in the U.S. and last for a shorter time.
Of course, not all Americans are characteristic of the “typical” American style, nor are all Brits typically British. When considering how to act in any given situation that you happen to encounter, it’s important to know about other aspects of the culture you’re in as well. The culture of your industry might matter a great deal, for example (investment banking might have quite different norms in the UK, for example, than television or media). So too might your corporate culture (e.g., Google vs. Barclays), as well as the particular cultural background of the person or people you’re interacting with — especially since the U.S. and UK workplaces are comprised of people from so many different nationalities.
But still, despite these finer points, the overall message remains: Just because the U.S. and UK share a common language (and even that could be debatable), we don’t necessarily share a common business communication style. Realizing that superficial similarities can mask important underlying differences is a key point to remember no matter what culture you’re adapting to.
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Andy Molinsky is an Associate Professor of Organizational Behavior at the Brandeis International Business School. He is the author of the book Global Dexterity: How to Adapt Your Behavior across Cultures without Losing Yourself in the Process (HBR Press, 2013). Follow Andy on twitter at @andymolinsky.