As most people do around the start of the year, I made the typical New Year’s Resolutions…be better at something, stop doing something else, be nicer to someone, etc. I also made the typical, “I’m going to lose weight and exercise more” resolution. Well, I’ve kept that one, and to date I’m 25 lbs lighter than I was on Jan 1. Not a huge change, but enough that my pants don’t fit for the right reasons.

While there are many different diet & exercise plans out there, many fairly extreme, mine was fairly simple. I needed to eat less, eat more balanced, and get more physical activity…the basics. I charted my day, kept track of what I ate, measured the calories (there are great, easy to use tools for this, and they’re free), and tried to get an additional 30 to 45 minutes of physical activity a day.

I wasn’t always consistent, and I definitely had my off days, but I began to get in a rhythm of what to eat and when, and how and where my exercise was going to happen. I could begin to tell what type of a day I was having. I began to understand more fully what foods worked for me and in what portions. My body began to adjust, and my attitudes and activities changed ever so slightly.

So here I am, 25 lbs lighter than I was at the start of the year. As should be expected, my weight didn’t just continue to drop, rather it was a bit more like a roller coaster. However, the overall trend line moved down.

So what does this have to do with business? I’ve read a number of business and learning books over my career. I’ve read about smart business practices, case studies, top companies and their executives, how to “do anything in 30 hours,” and so on. Many of these books can be a help to some and a hinderance to others. I have known individuals during my career who freeze up because of information overload. They cannot make a decision for fear of making the wrong one. They have forgotten the basics of their business and ultimately their success.

You can be successful in business keeping to the basics. One shouldn’t have the expectation that they will sit in their office and have ground breaking, world changing idea after idea. Those moments may come, but making the small course corrections is what keeps things rolling. The details may change from industry to industry, or job to job, however one thing that should be constant is giving an honest effort. I’ve managed thousands of people in my career, and I’ll take a less educated, less experienced person who will give me an honest day’s effort over a more educated and more experienced individual any day. Skills and knowledge can be taught & learned, however true, honest effort comes from a desire to work…to build something. That level of effort comes with integrity. They know when they are giving their best, and they don’t compare their effort to that of others.

The other constant is learning your business. I recently read the autobiography of Larry H. Miller, titled Driven. It’s a very interesting book detailing his work in the auto industry, ownership of the Utah Jazz, and his personal life. Early in his career in the parts side of the auto industry, he was determined to know everything about the parts he sold. He wanted to know how they fit on the car, why one part worked better than another, what the right combination of parts were to fix a problem, where everything was in the store, and how the business was run. He worked tirelessly to know the business.

In order to be great, we have to take one step at a time. We need to know our business, all the little intricacies, and how all the pieces fit together. When we get too comfortable with where we are, we lose sight of where we are trying to go. People, process, technology all pass us by. When we finally do look up we realize that much of what we do is obsolete.

Back to my weight loss for a moment. I had lost that 25 lbs by the end of May. Here we are almost at the end of June and I haven’t lost anymore. As I reflect on the past month I’ve become lazy again. I haven’t been careful with what I eat, and I haven’t been getting my increased physical activity. Thus, I’m stuck. Luckily I haven’t gained it back, but I’m not losing more…and I still have 50 lbs to lose.

A career is the same way. I have found at times in my career where I’m not giving my best effort and have stopped learning about my business. I do the same things every day, and usually fall into the misnomer that I can manage with email and from behind my desk. Usually, some measure of job dissatisfaction creeps in at this time, and I start thinking about the grass on the other side of the fence. However, once I “wake up” and start putting in my honest effort, and trying to see what I can improve, build, who I can develop, etc., the satisfaction returns. I begin to truly contribute to the success of my company, and I typically begin to have one or two of those great ideas to try and implement.

business · personal development · work

A couple of months ago a good friend of mine provided me a copy of a talk by Hugh Nibley entitiled “Leaders and Managers”. You can find a copy of the talk here. The speech was given as the commencement address at BYU on 19 August 1983. when Hugh Nibley was a professor emeritus. I have since read through he words a few times and have become truly fascinated with his comparison of ‘Leaders’ and ‘Managers’. While his words have many scriptural and spiritual ties, I wanted to briefly share my thoughts on the application of his ideas in the business world. I would highly recommend people take a moment to read through his talk. Nibley makes very good points about the vanishing leader and the rise of the manager. I feel it is important for all to understand, especially those seeking to be a leader in our world where leadership is so easily discussed, but so often absent.

Nibley takes some time at the first part of his address to discuss, of all things, the robes in which he and the gathered graduating students are dressed. He gives a bit of history of how they came to be and what they represent. He then gives this warning as a start to his discussion of leadership versus management:

“What is wrong, then, with the flowing robes? For one thing, they are somewhat theatrical and too easily incline the wearer, beguiled by their splendor, to masquerade and affectation. In the time of Socrates the Sophists were making a big thing of their special manner of dress and delivery. It was all for show, of course, but it was “dressing for success” with a vengeance, for the whole purpose of the rhetorical brand of education which they inaugurated and sold at top prices to the ambitious youth was to make the student successful as a paid advocate in the law courts, a commanding figure in public assemblies, or a successful promoter of daring business enterprises by mastering those irresistible techniques of persuasion and salesmanship which the Sophists had to offer.”

This first point is critical, though subtle. Throughout my professional career I have continually come into contact with individuals that “dress the part” in order to cover up their deficiencies in leadership. They use their clothing or title to keep people at a respectful distance, or to inspire awe and mystery in others. These others then learn the lesson that they too, must look the part. Thus begins the cycle, or shift, from leadership to management the Nibley states “…marks the decline and fall of civilizations.”

This statement is very bold, but also humbling. While discussing leadership and management, many of us would talk of the failure of a team or potentially even a business, but we would almost never discuss the fall of our civilization. It caused me to pause and reflect on me, and ask the question, “Am I a leader or a manager?”. Do I contribute to the building up of a strong civilization, or do I participate in the decline and fall?

Nibley describes leaders and managers as follows:

“The leader, for example, has a passion for equality. We think of great generals from David and Alexander on down, sharing their beans or maza with their men, calling them by their first names, marching along with them in the heat, sleeping on the ground, and first over the wall. A famous ode by a long-suffering Greek soldier, Archilochus, reminds us that the men in the ranks are not fooled for an instant by the executive type who thinks he is a leader.”

“For the manager, on the other hand, the idea of equality is repugnant and indeed counterproductive. Where promotion, perks, privilege, and power are the name of the game, awe and reverence for rank is everything, the inspiration and motivation of all good men. Where would management be without the inflexible paper processing, dress standards, attention to proper social, political, and religious affiliation, vigilant watch over habits and attitudes, and so forth, that gratify the stockholders and satisfy security?”

I have found no better definition of leaders and managers than this. All of us can look back on our personal and professional life and find a leader to whom we look. It may be a parent, family member, spiritual advisor, teacher, or mentor. This individual is beloved, has always made us desire to be better, and doesn’t seek to inflate themselves over us.

Many may say that management is needed. The minutia of our daily lives, both professional and personal, require management of things (time, tasks, money). I do not disagree with that. Necessarily, some of the manager must be in every leader. However, the issue comes down to motive. Do I seek to inflate myself, to get gain for me, in my actions? Or am I, as Nibley states, “inspired, caught up in a higher purpose, devoid of personal ambition, idealistic, and incorruptible.”

The problem with management is that it feeds on mediocrity. Nibley states:

“To Parkinson’s Law, which shows how management gobbles up everything else, he added what he calls the “Law of Injelitance”: Managers do not promote individuals whose competence might threaten their own position; and so as the power of management spreads ever wider, the quality deteriorates, if that is possible. In short, while management shuns equality, it feeds on mediocrity.”

All of us have seen this in the workplace. We all know a manager who is incompetent, arrogant, seeks his or her own, and kisses up to the boss. When others are promoted under this manager they seem to be the same sort of person. The bureaucracy then expands in both size and power.

As I look at my professional career (as well as personal life), and the positions that I have held and now hold. I am concerned about my devolution from leader to manager. I have long held that I am a leader, inspiring others to succeed. Lately, however, I’m not so sure. I’m concerned that the mediocrity that management feeds on has seeped into my methods and work. That scares me. I’m not one to be just part of the crowd. Affecting change is what I do best, and where I have been successful. Just like the anecdote of the boiling water and the frog, I’ve been getting comfortable in the increasingly warm/hot water. It’s time I jump out and get back to shaking things up again. I’m sure not everyone around me may be pleased, but isn’t that half the fun.

Again, I would encourage anyone reading this to read the address by Hugh Nibley. It is incredible, and fit for anyone looking to better understand leadership, management, and the need for one over the other. You can view it online here.

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I’ve blogged before about Patrick Lencioni and his books here. I recently finished his most recent book, “Getting Naked“. I would highly recommend it.  The book discusses the need for businesses to “get naked” with their customers and be all about helping them be better.  It means being vulnerable with your clients and working to make them better with no pretense or ulterior motive.  Check it out.

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I read an interesting Mashable article the other day about QR codes and how they are poised to hit the mainstream. It got me thinking about some possibilities in using them inside my IT organization, so I thought I’d put some of those thoughts down.

A QR code, or quick response code, is a bar code. Better said, it is a 2D bar code. Most people have seen them in advertising or on some items you may purchase. The interesting thing about them is the ability to tie them back to a set of information. For example, I recent switched to the Droid X from my iPhone. The app purchase/download process is a bit different, with the main difference being the use of QR codes for downloading apps on android. Many websites advertise their application for download, whether by a link you can browse to on your phone, or more simply opening your bar code scanning application on your phone and scanning a QR code on the screen which prompts you to download the application.

This got me thinking, what about using QR codes to inventory technology.  I’m talking more about a simple set of QR code stickers and a database of information, what about being able to inventory an office or a cubicle? In my current corporate environment we have approximately 250 workstations, 20 offices, a few conference rooms, reception areas, etc…  What about utilizing a QR code that tied to all the technology equipment in the office, cubicle, or conference room.  You may pull up a list of the hardware, versions, model numbers, IP addresses, phone extensions, last service, etc. What makes this powerful is that my entire IT support staff have smartphones (iphones or android).  A simple bar code scanner could read the code, pull up a URL or some other link to an application that houses all that information.  No longer do they need to run around with a laptop and spreadsheets to know the details, but rather they could scan and go. It would be interesting to see the cost savings in terms of productivity.  Maybe we’ll try that out.

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One of my favorite podcasts is Security Now with Leo Laporte and Steve Gibson.  This past week’s episode (#213) Steve discussed how simple it was to crack GSM.  You can scan through the show notes here. For those who don’t know, GSM (Global System for Mobile communications) is the cell phone technology for over three billion users worldwide, and has 80 percent of the cellphone market spread through 200 countries.  In the US, if you are on AT&T or T-Mobile you are running on GSM.  Obviously, this is a huge target.

By saying “it can be cracked”, I am actually saying that your conversations can be picked up by a radio receiver, decrypted using an open hardware solution that costs less than $1400 and managed with open source software.  This is some really scary stuff.  The GSM Alliance, the group responsible for the GSM standard, is burying their heads in the sand with respect to this breach.  Apparently, the weaknesses of GSM have been known for years, but no one has attempted to resolve them but rather rely upon security through obscurity.

I would suggest downloading the podcast and taking notes.  This could get ugly.

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Yesterday I started the last class of my MBA course work.  Yes, I know, its about time.  The class is global strategy.  Seemingly an interesting and applicable topic.  However, here is the challenge.  The professor teaching the class has had his PhD since 1975 and has been, essentially, in academia since.  Yesterday he gave us his bio and stated that he had two short stints in the professional world early on in his life but found that the accountability for decisions wasn’t what he was looking for so he returned to academia.  What?!?!  So you feel that because you’ve written, studied, and investigated global strategy, yet have never actually needed to make, implement, and live with strategic decisions you are qualified to teach this class of business executives (it is an executive MBA program) how to make appropriate strategic decisions?  It boggles my mind, and is incredibly frustrating.

My frustration has led me to think about the rest of the business world and how many people, in effect, state “do as I say not as I do or never have done.”  I’ve read a number of business books in the last few months and have been inspired in many ways to make changes in what I do.  However, I do research on the authors of these books, and look at their credentials and touch with reality.  I’m not naive or arrogant enough to think that people can’t teach me if they don’t have more experience than I do.  The are pieces of knowledge and wisdom out there for the taking.  I also recognize there are areas of knowledge that require research and investigation, i.e. economic modeling, chemistry, biology, etc.  However, I do expect that when I seek knowledge I expect to be taught by someone with valuable and applicable knowledge.  The material for this class is primarily made up of books and articles that were written before 1995.  Again, it is a global strategy class.  Please raise your hand if you actually think that global strategy hasn’t changed in the last 10 to 15 years.

Anyway, the point of this rant is be careful where you search for knowledge.  Be sure you have some background.  Just because some knowledge makes you feel good doesn’t mean it is true or valuable.  Buzzwords are far too often taken as knowledge in business.  It’s like fad diets to lose weight quickly, when everyone knows you need to cut calories, eat healthier, and exercise regularly.  There is no substitute for hard work, team cohesion, clear communication, and passion for success.

teach learn advise rant

I’ve recently been on a business/leadership book binge.  It helps that I listen to audiobooks to and from work.  Check out audible.com, I love their service.  However, I thought I would quickly blog about a few that I have recently completed, some for the second, third, or even fifth time.

First,  Leadership and Self-deception by The Arbinger Institute.  This book is one of the most impacting leadership book I’ve ever read.  It speaks to not what you do but why you do it.  The focus of the book is changing your motives and way of being toward people…recognizing how we are driven and how to improve.  It is an easy read, as the book is written in the story/parable format. I highly recommend the book to anyone looking to improve in their professional or personal life.

The Four Obsessions of an Extraordinary Executive by Patrick Lencioni.  I really enjoy Lencioni’s work and have read almost everything he has written.  This book, however, is one of his most impactful.  Again, the book is written in the story/parable format, but the latter fourth of the text is actually instructions on implementing the four obsessions, which are:

1. Build and maintain a cohesive leadership team
2. Create organizational clarity
3. Over-communicate organizational clarity
4. Reinforce organizational clarity through human systems

This book is a “must read”, in my humble opinion, for anyone in an executive position or striving to be an executive.  The first time I read this book I was a project manager for a large financial institution with no direct reports.  Many of the principles didn’t really hit home at the time, but it started the foundation.  I’m now a Vice President of an organization with a reasonably sized team and I see the obsessions in a bit of a different light. 

Pick up these books and check them out.  It won’t be a waste of your time.

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