My father turned down a parental deferral and desk job during World War II, instead choosing to fight and served as an intelligence officer in the Pacific. He returned safely.
When he returned he clandestinely took up another cause, helping the Haganah in the fight to establish the State of Israel. He died in his sleep during a gun buying road trip along with two others when the driver also fell asleep.
Both were causes about which he felt strongly; both he was willing to fight for, but in one case he lived and the other he died.
To some he was a hero, to others a villain and to still others a fool, who risked his life when he didn’t have to.
I was looking through my articles to see what I would offer you and I realized that I had five I wanted to share, but they didn’t fit into a nice, neat category. I decided I didn’t care that it was an illogical collection, it fits my mood and an irrational dose of spring fever I’m enjoying along with the weather.
First up is a little story to make you think. I write a lot about accountability; I read this years ago and forgot all about it until I saw it again in a post from Dan McCarthy. Share it as often as possible; it sinks in far faster than anything else I’ve found.
This is a story of four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody‘s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn‘t do it. It ended that Everybody blamed Somebody when Nobody did what Anybody could have done.
Anyone who follows this blog knows that brain research fascinates me and this one is no different. Seems that laughter isn’t about funny, it’s a form of communication.
Laughing is primal, our first way of communicating. Apes laugh. So do dogs and rats. Babies laugh long before they speak.
Every week or so I receive an invitation to join Facebook that I politely refuse, explaining that I don’t do anything except LinkedIn. Many times they write back and ask why, so I thought it would be faster to post a link than to write every time and explain that I’m a digital dinosaur who still believes in an old fashioned concept called privacy—which seems to be disappearing whether by hook, crook or glitch.
On Wednesday, users discovered a glitch that gave them access to supposedly private information in the accounts of their Facebook friends, like chat conversations.
This one may offend some of my readers, but you don’t have to click the link. Again, long time readers are probably aware that I am vehemently opposed to the teaching of “intelligent design” or any other faith-based content, so I found the idea of someone evangelizing evolution through rap brilliant.
For Baba Brinkman has taken Darwin’s exhortation seriously. He is a man on a mission to spread the word about evolution — how it works, what it means for our view of the world, and why it is something to be celebrated rather than feared. To this end, he has concocted a set of mini-lectures disguised as rap songs.
Finally, a superbly intelligent explanation that, for me, answers the question of why the health care bill brought forth so much strong negative emotion. What do you think?
To find a prototype for the overheated reaction to the health care bill, you have to look a year before Medicare, to the Civil Rights Act of 1964. But it was only the civil rights bill that made some Americans run off the rails. That’s because it was the one that signaled an inexorable and immutable change in the very identity of America, not just its governance.
Crucial questions for startups and small businesses, since how they are addressed can make or break the company.
Often the most important hires made when a company wants to grow are in sales.
Founders and owners often have technical, marketing or business backgrounds and many have a tendency to shrug when it comes to sales.
They see hiring salespeople as no big deal—there is an assumption that as long as they have a good track record in their previous sales position and understand the new product they can manage themselves.
If this sounds off base to you, you’re right, it’s not that simple. To use a real-life example, I had a client who thought that way.
The CEO hired “Jack” (before my time), a salesman with a fantastic record selling a parallel product to the same market.
The CEO personally taught Jack the product line and explained what the company was working to accomplish and then pretty much gave him free reign.
In the year Jack was with them he sold only two accounts, spent a good deal of his time on marketing and managed one large client; commissions totaled only $15K.
When he left he went to work in a field completely unrelated to anything he’d done before and in a market about which he knew nothing. In his first year at the new company he earned over 125K in commissions.
The difference was management.
Based on his track record both the CEO and Jack assumed that he could manage himself.
However, Jack didn’t have, and didn’t create for himself, the structure, accountability, etc., necessary to be successful.
During his exit interview he admitted that although he had no knowledge or training in marketing, he spent substantially more time than he should have because it was new and exciting.
After the CEO and I had fully analyzed what happened he concluded that the failure was 80-20, with the 80% his responsibility.
Hind sight is 20/20 and my client believes that if he had taken the time to do what was needed, instead of expecting Jack to completely manage himself, that he would still be with the company and doing a spectacular job.
The important lesson here is that “self-starter” does not mean “self-managed.” Even the best will need direction, structure, and accountability in order to perform brilliantly.
Ask any employee at any level what motivates them the most
low performance standards
and 9 out of 10 will choose the second list.
So why do school boards do the opposite?
Many school districts follow the lead of the Dallas Independent School District, which follows the first list with slavish devotion.
What happens when the second list is followed instead?
One program is called early-college high school and it mixes college level courses with the normal courses taught in junior and senior years and is offered to at-risk kids, not the over-achieving elite.
“Last year, half our early-college high schools had zero dropouts, and that’s just unprecedented for North Carolina, where only 62 percent of our high school students graduate after four years,” said Tony Habit, president of the North Carolina New Schools Project, the nonprofit group spearheading the state’s high school reform.
In addition, North Carolina’s early-college high school students are getting slightly better grades in their college courses than their older classmates.
Started in 1994 as an experiment with 50 fifth graders in Houston’s inner city, KIPP has blossomed into the biggest U.S. charter school operator, with 82 schools for poor and minority children in 19 states.
KIPP now has an 85% college matriculation rate, compared with 40% for low-income students nationwide, according to a 2008 report card KIPP prepared and posted on its Web site. About 90% of KIPP’s 20,000 students are black or Hispanic; 80% qualify for subsidized meals.
The difference between the two lists can be summed up in one work—expectations.
The foundation of expectations is a belief that whatever it is can be accomplished.
We humans tend to strive to meet the expectations of those around us, be they bosses, friends, parents, teachers or school administrators.
Actions more than words tell us what is expected.
List 1 = low expectations and kids live up to them.
List 2 = high expectations and the kids live up to them.
I think if I read one more op-ed piece saying the path to improving US education is paved with better teachers I’ll scream.
I’m not saying that good teachers aren’t important, but I don’t believe that teachers are the root of the problems.
Before I start with examples, let me ask you this: how well would you perform if you were
terminated for insisting that projects not only be done, but done on time;
poorly compensated in comparison to most people with similar education and experience, but in other industries;
subject to pressure, tirades, insults and having people constantly go over your head to change your decisions; and
shown little respect by your direct reports, indirect reports and management.
Does that sound like an environment that would encourage you to do your utmost? I actually find it surprising that there are as many good, dedicated teachers as there are.
Staying with the current analogy, direct reports = students, indirect reports = parents and management = administrators.
Teaching is like any other form of work—it thrives in a good culture, sags, wilts and gives up in a bad one.
The Dallas Independent School System is a good example of what is happening. DISD is where the teacher was fired at the instigation of parents for being too tough and giving homework—the fact that the kids scored well on tests didn’t count.
It’s DISD that hired new teachers in 2007 with no way to pay them leading to a $64,000,000 budget shortfall that grew to about $84,000,000 in 2008. Their solution was to layoff the teachers—no damage to the administration idiots—maybe they all took math from teachers who passed them rather than lose their jobs.
Her rise in DISD in a span of three years has been frowned upon by some observers. She was making $87,000 as a division manager in 2006 and ended her career grossing around $140,000.
Some DISD trustees had questioned an organizational chart change that left her husband overseeing the department that she worked in. Her boss was reporting to her husband.
And then there is the saga of Taylor Pugh, AKA Tater Tot, who was growing his hair so he could donate it to a charity that makes wigs for cancer patients—but his suburban Dallas school saw it as reason for in-school suspension for violating the district dress code.
Back to our analogy. How engaged, productive and innovative would you be working for a company where management performed similarly?
Dallas isn’t alone; it has plenty of company across the country.
So before ranting and blaming the dismal state of US education on teachers, check out your district and state administrations—and then look in the mirror.
The Hart Research Associates poll showed that top executives are even more disliked than politicians. … The vast majority of potential jurors see corporate CEOs as greedy and willing to break the law.” –LA Times, 11/10/09
It’s a sad day when business leaders are lower on the trust pole than politicians. Actually, I didn’t think any group could be rated lower than politicians.
The saddest part is that the great majority of men and women running small, medium and even large companies don’t lie, cheat or steal; they aren’t particularly greedy and they don’t break the law.
The problem is that many of those who do fit the profile, and there are plenty, run high profile companies in the same or related industry—think financial services and autos to name two glaring examples.
I think part of what’s going on is the spread of the lemming mentality.
You see it a lot in the venture world. During the internet boom no matter how good your business plan if it wasn’t .com you could pretty much forget getting funded. These days the magic markets are green/clean tech, healthcare and mobile anything. In other words, if one jumps off a cliff all the rest will follow.
I have a friend who says that the more expensive the suit the lower his initial trust level; I might agree except that I’m sure that the folks wearing them are aware of the prejudice. Therefore, I have to believe that they are either arrogant enough to believe we are all dumb/disinterested/ignorant not to notice or they just don’t give a damn.
The real question in all this is what are we going to do about it?
Are we going to wring our collective hands, tar all business with the same brush, lament the mentality that drives our distrust and then let it all sink back into the muck when the economy turns around—out of sight, out of mind?
Or are we going to get active, demand better accountability, force business leaders to toe an ethical line and avoid our normal memory loss?