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For those of you too young to know, Simon Wiesenthal was an Austrian-Jewish architectural engineer until the advent of Hitler. He survived three death camps in a four year period and became a world renowned, or reviled depending on your sympathies, Nazi hunter.

Wiesenthal’s words may have their roots in the Holocaust, but they apply equally well to today’s geopolitical situation, as well as more mundane stuff like work. You might think I’m exaggerating, but if you tone down the power of his words you’ll find a reflection of the office bully; the pointy haired manager; and other situations you face on a daily basis.

If you know from history the danger, then part of the danger is over because it may not take you by surprise as it did your ancestors.

Ancestors aside, tracking the historical actions of the people in your world protects you from being taken unaware.

Violence is like a weed – it does not die even in the greatest drought.

There are many kinds of violence and not all of them involve bodily harm; psyches are gossamer; abuse exists in many contexts.

What connects two thousand years of genocide? Too much power in too few hands.

Think this doesn’t apply to business? Think of the lives destroyed by Enron, the banking crisis, Bernard Madoff—there are many kinds of death and the destruction of dreams and hope is a type that often goes unacknowledged.

For evil to flourish, it only requires good men to do nothing.

True since time began, but good men and women often do nothing in and out of the business world.

Technology without hatred can be a blessing. Technology with hatred is always a disaster.

Technology covers a great deal of ground; in itself it is benign, but, like a car, it can maim and kill when mixed with anger, fear, hate or carelessness.

Freedom is not a gift of heaven, you have to fight for it every day,

Your personal fight is against whatever enslaves or endangers you, no matter the source. Just be sure in fighting that you don’t inflict the same damage on your foes.

Humour is the weapon of unarmed people: it helps people who are oppressed to smile at the situation that pains them.

And it is humor that wreaks the most havoc on your foes in the business world.

Human rights is the only ideology that deserves to survive,

Ideology has cost our world its peace, prosperity and maybe its future. Ideology eliminates rationality; I honestly believe that the minute people start thinking ‘yours is wrong, mine is right’ the trouble begins—and usually escalates.

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Way back in the late seventies I was telling clients that their company culture was important. I didn’t use the term, because it was considered ‘smoke and mirrors’; but culture has always been the deciding factor when a person joins a company or leaves and also the bedrock of innovation and productivity.

From tiny Elk River, MN, where a local president says, “Sportech’s culture is one of the company’s top competitive advantages,” to Canada where “Canada’s most-admired corporate cultures are outperforming the rest — despite the economic downturn” to Internet powerhouses like Amazon and Zappos to Southwest Air Lines all credit their strong performance to their cultures.

Yum Brands is hitting its current marks and laying the foundation for the future with a massive cultural overhaul.

Yum! Brands, the owner of chains such as KFC, Pizza Hut and Taco Bell, Dave Novak, the chief executive, is presiding over a training programme that he says is the “biggest culture-change initiative in the world today”, affecting all of the firm’s 1.4m workers spread across 112 countries.

Culture drives the success of the Ritz-Carlton according to its president Simon F. Cooper.

A culture is built on trust. And if leadership doesn’t live the values that it requires of the organization, that is the swiftest way to undermine the culture. No culture sticks if it’s not lived at the highest levels of the organization.

From the start, right along with the marketing and financial plans, Administaff co-founder Paul J. Sarvadi focused on a culture that would empower employees.

…very few people spend the amount of time and effort to develop their people plan,” says Sarvadi, co-founder, chairman and CEO of Administaff Inc. “What’s their people strategy? What is the culture they want in their company? What is their organization and leadership philosophy for the company? How do they want to award people?

Once upon a time Covidien was Tyco Healthcare (yes, that Tyco), a company going no where. It agitated to be spun off, dropped a toxic name, changed its culture and is now a $10 billion 41,000 employee global innovation powerhouse.

Covidien had to make changes to everything from its product development process to its employee evaluation and compensation program.

Whether you’re part of a giant enterprise or an individual out on your own reading stories about how other companies embedded the right combination of hard practices and the right MAP in their culture will show you what to do.

Sure, you’ll have to tweak the idea to fit your needs, but you’ll be surprised how similar the basics are once you strip away the trappings.

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Social media; stories about it are everywhere, but I find the most interesting are about what companies are doing and how its being used.

Let’s start with Twitter. Everybody has heard of Twitter, even people who have no idea what it is talk about it—like my friend’s great-granny. But it’s their smarts in innovation that is most impressive—they outsource it.

Twitter’s smart enough, or lucky enough, to say, ‘Gee, let’s not try to compete with our users in designing this stuff, let’s outsource design to them.’ –Eric von Hippel, head of the innovation and entrepreneurship group at the Sloan School of Management at M.I.T.

If you run a business these days you’re probably using Facebook or thinking about it—I know I am. So I found this article in the NY Times of great interest, especially since it’s written for folks, not pros.

You need to be where your customers are and your prospective customers are, and with 300 million people on Facebook, and still growing, that’s increasingly where your audience is for a lot of products and services. –Clara Shih, author of “The Facebook Era” (Pearson Education, 2009).

Do you know the key ingredient that helps police nab the bad guys? Stupidity—theirs. It used to be that they flashed their loot around and bragged to their friends, not they flash their loot and brag on Facebook.

Maxi Sopo thought he had made an excellent decision when he ran away to Cancun to escape a Seattle fraud prosecution. He also thought it would be a great idea to add a former Justice Department official as a friend and gush about his exploits on Facebook.

I love it when stupid gets stupider.

Last is an item that falls in the smart or stupid category—you decide. It asks the question; at what point does a CEO’s Facebook sharing cross the boundary to TMI (too much information)?

Recently Chip Conley, CEO of Joie de Vivre, a $230 million company with more than 3,000 employees, got enmeshed in a bit of a 2009 corporate culture snafu. Conley’s not your average Harvard MBA pinstriped buttoned-down corporate chieftan. He’s an entrepreneur. He writes his own rules. So to him, it wasn’t so strange to post some pictures of himself at the Burning Man whatever-it-is in the dessert on his Facebook fan page. Or to tweet on Twitter about the demise of his 8 year long relationship.

When his employees got upset he wrote about it on BNET. Read both articles and share your thoughts in comments.

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The word on the street is that people hate change.

But another school of thought says it’s not change, but how change is presented and implemented.

I agree with both statements.

Change must be presented intelligently, i.e., in ways that the people involved see the change as positive for themselves and for their situation.

This is the overt side of change that, at its best, addresses both the right and left side of your brain.

But what about the covert side of your brain—the part ruled by habit?

Anybody who has ended a habit, such as smoking, or modified an unconscious characteristic, such as rapid speaking, knows just how difficult it is to change/modify things of which you’re not even aware.

It is this covert side that makes change so difficult.

Any major action or situation has dozens of tiny associated habits and every one of them needs to change or, at least, be modified, because habits are never really broken—they are replaced.

For example, it is the hundreds of covert habits that make changing jobs so traumatic. On top of all the biggies—new company/culture/job/boss/colleagues—are the minutiae of functioning—route to work/parking/mass transit/restrooms/eating/etc.—this list is far longer than the overt list—and far more ignored.

Whether you are managing change for your team or changing yourself, ignoring the covert side allows all those niggling little habits to come back and bite you imperiling your success.

Look at both sides and make lists of what you find and think about how to deal with each, and don’t try to do it alone, it isn’t necessary and it makes a difficult effort harder.

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Most of you probably don’t remember, but a while ago I asked readers for help coming up with a new tag line. That was actually the second time I tried tapping my readership for help.

During the time I’ve been mulling your responses and advice (thanks Dave!) my blog was totally redesigned—no more road.

Today, for whatever reason, the tag has been boiling, instead of at a low simmer on the back burner, and what popped into my head was YOUR leadership breakthrough, which, while not terrible, didn’t really light fires, although it goes well with the new design.

I kept re-reading what you all said, especially Dave Crain’s advice, which I knew, but needed to hear again.

I think ultimately, you are the one that needs to come up with the tagline, if you want one. We can give you ideas, maybe even inspiration, but I think the “flash of inspiration” has to come from you. Only you have the passion and the insight uniquely individual to you.

I kept thinking about what I write (and rant) constantly, that leadership isn’t positional; anybody with initiative has the potential to be a ‘leader in the instance’—there when they see the need.

And that’s when it finally happened; I had an epiphany.

YOU + initiative = leadership

What do you think?

As to the winner, although all your input helped and he didn’t come up with the exact phrase, it was Dave’s words that drove me, so I’m declaring him the winner. I hope he enjoys The Three Laws Of Performance.

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Raising kids is about teaching values, among other things, but kids learn by watching more than by listening. “Do as I say, not as I do” just doesn’t fly these days.

Cheating is not only a good example, it’s a global one.

Everyone knows that cheating is wrong, yet in US surveys 64% of high school students say they have cheated, while 84% of undergraduate business students and a whopping 56% of MBA students also admit to cheating. Not only is cheating prevalent, parental action often condones it.

Since many of these same parents are leaders in the workplace, the results of a McKinsey survey asking “which capabilities of organizations as a whole are most important for managing companies through the crisis” should come as no surprise.

Ability to shape employee interactions and foster a shared understanding of values.

Only 8% thought that important, which placed ‘shared values’ dead last on the list of nine.

What was first on the list? The item considered the most important?

Ability to ensure that leaders shape and inspire the actions of others to drive better performance.

Number two isn’t much of an improvement.

Capacity to articulate where the company is heading and how to get there, and to align people appropriately.

All the research I’ve seen claims that the best way to avoid ethical lapses is to have sustainable ethics embedded deep in the company’s culture.

And the comments of Rick Wartzman, director of the Drucker Institute at Claremont Graduate University, really resonate.

Perhaps the oddest aspect of the McKinsey findings is the suggestion that providing leadership is somehow separate from promoting values. In fact, the two are bound together—the double helix of any corporation’s DNA.

One would think that means the company’s leaders understand the value of values and would proactively work to foster and embed them.

But no, these leaders, likely the same one whose kids admit to cheating, believe that visions trump values.

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Recently Dan McCarthy wrote 10 Ways to Get the Most from a 360 Degree Leadership Assessment and it’s really good stuff.

But the thoughts and actions that Dan recommends could just as easily be called ’10 ways to get the most from any feedback you receive.”

And I do mean any—feedback from bosses, peers and subordinates, of course, but also from spouses/partners, kids, close and extended family, friends, acquaintances and even strangers with whom you interact.

I recently told a client this and she was surprised. She said that most were logical and she sort of understood including acquaintances, but strangers made no sense to her.

So I explained.

Most people, most of the time, have the most positive interactions with those with whom we are close; in other words, we’re on our best behavior.

Sure, we may disagree, yell, fight, say unpleasant things on occasion, but, by and large, people are on their best behavior the closer the relationship.

That’s why many managers check to see how candidates treat the receptionist when they come in for interviews. I know of many times that managers rejected a strong candidate because of admin feedback. The feeling is that if they are rude to the admin they won’t play well on the team.

Strangers don’t think about giving feedback, but you do get reactions. It may only be a look that is gone in a flash, but that doesn’t lessen its value as feedback.

That means you need to stay aware of the reactions of the people around you, but that isn’t likely to happen when you’re intently focused or upset, which is when you’ll get the most feedback—often negative.

But what you don’t notice the people you hang with will, so ask them for feedback. Ask widely, ask often, listen well and then apply Dan’s 10 points, tweaked as needed for the situation.

Image credit: Rocket-Sputter on flickr

Now check out my other WW Evelyn Y. Davis says “don’t be shy”

Image credit: gregveen on flickr

(Click here to lean more about Ms. Davis, who, by the way, is still alive.)

Now check out my other WW how not to think

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