The Call Center Leader Part 5 – Tacit Knowledge Combined with the Power of 4-C’s Produces Competitive Advantage

Tacit Knowledge, as a competitive advantage, remains a highly misunderstood topic in business due primarily to the difficulty in spotting, acknowledging, and then measuring this form of knowledge.  Because managers, who preempt application, see tacit knowledge as a threat, leadership is required to implement its benefits.  Tacit knowledge relies upon people implementing daily processes and procedures.  Tacit knowledge as a competitive advantage requires freedom to improve those processes and procedures of daily work to understand how to improve.  The principles of tacit knowledge are discussed and enhanced by Ambrosini and Bowman (2001) providing excellent discussion material for leaders to contemplate.

In detailing an operational definition of tacit knowledge, Ambrosini and Bowman (2001) designed a definitive definition for tacit knowledge as “context specific, … [generally] acquired on the job or in particular situations.”  Proceeding further, Nonaka (1991) reiterated that tacit knowledge is “… deeply rooted in [both] an individual’s action and commitment [to] a profession, product, market, work group, or team.”  Tacit knowledge contains elements of “practical knowledge” and remains “difficult to describe” unless the knowledge is described as a “process” to perform work.  Taken together, tacit knowledge is a person’s commitment and knowledge gained in experience to understand processes and improve the same.

Let’s use an analogy to drive this point home.  John works for call center A; Mark works for call center B.  The leadership in call center B is very demanding, but rewards those who meet the challenges and provides freedom for front-line personnel to meet customer needs.  Call center A does not demand much from front-line personnel except to perform their jobs as dictated, and managers are in place to ensure the job is done and nothing more.  Both call centers have high employee churn numbers, both call centers are matrix driven, and performance is measured in seconds; both call centers compete with each other for the same customer base.

Because Mark has freedom and call center B is willing to reward, Mark has been focused upon improving daily operations and customer support.  Mark sends several ideas to his manager and onto senior call center leadership.  Several of Mark’s ideas find their way into organizational change and are implemented.

John has a personal desire to see call center A succeed and develops ideas to improve customer support while decreasing organizational inertia.  John’s manager sees these ideas, discovers the ideas are good, and decides to take them as their own.  John is pressured to leave call center A over the next 8-10 months; by this time, the ideas are practically worthless and cannot be implemented due to shifts in business conditions.

Tacit knowledge was at play in both scenarios.  Call center B employed tacit knowledge to compete.  Call center A employed tacit knowledge to thwart and denigrate.  Herein also lies the leadership challenge and the need to understand and implement the principles of combining competition, collaboration, compromise, and cooperation, also referred to as the “Principle of 4-C’s” (4-C’s).  Thomas (1992) extols the virtues of combining competition, collaboration, cooperation, and compromise as a tool to achieve success in conflict resolution, organizational improvement, and people development.

The continued application of all four principles, cooperation, collaboration, compromise, and competition, provides fertile ground for resolving problems and advancing organizational objectives.  These 4-C’s must work together with no single principle more important than the other.  Like the four-legged stool my grandmother used to reach high cupboards, the stability of the stool depended upon all four legs to ensure strength and flexibility to work exactly.  Compromise and competition do not work without collaboration and cooperation.  They are all interconnected, and the business leader, wanting to lead well, would remember this relationship.

Collaboration is strengthened by cooperation, compromise, and competition.  Competition must end in collaboration, cooperation, and compromise; in fact, competition will breed collaboration and cooperation to reach a compromise, before those being competed against provide collaboration, cooperation, and compromise, and remain attached and honored as successful means to reach the desired win-win agreement.  The fires of competition are crucial to purifying those collaborating, compromising, and cooperating into a single honed unit that can more effectively work together.  Cooperation can do nothing without the shared responsibilities of collaboration and compromise; when competition is added, the cooperation is strengthened.  Compromise without cooperation or collaboration is ineffective, and competition is an added value to ensuring stronger compromise.  None of these can stand alone without elements of the others to support, edify, and multiply; along with the stated relationship comes the knowledge that if the agreement is not win-win the agreement is a straight lose scenario.

The inherent discussion above is condensed from Thomas (1992), who advocated this combined approach to organizational design as a masterstroke to getting people working together.  The same basic philosophy can be seen in the writings of Goldratt and Cox (2004), Lencioni (2002), Lundin, Paul, and Christensen (2000), Boynton and Fischer (2005), and Boylan (1995), among many others.  Notably, these principles have been understood throughout time.  Jucius (1963), in speaking of the broader issues in personnel management, understood the combined power of collaboration, cooperation, compromise, and competition and wrote extensively about how to use these effectively in the organization.  Cruickshank and Davis (1958) understood these principles to be a combined and more effective tool than separate strategies of the same general direction and strove to ensure business leaders understood the practical application and inherent need for the organization to adhere to these principles as a combined effort of all organizational members.  McNichols (1963) endeavored to keep these items combined in the minds of executives; thus, empowering them to discover solutions employing all the strengths in the consolidated collective use of competition, collaboration, compromise, and competition.  The empowerment felt combining these tools elevates the individual focus into a collected focus, and the solutions for an organization are improved dynamically.

Examples of the combined efforts of collaboration, competition, compromise, and cooperation are found in the writings and research of Collins (2001 & 2006), Collins and Hansen 2011), and Collins and Porras (1994).  These books contain many organizational examples of companies employing the combined strategy as outlined and collectively harnessing the power in cooperation, compromise, collaboration, and competition to make the long-lasting change from “Good to Great” organizations.  Collins (2001) discusses Walgreen’s transformation and employs the combined power into the new highly successful Walgreen’s store model.  Mitchell (2003) discusses the same principles as CEO of Mitchells/Richards Clothing Stores.  By embracing the combined power contained, this CEO has kept the family business growing.  Both organizations, Walgreen’s and Mitchells/Richards, embraced the energy of collaboration properly supported by compromise and collaboration and invested in internal and external competition to drive the needed organizational changes.  What Collins proves is that the collective power is not particular and rare, but available to all who choose to combine not separate, collect not disburse, connect and retain not divide, partition, and mutate.  Leadership demands higher practical performance than management (Robinson, 1999; Punia, 2004; and Mintzberg, 1980).

The ability to rise higher must include all the attributes, strengths, and collective power found in collaboration, competition, cooperation, and most especially compromise.  Having standards does not mean compromising personal or organizational standards for collaboration.  Having standards is the discovery of common ground in collaborating for a common goal, enhanced in the fires of competition.

How does a leader begin to take tacit knowledge and combine it with the power of cooperation, competition, collaboration, and compromise, to achieve positive results; the answers are quite simple.

  1. Allow and encourage idea submission. As a small business consultant, I am continually amazed at how many ideas are already in the minds of current employees to improve the organization.  Open lines of communication in the organizational hierarchy for ideas to percolate.  Train the employees to use these lines of communication.  I cannot count how many times I have heard frustrated employees say, “I do not know who to submit my ideas to.”
  2. Train people to think and improve. Quality control is not just for the quality group to monitor.  Quality assurance is a minute-by-minute process every employee should be engaged upon to help the company improve.  Train this principle from day one with new employees and revisit this idea at least quarterly and every time idea submission drops.
  3. Competition is for external forces, but the 4-C’s principle is for everyone internally. Why have customer service teams competing against each other creating division and chaos inside the company?  While sometimes healthy, many times petty in-house competition does nothing but destroy, denigrate, and deride already stressed and harried people.  Stop tearing the company down in the front-line; cease the petty competitions between teams.
  4. Rewards and awards must contain value to the individual or they are meaningless. I worked with an employee who had an award from a previous employer on his desk.  The award was a horse’s rear-end in bronze, and the employee was exceedingly proud of having been part of the team that won that particular award.  The employee had not worked for that company in 20-years, but remains proud of that award and the reward that came along with it.  I was also part of a call center that handed out awards that went into the trashcan before the end of the award ceremony.  Rewards and awards must be valuable to the recipient.  To make this happen, choose to build people by showing the award and reward.  Why is the Stanley Cup in the NHL so coveted? Individual teams and players are inscribed permanently as a reminder of greatness; more importantly, everyone in the NHL sees the cup.  This is a pattern that can be and should be replicated in the call center; just do not let the competition become chaotically competitive or meaningless and petty.  Remember, many teams in the NHL have never won the Stanley Cup.
  5. Tacit knowledge has value. Cherish this knowledge as the genetic power of the company to thrive.  Ask questions, listen to the answers, and remember the person providing input.  Too often the person providing input is not recognized, and this failure to recognize contributions does tremendous harm to morale, dampening desire to contribute, and removing further access to potentially amazing results.

Finally,

5.5 Let the tacit knowledge and award/reward systems live.  Tacit knowledge has a life cycle as sure as every product, service, work process, and daily procedure.  Allow change to live, allow knowledge to live, and allow the freedom to change to meet new needs.  This is probably the most important point in this list of actions leaders can take to employ tacit knowledge as a competitive strategy.  Recognize the life cycle of ideas and stop being afraid of employee freedom and change.

References

Ambrosini, V., & Bowman, C. (2001). Tacit knowledge: Some suggestions for operationalization. Journal of Management Studies, 38(6), doi: 0022-2380

Boler, J. (1968). Agency. Philosophy and Phenomenological Research, 29(2), 165-181.

Boylan, B. (1995). Get Everyone in Your Boat Rowing in the Same Direction. New York, New York: Barnes & Noble.

Boynton, A., & Fisher, B. (2005). Virtuoso teams: Lessons from teams that changed their worlds. FT Press

Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New York, NY: Harper Collins Publishers.

Collins, J. (2006). Good to great and the social sectors: A monograph to accompany Good to great. London: Random House Business.

Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and luck: Why some thrive despite them all. New York, NY: HarperCollins.

Collins, J., & Porras, J. (1994). Built to last: Successful habits of visionary companies. New York: Collins Business Essentials – A Collins Business Book: An Imprint of Harper Collins.

Cruickshank, H., & Davis, K. (1958). Cases in management (2nd ed.). Homewood, Ill.: R.D. Irwin.

Goldratt, E. M., & Cox, J. (2004). The goal: A process of ongoing improvement. (Third Revised ed.). Great Barrington, Massachusetts: North River Press.

Hickman, G. (2010). Leading organizations: Perspectives for a new era (Second ed.). Thousand Oaks, Calif.: Sage Publications.

Jucius, M. (1963). Personnel management (5th ed.). Homewood, Ill.: R.D. Irwin.

Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Hoboken, NJ. John Wiley & Sons.

Lundin, S. C., Paul, H., & Christensen, J. (1996). Fish! A remarkable way to boost morale and improve results. New York, New York: Hyperion.

McNichols, T. (1963). Policy making and executive action; cases on business policy (2nd ed.). New York: McGraw-Hill.

Mintzberg, H. (1980). Structure in 5’s: A synthesis of the research on organization design. Management Science (Pre-1986), 26(3), 322. Retrieved from http://search.proquest.com/docview/205849936?accountid=458

Mitchell, J. (2003). Hug your customers: The proven way to personalize sales and achieve astounding results. New York, NY: Hyperion.

Punia, B. K. (2004). Employee empowerment and retention strategies in diverse corporate culture: A prognostic study. Vision: The Journal of Business Perspective, 8(81), 81-91. doi: 10.1177/097226290400800107

Robinson, G. (1999). Leadership vs management. The British Journal of Administrative Management, 20-21. Retrieved from http://search.proquest.com/docview/224620071?accountid=458

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal Of Organizational Behavior, 13(3), 265-274.

© 2016 M. Dave Salisbury

All Rights Reserved

 

 

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The 4-C’s of Effective Leadership: Collaboration, Compromise, Cooperation, and Competition Are Desperately Needed – A Leadership Primer

Probably the most egregious and recognizable, contentious, viral moral and ethical dilemma spanning generations of workers across the world has to be the rise of labor unions.  Starting with late 1800 immigrant families, in America specifically, a desire to improve the workplace arose, and rightly so.  With child labor permanently injuring and maiming, the poor working conditions, and the repressive policies of the day, workers wanted protection and found it by unionizing.  First generation immigrants in America taught their children socialized employment structures from their old countries that began to change the American employment structure.  The lure of unions, the protection of unions, and the religion of organized labor unions were taught in homes.  My wife, a second-generation immigrant from the “Traditionalist Generation” (Hickman, 2010, p. 478), relates stories of how disadvantaged working conditions were for her grandfather and father until they were forced to join unions.  Benefits, wages, time off, and other accouterments became entangled into the lure of unions, and high union demands caused the closing and bankruptcy of many companies.

Hickman (2010, p.478) would call my father a “Baby Boomer,” who related stories of how advantageous unions are as being taught from his extended family.  For my generation, “Generation X” (Hickman, 2010, p.478), I saw firsthand how reprehensible and destructive union organizations are and shunned them.  Finally, labor unions are reporting the “Millennials Generation” (Hickman, 2010, p.478) as not being interested in labor unions as a majority, and union membership is plummeting among “Generation X and Millennials,” this despite what research relates is a predisposition towards favoring the concept of labor unions (US Chamber of Commerce, 2014).

While there are many reasons why unions are unethical, the main focus for this post is simply that people are not treated equally under union oppression.  Unions suppress the desire to work together or cooperate, then infest the attitude of “us vs. them” into every relationship in the business organization, thus destroying any concept of competition, removing collaboration, refusing every aspect of compromise, but first killing cooperation.  Ethical Dilemma Examples (n.d.) reports the various ethical divisions as:

  • “Normative Ethics – The largest branch deals with how individuals can figure out the correct moral action that they should take…
  • Meta-Ethics – This branch seeks to understand the nature of ethical properties and judgments, such as, if truth-values can be found and the theory behind moral principals.
  • Applied Ethics – This is the study of applying theories from philosophers regarding ethics in everyday life…
  • Moral Ethics – This branch questions how individuals develop their morality, why certain aspects of morality differ between cultures and why certain aspects of morality are generally universal.
  • Descriptive Ethics – This branch is more scientific in its approach and focuses on how human beings actually operate in the real world, rather than attempt to theorize about how they should operate.” (Ethical Dilemma Examples, n.d.)

Interesting in this discussion is that the case can be and should be made for the unethical state of unions in each of the above examples.  By not treating all fairly, the leadership challenge becomes one to accommodate all while offending none, but since labor unions by default are always aggrieved, the leadership challenge becomes one of showing equal treatment under the law and continuing to allow labor unions to make grievances where no grievance exist.  Millennials and Gen-X’ers are aware of the plots and ploys of labor unions, desire fair and equitable treatment based upon merit more than demographic alignment and insist upon equity and strong moral character in all employees, especially in managers and leaders (Hickman, 2010; & US Chamber of Commerce, 2014).  The genetic mold of labor unions being good to the exclusion of all else is a myth that is dying.  My parents were disheartened by union membership.  While they continue to embrace the “hope” of a labor union, the reality is far different, and none of their children ever considered joining labor unions, even when incentivized to join.

A major part of the ethical dilemma unions embed into a business culture is that of competition over cooperation, but not normal competition, a mutated and unethical form of competition where means are overlooked and justified if the ends are sufficiently lucrative to the individual in power.  The first casualty in a labor union takeover of a business is the cooperative nature between people dedicated and possessing passion working together towards a common goal.  Cooperation dies, labor unions thrive, and competition infests businesses without labor unions due to the business owners, managers, and stakeholders fears of workers.  A perfect example is the dysfunction of government where unions represent the front-line workers.  No work is accomplished, taxpayer dollars are wasted, bureaucratic inertia abounds, and the labor union is the only party thriving.  The workers in government show they can get away with demanding a specific change, then non-governmental unionized employees make the same attempt, creating more fear of the non-unionized employees making demands the business leaders would have to honor or address.

No advantages in labor union controlled organizations occur between cooperation and competition because many pertinent principles are being forgotten; compromise and collaboration are first needed to begin to form advantages or disadvantages.  Thomas (1992) extols this approach due to conflict resolution; so, the continued application of all four principles, cooperation, collaboration, compromise, and competition, provides fertile ground for resolving problems and advancing organizational objectives regardless of labor union involvement.  These four principles must work together with no single principle more important than the other.  Like the four-legged stool my grandmother used to reach high cupboards, the stability of the stool depended upon all four legs to ensure strength and flexibility to work exactly.  Compromise and competition do not work without collaboration and cooperation.  They are all interconnected, and the business leader, wanting to lead well, would remember this relationship.

Collaboration is strengthened by cooperation, compromise, and competition.  Competition must end in collaboration, cooperation, and compromise; in fact, competition will breed collaboration and cooperation to reach a compromise, before those being competed against provide collaboration, cooperation, and compromise, and remain attached and honored as successful means to reach the desired win-win agreement.  The fires of competition are crucial to purifying those collaborating, compromising, and cooperating into a single honed unit that can more effectively work together.  Cooperation can do nothing without the shared responsibilities of collaboration and compromise; when competition is added the cooperation is strengthened.  Compromise without cooperation or collaboration is nothing, and competition is an added value to ensuring stronger compromise.  None of these can stand alone without elements of the others to support, edify, and multiply; along with the stated relationship comes the knowledge that if the agreement is not win-win, the agreement is a straight lose scenario.

The inherent discussion above is condensed from Thomas (1992), who advocated this combined approach to organizational design as a masterstroke to getting people working together.  The same basic philosophy can be seen in the writings of Goldratt and Cox (2004), Lencioni (2002), Lundin, Paul, and Christensen (2000), Boynton and Fischer (2005), and Boylan (1995) among many others.  Notably, these principles have been understood throughout time.  Jucius (1963), in speaking of the broader issues in personnel management, understood the combined power of collaboration, cooperation, compromise, and competition and wrote extensively about how to use these effectively in the organization.  Cruickshank and Davis (1958) understood these principles to be a combined and more effective tool than separate strategies of the same general direction and strove to ensure business leaders understood the practical application and inherent need for the organization to adhere to these principles as a combined effort of all organizational members.  McNichols (1963) strove to keep these items combined in the minds of executives; thus, empowering them to discover solutions employing all the strengths in the consolidated collective use of competition, collaboration, compromise, and competition.  The empowerment felt in combining these tools elevates the individual focus into a collected focus, and the solutions for an organization are improved dynamically.

Examples of the combined efforts of collaboration, competition, compromise, and cooperation are found in the writings and research of Collins (2001 & 2006), Collins and Hansen 2011), and Collins and Porras (1994).  These books contain many organizational examples of companies employing the combined strategy as outlined and collectively harnessing the power in cooperation, compromise, collaboration, and competition to make the long-lasting change from “Good to Great” organizations.  Collins (2001) discusses Walgreen’s transformation and employs the combined power into the new highly successful Walgreen’s store model.  Mitchell (2003) discusses the same principles as CEO of Mitchells/Richards Clothing Stores.  By embracing the combined power contained, this CEO has kept the family business growing.  Both organizations, Walgreen’s and Mitchells/Richards, embraced the energy of collaboration properly supported by compromise and collaboration and invested in internal and external competition to drive the needed organizational changes.  What Collins proves is that the collective power is not particular and rare, but available to all who choose to combine not separate, collect not disburse, connect and retain not divide, partition, and mutate.  Leadership demands higher practical performance than management (Robinson, 1999; Punia, 2004; and Mintzberg, 1980).

The ability to rise higher must include all the attributes, strengths, and collective power found in collaboration, competition, cooperation, and most especially compromise.  Having standards does not mean compromising personal or organizational standards for collaboration.  Having standards is the discovery of common ground in collaborating for a common goal, enhanced in the fires of competition.

References

Boler, J. (1968). Agency. Philosophy and Phenomenological Research, 29(2), 165-181.

Boylan, B. (1995). Get Everyone in Your Boat Rowing in the Same Direction. New York, New York: Barnes & Noble.

Boynton, A., & Fisher, B. (2005). Virtuoso teams: Lessons from teams that changed their worlds. FT Press

Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New York, NY: Harper Collins Publishers.

Collins, J. (2006). Good to great and the social sectors: A monograph to accompany Good to great. London: Random House Business.

Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and luck: Why some thrive despite them all. New York, NY: HarperCollins.

Collins, J., & Porras, J. (1994). Built to last: Successful habits of visionary companies. New York: Collins Business Essentials – A Collins Business Book: An Imprint of Harper Collins.

Cruickshank, H., & Davis, K. (1958). Cases in management (2nd ed.). Homewood, Ill.: R.D. Irwin.

Ethical Dilemma Examples. (n.d.). Retrieved November 29th, 2014, from http://examples.yourdictionary.com/ethical-dilemma-examples.html

Goldratt, E. M., & Cox, J. (2004). The goal: A process of ongoing improvement. (Third Revised ed.). Great Barrington, Massachusetts: North River Press.

Hickman, G. (2010). Leading organizations: Perspectives for a new era (Second ed.). Thousand Oaks, Calif.: Sage Publications.

Jucius, M. (1963). Personnel management (5th ed.). Homewood, Ill.: R.D. Irwin.

Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Hoboken, NJ. John Wiley & Sons.

Lundin, S. C., Paul, H., & Christensen, J. (1996). Fish! A remarkable way to boost morale and improve results. New York, New York: Hyperion.

McNichols, T. (1963). Policy making and executive action; cases on business policy (2nd ed.). New York: McGraw-Hill.

Mintzberg, H. (1980). Structure in 5’s: A synthesis of the research on organization design. Management Science (Pre-1986), 26(3), 322. Retrieved from http://search.proquest.com/docview/205849936?accountid=458

Mitchell, J. (2003). Hug your customers: The proven way to personalize sales and achieve astounding results. New York, NY: Hyperion.

Punia, B. K. (2004). Employee empowerment and retention strategies in diverse corporate culture: A prognostic study. Vision: The Journal of Business Perspective, 8(81), 81-91. doi: 10.1177/097226290400800107

Robinson, G. (1999). Leadership vs management. The British Journal of Administrative Management, 20-21. Retrieved from http://search.proquest.com/docview/224620071?accountid=458

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal Of Organizational Behavior, 13(3), 265-274.

US Chamber of Commerce. (2014). Article: General Foundation – The Millennial Generation Research Review. Retrieved November 29, 2014, from http://www.uschamberfoundation.org/millennial-generation-research-review

© 2016 M. Dave Salisbury

All Rights Reserved

 

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Confirm thy soul in self-control – Thy liberty in law!

From “America, the Beautiful” by Katharine Lee Bates (1913) comes the principles of this post and its title. This phrase comes from the second verse of the song after requesting “God” to “mend thine every flaw.” While many will consider this either religious or political, the principles being discussed transcend labels and form the bedrock of good followership, which is simply being a good leader without the title and responsibility.

The principles of self-control are paramount to living in any society, but especially in the American Society consisting of a Constitutional Republic. For example, rules and laws exist in a society as they do throughout the universe because there is no right or wrong without them, and tumult, discord, terror, and chaos in the absence of rules and laws result. The principles of self-control will prevent those laws from ever needing to be enforced provided control of selfish desires are properly employed. According to Webster, self-control is all about controlling one’s own emotions and desires or the expression of those desires in one’s behavior.

Self-control is the foundation to freedom. There cannot be any society without self-control of the individual members and that requires a sense of morality. Lack of self-control forms barbaric societies where the biggest/strongest get their needs and appetites fed and everyone else can suffer. We see this style of thinking with President Bill Clinton and the long list of sexual appetites displayed, and President Obama through his long list of vacations, foods, and family trips, along with many other federal, state, and local politicians; lack of self-control leads to barbaric actions, feeds one’s own appetites to the detriment of all other societal members, and ultimately concludes with the frustration and destruction of society as a whole. Rome was a nation that tried to curb appetites using law not moral action, refusing to stress the need for individual self-control in all citizens as a paramount virtue, including its politicians, and fell gloriously. To avoid falling, America needs to remember self-control and the liberty created through proper self-control.

The concept of law being liberating is as foreign to many as saying, “War is kind,” a concept from the poet Stephen Crane. The concept of law as being liberating stems from the foundational principles of self-control and the lessons of Alexis de Tocqueville, “Liberty cannot be established without morality, nor morality without faith.” John Adams said something very similar, “We have no government armed with power capable of contending with human passions unbridled by morality and religion… Our Constitution was made only for a moral and religious people. It is wholly inadequate to the government of any other;” thus, driving home the point that self-control is the first foundational building block of a moral society, the chief cornerstone, and the mortar upon which laws are cemented into the resulting society. If the mortar of self-control becomes cracked and splintered, the entire construction of society crumbles.

Consider ENRON and the debacle that occurred with this organization, which began with flaming success and crashed and burned into abject horror and misery. The business was originally built upon self-control, good leadership, and correct principles. Then, a new leader came into power who lacked self-control, refusing to follow established accounting principles, preferred to be a barbarian feeding individual appetites and lining his own pocket, and launched a meteoric rise in ENRON while also launching the demise and destruction of the same. When leaders lack self-control, followers will abandon self-control and follow the leader into destruction.

Self-control is difficult, but liberating. Self-control is a challenging taskmaster, and choosing to exercise self-control remains the chief lessons of childhood. Consider the story of the “Affluenza Teen;” because the parents did not teach self-control, self-restraint, and consequences for poor behavior, the child abandoned any sense of wrongdoing, and society now must take responsibility to teach the child how to behave. The “Affluenza Teen” learned that a lack of self-control is a good thing from the only teachers available, his parents. This is a replicating story in millions and millions of lives every single day in America currently. Lack of parental involvement advocating a lack of being held accountable and the only lesson learned being feed your appetite without restriction caused the “Affluenza Teen” less liberty, less freedom, and less ability to thrive. Appetites, desires, and passions must be controlled to enjoy liberty and freedom and discover other life enjoyments.

There remains a strong connection between self-control and liberty, so before God “may mend thine every flaw,” we must learn and teach self-control as the true path to freedom, as the only path to liberty, and as the main responsibility of societal members to other members in the same society. This means a return to morals and ethics as taught by religion; no, this does not advocate one religious belief system over another, as freedom of religion is a right. This means advocating for a return to religion from the wastes of “free love,” popularized in the 1960’s flower power generation, that has stripped America of much of her beauty. Those lacking self-control created multiple generations of Americans, who prefer to speak about “Rights” without shouldering any of the “Responsibilities.” Hence, self-control was the first victim of the 1960’s “Hippie Movement,” and self-control remains in the hospital on life support while society has crumbled, wilted, and died in the ensuing period of time.

In short, the chains of not possessing self-control are strong and choking the life out of American Society. We have lost liberty to government and bureaucrats of government. Those lacking self-control are honored and immortalized, e.g., “Kardashian’s,” “Clinton’s,” “Pelosi,” “Obama’s,” and so forth, while those with honor and integrity are scandalized and harangued, e.g., “Ronald Reagan,” “Benjamin Franklin,” “Robert E. Lee,” “Margaret Thatcher,” and so forth. Leaving politics and political affiliation out of the discussion, those with the most self-control enjoy the most liberty and those with the least self-control enjoy less liberty.

Some erroneously make the argument that they are freer for having less self-control except that the items being pointed to reflecting liberty are nothing more than selfish desires of the individual wanting the same appetite fulfillment. For example, according to tabloids and media, the “Kardashian’s” are symbols of sexual immorality and are filling this appetite. Sexual immorality is the epitome of enslavement and remains highly addictive. Sexual impropriety is life threatening. Sexual impropriety is an insatiable appetite, consuming everything good unless bridled, and controlled; but worst of all, sexual impropriety is mind altering leading from one perversion to another until the person is left an empty shell, damaged goods, unable to distinguish between right and wrong.

Where is liberty to be found? Control of appetites and passions has been handed down from the 1960’s as immoral, immaterial, old-fashioned, and out dated. Engaging in immoral, uncontrolled sexual permissiveness often leads to unwanted pregnancies and sexually transmitted diseases. Planned Parenthood’s success rates are an indicator. How often does lack of sexual self-control lead to sexually transmitted diseases (STD’s)? The Center for Disease Control (CDC) has a special website just for STD’s. The symptoms of no sexual self-control are all around us. Media companies advertise alcohol and sex with no control or limitations as a good thing and warn in the same commercial break of rampant problems from the lifestyle lacking self-control.

There is no freedom without sacrifice, no self-control without making decisions, no liberty without moral convictions tried and tested in the fires of unpopularity. The freedom and liberty found in self-control are not boring or uneventful, simply different from those lacking self-control. Those lacking self-control might find pleasure in the moment, but how pleasurable are hangovers from too much alcohol? How happy is an unwanted pregnancy? How happy are those with STD’s whose lives are permanently changed, affected, or outright destroyed? Let us take the words of this beautiful piece of music to heart, “… confirm thy soul with self-control” and find “… liberty in law” then we can rely upon “… God to mend thine every flaw.”

© 2016 M. Dave Salisbury
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Organizational Diversity: Is Your Business Diversity Commitment Only Skin Deep?

I absolutely agree diversification of people improves organizations, communities, and society. I agree that including many minds makes a better professional and personal environment, organizations can become more flexible in thought and action, and ultimately better members in a society are trained and built. Increasing diversity, improving inclusion, and inspiring multiculturalism all wrap around the same three principles, trust, agency, and freedom. Inherent to agency is the ability to choose, the freedom to choose, and the responsibility for the consequences of the choice validated or judged by societies, even when choosing wrong according to one person or another. People must be able to choose wrong and suffer the consequences demanded by society without government insistence to build diversification programs that possess intrinsic value to a business.

Having seen organizations that pride themselves on being culturally diverse and skin-tone accepting, the management more often than not tend to be very exclusive of new thinking, new ideas, and loyal opposition. I have experience with several organizations that claim inclusion, and practice exclusion at every opportunity while preaching, marketing, and advertising their diversity. Thus, the question remains, “Is your business diversity commitment only skin deep?” An example of “skin-deep diversity” is on display when reading Bruno’s (2008) article on bias covering The Chicago Tribune. Labor unions pride themselves on marketing their inclusivity and diversity; The Chicago Tribune also prides itself on being multicultural, but both organizations represent the worst kind of exclusion while promoting in word a spirit of inclusion. This is witnessed and exemplified by Bruno (2008); the claims made towards The Chicago Tribune and many Labor Unions remains justified and applicable as learning opportunities.

The first question regarding deeper diversity a company should ask is, “Why the reliance upon legal requirements to force multiculturalism and diversity if diversity and multiculturalism are so good for the organization (Greenberg, 2004)?” People, all people, regardless of age despise being told what to do; but advocating the removal of laws specifically designed to force judicial and legislative fiat in diversifying an organization encourages rejection, scorn, and disparagement towards the advocate. The two sides of the same coin are the legal demand to diversify while being told it will make your organization stronger and a refusal to diversify beyond skin pigmentation and personal lifestyle choices. A sealed and closed mind is more damaging than an undiversified organization; surface level commitment to diversity embodies a sealed and closed mind.

Legal or governmental fiat of forcing people to work together is most detrimental to the morale, confidence, and disposition of the workforce; yet, governing bodies all insist upon using force to achieve that which logic and free markets can regulate but have not been tried. Nowhere, in any country, where free market principles attempted to change the hearts and minds of companies to embrace diversity. The power of judicial action and legislated demands forced diversity as “… yet another program to add to hiring agendas for businesses forced upon business decisions.” While I believe and support the power of organizational conflict as a means to improving engagement, I also realize that good organizations must be honest and forthright in addressing concerns and eliminating conflict among stakeholders, including employees. Like rampant undirected change, conflict, has the power to overpower and destroy because of a lack of self-control. The same is true for rampant diversification programs that scratch the surface, e.g., pay lip service to diversity but never actually diversify minds and thinking.

The second question a company seeking deeper diversity should ask is, “Why are governments and judges not good at diversifying businesses?” Boler (1968) provides wise counsel on the application of individual and personal agency and the power of agency in organizational design and leadership. When people choose to embrace diversification as a personal commitment, instead of being forced to embrace diversity required by a judge or legislator, the personal investment and individual interest increases the likelihood that the change in thinking will be more than surface deep. By being more than surface deep, a diversified workforce can then unleash the powerful effects of diversification as promoted by Greenberg (2004).

Agency alone is not enough; trust becomes the next greatest factor an organization can embrace (Stawiski, Deal, and Ruderman, 2010; & Tan and Liddle, 2011). Trusting first in the self to act ethically and for reasons beyond the individual desires and personal values, Bjorn (2011) provides guidance on building the moral courage as a foundation to trust by trusting in the persons dealt with on a regular basis to do their job to the best of their ability (Bjorn, 2011). To reciprocate trust within the organization, empower people to build relationships built upon trust and drive that trust relationship into time. Finally, trust the competition to compete fairly, including honorable action, to build a better future. Agency and trust go hand in hand in this endeavor, and through agency and trust, the freedom to act does not have to be litigated, legislated, or lost for the forced acceptance of obscure principles or to honor legislated diversity programs.

Freedom to choose embodies the accountability and responsibility to act, building upon the moral fiber of the individual to be seen and doing that which society claims is “right and proper.” People, all people, regardless of culture and country, want to be seen by their peers and fellow professionals as acting appropriately. The shift from barbarism to civilized society means force is not needed to ensure compliance, and the individual being left to act will naturally act in a manner that will be recognized by free market principles and rewarded. Hence, government fiat and judicial action were not only erroneous but continue to impede diversity programs. Unleashing the power of diversity releases the individual and the organization from acting out of fear and acting for honor and respect from society; through trust, the power of agency and freedom to choose determine a prevalent and cohesive workplace environment.

Taking the prescribed action does presume people are honest and free of prejudice or are willing to release themselves of fear and prejudice out of a desire to be seen as honorable. Although that is an ideal presumption, reality proves it can be problematic from top-down mandates in organizations. Assuming the ideal, the principle of hiring only those, who are qualified by education, experience, character, and ability to work with others at any level, settles the issue whatever diversity the applicant represents. It will automatically happen from top down. Respect shown for others should be included, however, and respect must be earned from top-down with leaders engaging in exemplifying the desire to diversify thinking through action, not simply words printed on a diversity mandate.

© 2016 M. Dave Salisbury
All Rights Reserved

References

Bjorn, K. (2011, March 03). Moral courage: Building ethical strength in the workplace. Character First: The Magazine, Retrieved from http://cfthemagazine.com/2011-03/moral-courage-building-ethical-strength-in-the-workplace/

Greenberg, J. (2004). Diversity in the Workplace: Benefits, Challenges and Solutions. Retrieved November 18, 2014, from http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the-workplace-benefits-challenges-solutions.asp

Stawiski, S., Deal, J., & Ruderman, M. (2010, April 1). Building trust in the workplace: A key to retaining women. QuickView Leadership Series – Center for Creative Leadership (CCL).

Tan, J., & Liddle, T. (2011, March 31). Board diversity the key to rebuilding trust and improving governance: Women Corporate Directors. Retrieved November 18, 2014, from http://www.kpmg.com/sg/en/pressroom/pages/pr20110331.aspx

 

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Organizational Culture: A Leadership Opportunity and Responsibility

In the interest of full disclosure, I have been employed by both organizations mentioned. Both employment situations have ended, and I currently have no further business with either organization. I do continue to develop relationships inside these organizations and have great hope for both businesses to further succeed. It is hoped that the commentary here promotes and helps, as nothing said here should be taken as derogatory. The comments come from research of more than a decade in both organizations, long discussions with employees, vendors, stakeholders, and other customers of both organizations. If either organization would like to comment, their full and unedited commentary will be posted in following discussions.

Creating a culture follows a basic set of principles, namely the example of the leaders, including their words and actions, followed by repetition and the passage of time (Tribus, n.d.). Tribus (n.d.) specifically places the core and creation of organizational culture in the example of the leaders regardless of whether the leader is a leader or a manager by action and word. Hence, the example of the leaders and managers remains more potent to organizational culture than any other single item. As an example of this, Quicken Loans has “ISM’s” which the entire organization is expected to live creating the culture of the business. These Quicken Loans “ISM’s” are exemplified first by the leaders, supervisors, directors, managers, to front-line and new hires from the first interaction with Quicken Loans.

We need clarity here: a leader is never a manager and a manager never leads. While a leader might have duties similar in nature to a manager, the point of focus in the leader is to build others, while the manager’s focus will be to protect and defend their own patch of ego. A leader welcomes inputs, allows freedom, and generates followers. A manager throttles all organizational communication, refuses to accept responsibility or accountability, and destroys any who might be perceived as a threat. An overabundance and overreliance upon managers has been the major cause of problems in business for 40+ years. The dearth of leaders and leadership remains a core organizational cancer for many businesses, to the detriment of all societies, associations, and environments.

To create a culture specific to adaptability, several additional key components are required, namely, written instructions, freedom, and two-directional communication in the hierarchy (Aboelmaged, 2012; Bethencourt, 2012; Deci and Ryan, 2000; and Kuczmarski, 1996 & 2003). Again, the example of Quicken Loans “ISM’s” remains important and applicable. Quicken Loans has an “ISM’s” book available for free to any visitor and any office. This printed material forms a contract with the vendors, customers, visitors, etc., who desire a copy to judge the organization on each of the “ISM’s” printed. The same information is part of the Quicken Loans website. ISM’s remain subject to change to improve the entire organization. Ability to change is a key quality required for all organizations and cultures.

Alvesson and Willmott (2002) add another component to this discussion. As the organizational culture takes hold of an individual employee, the employee begins to embody the culture, for good or ill, in their daily interactions both personally and professionally. This hold develops into an identity adding another level of control from the organization over the employee binding them to the organization. The identity control becomes a two-edged sword, as the employee will form loyal opposition that can be misinterpreted to be intransigence, and the loss of that employee causes other employees to question their identity and the organizational culture. Or the opposite, the cultural hold is one that breeds desire to not only onboard the culture but personally invest in the organizational culture, and the employee experiences a positive feedback loop building trust in the organization.

Two examples, two separate cultures, two distinct differences in employee attitudes and behaviors are as follows. University of Phoenix has a problem with organizational culture being mentioned from the first day of training, such as employees discussing “how things used to be” and “desiring a return to previous cultures and leaders.” This attitude forms its own culture, creating distrust, and invalidating organizational change. Other attitudes and managerial expressions reinforce this negativity to the detriment of all employees, customers, vendors, and stakeholders. Regardless of the printed statements to the contrary, changes have not become embodied in the organization and the example is telling.

The second example is Quicken Loans. Talking with previous employees reveals a favorable rating of the organization. Talking with current employees on any level reveals a personal favorite “ISM” that speaks to them as a motivating influence for improving daily. The same holds true for decision-makers; many of the vendors and most of the longer-term customers all share a similar “ISM” experience. Example makes the difference!

Quicken Loans and University of Phoenix are creating a culture attuned to the kind of organization they desire, what the organizational leaders communicate, how leaders are seen exemplifying the organizational culture, and building that culture one employee at a time until that employee then begins to sponsor other employees into the organization’s culture. For good or ill, the same process of example propels the organization towards growth and development or trouble and market share loss. The organizational leader must set clear goals, define the vision, and obtain employee buy-in prior to enacting change, then exemplify that vision after the change (Deci and Ryan, 1980, 1985, & 2000). To change an organizational culture, this process must be followed.

Key to this process is Tribus’ (n.d.) [p. 3-4] “Learning Society” vs. “Knowing Society.” The distinction is crucial and the organizational culture must be learned and the process for continually learning honed and promoted to protect the culture from variables both internal and external. A “Learning Society” adapts, builds, grows, and is continually flexing in change akin to a finely crafted sword. A “Knowing Society” is overrun with bureaucracy and managers, fails to grow, cannot flex in change, and remains brittle under a polished exterior, which consequently stresses that exterior causing problems to erupt in a multitude of different areas taxing already tight resources and impacting future ability to adapt to change.

© 2016 M. Dave Salisbury
All Rights Reserved

References

Aboelmaged, M. (2012). Harvesting organizational knowledge and innovation practices: An empirical examination of their effects on operations strategy. Business Process Management Journal, 18(5), 712-734.

Alvesson M, & Willmott H. (2002, July) Identity regulation as organizational control: Producing the appropriate individual. Journal Of Management Studies 39(5): 619-644. Available from: Business Source Complete, Ipswich, MA. Accessed July 27, 2014.

Bethencourt, L. A. (2012). Employee engagement and self-determination theory. (Order No. 3552273, Northern Illinois University). ProQuest Dissertations and Theses, 121. Retrieved from http://search.proquest.com/docview/1294580434?accountid=458. (prod.academic_MSTAR_1294580434).

Deci, E. L., & Ryan, R. M. (1980). The empirical exploration of intrinsic motivational processes. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 13, pp. 39–80). New York: Academic Press.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.

Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227–268.

Kuczmarski, T. (1996). What is innovation? The art of welcoming risk. Journal of Consumer Marketing, 13(5), 7-11.

Kuczmarski, T. (2003). What is innovation? And why aren’t companies doing more of it? What Is Innovation? And Why Aren’t Companies Doing More of It?” 20(6), 536-541.

Tribus, M. (n.d.). Changing the Corporate Culture Some Rules and Tools. Retrieved from: Changing the Corporate Culture Some Rules and Tools Web site: http://deming.eng.clemson.edu/den/change_cult.pdf

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Hopelessly Confused: “Peace Be Still.”

I was casting around for a topic to write about and came across regarding leadership and decision-making when two topics, combined into the same single strand, thought, came into focus. Addressing the question, “how does one change their mind?” From one of my favorite authors, Robert Fulghum, author of “Everything I need to know I learned in Kindergarten, Uh-Oh, and several other books” comes a thought, “Hopelessly Confused.” This was a sign a woman was holding in Mr. Fulghum’s neighborhood witnessed by the author several times over a period of days/weeks and discussed the book referenced.

The other topic comes from the final phrase in James Allen’s “As a Man Thinketh” (1903) treatise on the mind, how the mind matters, and philosophy of thinking. Mr. Allen discussed the “tempest-tossed souls,” “whose thoughts are controlled” by the winds and storms of life instead of the other way round where control of thinking improves the steadiness and serenity of the individual. The idea is that one’s thoughts influence outcomes and becomes reality.

For many months, I have had as a status on my student profile at the University of Phoenix, the following, “Thoughts become things. QED how we think determines success.” I taught a class where we discussed this exact topic. Thoughts leading to words, words becoming actions, actions producing a product, and that product in turn, generating more thinking, thus fulfilling the cycle and moving the soul further down a path, regardless of whether that path is valued as good.

James Allen adds another interesting aspect to this puzzle, “Serenity is the last lesson of culture; it is the flowering of life, the fruitage of the soul.” “Peace be still!” Bringing to point the idea, choices and thinking remain relevant to the one who would enjoy serenity. Peace is a choice; thoughts, properly controlled, are choices; developing that choice, protecting, harboring, and controlling the ability to choose drives the choice and the result is serenity.

If the thoughts driving action are based upon choice, then “hopelessly confused” was a choice. The woman holding the sign chose to be confused, and the endless running of that thought placed her in a position to become “hopeless.” Let us take a moment to explore these two words for a moment. “Hopeless” as defined by Webster includes the terms “inadequate; incompetent; feeling despair.” Confusion as defined by Webster, contains the following: “the state of being unclear in one’s mind, lacking understanding, and embodying uncertainty.” Hence, the reader is left with a state of mind regarding personal inadequacies or incompetence leading to despair.

Since confusion is a state of mind, correcting thinking on the individual’s part remains a concrete action to be personally undertaken to end the current state of mind and discover a new state of thinking and acting. Yet, what would be the impetus for beginning this process of mental change, choice. Some religions would call this agency or the individual’s personal ability to choose. Many choices remain transactional in nature; we as individuals see value in a different track or course of action, and from that desire for increased value comes the motivation to exercise agency and choose.

At this moment in the choice cycle, the individual does not know that value will come and improve the current situation. The individual has simply completed a mathematical formula and discovered potential for a higher value in a different course of action. The next step moves from inaction to action, from thinking to doing, taking the information gleaned and applying it in a fundamentally different way to realize the desired, but still elusive, potential. By taking action, the individual has shifted slightly and this shift, while ever so slight, over time has energy to achieve greatness.

A religious leader, President Dieter F. Uchtdorf (2008), himself a pilot, described the change as “a matter of a few degrees.” Using an airplane analogy, the young pilot is only off a minor tenth of a degree, then corrects the course, then drifts ever so slightly to a new heading. Over time, the plane is now several hundred miles off course and the young pilot in serious trouble. The same can be said for the confused person, the slight change in position, over time, brings innumerable changes in thinking, understanding, and action into a life. While failure to change, drives the same individual further and further down the path of “hopelessly confused.”

Regarding highways, the degrees needed to change from one highway to another without a cloverleaf is generally 10-15 degrees. Starting small, tenths of a degree, time and distance become the variables of great change. Provided proper planning for the lane changes are made, the movement from one highway to another can be done quickly, easily, and safely, without undue wear and tear on the vehicle at highway speeds, which places the next step firmly into the thinking process, planning. Proper prior planning of thoughts takes understanding the variables, naming the problems, and plotting change.

Planning new thinking entails knowing what the end goal should look like. For example, if the starting point is “hopelessly confused” and serenity is desired, then serenity is the end goal or state of mind. This holds true for all desired end states; to plot and plan effectively, one must first know where to go. The second step in planning is knowing that which motivates the change. For example, what condition is driving a desired change in thinking; name the variables or individual desires feeding the change. Planning requires understanding these motivators on a level deeper than intimacy. Finally, the best plans remain flexible but fixed. While this might sound like a paradox, it is not.

Fixed but flexible speaks to the desired end state, not the journey to that end state. While the desired end goal remains serenity, understanding that the journey will involve and necessarily require setbacks, reroutes, and difficulties. The end desired goal thus remains fixed, and the journey to that end desire will fluctuate. This is the same thinking military commanders use when attempting to overcome obstacles. Fluidity in planning and flexibility in application provides for making mistakes, for opposition, and is a learned thinking trait that must be trained into operational thinking.

Finally, James Allen provides the concluding actions in changing mental states. “Self-control is strength; right thought is mastery [of self]; calmness is power [to break the mental chains which bind]. Say unto your heart, “Peace be still.” The mental change does not happen overnight, rarely occurs with the first attempt, and will always resemble the pattern of an hourglass, but like the hourglass, moving between areas is possible, requiring both effort and time. As the narrow neck that limits change becomes closer, understand this constriction, sometimes experienced as restriction of choice, and lack of growth is only temporary. Change is coming and with change comes freedom. This hope for additional freedom is required to maintain that effort to change. Agency starts the adventure of change, hope sustains the journey, motivation and desire feed the fires of hope, and the power generated by hope’s fuel propels the change. To thy heart, “Peace be still.”

 © 2016 M. Dave Salisbury

All Rights Reserved

 

References

Allen, J. (1903). As a man thinketh. New York, NY: Grosset & Dunlap.

Fulghum, R. (2007). What on earth have I done? Stories, observations, and affirmations. New York, NY: St. Martin’s Press.

Uchtdorf, D. F. (2008, April). A Matter of a Few Degrees. Retrieved June 20, 2016, from https://www.lds.org/general-conference/2008/04/a-matter-of-a-few-degrees?lang=eng&_r=1

 

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Leadership and Kipling: 7-Kipling Quotes to Consider

This following is a reflection on life lessons learned at the feet of a great writer, Rudyard Kipling. Below is the quote; then the life lesson. While not a post intended to be read alone or all at once, this message is designed for pondering, thinking about how these words impact your current life, how they echo deep in your mind, and relate to others the personal meaning. Consider this a weeklong journey of thinking and pondering, a mental exercise and imaginative journey.

 1.  Words are, of course, the most powerful drug used by mankind. – Kipling

  • I first came across this quote during a difficult period where my choices and reliance upon words and phrases was creating the problems experienced. Long had the lessons of my youth regarding proper English, pronunciation, annunciation, and word choice been giving me problems socially, but I could not understand why. The words we choose become addictive. The experience of using those words to achieve provides a positive feedback loop sustaining word choice, and very carefully the mind closes, the heart congeals, and we begin to attract those just like us. Breaking the cycle requires choosing different words, expressions, and raising our consciousness to the power of expression. Make the choice to choose words more carefully and specifically, and then see where that choice takes you.

2.  We have forty million reasons for failure, but not a single excuse. – Kipling

  • I had a football coach in Altamont, UT who said something very similar. When I discovered this quote several years later, I remembered that coach. More importantly, the lessons of working, striving, achieving, and failure came to mind as well. Failure is to be expected, anticipated, and even appreciated. Not for the excuses, but for the lessons, failure can either be a teacher and builder or ultimate destroyer. The choice to build or destroy remains lodged in the one person who can choose; you. Choose wisely!

3.  For the strength of the Pack is the Wolf, and the strength of the Wolf is the Pack. – Kipling

  • This could be the ultimate team quote, but I refuse to think of this quote that way. This is the ultimate society quote, as society must always remain cognizant of the power of the individual and the collective fit that individual has in society. As my injury and disability has grown year-over-year, the realization of this statement from Kipling drives ever more powerfully home. I have had the pleasure of working with some amazingly talented disabled people, who have been shunted to the side, abandoned, forgotten, but their power to impact lives was not diminished. I firmly belief our society or “wolf pack” is stronger for those struggling with disabilities. Embracing the philosophy that all can contribute empowers, supports, strengthens, and builds the wolf pack.

4.  Fill the unforgiving minute with sixty seconds worth of distance run. – Kipling

  • The best leaders I have ever been privileged to know never inspire people to engage in long tasks, but short bursts of power. Consider the movie “The Patriot” with Mel Gibson. In this movie is a scene where he asks the militia forces under his command not to fight for the whole day or even fire three shots, but simply fire two shots, implying the need to stand and act just long enough. This is the essence of the action discussed by Kipling. Large events hinge upon small acts, small efforts that were made by people filling 60-seconds of life with full effort and purpose. Leaders must remember to only ask enough and no more; enough is most often simply filling 60-seconds of life full to the brim.

5.  Gardens are not made by singing ‘Oh, how beautiful,’ and sitting in the shade. – Kipling

  • Acknowledging the “Power of Work” and the “Law of the Harvest,” which are two powers that change the world one engaged person at a time. Hard work is the investment upon which harvest is born. How often does a person refuse to do the work and then cries about harvesting bitter and useless fields? We see this in a lot of different places, people engaged in sowing hate, envy, strife, and discontent, then complaining that their harvest of bitter crops is too great to bear and wants a new harvest of honey and milk. Leaders must exemplify the need for hard work and the patience required to harvest fields of good crops to their followers. In training, the answer to understanding work comes and delivers its own lessons to be appreciated.

6.  I always prefer to believe the best of everybody, it saves so much trouble. – Kipling

  • Do we understand the power and conviction of this choice? Choosing to believe the best in another requires preparation and a desire to have the best in us be trusted, believed, and seen. Leaders, who personify the quote as internal characteristics, form the backbone of change, the foundation of good society, and reflect the courage needed in difficult times to thrive and build. The time for choosing is today, the need for choosing apparent, and with this single choice, America will never be stronger.

7.  If history were taught in the form of stories, it would never be forgotten. – Kipling

  • The human condition is a condition of storytellers. Through stories, we teach, learn, and relate. The choice of words we use in telling the stories teaches values, ideals, and heritage in a most influential way, and most importantly our culture is relayed. Historical events are stories, Hollywood tells stories, books tell stories. Through these stories memories are kept, attraction to or detraction from the storyteller occurs, and language is preserved. James Allen reports in “As a Man Thinketh” (1903) about thought and purpose claiming, “Until thought is linked with purpose there is no intelligent accomplishment.” Continuing to further claim, “They who have no central purpose in their life fall an easy prey to petty worries, fears, troubles, and self-pitying’s.” History provides the link between thought and purpose; stories of history are the mold the character of a person is poured into. Hence, both the need to learn history and the requirement to tell history as a story for others to learn requires serious consideration.

Why undertake a weeklong mental exercise, the answer lies in the words of James Allen:

“Mind is the master power that moulds and makes,
And man is mind, and evermore he takes
The tool of thought, and, shaping what he wills,
Brings forth a thousand joys, a thousand ills: –
He thinks in secret, and it comes to pass:
Environment is but his looking glass.”

Contained in these words is understanding, leadership in the current world requires both understanding thought and a commitment to preserving thought in those who follow. Consider and ponder upon these gems of intelligence. The power of these words from Kipling to guide, mentor, and build others cannot be understated. There is great need for leaders in America; leadership continues to be a choice. If we keep this in mind, the world would be a much better place!

© 2016 M. Dave Salisbury
All Rights Reserved

 

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