Nagesh Belludi

The Poolguard Phenomenon

February 24, 2020 by Nagesh Belludi Leave a Comment

Even Petty Power Corrupts

Ever wondered why some people in a position of power, but without the concomitant rank or status, tend to exert their power unreasonably?

People in menial jobs can have, within their petty fiefdoms, the ability to inconvenience people. Rub a TSA agent the wrong way, for example, and you could be signaled for expanded screening. Summer-time poolguards can be seen checking excessively over kids and parents who show no deference to the poolguards’ authority. At bureaucratic offices, clerks and stern supervisors sometimes impose petty rules that must be followed for the sake of the rules—and nobody likes dealing with them!

The power tripper’s fragile ego hinges on exerting his/her power.

Power Increases People’s Sense of Entitlement

The Poolguard Phenomenon: Even Petty Power Corrupts This anecdotal fact seems to be substantiated by this study, titled “The Destructive Nature of Power Without Status.” The researchers make a case that neither power nor low status independently provokes people to mistreat others. Rather, the combination of these two facets of social interaction makes abuse that much more likely.

We predicted that when people have a role that gives them power but lacks status—and the respect that comes with that status—then it can lead to demeaning behaviors. Put simply, it feels bad to be in a low-status position and the power that goes with that role gives them a way to take action on those negative feelings.

One way to prevent such power dynamics is to find ways to make all individuals feel respected and valued irrespective of the status of their roles. “Respect assuages negative feelings about their low-status roles and leads them to treat others positively.” Courtesy pays!

Notes

Some people will despise anyone they suspect is exerting power over them.
Compare to the 1971 Stanford Prison Experiment, in which a group of students was appointed either prisoners or guards in a mocked-up prison. Although all the participants understood they were part of a simulation, the “guards” treated the “prisoners” in extremely humiliating ways because, per the researchers, the guards recognized that they lacked respect and admiration in the eyes of others. (This controversial experiment was the subject of a 2015 docudrama.)
Compare to the concept of the Napoleon Complex, through which, shorter men could overcompensate for their height by means of social aggressiveness. (Napoleon wasn’t short.)
Cf. The “Waiter Rule” states that how you treat seemingly insignificant people says a lot about your personality and priorities.

Inspirational Quotations #829

February 23, 2020 by Nagesh Belludi

The more you struggle to live, the less you live. Give up the notion that you must be sure of what you are doing. Instead, surrender to what is real within you, for that alone is sure. As stars high above earth, you are above everything distressing. But you must awaken to it. Wake up!
—Baruch Spinoza (Dutch Philosopher)

Sure the shovel and tongs
To each other belongs.
—Samuel Lover (Irish Writer, Artist, Songwriter)

Be a good human being, a warm-hearted affectionate person. That is my fundamental belief. Having a sense of caring, a feeling of compassion will bring happiness of peace of mind to oneself and automatically create a positive atmosphere.
—The 14th Dalai Lama (Tibetan Buddhist Religious Leader)

The wise understand by themselves; fools follow the reports of others.
—Tibetan Proverb

We make our world significant by the courage of our questions and by the depth of our answers.
—Carl Sagan (American Astronomer)

The difference between involvement and commitment is like ham and eggs. The chicken is involved; the pig is committed.
—Martina Navratilova (Czech-born American Sportsperson)

Marriage is three parts love and seven parts forgiveness of sins.
—Laozi (Chinese Philosopher)

Spring makes everything young again except man.
—Charles F. Richter (American Physicist, Geologist)

Faith is never identical with piety.
—Karl Barth (Swiss Protestant Theologian)

The test of a man or woman’s breeding is how they behave in a quarrel.
—George Bernard Shaw (Irish Playwright)

You have to be willing to be misunderstood if you’re going to innovate.
—Jeff Bezos (American Businessman)

The organizations of men, like men themselves, seem subject to deafness, near-sightedness, lameness, and involuntary cruelty. We seem tragically unable to help one another, to understand one another.
—John Cheever (American Novelist)

Was it a friend or foe that spread these lies? Nay, who but infants question in such wise, ’twas one of my most intimate enemies.
—Dante Gabriel Rossetti (British Poet, Artist)

It is good to have an end to journey toward; but it is the journey that matters, in the end.
—Ursula K. Le Guin (Science-fiction writer)

There is something beyond our mind which abides in silence within our mind. It is the supreme mystery beyond thought. Let one’s mind and one’s subtle body rest upon that and not rest on anything else.
—The Upanishads (Sacred Books of Hinduism)

The Myth of the First-Mover Advantage

February 20, 2020 by Nagesh Belludi Leave a Comment

If you’re an entrepreneur entering a new market with a product or service that nobody else offers, you’ll seek the first-mover advantage.

You’ll move quickly to get established as a market leader. If your business idea has the potential to succeed, other entrepreneurs are possibly working on it at the same time or will be quick to emulate when they see what you’re doing.
You’ll validate your concepts quickly by identifying and partnering with a few enthusiastic “guinea pig” customers who can test your product or service early on and give you feedback regarding what customers really want.
You’ll create some barriers (“establish an economic moat” in Warren Buffett-speak) to inhibit other aspirants from entering the market—you’ll secure patents on your intellectual property, lock-in key locations, or negotiate longer-term contracts with customers.

Alas, many first-mover advantages are not sustainable, and many first-movers are as successful as what the superstars will have you believe.

First-to-Market is often First-to-Fail

The Myth of the First-Mover Advantage New ventures have higher failure rates than more established businesses.

Creating market awareness, sustaining market acceptance, fending away aggressive competitors are often easier said than done for many new ventures, not to mention lining up suppliers and distributors. Besides, unless you’re well-capitalized by patient investors, you’re likely to face higher-than-foreseen marketing costs on top of lower-than-anticipated sales.

Instead, if you are the second—or later—entrepreneur to market, you’ll stand a better chance of success by learning from the forerunner’s mistakes. You’ll also earn better credence from your customers, suppliers, distributors, employees, and investors to help create a better product or service.

Idea for Impact: There’s an American adage that “many pioneers died with arrows in their backs.” The best time for an entrepreneur to offer a new product or service is after others have already gotten there and laid some groundwork.

The Best Leaders Can Make the Complex Simple

February 17, 2020 by Nagesh Belludi Leave a Comment

The New York Times‘s Adam Bryant interviewed 525 CEOs for his Corner Office column and compiled two excellent books, The Corner Office (2012) and Quick and Nimble (2014,) on leadership and management advice. Foremost among the themes common with successful leaders, Bryant says, is “a simple mindset”—the ability to synthesize the simple from the complex and create organizational priorities.

There’s a really important quality [in great CEOs] that I call a “simple mindset,” which is the ability to take a lot of complicated information and really boil it down to the one or two or three things that really matter, and in a simple way, communicate that to people.

In big organizations—frankly, in any company—there are always a dozen or more competing priorities. And it is the leader’s job to stand up in front of the troops and say, “These are the three things that we are going to focus on this year,” or “These are the goals and this is how we are going to measure them.” If you really want to galvanize people and get them operating as a team, you’ve got to create a simple scoreboard that everybody understands.

The communication style, to me, is secondary to getting the content right. And what I’ve been so often impressed by is leaders who can essentially boil down the company’s goals and operating model into, literally, less than a page.

This is a real trick to leadership—creating a simple structure so that everybody in the organization can understand how the work they are doing contributes to the broader goals.

Rob Andrews, CEO of the executive headhunting firm Allen Austin, underscores this “boil the complex into the simple” approach in his leadership manual, High-Performance Human Capital Leadership (2015,)

I have found that when I go into a company to lead, it is important to have a plan and to make that plan a simple one that everybody can understand. I am constantly asking the question,—What are the two or three levers that, if done right, if pulled correctly, will really turn this business? What are the two or three things that really matter? And I find that most leaders do not really do that often.

Idea for Impact: One of the essential attributes of a modern leader is the ability to cut complexity everywhere. Develop the ability to take large, complicated things—and information—and make them very simple.

Inspirational Quotations #828

February 16, 2020 by Nagesh Belludi

For good and evil in our actions meet; wicked is not much worse than indiscreet.
—John Donne (English Poet, Cleric)

When we start deceiving ourselves into thinking not that we want something or need something, not that it is a pragmatic necessity for us to have it, but that it is a moral imperative that we have it, then is when we join the fashionable madmen, and then is when the thin whine of hysteria is heard in the land, and then is when we are in bad trouble.
—Joan Didion (American Essayist, Novelist, Memoirist)

If a man be self-controlled, truthful, wise, and resolute, is there aught that can stay out of reach of such a man?
—The Panchatantra (Indian Collection of Fables)

Charlie Munger says that he wants to shoot fish in a barrel, but only after all the water has been let out…. When I look at the people that I would normally think of as very good investors, basically, those folks are really good investors but they aren’t fishing where the fish are. And it doesn’t matter how good of a fisherman you are if you’re not fishing where the fish are.
—Mohnish Pabrai (Indian-American Investor, Philanthropist)

Let nothing be done in your life, which will cause you fear if it becomes known to your neighbor.
—Epicurus (Greek Philosopher)

Power should be reserved for weightlifting and boats, and leadership really involves responsibility.
—Herb Kelleher (American Entrepreneur)

The tongue can conceal the truth, but the eyes never! You’re asked an unexpected question, you don’t even flinch, it takes just a second to get yourself under control, you know just what you have to say to hide the truth, and you speak very convincingly, and nothing in your face twitches to give you away. But the truth, alas, has been disturbed by the question, and it rises up from the depths of your soul to flicker in your eyes and all is lost.
—Mikhail Bulgakov (Russian Novelist, Dramatist)

To get into the best society nowadays, one has either to feed people, amuse people, or shock people
—Oscar Wilde (Irish Poet)

The person who lives by hope will die by despair.
—Italian Proverb

What’s true is that everyone is uncomfortable with expressing anger and being critical. Anger and criticism generates rejection. And everyone hates rejection.
—Warren Farrell (American Educator, Activist)

We consume our tomorrows fretting about our yesterdays.
—Persius (Roman Poet)

Never Give a Boring Presentation Again

February 13, 2020 by Nagesh Belludi Leave a Comment

When speaking to an audience, clarity and conciseness are critical.

Even the most exciting content can become meaningless if your audience can’t absorb your message.

When preparing a speech, begin at the end

Never Give a Boring Presentation Again: Focus on Three Core Messages Ask yourself, “If my audience can remember only three points from my presentation, what do I want them to remember?” Distill your message into three six-word bumper stickers. Frame your presentation around those three core messages.

If you’re addressing an audience that you aren’t familiar with, ask the organizers for the names of a half dozen people who will be in the audience. Contact them and find out about their backgrounds and their expectations for your presentation.

Don’t assume that ‘easy to understand’ could be interpreted as ‘too simple.’

Engage your audience effectively by quickly introducing your messages, perhaps with an interesting story or anecdote. Explain why you care your messages so deeply, and convince your audience members that they should, too.

Being short and snappy also helps you finish promptly and show respect for your audience’s schedules.

Idea for Impact: Don’t try to cover too much ground

A great speaker is made not by what they say but by what they choose not to say. Be clear on the purpose of your presentation and let that govern what content you include or exclude.

Never Enough on the Hedonic Treadmill

February 10, 2020 by Nagesh Belludi Leave a Comment

In Enough: True Measures of Money, Business, and Life (2008,) mutual fund pioneer John C. Bogle puts emphasis on the virtue of contentment:

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, “Yes, but I have something he will never have … enough.”

Enough. I was stunned by the simple eloquence of that word—stunned for two reasons: first, because I have been given so much in my own life and, second, because Joseph Heller couldn’t have been more accurate. For a critical element of our society, including many of the wealthiest and most powerful among us, there seems to be no limit today on what enough entails …

We chase the false rabbits of success; we too often bow down at the altar of the transitory and finally meaningless and fail to cherish what is beyond calculation, indeed eternal. That message, I think, is what Joseph Heller captured in that powerful single word, enough.

The Hedonic Treadmill: Never Enough American entrepreneur Seth Godin describes the never-ending ratchet of consumption:

It used to be that a well-tended lawn of 50 by 100 feet was wasteful indeed. Today, it’s in the by-laws of the local housing association. You could impress the neighbors with a new Cadillac, now you not only need a Tesla, but you need a new Tesla. And you could show off by flying first class, but then you needed to charter a plane, then charter a jet, then charter a bigger jet, then buy a fractional share, then own the whole thing, then get a bigger one and on and on.

Conspicuous consumption is not absolute, it’s relative.

It’s sort of a selfish potlatch, in which each person seeks to demonstrate status, at whatever the personal or societal cost, by out-consuming the others.

It’s a lousy game, because if you lose, you lose, and if you win, you also lose.

The only way to do well is to refuse to play.

In times of yore, the Roman stoic philosopher Seneca the Younger counseled about the excesses of desire in his Ad Lucilium epistulae morales (Moral Letters to Lucilius; tr. Richard M. Gummere; 1917):

It is not the man who has too little, but the man who craves more, that is poor. What does it matter how much a man has laid up in his safe, or in his warehouse, how large are his flocks and how fat his dividends, if he covets his neighbour’s property, and reckons, not his past gains, but his hopes of gains to come? Do you ask what is the proper limit to wealth? It is, first, to have what is necessary, and, second, to have what is enough.

Our consumerist society encourages us not to be grateful for what we have.

Consumerism encompasses dissatisfaction—if people are happy with what they’ve got, then they are less concerned about getting more.

Idea for Impact: Why is more and more always better if it can never be enough?

Inspirational Quotations #827

February 9, 2020 by Nagesh Belludi

Choose rather to want less, than to have more.
—Thomas a Kempis (German Religious Writer)

When you’re the victim of the behavior, it’s black and white; when you’re the perpetrator, there are a million shades of gray.
—Laura Schlessinger (American Broadcaster)

At every word a reputation dies.
—Alexander Pope (English Poet)

One seeks to make the loved one entirely happy, or, if that cannot be, entirely wretched.
—Jean de La Bruyere (French Author)

It is the individual’s task to differentiate himself from all the others and stand on his own feet. All collective identities… interfere with the fulfillment of this task. Such collective identities are crutches for the lame, shields for the timid, beds for the lazy, nurseries for the irresponsible….
—Carl Gustav Jung (Swiss Psychologist)

Reading is not just about the content of the text. It’s allocating quiet time / space to think and reflect on the issues raised by the text.
—Ben Casnocha (American Entrepreneur, Investor)

Character, in the long run, is the decisive factor in the life of an individual and of nations alike.
—Theodore Roosevelt (American Head of State)

We still have it in our power to rise above the fears, imagined and real, and to shoulder the great burdens which destiny has placed upon us, not for our country alone, but for the benefit of all the world. That is the only destiny worthy of America.
—Helen Keller (American Author)

If there is a single goal for all civilization, it does not mean that all shall speak a common tongue or profess a common creed, or that all shall live under a single government, or all shall follow an unchanging pattern in customs and manners. The unity of civilization is not to be sought in uniformity but in harmony. Every great culture is due to the blending of peoples of different ideals and temperaments. Egypt and Babylon, India and China, Greece and Rome, testify to this truth. Today the circle of those who participate in the cultural synthesis has become wider and includes practically the whole world. The faith of the future is in co-operation and not identification, in accommodation to fellowmen and not imitation of them, in toleration and not absolutism.
—Sarvepalli Radhakrishnan (Indian Philosopher, Political Leader)

You can jail a Revolutionary, but you can’t jail the Revolution.
—Huey P. Newton (American Political Activist)

Why Brainwriting is Better than Brainstorming for Rapid Idea Generation

February 8, 2020 by Nagesh Belludi Leave a Comment

Most brainstorming sessions suck. Facilitators aren’t often skilled enough to direct the creative process and overcome interpersonal and intrapersonal barriers to idea-generation. Participants are not as organized as they need to be. One or two “meeting-hogs,” who lack self-awareness and self-control, dominate the conversations with their pet ideas and shut everyone else down. And then there’s groupthink and self-censorship based on responses to earlier suggestions by others. Consequently, bold ideas seldom survive a group discussion.

If you want to buck the odds, try “brainwriting” instead of brainstorming.

In its simplest form, brainwriting has the participants quietly reflect upon an open-ended prompt of appropriate scope, for example, “how could we improve our design process,” and write down their ideas. A group leader can organize the responses by combining identical ideas, grouping thematically-related ideas, and posting them on a wall for the group to appraise them further. Then, the participants vote on their favorites, and the top ‘n’ number of ideas or priorities are identified for future discussion and exploration.

Idea for Impact: Teams Don’t Think—Individuals Do

In essence, brainwriting isolates idea generation from the instantaneous discussion and evaluation that can hamper the creative process.

Brainwriting, when followed by discussion, combines the benefits of both individual and group creativity. Studies have repeatedly shown that people think of more new—and practical—ideas on their own than they do in a group.

In my experience, this creative thinking process is inclusionary, engaging, time-effective, non-judgmental, and mostly free from pressures to conform to others’ ideas. Brainwriting is particularly useful with a group of people who are reserved and would be unlikely to offer many ideas in an open group session.

What You Learn from Failure

February 3, 2020 by Nagesh Belludi Leave a Comment

One common trait among people who cope particularly effectively with failure is their ability to acknowledge the failure, put it in perspective, and seek causes, not blame. As the Dalai Lama XIV suggests in The Dalai Lama’s Little Book of Inner Peace (2009,)

If a misfortune has already occurred, it is best not to worry about it, so we do not add fuel to the problem. Don’t ally yourself with past events by lingering on them and exaggerating them. Let the past take care of itself, and transport yourself to the present while taking whatever measures are necessary to ensure that such a misfortune never occurs again, now or in the future.

American investor and superstar hedge-fund manager Ray Dalio writes in his very instructive Principles: Life and Work (2017,)

I learned that everyone makes mistakes and has weaknesses and that one of the most important things that differentiates people is their approach to handling them. I learned that there is an incredible beauty to mistakes, because embedded in each mistake is a puzzle, and a gem that I could get if I solved it, i.e., a principle that I could use to reduce my mistakes in the future. I learned that each mistake was probably a reflection of something that I was (or others were) doing wrong, so if I could figure out what that was, I could learn how to be more effective. I learned that wrestling with my problems, mistakes, and weaknesses was the training that strengthened me. Also, I learned that it was the pain of this wrestling that made me and those around me appreciate our successes.

In short, I learned that being totally truthful, especially about mistakes and weaknesses, led to a rapid rate of improvement.

Much is written about the notion of failures as gifts, but the key to dealing with failures is to attribute those failures to weaknesses in a thought process, not to personal flaws. Failures expose a weakness in your underlying process, which you can now fix. Fine-tune your tactics until you find out what does work. Dalio instructs,

When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it.)

Idea for Impact: Don’t rationalize failures and magnify them in your mind. Fix them. Then, reflect on what they teach about what didn’t work. Inquire, “What was missing?” rather than “What went wrong?” The latter results in finger-pointing. The former opens up possibilities and results in personal growth.

Nagesh Belludi

Even Petty Power Corrupts

Power Increases People’s Sense of Entitlement

Notes

Wondering what to read next?

Wondering what to read next?

First-to-Market is often First-to-Fail

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

When preparing a speech, begin at the end

Idea for Impact: Don’t try to cover too much ground

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Idea for Impact: Teams Don’t Think—Individuals Do

Wondering what to read next?

Wondering what to read next?