Right Attitudes

Books in Brief: ‘Flying Blind’ and the Crisis at Boeing

September 24, 2022 By Nagesh Belludi Leave a Comment

Bloomberg investigative journalist Peter Robison’s thoroughly researched Flying Blind: The 737 MAX Tragedy and the Fall of Boeing (2022) offers noteworthy lessons about corporate responsibility and leadership problem-solving.

In a nutshell, starting in the late 1990s, Boeing shifted from a company run by engineers who emphasized product integrity to one run by MBA-types who prized shareholder value over long-term product planning. Inspired by General Electric’s Jack Welch, the company embraced cost-cutting, outsourcing, financial engineering, union-busting, and co-opting regulators. These miscalculated strategies culminated in the 737 MAX disasters and disgraceful corporate responses.

Recommendation: Read Peter Robison’s Flying Blind, but be wary of the author’s broad-brush political biases, which, I found, sidetracked from the storyline. The internal organizational tensions that led to corporate deception and the fateful consequences of federal regulators’ consigning design approvals to Boeing are particularly interesting.

Key Takeaway: Negligent engineering to minimize costs and adhere to a delivery schedule is a symptom of ethical blight.

Hooked on Feeling Needed?

September 23, 2022 By Nagesh Belludi Leave a Comment

If, like many people, you just can’t say ‘no,’ consider if you’re hooked on feeling needed.

Take a hard, long look at yourself and examine if you unwittingly encourage—even need—people to come to you for every little thing.

Do you find affirmation in feeling needed? Do you try to do too much for others? Faced with an unpleasant task, do you look to turn our attention elsewhere? Do others’ interruptions offer reasons to do what you needn’t do and excuses to avoid doing what you’re supposed to do?

Idea for Impact: The greatest gift you can give those who need you is carving out time for your own critical tasks so you can be available when they really need you.

When Someone Misuses Your Gift

September 22, 2022 By Nagesh Belludi Leave a Comment

A gift is only a gift if it’s a joy to receive. It’s not an imposition about relevance.

A gift that inspires you may be a bad choice for the recipient. (I once received a gift certificate for an upscale steakhouse and got the phone promptly slammed on when I called to inquire about vegan dining options.) Or the recipient may think you’re using gifts to buy their affection or assert your preferences.

It’s understandable to feel disappointed when your gift isn’t used as you intended. Try to get over it. You gave the gift out of choice, and now you have no control over how the recipient uses the gift.

Getting your gift misused doesn’t mean they’re rejecting you. It just means that you have dissimilar tastes and preferences—a trait that most relationships should weather.

If you perceive you’ve hurt the recipient’s feelings, apologize and retract the gift in favor of something more appealing to the recipient.

Idea for Impact: Gift without expectations. And don’t expect to get it right always with your gift choices.

Make the Problem Yours

September 21, 2022 By Nagesh Belludi Leave a Comment

From a profile of The Gillette Company’s then-CEO Jim Kilts in the 20-Dec-2002 issue of Fortune magazine:

At a meeting with all his division chiefs, Kilts asked for a show of hands: “How many of you think our costs are too high?” Everyone in the room immediately raised his hand. Then he asked, “How many of you think costs are too high in your department?” Not a single hand went up. According to Kilts, it’s a common response among managers of companies in trouble: Everyone knows there’s a problem, it’s just that nobody thinks it’s his problem. And that’s where Kilts comes in: He’ll make it his problem–and yours, if you plan on keeping your job.

Idea for Impact: Make the problem yours. Think and act like an owner.

One of the most underrated skills most employees lack is ownership/stewardship—taking responsibility for results, recognizing when things aren’t working, and getting problems solved.

Plus, teams mirror initiative-takers. When someone starts to take ownership, other people see that, and they’re likely to take ownership of their bits as well.

How Not to Handle a Bad Boss

September 20, 2022 By Nagesh Belludi Leave a Comment

Demanding bosses come in an assortment of guises: idealists, megalomaniacs, overbearing tyrants, windbags, windbags, narcissists, micromanagers, and so on. And you’ll work for some at various stages in your career.

But no matter the boss type, attaching labels like demanding or overbearing can eventually turn into a self-fulfilling prophecy. The moment you label someone as problematic, you’ve made them more challenging to work with because you’ll no longer give this person the benefit of the doubt. You’ll not relate with them on a productive level.

Idea for Impact: Focus instead on recognizing the boss’s specific behaviors. Calibrate yourself to match your boss’s style, and build a strategic liaison founded on expectations for yourself and the relationship.

Making the Nuances Count in Decisions

September 19, 2022 By Nagesh Belludi Leave a Comment

Holding your tongue and withholding a definite opinion is often more prudent than being rapid-fire because the topic at hand may compel a bit of nuance.

These frazzled and frenzied times are the antitheses of active inquiry. No one pays attention. Not anymore. The open-ended conversation quickly devolves into spewing ill-considered opinions. Active inquiry and thoughtful dialog lose out.

No need to shoot your mouth off in response to negative emotional triggers. It’s okay to be ambivalent about some things. It’s good to be skeptical about what you think you know. That’s where the nuance begins.

Idea for Impact: Reality is often more nuanced than you may realize at the moment. Take the time to consume information more deliberately, allowing shades of meaning. Seek first to understand.

Inspirational Quotations #963

September 18, 2022 By Nagesh Belludi

The mind is like a richly woven tapestry in which the colors are distilled from the experiences of the senses, and the design drawn from the convolutions of the intellect.
—Carson McCullers (American Novelist)

You have no idea how promising the world begins to look once you have decided to have it all for yourself. And how much healthier your decisions are once they become entirely selfish.
—Anita Brookner (English Novelist, Art Historian)

Shelving hard decisions is the least ethical course.
—Adrian Cadbury (British Businessman)

Each department of knowledge passes through three stages. The theoretic stage; the theological stage and the metaphysical or abstract stage.
—Auguste Comte (French Philosopher)

If the world seems unfair or beyond our understanding, sublime places suggest that it is not surprising that things should be thus. We are the playthings of the forces that laid out the oceans and chiselled the mountains.
—Alain de Botton (Swiss-born British Philosopher)

You do not become a “dissident” just because you decide one day to take up this most unusual career. You are thrown into it by your personal sense of responsibility, combined with a complex set of external circumstances. You are cast out of the existing structures and placed in a position of conflict with them. It begins as an attempt to do your work well, and ends with being branded an enemy of society.
—Vaclav Havel (Czech Dramatist, Statesman)

If you can’t take a good kicking, you shouldn’t parade how much luckier you are than other people.
—Charles Saatchi (British Businessman, Art Collector)

Leadership involves finding a parade and getting in front of it.
—John Naisbitt (American Trend Analyst)

A good scientist is a person in whom the childhood quality of perennial curiosity lingers on. Once he gets an answer, he has other questions.
—Frederick Seitz (American Physicist)

Uncertainty and expectation are the joys of life. Security is an insipid thing, through the overtaking and possessing of a wish discovers the folly of the chase.
—William Congreve (English Dramatist)

Self-Care Isn’t Self-Indulgence, but Self-Preservation

September 15, 2022 By Nagesh Belludi Leave a Comment

The notion of self-care has received some well-deserved backlash lately. The wellness and beauty industry has expropriated it. Self-care has also turned into a way of justifying indulgence for those lucky enough to afford it. (A last-minute holiday in Tahiti? “That’s self-care!”)

But self-care is determining who you are and your limits are—sometimes at the expense of others’ needs. Self-care means noticing when you’re doing more than you’re used to handling and assessing what you can do to slow down. Self-care is figuring out what enriches and soothes your body and mind and attempting to integrate it into your day or your week.

Self-care isn’t frivolous, selfish, or indulgent. It’s self-preservation. It’s merely doing what helps you put your physical, mental, and emotional health back in check.

Idea for Impact: You deserve self-care. You need it. Be kind to yourself and take those deliberate steps to make yourself feel better. Self-care might seem selfish, but putting your needs first actually allows you to interact with others more healthily.

Dear Customer, Speak Early and Have it Your Way!

September 12, 2022 By Nagesh Belludi Leave a Comment

At the heart of every successful product is the ability to address a real need or circumstance of struggle—a “job to be done”—in consumers’ lives. Identification of this “job” happens early in the innovation process, as it forms the core insight around innovation development and execution.

Feedback-Influenced Design is a Key Point of Differentiation

Long before its current mess, Boeing was once the pioneer in aspects of product development. No example illustrates Boeing’s inventive stills than the groundbreaking Boeing 777 program, particularly in its use of iterative, paperless computer-aided design, assembly process-planning, and agile product development. Not only that, the Boeing 777 program offers the most high-profile examples of companies tapping consumers as never before to help them create new products.

Knowing very well that the secret to long-term success starts very early in the innovation process, director of engineering Alan Mulally led a “working together” initiative to organize product development around customer input. (Mulally left Boeing after not being named CEO in 2006 and engineered a dramatic turnaround at Ford Motor Co.)

Concept Testing at Every Stage of Development

In the late 1980s, just as the 777 program was being launched, Mulally made a consequential decision to involve its major potential customers in the development of the aircraft specifications. Mulally made up a “gang of eight” comprising All Nippon Airways, American Airlines, British Airways, Cathay Pacific, Delta Air Lines, Japan Airlines, Qantas, and United Airlines. At the group’s first meeting in January 1990, Mulally’s team distributed a 23-page questionnaire asking what each customer wanted in the design. Within two months, Boeing and the airlines decided on a basic design configuration.

The “working together” initiative was a radical departure from the bureaucratic project organization. Internally, Boeing had become bureaucratic and department-focused. Specialists in various departments would design their parts. Then, it was up to the manufacturing team (the system integrators) to figure out how to make it all come together. It was a “throw-it-over-the-wall” environment where the disconnect was a persistent problem.

Having customer input implied that development was centered on customer needs. This would also tear down the walls between departments—designers, suppliers, and assemblers usually separated by organizations or development phases would now be engaged collaboratively and talking and collaborating in real-time.

In an industry where manufacturers classically designed aircraft with only token customer input. Rather than presenting the market with what Boeing perceived as their idea of what was required, customers had direct input. Over the decades, the Boeing 777 became one of the world’s most successful commercial aircraft and continues to be the workhorse of many a customer fleet.

Idea for Impact: Create Something People Want

Whether selling products or services, fast food, or experiential travel, the most innovative companies organize their offerings around customers’ needs. From the very beginning, they tap consumers as never before to help them create new products, and they’re embedding customer knowledge into the business. Early and frequent feedback is one way to cope with the pressure for shorter product cycles and to be prudent about not investing time and resources in unpromising ideas. It also augurs well for the experiences-over-possessions shift in consumer values.

Inspirational Quotations #962

September 11, 2022 By Nagesh Belludi

The desire to reach for the sky runs deep in our human psyche.
—Cesar Pelli (Argentinean-American Architect)

The two women exchanged the kind of glance women use when no knife is handy.
—Ellery Queen (American Crime Fiction Authors)

While there are practical and sometimes moral reasons for the decomposition of the family, it coincides neither with what most people in society say they desire nor, especially in the case of children, with their best interests.
—Robert Neelly Bellah (American Sociologist)

A Realist is an idealist who has gone through the fire and been purified. A skeptic is an idealist who has gone through the fire and been burned.
—Warren W. Wiersbe (American Pastor, Biblical Scholar)

He who believes in nobody knows that he himself is not to be trusted.
—Berthold Auerbach (German Novelist)

Problems arise in that one has to find a balance between what people need from you and what you need for yourself.
—Jessye Norman (American Soprano)

An artist has to go to every extreme, to stretch his sensibility through excess and suffering in order to feel and to communicate more. I have always been fascinated by blood. Pain can be vitalizing; it gives intensity in the place of vagueness and emptiness. If we don’t suffer, how do we know that we live?
—Sebastian Horsley (English Painters, Author)

I’m struck by how laughter connects you with people. It’s almost impossible to maintain any kind of distance or any sense of social hierarchy when you’re just howling with laughter. Laughter is a force for democracy.
—John Cleese (British Comic Actor, Writer)

We’re constantly being told what other people think we are, and that’s why it is so important to know yourself.
—Sarah McLachlan (Canadian Musician)

A wise person should never divulge the loss of his wealth, distress in his mind, malpractices at his home or that he has been cheated or insulted.
—The Hitopadesha (Indian Collection of Fables)

It’s a dangerous thing to think we know everything.
—Jack Kuehler (American Businessman)

Opinion often consists of a kind of criticism. But criticism can come out of love.
—Robert Frank (Swiss-American Photographer)

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Feedback-Influenced Design is a Key Point of Differentiation

Concept Testing at Every Stage of Development

Idea for Impact: Create Something People Want

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