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The Tyranny of Best Practices

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By all means, acquaint yourself with the management practices of Dell (in supply chain management,) Toyota (quality control,) Ryanair (working capital,) or whatever company is the present-day shining exemplar of the pertinent best practices. But beware of the risks of taking their best practices out of context and applying them to your business.

The Tyranny of Best Practices - Deceptively Simplistic Solutions Some advantages are unlikely to be accrued by borrowing fashionable ideas from other companies. It makes sense, for example, to study how Apple’s innovations have changed the world, but the visionary in Steve Jobs can’t be replicated.

Best practices can offer deceptively simplistic solutions. Some of them aren’t implementable—even relatable. You can try replicating Google’s policy of allowing employees to spend 20% of their time on their own ideas; that initiative isn’t likely to transform a company designing gasoline engines.

Many of the basic principles of innovation are universal. But management methods succeed—or fail—in a specific context. A company’s industry, maturity, location, and leadership structures influence this context. Unless you develop a thorough understanding of all the factors that have contributed to others’ success, there’s a risk that you’re learning the wrong lessons.

Idea for Impact: You can’t truly become another company. You can only become a better version of yourself, not an inferior version of someone else. Be inspired by others’ best practices, but don’t imitate them blindly.

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Learning from Bad Managers

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Learning from Bad Managers It’s always nice to have great bosses who’ll teach you many things the easy way. However, you’ll have a boss who’s bad for you at some stage in your career. Bad bosses come in all forms: tyrants, abrasive, unprincipled, insensitive, indecisive, inconsistent, unfair, uncaring, arrogant, insensitive, quick-tempered, manipulative, apathetic, and so on.

If you’re perceptive, you can learn more from these bad examples than you’ll from the great bosses you’ll work for. Remember the axiom: “No one is totally worthless; you can always serve as a bad example.”

When you have a bad boss, ask yourself, what things about this boss will you commit to never doing? Make a list and refer to it occasionally. Avoiding doing these things will help you be a better boss—and be a positive role model for others.

Idea for Impact: Bad bosses can become useful teachers precisely because they provide some of the best lessons in what not to do that you’ll ever be offered. Take it upon yourself to never be like your bad boss.

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We Need to Unlearn Not Being Creative

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Creativity is a fundamental tenet of being. Every idea, no matter how trivial, is a spontaneous association between established earlier ideas.

Creativity is how we think and reason. It’s how we understand and explore. Everything else—education, upbringing, social conditioning, cultural mores—confines our creativity.

The principal villain is that little voice inside our heads that holds us back because a creative activity is disruptive. Originality begets instability. Creativity takes time, effort, and courage. Being imaginative is more unpredictable than the comfort of the repetitive pattern of everyday existence.

We Need to Unlearn Not Being Creative

Watch children at play. They can invent new worlds, compose new narratives, and fantasize in double-quick with an endless stream of creativity. Children don’t hold back—to them, all things are possible because they haven’t learned that some things are impossible.

In other words, children are less hindered by prior patterns of thought. They don’t judge the quality of their creations. Nor must they “save face” if others think their ideas to be stupid. They simply move on to something else.

Alas, this high level of creativity isn’t necessarily sustained throughout childhood and into adulthood. By high school, most children have their creativity gently squeezed out by those (adults, undeniably) who think more conventionally.

Idea for Impact: We adults don’t need to learn to be creative. We need to unlearn not being creative. As Albert Einstein once said, “To stimulate creativity, one must develop the childlike inclination for play.”

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The Truth about Being a Young Entrepreneur

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The Truth about Being a Young Entrepreneur

I think we should start telling our young people that getting into business is hard.

Let’s stop pumping them up, “Go for it, kid. This is awesome. This is going to be the best thing you’ve ever done. If X can do it, you can do it too. You’re going to smash it.”

Entrepreneurs have a tendency to over-confidence, and the over-confident tend to be socially and culturally primed for entrepreneurship.

Fact is, most first-time entrepreneurs wish that someone had told them how hard it was going to be. Ideas are a dime a dozen. When real-life replaces daydreams, researching, experimenting, taking on customers, building a team, gaining wisdom, and getting cash in the door are all awfully difficult. Most self-employed people put in very long hours and worry about their work, even outside of work. Entrepreneurship simply isn’t for everyone.

America is fascinated by entrepreneurs. But the successful-young-entrepreneur narrative has generated a false affirmation that sets up people for disappointment when they encounter reality.

Don't build a startup to become a trend In recent years, we’ve seen more young people diving into the startup realm. Yes, young entrepreneurs have lower opportunity costs and a better sense of the new generation’s needs. But they don’t have the network, mature frame of mind, industry insight, and adequate financial resources vital to success. Indeed these factors are why older entrepreneurs tend to have a substantially higher success rate.

Let’s stop creating false hopes for young people who don’t realize how difficult business—even a one-person-shop—is. Yes, encouragement is essential, and it can go a long way in helping people succeed. However, let’s lend support to reality and not a myth.

Idea for Impact: If you have the entrepreneurial itch, don’t become quickly sold on tales of grandeur.

Don’t build a startup to become a trend.

Don’t quit your day job yet—especially if your business idea is a spin-off from your present occupation or you intend to turn a hobby or a particular interest into a thriving business.

Don’t give up that steady paycheck until after you’ve built a side hustle.

Don’t listen to the superstars.

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How to Face Your Fear and Move Forward

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The smartest people I know of are those who realize that fear can be immobilizing. They understand that being so afraid of failing at something can push them to decide not to try it at all.

Philip Anschutz - Face Your Fear and Move Forward Consider American billionaire Philip Anschutz’s meditations upon his induction to the Horatio Alger Association of Distinguished Americans, 2000:

I’ve had a lot of failures and made mistakes, and it’s important to know that none of these are irreversible in your life. You can fix them. Failure is part of the game. You’ve got to have them, and you should do things every day that scare you a little. You’ve got to take risks, and you’ve to make hard decisions—even when you yourself are in doubt. It’s not failure, but the fear of failure that stops most people.

Idea for Impact: Don’t let fear stop you from moving forward.

Fear of failure has a way of undermining your own efforts to avoid the possibility of a larger failure. But when you allow fear to hinder your forward progress in life, you’re destined to miss some great opportunities along the way.

One of the most powerful ways of reducing the fear of failing is to analyze all potential outcomes, have a contingency plan, and start small. Be open to constantly revising your understanding, changing your mind, and cutting your losses. Be open to reconsidering a problem you think you’ve already solved.

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Five Ways … You Could Elevate Good to Great

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  1. Five Ways Don’t be too self-critical. If you must dissect your faults, do so with a mirror, not a magnifying glass. For instance, reframe “I’m buried in debt” as “I owe $800 on credit cards and $10,000 in student loans.”
  2. Set easy-to-meet, incremental goals. You’ll feel so good about the results that taking the next step will be much easier. The best plans are only good intentions unless you set deadlines for yourself and achieve results. Keep a written list of all your accomplishments, however small, and celebrate your progress.
  3. Don’t try to do everything. Continuous learning on a few areas will help you pin down and sharpen the essential skills to move up.
  4. Make the most of mentors. Bring together a range of experts and tap into their knowledge and experience. Watch and learn how those you admire got to where they are now. Take responsibility for your own development and placement. Map out your own journey.
  5. Seek out opportunities. Join cross-team projects. Get involved with all aspects of your job. Keep your eyes and ears open to everything up for grabs. Ask for what you want and take risks—you’ll accomplish more and feel good about being brave.

Bonus: Come to terms with your limitations and deal with problems deftly before they metastasize.

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Overtraining: How Much is Too Much?

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The amount of practice on an instrument is the most significant contributor to musical performance success. However, an obsessive orientation toward practice can burn you out and make you stiff.

Rather than carving out more time in the day for practice, celebrated musicians (not unlike specialist athletes and chess masters) tend to excel by making modest levels of practice more productive.

Itzhak Perlman on why practicing too much is bad Like all great teachers, virtuoso violinist Itzhak Perlman preaches not too much practice:

When kids ask me for an autograph, I always sign my name and then write, ‘Practise slowly!’ That’s my message to them. If you practise slowly, you forget slowly. If you practise very quickly, maybe it will work for a day or two and then it will go away, because it has not been absorbed by your brain. It’s like putting a sponge in the water. If you let it stay there it retains a lot of water.

There are a lot of people who believe that the more you practise the greater the improvement, but I don’t believe that. Again I cite the sponge example. When you put a sponge in the water, after a while it reaches saturation point. Keeping it in there for any longer won’t help, as it’s absorbed as much as it can.

Choosing to focus on quality over quantity of practice helps musicians free up time for score study, concentrated listening, and other learning activities away from their instruments. All these ultimately make practice more effective.

Idea for Impact: Mindless repetition is ineffective. To reach the highest levels of expertise, focus on the quality of practice. Skill formation relies on consistency and deliberate practice. Under a mentor’s guidance, a consistent and intentional practice can bring about clarity and make you observe yourself and open for feedback.

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How to Own Your Future

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Self Directed Learning: How to Own Your Future Work seems to be shifting faster than ever. The New York Times columnist Thomas Friedman provides a particularly emblematic example of the profound changes in the way people work and the way organizations design jobs and work environments:

Work is being disconnected from jobs, and jobs and work are being disconnected from companies, which are increasingly becoming platforms. A great example of this is what’s ha ppening in the cab business. Traditional local cab companies own cars and have employees who have a job; they drive those cars. But, now they’re competing with Uber, which owns no cars, has no employees, and just provides a platform of work that brings together ride-needers and ride-providers.

Adaptivity via Self-Directed Learning

Dramatic economic, social, and technological changes necessitate professionals at all levels to be almost continuously trained and re-trained just to keep abreast of all facets of working life.

The career implication of this continuous transformation is the increasing need for ongoing learning. You’ll have to equip yourself to stay ahead of changes. In other words, you’ll need a growth mindset to learn, apply, reorient, and keep learning.

More Will Be Now on You

You’ll need to be self-directed. You’ll need to take the initiative and responsibility for the learning process. You’ll need to recognize training needs and choose how you’ll meet these needs rather than rely on your organization to tell you what to learn and how to do it. The smarter organizations out there are enabling and promoting individual choice and self-directed and self-determined learning.

What will set successful professionals apart in the future is that they take responsibility for their continuous learning. They proactively explore what they may be interested in and what the future will demand instead of indifferently waiting for options to present themselves.

Idea for Impact: Own Your Learning

Set your sights on a long career with multiple stages, each involving ongoing training and re-skilling. If you want to achieve career greatness, you will likely find your current skill sets obsolete in less than five years without self-directed learning.

Develop a growth mindset that’ll help you grow, expand, evolve, and change.

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Book Summary of Oprah Winfrey’s ‘The Path Made Clear’

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The title of Oprah Winfrey’s The Path Made Clear: Discovering Your Life’s Direction and Purpose (2019) is misleading. This book is no more than a hodgepodge of think-positive sound bites from Winfrey’s luminary show-guests.

'The Path Made Clear' by Oprah Winfrey (ISBN 1250307503) Winfrey opens each of the ten chapters with a short personal anecdote of her hard work, persistence, and gratitude. Her meditations illuminate her passion-driven inner self: “Pay attention to what feeds your energy, you move in the direction of the life for which you were intended” and “Your life is always whispering to you.”

Aside from the prologues, the poorly organized reflections of Winfrey’s guests don’t build up to helping find purpose and living it. Some of the guests’ thoughts are poignant and thought-provoking:

  • “When problems show up, relax, and lean away from the noise that the mind is making. Give the noise room to pass through and it does. It passes right through. Don’t let fear take over. Like if you get on a horse and you’re scared, you’re not going to be a very good rider, right? But that doesn’t mean you let the horse go wherever it wants. You learn how to interface and interact with life in a wholesome, participatory way. Letting go of fear is not letting go of life.”—Michael Singer, Meditation Teacher
  • “Inspiration comes from three areas. It’s the clarity of one’s vision, the courage of one’s conviction, and the ability to effectively communicate both of those things.”—Jeff Weiner, Executive Chairman of LinkedIn
  • “Don’t pray to have a challenge-free life. Pray that the challenges that come will activate your latent potential.”—Michael Bernard Beckwith, New Thought Writer
  • “Luxury is a matter not of all the things you have, but all the things you can afford to do without.”—Pico Iyer, Essayist & Travel Writer

Recommendation: Scan The Path Made Clear. Put this beautiful book on your coffee table or nightstand to leaf through and contemplate, but it’s got nothing substantive.

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Two Leadership Lessons from Oscar Munoz, United Airlines CEO

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United Airlines announced last week that CEO Oscar Munoz and President Scott Kirby would transition to new roles as executive chairman and CEO respectively in May 2020.

Two Leadership Lessons from United Airlines' CEO, Oscar Munoz Munoz was very good for the airline. He deserves kudos for getting United back on track, for improving the company’s culture, employee morale, brand image, and customer experience, and for hiring Kirby.

  • Munoz, who came to United from the railroad company CSX, had hitherto gained considerable experience while serving for 15 years on United’s (via its predecessor Continental Airlines’s) board. But, when he became CEO in 2015, he stated that he hadn’t realized how bad things had got at United. That admission reflects poorly on his board tenure—board members are expected to be clued up about the day-to-day specifics of the company and have more visibility into the pulse of the company’s culture beyond its senior management. Alas, board members not only owe their cushy jobs to the CEOs and the top leadership but also build long, cozy relationships with them.
  • Munoz will be remembered chiefly for the David Dao incident and the ensuing customer service debacle. The video of Dao being dragged out of his seat screaming was seen around the world. While the dragging was not Munoz’s fault (the underlying problem wasn’t unique to United,) the company’s horrendous response to the incident was. However, Munoz is worthy of praise for using the event as a learning exercise and an impetus for wholesale change in United’s operations and employee culture. In the aftermath of the incident, many customers vowed to boycott United flights, but that sentiment passed as the backlash over the incident waned. Even so, the David Dao incident need not have happened for United’s operational and cultural changes to materialize.

Now then, Scott Kirby is a hardnosed, “Wall Street-first, customer loyalty-last” kinda leader. Even though Kirby has made United an operationally reliable airline, his manic focus on cost-cutting has made him less popular with United’s staff and its frequent fliers. Let’s hope he’ll keep the momentum and preserve the good that Munoz has wrought.

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