For those of you who were kind, curious,&nbsp;and committed enough to devour <a href="../../blog/post/the-redemption-of-an-angry-team">my last blog</a> in its entirety, today I am serving a tiny and tasty morsel for dessert.&nbsp;
This very morning, I had the most wonderful time attending a Professional Women's Networking Breakfast and sharing some ideas on the topic of Resilience.
Throughout, and particularly afterward, I was overwhelmed by their own resilience, positive spirit, degree of engagement, stories of inspiration, and general entrepreneurship and drive.&nbsp; These dynamic women&nbsp;are clearly tackling the world with a zest for life; the morning was absolutely buoyant.&nbsp; &nbsp;
One of the most common topics that arose in the 'post-presentation' dialogues was Purpose &amp; Calling.&nbsp; A number of the attendees inquired, "Where can I learn more about 'purpose' and 'calling?'&nbsp; I am personally at a crossroads, and eager to read and learn and discover more about myself and where I am destined to contribute, collaborate, and work."
In answer to this perennial question, I offer up the work of Richard Leider as a great "go to" resource.&nbsp; Dick is a best-selling author, executive educator, life coach, teacher, speaker, and counselor.&nbsp; His most well known books&nbsp;include&nbsp;<a href="http://www.amazon.com/Power-Purpose-Creating-Meaning-Your/dp/1576750213">The Power of Purpose</a>, <a href="http://www.amazon.com/Claiming-Your-Place-At-Fire/dp/1427088047/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1242927399&amp;sr=1-1">Claiming Your Place at the Fire</a>,&nbsp;and <a href="http://www.amazon.com/Repacking-Your-Bags-Sense-Purpose/dp/1567313698/ref=sr_1_7?ie=UTF8&amp;s=books&amp;qid=1242927399&amp;sr=1-7">Re-Packing Your Bags</a>.&nbsp;&nbsp;He is a calm spirit in a blustery&nbsp;gale, a temperament which serves him&nbsp;well -- especially given his profession.&nbsp; I&nbsp;consider him one of the most pivotal mentors I ever had in my earliest years as I stared-down several&nbsp;proverbial 'forks in the road.'
If you&nbsp;have, are now, or ever do face your own 'fork in the road' moment, bookmark the following&nbsp;two resources.&nbsp; You'll be glad you did.&nbsp;&nbsp;
<a href="http://www.fastcompany.com/magazine/13/ldrplus.html">Are You Deciding on Purpose?</a>&nbsp; (An easy, breezy interview from Fast Company Magazine)&nbsp;
<a href="../../blogging/file.axd?file=2009%2f5%2fPurpose%26theGoodLife.pdf">Purpose&amp;theGoodLife.pdf (1,016.52 kb)</a>&nbsp; (A rich, scholarly study on Money, Medicine, and Meaning as&nbsp;subsidized and published by MetLife)&nbsp;
&nbsp;
<table border="0" cellspacing="0" cellpadding="0" align="center">
<tbody>
<tr>
<td>Two&nbsp;roads diverged in a yellow wood,</td>
<td><a title="1" name="1"></a></td>
</tr>
<tr>
<td>And sorry I could not travel both</td>
<td><a title="2" name="2"></a></td>
</tr>
<tr>
<td>And be one traveler, long I stood</td>
<td><a title="3" name="3"></a></td>
</tr>
<tr>
<td>And looked down one as far as I could</td>
<td><a title="4" name="4"></a></td>
</tr>
<tr>
<td>To where it bent in the undergrowth;</td>
<td align="right" valign="top"><a title="5" name="5"></a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;5</td>
</tr>
<tr>
<td>&nbsp;</td>
</tr>
<tr>
<td>Then took the other, as just as fair,</td>
<td><a title="6" name="6"></a></td>
</tr>
<tr>
<td>And having perhaps the better claim,</td>
<td><a title="7" name="7"></a></td>
</tr>
<tr>
<td>Because it was grassy and wanted wear;</td>
<td><a title="8" name="8"></a></td>
</tr>
<tr>
<td>Though as for that the passing there</td>
<td><a title="9" name="9"></a></td>
</tr>
<tr>
<td>Had worn them really about the same,</td>
<td align="right" valign="top"><a title="10" name="10"></a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;10</td>
</tr>
<tr>
<td>&nbsp;</td>
</tr>
<tr>
<td>And both that morning equally lay</td>
<td><a title="11" name="11"></a></td>
</tr>
<tr>
<td>In leaves no step had trodden black.</td>
<td><a title="12" name="12"></a></td>
</tr>
<tr>
<td>Oh, I kept the first for another day!</td>
<td><a title="13" name="13"></a></td>
</tr>
<tr>
<td>Yet knowing how way leads on to way,</td>
<td><a title="14" name="14"></a></td>
</tr>
<tr>
<td>I doubted if I should ever come back.</td>
<td align="right" valign="top"><a title="15" name="15"></a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;15</td>
</tr>
<tr>
<td>&nbsp;</td>
</tr>
<tr>
<td>I shall be telling this with a sigh</td>
<td><a title="16" name="16"></a></td>
</tr>
<tr>
<td>Somewhere ages and ages hence:</td>
<td><a title="17" name="17"></a></td>
</tr>
<tr>
<td>Two roads diverged in a wood, and I&mdash;</td>
<td><a title="18" name="18"></a></td>
</tr>
<tr>
<td>I took the one less traveled by,</td>
<td><a title="19" name="19"></a></td>
</tr>
<tr>
<td>And that has made all the difference.</td>
</tr>
</tbody>
</table>
&nbsp;Robert Frost

Purpose, Meaning, and the Good Life

The Redemption of an Angry Team

A woman, very important to me, recently shared this&nbsp;story: 


&quot;I spent&nbsp;last evening&nbsp;with my friends&nbsp;of&nbsp;fifty-nine years and drove home in the fog.&nbsp; During the drive, I was thinking, &#39;Can it be that when I was eight and putting my books in my cubby in elementary school, one girl,&nbsp;who just sat&nbsp;across from me at dinner,&nbsp;had first approached me&nbsp;and asked, &#39;Some of us go out and play and talk on the playground now during recess.&nbsp; Would you like to come?&#39;&nbsp; Well, I had&nbsp;experienced a horrible&nbsp;couple years&nbsp;in kindergarten and first grade&nbsp;at another school,&nbsp;though no one&nbsp;knew that.&nbsp; I had&nbsp;worried much about the playground, and even planned to hide behind a tree!&nbsp; But, there I sat last night with seven&nbsp;friends of&nbsp;fifty-nine years who&nbsp;had&nbsp;invited&nbsp;me out to the playground.&nbsp;&nbsp;They had&nbsp;made all the difference decades ago, but the&nbsp;eleven years we spent together in school have paled in comparison to the lifelong friendships we have experienced ever since.&quot; 


To varying degrees, everyone has a need for friends and friendship.&nbsp; While some people need friends to survive, others&nbsp;need them as touchstones.&nbsp; Either way, their place in the human experience is undeniable.&nbsp; It is these connections that provide a sense of belonging, acceptance, and affirmation. 


Some friendships are not; they are -- instead, one-way.&nbsp; One person does all the giving, while the other does the taking. 


Some are destructive and cancerous. 


Some are shallow and predictably splinter upon the rocks. 


Some last for moments, while others last a lifetime. 


In the end, those that prove the most fruitful are the ones in which each person is refined and made better as a result of the relationship.&nbsp; I have met too many couples and &#39;friends,&#39; for example, who simply pollute one another or prove toxic.&nbsp; (I am most haunted by a woman I&nbsp;counseled years ago who said, &quot;My husband hurts me.&nbsp; I feel so ashamed.&quot;&nbsp; In Battered&nbsp;Person Syndrome, as in unhealthy friendships, the beater beats and the victim apologizes.&nbsp; These are not friendships; these are cyclical-crimes that feed on themselves and only worsen&nbsp;with time.<a href="http://www.ncjrs.gov/" title="If you or someone you know needs help...">1</a>) 


A good friend once asked, &quot;What sort of person should I marry?&quot;&nbsp; My only advice at the time was, &quot;Marry someone most beautiful on the inside.&quot;&nbsp; 


The&nbsp;enduring, adhesive (sticky) friendships bring each person closer to greatness than before.&nbsp; (Jerry Maguire wasn&#39;t too far off base.)&nbsp; 


Just&nbsp;recall the slogan, &quot;Friends don&#39;t let friends drive drunk.&quot;&nbsp; Said conversely, &quot;Friends are the means to make you better (not worse).&quot;&nbsp; They mean you no harm, have your best interests at heart, and serve to help you&nbsp;fulfill your destiny.&nbsp; The same is true of great organizations, great employers, great supervisors/managers/leaders/colleagues. 


For several years, we all heard the mantra, &quot;There is no &#39;I&#39; in TEAM.&quot;&nbsp; A colleague of mine most effectively addressed the&nbsp;shortsightedness in this logic when he said, &quot;The greatest teams &#39;sponsor&#39; individuals who -- together -- become much greater than the sum of their parts.&quot; 


I&#39;ve always liked that idea -- that the greatest teams make&nbsp;individuals better,&nbsp;pull them to greatness and, generally, &#39;sponsor&#39; them... their personhood, their character, their integrity, their value, their potential, their humanity. 


As leaders, just as parents, we sometimes&nbsp;resist creating friendships with employees, believing such a dimension might&nbsp;alter or complicate&nbsp;an otherwise simpler relationship.&nbsp; I understand this conceptually, but have found that some of the greatest leaders and parents are friends (not exclusively, primarily, or&nbsp;predominantly), but also. 


In the words of the&nbsp;beautiful Maya Angelou, &quot;I&#39;ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.&quot; 


Now, go befriend someone, maybe a newbie.&nbsp; Ask them to lunch, to join you during recess, or to save you a spot in the next meeting.&nbsp; You never know, it might just lead to a decades-long rapport&nbsp;or relationship that brings you or them out from behind that tree, or makes you both better&nbsp;individuals than you are today.

Sticky Friendships

Workplaces are grapevines; that&#39;s just the way it is.&nbsp; Sadly, there are too few exceptions to&nbsp;the hypothesis that, &quot;Where there are three, there gossip be.&quot; 


Turn on practically any&nbsp;TV channel or Radio station: innuendo, rumor, speculation, gossip. 


See countless Websites... 


Countless News programs... 


Countless &#39;Reality&#39; programs... 


My feeble Blog entry for today won&#39;t do one iota to&nbsp;stop gossip from metastasizing, but if it underscores the importance of not gossiping, abiding gossip, or feeding the gossip machine for even &#39;one day,&#39; all the better.&nbsp; A chain only works when each link does its part.&nbsp; By refusing to engage or tolerate gossip in your workplace, you not only differentiate what IS and IS NOT appropriate, productive, and right, but you sometimes preserve a person&#39;s reputation. 


And THAT is something which, once tarnished, dented, or broken, suffers from Humpty Dumpty Syndrome: 

<dd>Humpty Dumpty sat on a wall, </dd><dd>Humpty Dumpty had a great fall. </dd><dd>All the king&#39;s horses, </dd><dd>And all the king&#39;s men, </dd><dd>Couldn&#39;t put Humpty together again.</dd>

In Doubt, the haunting play and film by&nbsp;John Patrick Shanley, there is a wonderful sermon delivered by the character Father Flynn.&nbsp; I will close with it, as it so powerfully captures the viral and infectious nature of gossip: 


A woman was gossiping with a friend about a man she hardly knew - I know none of you have ever done this - that night she had a dream. A great hand appeared over her and pointed down at her. She was immediately seized with an overwhelming sense of guilt. The next day she went to confession. She got the old parish priest, Father O&rsquo;Rourke, and she told him the whole thing. 
 
&lsquo;Is gossiping a sin?&rsquo; she asked the old man. &lsquo;Was that the hand of God Almighty pointing a finger at me? Should I be asking your absolution? Father, tell me, have I done something wrong?&rsquo; 
 
(Irish Brogue) 
&lsquo;Yes!&rsquo; Father O&rsquo;Rourke answered her. &lsquo;Yes! You have borne false witness against your neighbor, you have played fast and loose with his reputation, and you should be heartily ashamed!&rsquo; 
 
So the woman said she was sorry and asked for forgiveness. 
 
&lsquo;Not so fast!&rsquo; says O&rsquo;Rourke. &lsquo;I want you to go home, take a pillow up on your roof, cut it open with a knife, and return here to me!&rsquo; 
 
So the woman went home, took a pillow off her bed, a knife from the drawer, went up the fire escape to the roof, and stabbed the pillow. Then she went back to the old parish priest as instructed. 
 
&lsquo;Did you gut the pillow with the knife?&rsquo; he says. 
 
&lsquo;Yes, Father.&rsquo; 
 
&lsquo;And what was the result?&rsquo; 
 
&lsquo;Feathers,&rsquo; she said. 
 
&lsquo;Feathers?&rsquo; he repeated. 
 
&lsquo;Feathers everywhere, Father!&rsquo; 
 
&lsquo;Now I want you to go back and gather up every last feather that flew out on the wind!&rsquo; 
 
&lsquo;Well,&rsquo; she said, &lsquo;it can&rsquo;t be done. I don&rsquo;t know where they went. The wind took them all over.&rsquo; 
 
&lsquo;And that,&rsquo; said Father O&rsquo;Rourke, &lsquo;is GOSSIP!&rsquo;

The Insidiousness of Workplace Gossip

What a difference seven months make.
In October, as the unwinding of our world's economy became crystal clear, so many perceived it as 'temporary.' "The prey must make its way through the python, then all will be well in the end," they seemed to say.
And perhaps that is entirely true. 2010, 2011, 2012... I suppose things could return to 'normal' by then.
But I think not.
I think what's done is done, what was was, and we've entered a New World Order. I believe the 'unwinding' was, in fact, a re-calibrating.&nbsp;
I believe the waterline of the former market was, for all intents and purposes... former.&nbsp;And we may not see Dow Jones at 14,000+ for another generation. Call me a heretic, an idiot, or a doomsday-sourpuss-naysayer; I've been called worse. But I believe the snake oil salesmen who are selling fiction disguised as hope are unrealistically optimistic or altogether deceptive. (I see the difference as their 'knowledge' x their 'intent.')
I attended an economic conference several weeks ago, and ALL the economists were prophesying, "This will blow over in a few months. Q3 2009 will see a return to business as usual," guess-hypothesis-theory-lie. I'm sorry; I just don't buy it. While I fully understand FDR's lamentations about 'fear itself' and the need for positive psychology to lead the market, I believe it's time to come to terms with reality and adapt rather than hope for stable sand castles found primarily in Utopia.&nbsp;
I imagine the market as we knew it before --&nbsp;with easy loans,&nbsp;bottomless debt, and raging home sales --&nbsp;is a thing of the past.&nbsp;
Is the bottom near? Perhaps, though I agree with Warren Buffett's sentiment that we probably won't experience it until the Government stops reaching in and tweaking the knobs. At some point, probably where 'rescue' and 'reality' intersect, we will indeed experience a legitimate transition, but I don't think 'bottoming, leveling out, and climbing' are synomymous with 'back to business as usual.' (At least, not for everyone. One of the great ironies of this current economy is the disparity between the haves and have-nots. While many people and clients and states I interact with are STARVING, many others are THRIVING. On the one extreme I hear, "The sky is falling!" while on the other extreme I hear, "Crisis, what crisis? We have so much money we don't know where to spend it all!")
Some might argue that I am sounding a bit like Chicken Little, but I believe that history and conventional wisdom will reveal that I am among an unintentional chorus of Shepherd Boys who would rather be wrong. And by unintentional, I mean to say, "non-economic types" who wind up being in the majority and on the side of right, not because of knowledge, but because of intuition.&nbsp;
I believe we're entering an era of Business as Unusual or, said another way, The 'New' Economy is The Economy.
2,600 years ago, the Greek slave, Aesop, wrote well over 200 brief fables, and many of them specifically for children (though they apply to most everyone). Among them is The Shepherd Boy &amp; the Wolf, more commonly remembered as The Boy Who Cried Wolf.&nbsp;The theme of the story is best recalled in the final line of the fable: "Even when liars tell the truth, they are never believed. The liar will lie once, twice, and then perish when he tells the truth."
Only time will reveal whether the 'renowned and expert economists' are right (and Q3 2009 will reveal a miraculous, magical,&nbsp;and unheralded 'market bounce' that eventually leads us back to earlier Dow Jones health, employment, and worldwide productivity as before) or&nbsp;if those who said once and twice (without&nbsp;knowing why), "the world is changed for a generation" will be deemed right.
Again, I would&nbsp;prefer to be wrong.
At this point in life, most of us have endured one sort of surgery or another. I equate today's Shepherd Boys as those who scratch at our scar tissue. What was once sensitive and irritated (October 2008) is slowly becoming thick and numb (May 2009). The 'jump' in our step has faded a bit, we've ignored the alarms for too long, and many are awakening and coming to grips with a potentially new reality. A sense of, "Okay. Um. So, this REALLY isn't going away next month? It wasn't just a drill? All righty then, let's see... what shall I do now?"
History has an enviable way of efficiently and accurately sorting the misfits and malcontents from the rest. I know most of us would LOVE to see a return to a pre-9/11 or pre-2009 economic world order, but the hairs on the back of my neck just don't sense that coming anytime soon. Do yours?&nbsp;
Meanwhile, whether it's only a few years or an entire generation plus, I suppose we should return to our work, reprioritize, rebalance, and find ways to survive through and thrive within a minor economic winter. There is plenty of work to be done, there are many fields still lacking qualified applicants, and as Nature reminds us, life is binary. It's either 'find a way to Grow' time, or 'embrace the slumber that has no end' (e.g., die).&nbsp;
I elect to fight, as I'm sure you do, too. It's buckle-down time. Not for an illusory and fabled 'comeback' of lore, but in pursuit of creating a more sustainable future for our children, our customers, our constituents, and all those we hope will follow.
Onward. Perge. Semper fidelis. It's on. Let's roll. Bring it. Go time. All that jazz.

Aesop & Scar Tissue Times

Sometimes the smallest, simplest things catch my attention.&nbsp; I don&#39;t know why, but it intrigues me, as do the teensy lessons the things themselves reveal. 


Last week,&nbsp;Lowe&#39;s delivered several pallets of mulch to our driveway.&nbsp; Once the bags were emptied and spread, I began to wonder what we might make of the remaining wood from the pallets themselves.&nbsp; Coincidentally, my wife, Dawn, had been talking about a &quot;flower wagon&quot; for our front porch for several days. 


Though it took a while for the cogs to engage, eventually... klunk-kerplunk, eureka... Mother&#39;s Day is coming.&nbsp;


She printed a photo from the internet, and bam -- I was off to the races. 


<img style="width: 531px; height: 380px" src="/blogging/image.axd?picture=2009%2f5%2fflowerwagon.jpg" alt="" width="531" height="380" /> 


From Friday evening through Sunday, I became a man possessed.&nbsp; My aged and creaky body beneath me, I painstakingly broke down the eight pallets with a hammer, crowbar, pliers, and ripsaw.&nbsp;&nbsp;Our family&nbsp;ran&nbsp;the errand to Lowe&#39;s and purchased chain, hinges, angle brackets, more screws, a second drill, and another saw blade.&nbsp; Three days later, we have five wagon-bodies awaiting the arrival of their axles and wheels.&nbsp; Upon completion, we&#39;ll&nbsp;distribute&nbsp;the wagons around the yard and load them up with flowers, grasses,&nbsp;watermelons, or pumpkins as the seasons dictate.&nbsp; In time, and with age and weather, we think they&#39;ll work well. 


But as I was bending, standing, hobbling around my sawhorses,&nbsp;experimenting, screwing up, starting over,&nbsp;measuring, re-measuring, marking, cutting, re-cutting,&nbsp;drilling, screwing, sanding, and spraying, my mind was free to drift and float. 


On Saturday night as I did &#39;bedtime&#39; with our six-year-old daughter, Lauren, we played a memory game.&nbsp; She&#39;s working on her math and, as we wound-down for the evening, with all the lights off in the room, she said, &quot;Let&#39;s play a numbers game.&nbsp; I need to work on my math, okay?&quot;&nbsp; 


Into the ink-black darkness I said, &quot;Okay.&nbsp; How many curtains are in your room?&quot;&nbsp; 


Her mind whirred through the room and she said, &quot;Five.&quot; 


&quot;Yes, five,&quot; I replied.&nbsp; &quot;That&#39;s right.&nbsp; Good.&nbsp; Okay.&nbsp; How many doors do we have upstairs?&nbsp; Downstairs?&nbsp; Be sure to count the closets, attic, and doorways with no &#39;literal&#39; doors, okay?&nbsp; And how many gates do we have outside?&quot; 


In time, she gave me&nbsp;great numbers for every question.&nbsp; She was right-on.&nbsp; And then she said the coolest thing, 


&quot;Isn&#39;t it neat that while my body is here in bed, my mind is roaming the house and yard?&quot; 


Y e s&nbsp;&nbsp;&nbsp; i t&nbsp;&nbsp;&nbsp; i s 


It is, literally, mindblowing. 


And as my body and hair and eyelashes and shoelaces and fuzzy legs and arms became covered and more covered with fine sawdust, my mind traveled to Beijing and Paris and London and Toronto and Phoenix and Toledo and Orlando and to the movie and grocery stores down the street and the mall across town and that terrible O&#39;Hare which always strands me.&nbsp; It roamed to cars and planes and people and politics.&nbsp; To religion and mailboxes and dogs and squirrels.&nbsp; To the wind that blew and the rain that fell and nearly ruined my tools, to the neighborhood boys revving their engines and blaring their tunes, to birds and ants and leaky roofs and mosquitos, and to the meals I could smell through the windows and the shower I longed to take when I was finished each evening. 


And like our precious Lauren, growing inch by inch and word by word, I thought to myself, &quot;Isn&#39;t it neat that while my body is here, my mind can go anywhere.&quot; 


Y e s&nbsp;&nbsp;&nbsp; i t&nbsp;&nbsp;&nbsp; i s 


The mind is a terrible thing to waste, but too often, I see organizations and leaders who don&#39;t allow (much less expect... demand...) their people to hope and dream and think.&nbsp; And we confine people, and their minds, to cubicles and repetition. 


Henry Ford once lamented, a century ago, &quot;Why, when all I need is a pair of hands, do I have to get a whole person?&quot;&nbsp; (Yes, people are complicated, but oversimplifying the workplace so people can&nbsp;solely be more effectively &#39;managed&#39;&nbsp;borders on&nbsp;malpractice.)&nbsp; Toyota, and countless companies defined by &#39;predictability,&#39; have&nbsp;found ways to ensure job enrichment and variety.&nbsp; Have you?&nbsp; After all,&nbsp;though it is indeed complicating, you&nbsp;get much, much more from a person when you demand they also think creatively and constructively about your business.&nbsp; And yes, sometimes the most constructive changes arise like a phoenix in the face of &#39;creative destruction,&#39; not unlike Market Darwinism and what we are seeing in broad scale around the world today.&nbsp;&nbsp; 


(There is an anecdote that Bill Gates, Sr. tells about his then-adolescent son.&nbsp; After repeatedly yelling up the stairs at Bill, Jr. to come down and get in the car,&nbsp;his exasperated mother inquires, &quot;WHAT are you DOING?&quot;&nbsp; &quot;I&#39;m thinking, Mom.&nbsp; Don&#39;t you ever do that, too?&quot; he replied.&nbsp; Later that evening, his mother and father admit to one another, &quot;No.&nbsp; We really don&#39;t take enough time anymore to just think.&nbsp; Just think.&quot;) 


And no, I am not advocating &#39;daydreaming,&#39; but I am encouraging you -- as a leader -- to facilitate and foster an environment in which people can indeed imagine and think, wherein you allow their minds to explore new and&nbsp;heretofore uncontemplated&nbsp;opportunities.&nbsp; As they do at W.L. Gore, we should consider allowing people &#39;dabble time.&#39;&nbsp; It&#39;s where Gore&nbsp;finds breathable plastics and 3M finds Post-Its. 


And for all of us, including my daughter and me, it&#39;s where we find doors and freedom.

Variety & The Mind

We stood at the counter, Dawn, our six-year-old daughter Lauren, and me. 


And from Lauren&#39;s tiny mouth come these words, &quot;I&#39;ll have a banana smoothie, please.&quot; 


She had&nbsp;read this $2.50 line-item from 20&#39; away and ordered it herself. 


My, oh my, how times change.&nbsp; A year ago, she could read one and two-syllable words.&nbsp; Two years ago, at age four, I think she &#39;recognized&#39; words, but I don&#39;t recall her reading many sentences.&nbsp; But here we are, May 2009 at the age of six, and she&#39;s reading chapter books, street signs, movie titles, Viagra commercials, Disney Channel barrages... she can, in short, read just about anything.&nbsp; Words like &#39;catastrophe&#39; throw her, but with these&nbsp;wily exceptions, she can pronounce most everything. 


Like soft mid-sections and wiggly skin, I know that, as adults, undesirable things creep up on us.&nbsp; But the year the world begins to reveal itself to a child like a blossoming flower in Spring is a&nbsp;welcome year indeed. 


Life itself is like this, I believe.&nbsp; We are born into utter darkness, ignorant of all.&nbsp; And year by year, bit by bit, our eyes open.&nbsp; They open to the good, the bad, the indifferent -- but they open.&nbsp; And over time, we assert ourselves (or fail to) and become a person with proclivities, opinions, preferences, and biases. 


What an amazing thing, life.&nbsp; 


Relish it. 


And every now and again, stop and smell the flowers -- indulging and appreciating the awesomeness of simplicity. 


After all, there&#39;s more to saying, &quot;I&#39;ll have a banana smoothie, please&quot; than meets the eye.

Banana Smoothie

Sometimes I&rsquo;m slow on the uptake, but having heard this sentiment three times this past week from employees in different organizations, &ldquo;message received!&rdquo; 


Indeed, there are many loser-bosses.&nbsp; Why so surprised?&nbsp; The rungs of leadership and management are not immune to the bell curve of life. 


The succeeding questions, however, are what matter more: &ldquo;Why?&rdquo;&nbsp; and more audaciously, &ldquo;How can I remedy this?&rdquo; 


First, to the Why.&nbsp; There are generally 5 Root Causes for Leadership Failure.&nbsp; Quickly (lest this become a 10,000 word essay), they are: 


1.&nbsp;&nbsp;&nbsp;&nbsp; Selection: We&rsquo;ve started with an acorn, hoping it will grow into a pecan tree. 


2.&nbsp;&nbsp;&nbsp;&nbsp; Understanding: The individual fails to grasp, intellectually, what is expected as a leader.&nbsp; 


3.&nbsp;&nbsp;&nbsp;&nbsp; Behavior: The individual fails to acquire or master the skills required to blossom into leadership competence. 


4.&nbsp;&nbsp;&nbsp;&nbsp; Barriers: Whether personal (e.g., drama) or organizational (e.g., hierarchy, ambiguity, limited resources), there is an Achilles Heel that continually pulls the leader down and away from performance. 


5.&nbsp;&nbsp;&nbsp;&nbsp; Desire/Motivation: Sometimes resulting from the preceding, but often evolving from burnout or rustout, the leader simply fizzles out. 


Considering these root causes and their branches, it&rsquo;s relatively simple to pinpoint an individual&rsquo;s reasons for failure. 


And now, a tad on Remedy.&nbsp; I will provide only the broadest of strokes and address just three factors here, because entire FIELDS and INDUSTRIES exist to fully remediate leadership deficits. 


To develop a leader, just like a diamond, three key &lsquo;environmental factors&rsquo; are helpful.&nbsp; (This is to say &lsquo;nothing&rsquo; of the perennially important &lsquo;nature vs. nurture&rsquo; dialogue and innateness.)&nbsp; 


1.&nbsp;&nbsp;&nbsp;&nbsp; First, great leadership generally emerges over Time if it is to sustain deep roots and broad leaves.&nbsp; 


2.&nbsp;&nbsp;&nbsp;&nbsp; Second, enough Pressure must exist &ndash; in terms of consequences &ndash; to berm, direct, and focus leadership talent.&nbsp; (This is the &lsquo;push.&rsquo;) 


3.&nbsp;&nbsp;&nbsp;&nbsp; Finally, enough Heat must exist &ndash; in terms of personal drive &ndash; to regularly motivate and inspire oneself to achieve, ascend, serve, contribute, sacrifice, whatever.&nbsp; (This is the &lsquo;pull.&rsquo;) 


From within environments where adequate mentors, coaches, and role models exist&hellip; where there is solid feedback and developmental opportunities combined through education and experience, organizations are more inclined to breed leaders.&nbsp; All the more so when these leaders overcome the five roots of failure and experience the time, consequences, and motivation consistent with aspects of pressure cookers, kilns, or crucibles. 


In short, if you want fewer &ldquo;loser bosses,&rdquo; start with the right seeds and afford them the right&nbsp;mixture of soil (which includes water, oxygen, sunlight, etc.) and fire.

“My Boss is a Loser”

Wow, do we have ambiguity in spades today, or what?&nbsp; 


Surely it&rsquo;s not just my own little perception! 


Surely not. 


I&rsquo;ve heard it by the truckload lately.&nbsp; Here are four quotes from four different clients: 


&ldquo;There&rsquo;s so much ambiguity that we cannot make decisions.&rdquo; 


&ldquo;Our environment is rife with ambiguity; our people are wandering aimlessly.&rdquo; 


&ldquo;We&rsquo;re waiting for direction we know will never come.&nbsp; Can you help us help&nbsp;our people to &lsquo;lead through ambiguity?&rsquo;&rdquo; 


&ldquo;Until this economic mess clears up, we&rsquo;re flat-footed.&nbsp; We can&rsquo;t seem to catch, roll, or run.&nbsp; If it&rsquo;s 2011 or 2012 by the time things improve, we&rsquo;ll be long-dead by then.&rdquo;&nbsp; 


What are leaders, organizations, employees to do? 


The short answer is, &ldquo;Leverage what you&rsquo;ve got.&rdquo; 


As I described with one organization this past week, many entities currently resemble Swiss Cheese.&nbsp; They&rsquo;ve got &lsquo;some&rsquo; of the answers, but not all.&nbsp; Opportunity, challenge, and competitive advantage are found by those organizations FIRST able to fill in enough of the voids to move on. 


It&rsquo;s true&hellip; we NEVER have all the elements we need to form a perfect or complete answer.&nbsp; But yes, we generally have a much clearer vision than today&rsquo;s &ldquo;survive.&rdquo;&nbsp; In lieu of that clear vision, there are many aspects of direction that we CAN&nbsp;marshal from the cheese. 


For example, a sense of Purpose or Calling.&nbsp; Values.&nbsp; Key Strategy Categories like Talent Development (which includes dozens of helpful touchstones like recruitment, selection, development, appraisal, promotion, compensation, and succession planning), Image (branding, marketing, messaging, advertising, and promotion), and Financial (business economics, accounting methodologies, and anything remotely sales or revenue-related). 


Sure, we may not have a full set of maps or navigational equipment, but we&rsquo;ve been in the ocean before and we can generally make out a flicker from the distant lighthouse.&nbsp; Knowing the storms are striking each market and industry differently, some organizations will need to identify and pursue entirely different beachheads and destinations, while others simply need to decelerate, accelerate, or make tiny course corrections.&nbsp; 


In the process of &ldquo;organizational evolution&rdquo; (lest one experience Market Darwinism and risk extinction through failing to adapt), we accept that DNA adapts slowly where at all.&nbsp; Sweeping changes are less realistic or required than pivotal 1&deg; tacks which, in the aggregate over time, generate significant transformation and success, all the while holding onto the riggings of what is familiar. 


We know that for every sixty miles traveled, each degree of change throws us off course by one mile.&nbsp; Said another way, even the smallest tweaks can take us to an entirely DIFFERENT, NEW, or BETTER destination. 


Don&rsquo;t let ambiguity cripple you or your organization&rsquo;s ability to remain fixed on a long-term objective while accomplishing small and short-term wins.&nbsp; They are indeed there, hoping against hope to be found.

The Crippling Nature of Ambiguity

I recently visited with an Operations Manager in a factory who was clearly distressed.&nbsp; &ldquo;But I learned something long ago that serves me well in times like these,&rdquo; he said.&nbsp; &ldquo;Never get too Hungry, Angry, Lonely, Tired, or Scared.&nbsp; As long as I manage H, A, L, T, and S, I&rsquo;ll be fine.&rdquo; 


Knowing that few things in the universe are &lsquo;original,&rsquo; I Googled this acronym and discovered it originated as a mnemonic in the treatment of substance abusers, be they alcoholics or drug addicts. 


Whomever it was originally designed to help, I love its simplicity, &lsquo;memorability,&rsquo; and relevance. 


Indeed, when we are too hungry &ndash; be it for food, drink, or practically anything, we make poor, immediate, irrational choices that we predictably regret later. 


When we act out of anger, we are really re-acting. 


When we become too lonely, we succumb to poor choices, depression, and thoughts of failure or inadequacy. 


When we get tired, everything collapses.&nbsp; We become agitated, distracted, and shadows of one&rsquo;s self. 


And when we get scared, we convert shadows into monsters and make big decisions in belittling ways because fear reduces us to fight or flight instincts. 


H.A.L.T.S&hellip; I just love this handy little reminder, and hope that &ndash; while ideally you would never require it &ndash; perhaps it will serve you well in a&nbsp;needing moment.

H.A.L.T.S.

A brief entry for today&hellip;
First-up, THANK YOU for your many responses to help TBLG shape our Research Question as proposed in my preceding <a href="https://www.google.com/url?client=internal-element-cse&amp;cx=010954872372078951253:oygrmqks3iw&amp;q=https://www.leathgroup.com/blog/post/call-to-action-request-for-participation-in-forthcoming-research&amp;sa=U&amp;ved=2ahUKEwiNtarc4NjpAhUEGuwKHcibDDIQFjAAegQIAhAB&amp;usg=AOvVaw2QyWGG3VKCf11Q--JyWwfj">blog entry </a>dated April 8th, 2009.&nbsp;KEEP &lsquo;EM COMING, and please share the link with others so they might also contribute.&nbsp; We have received several Comments and scores of Emails on the proposed topic(s).&nbsp; As with all research, this project will take some time and we will nurse it in the background as we multi-task with daily chores.&nbsp; Keep one eye open for forthcoming Calls to Action, as they will describe progress and &lsquo;next steps.&rsquo;
I am emboldened by your passion,&nbsp;guidance, and willingness to help with and participate in the research.&nbsp; So many contributions were intriguing that the task becomes richer as it becomes deeper.&nbsp; Thank you, thank you, thank you.&nbsp;
Stay tuned.&nbsp;
&nbsp;
Last-up, speaking of multi-tasking, this is my signal to make a Lane Change, as I will momentarily upload a few waylaid blog entries that accumulated in recent days, as I found myself on several airplanes.

Thank You. Lane Change –

As I&nbsp;listen to and exchange ideas with contemporary leaders on the front lines of today's economic battlefield, I am encountering a troubling theme.&nbsp;
It revolves around&nbsp;a notion I wrote about several weeks ago... the 'treading water' phenomenon.&nbsp;
So many leaders are 'waiting to see' what the new world of work will look like... that the 'see' is being&nbsp;thwarted&nbsp;and delayed!&nbsp; It is a vicious, self-fulfilling cycle not unlike the 'prior experience required to be hired' dilemma we&nbsp;all faced as we exited school.&nbsp;
To provide answers/clarity/solutions for clients and colleagues,&nbsp;we&nbsp;intend -- in the coming weeks -- to embark on a new Research Project.&nbsp;
Here's where you come in.&nbsp;&nbsp;We are&nbsp;in dire need of your&nbsp;help.&nbsp;
We&nbsp;are&nbsp;in the early, embryonic stage of crafting, honing, and&nbsp;refining the Research Question itself.&nbsp; Currently, it&nbsp;messily&nbsp;goes something like this:&nbsp;&nbsp;
"What are the most burning Issues or Questions&nbsp;leaders need&nbsp;Answered for the burgeoning 'new world of work' and the 'to-be-determined' new 'social contract' between Employees and Employers to manifest?"
In simpler terms, "What the heck do employees need or expect from their 'bosses' in order to engage, thrive, re-commit?"&nbsp; Or, "In our unstable environment, what can leaders and organizations realistically do to gain&nbsp;focus and&nbsp;performance from employees?"
But now I'm starting to put words in your mouth.&nbsp; Here's the 'call to action;' the specific Ask and How You Can Help:
Please email&nbsp;us a stronger Research Question or whatever Issues or Questions you would like to better understand to more effectively lead your people in the 2009-2011 timeframe.&nbsp; As our economy ebbs, flows, and ultimately reshapes itself, what burning Answers do you require?&nbsp; What do you wish to understand?&nbsp; Have a better handle on?&nbsp; Need in order to more effectively lead your people?
Based on your responses, "TBLG" (The Blake Leath Group) will refine the fundamental research question with the most value to the most leaders -- and launch a research project that we hope will provide CONTEMPORARY (not re-hashed) tools, frameworks, or answers&nbsp;to serve&nbsp;you through this volatile season of ambiguity.
We are searching for both new wine and new wineskins and hope to&nbsp;make a statistically-oriented&nbsp;contribution&nbsp;that is&nbsp;equally scholarly and pragmatic in nature.&nbsp;
Step 2 will be to ask you to recommend 5-10 leaders to participate in a subsequent Survey/Assessment/Questionnaire to be predicated on the final Research Question.
We&nbsp;anticipate a broad Umbrella Topic and various Sub-Topics, and TBLG will publish its findings in ways to be&nbsp;identified in coming weeks.
&nbsp;
Thank you, in advance, for your responses.&nbsp; Please email them directly to <a href="mailto:bleath@blakeleath.com">bleath@blakeleath.com</a>.