Albert Einstein was perhaps the greatest thinker of the last century. Although he was very intelligent, he credited his successful theories not to his intelligence, but to “curiosity, concentration, perseverance, and self-criticism.” It is this last characteristic which, in my opinion, separated him from other great thinkers. It is also the attribute of self-criticism which separates great managers from the not-so-great. Read the rest of this entry
An interesting article in a recent New York Times Magazine section caught my eye. Its title was “Forecasting Fraud,” and it focused on the phenomenon of one’s misrepresenting themselves by using titles that are not entirely accurate. The article’s central example was the ubiquitous TV weatherperson who is referred to – often inaccurately – as a meteorologist. While a meteorologist has specialized education, many of the people who report rain or shine may only qualify as a “weathercaster” rather than a meteorologist, since they can claim only professional experience, and have no special course work or degree. Read the rest of this entry
I too read/heard/watched the media “uproar” about the deplorable behavior of Rutgers’ basketball coach Mike Rice. I also watched and noticed the relatively little bad press the university received about the issue. In a set of circumstances reminiscent of the recent Penn State child abuse scandal, the university appears to have been well aware of the circumstances. However, like Penn State, for a myriad of reasons – not all of which we have heard yet – the university took no appreciable action until the viral video displaying Rice’s truly abusive behavior left them with no choice.
Organizational tendencies like this one are not just prevalent in universities or giant corporations. They permeate the very establishments we work in or do business with every day. In our own organizations how frequently do we deny, ignore, rationalize, or even cover up inappropriate behavior rather than confronting it and addressing it? If you’re in the student transportation business you know that school site or department that is definitely not doing things right. It’s not your job to fix it, but you’re certain that if it were, you’d address the pattern of not taking action on problems. Read the rest of this entry
People sell thousands of management books with the promise of showing you how to create great ideas. Some companies or departments seem to churn out great ideas at an amazing rate, while others wouldn’t know a great idea if it was naked standing in front of them. No book can tell you how to create ideas but there’s an easy tip to creating environments where great ideas flourish. In fact, we can learn a lot from a simple children’s fairytale written by the great Danish author Hans Christian Andersen.
In 1839 H.C. Andersen published The Emperor’s New Clothes. It was originally going to be a simple morality story which taught a lesson about vanity. If you’re not familiar with it, do a quick internet search. (I’ll wait.) At the last minute the author decided to change the ending. Instead of everyone just seeing the king naked and admiring the invisible clothes, Andersen added a small child who reveals the emperor’s nakedness. This changed the moral of the story significantly. There was still a lesson about vanity but now we all have an invaluable lesson about “speaking truth to power.” That little boy also holds the secret to a truly creative workplace.
Many of us identify with that little boy. When we see things that are wrong, we feel compelled to speak up. However, most organizations don’t encourage or even tolerate that Andersen’s child in us. They don’t want us to expose their weaknesses or they don’t want to be challenged. Maybe they know things are wrong but they really don’t want employees or customers throwing it in their faces. Since these organizations don’t welcome feedback they are often exposed (both liability-wise and otherwise.) They don’t correct problems that are obvious to others.
Another, less obvious problem caused by squelching or ignoring feedback is that it also hinders creativity. Great organizations encourage the free flow of ideas. In this environment anyone can raise an idea to improve things. Those ideas don’t always see the light of day because everyone in the organization is able to (and even required to) check the idea against reality. If the idea’s not going to work, every person in the organization must shout it out. Every member of the best organizations is obligated to be Andersen’s little boy. Because of that, everyone is encouraged to come up with great ideas without worrying about going out into the world with no clothes.
Try it in your organization. Next time someone points out a reason why an idea won’t work, instead of being frustrated with their negativity, try thanking him/her but keep thinking up ideas. Some of them will be great.
I recently had the opportunity to see the movie Argo. The lead character, Tony Mendez – played by Ben Affleck, is a CIA extraction expert. That means it is his job to help people the U.S. government considers “important” out of countries where they are in danger. This particular story involves trying to extract six U.S. diplomats from post-revolution Iran. (For those of you that haven’t read about it or seen the movie, I won’t spoil it for you.) Needless to say, if your job is so important that people’s lives depend on your performance, it is essential that you are thoroughly trained and ready for the mission. We’d like to believe that Mendez spent much of his career learning and practicing the essential skills for his job. He had to have studied and practiced foreign languages, foreign cultures, weapons, strategies, and tactics. Although we don’t see this in the movie, we know it to be the case. Mendez’ bosses would not have entrusted him with such an important mission if they weren’t certain he was the best person for the job.
As someone who has performed trainings both here and abroad, of course I feel training is important. Otherwise, why do it? In these tight budget times, some organizations are unwisely trimming and cutting their training budgets. We all know of the operation that barely complies with mandated training hours but really is just going “through the motions.” They might look the other way when a portion of the pre-trip is skipped. They might overlook a student’s serious medical issue. They might even ignore or minimize a parent’s complaint. When what they see or hear doesn’t match what they trained, instead of revising or increasing training, these managers often point to compliance with the mandated minimums. Unfortunately, when something goes wrong they use the same reasoning to assuage their guilt.
For those transporting students or educating students with special needs, many more than the six lives with which Mendez was concerned are actually on the line every day. Our customers expect and deserve a level of performance which is exemplary. Modifying a famous quote from Seneca: “Heroism results when training and opportunity meet.” It’s our job to ensure that the expertise really is there and ready for our critical mission. I know I take the responsibility of training very seriously. Those I respect in our profession do as well. We don’t have Ben Affleck making movies about what we do. Our heroic efforts get less publicity. However, make no mistake about it, they are no less important.