Thank Goodness It's Monday #313

STONEWALLING –

YES, OR NO?

First, an apology: All the apparently no-progress “bargaining” going on in Washington DC keeps pulling my thoughts in the direction of good-business-practices negotiation.

So if you’ve been longing for a TGIM that’s more motivation/inspiration –

Maybe next Monday.

Today I’m focused on the idea of “stonewalling.”

“There stood Jackson like a stone wall.” In one form or another, that characterization, by the dying Confederate Civil War Brigadier General Bernard Bee of his fellow General at the first Battle of Bull Run around Manassas, Virginia in July of 1861, stuck with Thomas Jonathan (a.k.a. “Stonewall”) Jackson the rest of his life.

Thomas Jonathan "Stonewall" Jackson
January 21, 1824(1824-01-21) – May 10, 1863(1863-05-10)

The stirring image captured imaginations everywhere, North and South.

But in that regard military historian John C. Waugh notes: “Tom Jackson had attracted attention to himself simply by being himself – unreasonably adamant.” (Jackson had also been nicknamed “Tom Fool.”)

Obstinate, stubborn fool or not: A West Point graduate, Stonewall Jackson is respected as a military tactician of the first order. His proven-under-fire ideas are taught even today in recognition of their timeless military essentials: discipline, mobility, assessing the enemy's strength and intentions while attempting to conceal your own, and the efficiency of artillery combined with an infantry assault.

Which gets us back to –

Stonewalling in the 21^st Century. The lineage of Jackson's Confederate Army unit, the Stonewall Brigade, continues to the present day in form of the 116th Infantry Brigade of the U.S. Army, currently part of the Virginia National Guard. At Virginia Military Institute where he taught before the Civil War, a bronze statue of Jackson stands outside the main entrance to the cadet barracks; first-year cadets exiting the barracks through that archway are required to honor Jackson's memory by saluting the statue.

And in the workplace: In current parlance, stonewalling has come to mean a stubborn refusal to move from one position – a mix of the tough hero General with just a suspicion of “Tom Fool” thrown in.

You know how it goes: In general, like the General, the negotiator treats his position as being incapable of change and simply refuses every attempt by the opposition to compromise or alter the position.

Some negotiators will plead that their stonewall position represents the best they can possibly do.

An even harsher stonewall tactic: Escalate or increase the demands as time passes.  This tactic involves moving further away from an agreement in hope of coercing the opponent into immediately accepting the present offer.

The attempt, of course, is to convince opponents that there’s no room left to negotiate.

“That’s all I’ve got.”

“Take it or leave it.”

“It’s our last, best and final offer.”

Is it really? Maybe … Maybe not …

Do stonewall tactics work?

TGIM Truth: More often than not, yes.

But there are a few cautions.

• When you make a take-it-or-leave-it offer, you better be prepared for your opponent to “leave it.” If you have no other alternatives, backtracking will probably mean that you will be forced to accept your opponent’s last offer.
• Once you back away from a stonewall position, the tactic will never have the same strength again. The opponent will have every reason to consider it a bluff the next time you try it.

TGIM ACTION IDEA: The decision to hold your ground should be based on a firm, thoroughly researched foundation. Stonewall-final offers based on guesses are nothing more than gambles.

TGIM IDEA IN ACTION: For business purposes (who can fathom the political mind?) a complete-as-possible knowledge of the market … actual costs in the market … and sound intelligence about the opponent’s position will greatly enhance your ability to set specific targets and stand your ground like a stone wall, confident in the knowledge that your opponent will accept your “final” offer.

And speaking “finally:” You must be convincing. A last … best … and final offer made with the slightest hint of “but if that isn’t good enough, let us know” will hardly do anything but encourage the opponent to keep pushing for more … More … MORE!

The tone, manner of presentation, and context of a stonewall position must convey your uncompromising firmness.

And that’s TGIM for today. Really. Finally. Except for the small bits in the post script below. (So much for uncompromising firmness.)

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square
Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com   

P.S.  “Always mystify, mislead, and surprise the enemy, if possible; and when you strike and overcome him, never let up in the pursuit so long as your men have strength to follow; for an army routed, if hotly pursued, becomes panic-stricken, and can then be destroyed by half their number. The other rule is, never fight against heavy odds, if by any possible maneuvering you can hurl your own force on only a part, and that the weakest part, of your enemy and crush it. Such tactics will win every time, and a small army may thus destroy a large one in detail, and repeated victory will make it invincible.” That was Stonewall Jackson’s strategic advice to John D. Imboden who commanded an artillery battery at Bull Run and was later promoted Brigadier General himself.

Thank Goodness It's Monday #312

DOWN-TO-THE-WIRE NEGOTIATING

-- PUT TIME ON YOUR SIDE

So they’re at it – again – in Washington DC and in a few state capitols around the nation as well.

Which “it” are they at? Well, for TGIM purposes today, let’s focus on – 

As the 11th hour draws near ...

The Time Element. As legislation-passing, budget-balancing down-to-the-last-minute negotiations move forward (or not), time is one of the major factors that influences the outcome of that negotiation. 

Now, in the world of full-contact politics, this game is often played in a way that no really responsible business person or citizen/neighbor would dare.  

And since TGIM seldom dabbles in the curious hybrid world of political intrigue, we’ll suggest no what-to-do, how-to-do-it solutions for things governmental. 

But down-to-the-wire negotiating is still a legitimate TGIM conversation starter.  

So let’s consider how the time factor influences the outcome of the negotiations you and I are likely to be involved in. And while we’re at we’ll explore some real-world ideas we might use to bring about our desired outcomes. 

“If it weren’t for the last minute, very little would get done.”

That anonymous axiom is packed with much truth.  

The existence of a deadline almost always produces a last-ditch effort by all parties to reach an agreement. It’s a good bet more significant concessions are made in the eleventh hour of most negotiations than in all the preceding negotiating time.  

Of course if the deadline is an otherwise arbitrary one – if, for example, both sides have agreed for their mutual convenience to conclude at a certain time – there will be no great pressure to meet the deadline, only to move it.

But when one or both parties face costly consequences if the deadline is not met, the chances of reaching an agreement are much greater. 

The difficulty, of course, is accurately assessing the “consequences” and deploying your strategy most effectively given that insight. 

In adversary negotiations you are at an advantage if you know your opposition’s deadlines. 

Real world example: If you know that a seller must get an order that day, you can be more insistent that your terms be met. 

If, on the other hand, your opponents know your deadline, you are at a disadvantage. They can draw out the process until your pinch point is almost at hand, putting greater pressure on you to give away more than you’d like. 

• Obviously, then, it makes good sense to find out what your opponents’ real deadlines are.
• And it’s good strategy, whenever possible, not to reveal your deadlines to the other side.

And speaking of pinch points: Many times we go into a negotiation with a self-imposed handicap. We are very much aware of the deadline we have to meet, and this puts pressure on us to make concessions in order to close a deal before the time runs out. 

Don’t pinch yourself. Or if you do, let it be a reminder that it’s likely the other side has time pressures, too. Sure, they may appear unconcerned by the passing of time. But they almost always have deadlines of their own. And beneath the surface, they may be just as anxious as you are to reach an agreement. 

Also a good idea: Take a look at your deadline to see whether it’s as hard-and-fast as it seems. Most deadlines – especially self-imposed deadlines – are more flexible than you may think. Yes, there are times when it really is vital to meet a particular deadline. But in most cases the world isn’t going to come to an end if a specific time limit isn’t met. 

Ask yourself: Is this deadline real? Or is it one that I’ve given myself? If necessary, can I negotiate an extension with the other party or with my own organization? What will happen if I don’t meet the deadline? How serious will the consequences be? What is the likelihood that these consequences will really occur?  

The question, in a nutshell, is:  

Just how great is the risk you’re taking? Answering this can put the importance of your deadline in perspective. It can help you determine how much pressure you’re really under and to what extent you’re making it needlessly difficult for yourself to negotiate your best deal. 

Creating deadlines for others.

Because deadlines tend to be intimidating, you can often spur your negotiating opponents into action by creating deadlines for them. Give them a deadline that’s credible and they’ll have a strong incentive to move at your pace to reach agreement before time runs out.

To make the review very elemental, let’s look at the two sides of a buyer/seller negotiation.

TGIM ACTION IDEAS FOR SELLERS: When you’re in the position of “seller” in a negotiation, you may find deadlines like these will help the other party make the decision you want:

Ø  The custom color they’re interested is going to the first contract in house.

Ø  This offer is good only until July 31.

Ø  If I don’t have your order underway by August 1, I won’t be able to deliver in time for the holidays.

Ø  If we don’t get your deposit by Thursday, we won’t be able to hold it for you.

Ø  The price is going up Labor Day.

TGIM ACTION IDEAS FOR BUYERS: When you’re the buyer in a negotiation, you can also create deadlines for the seller. (Inside insight: Salespeople sometimes welcome having a deadline imposed by you; it helps them negotiate with their own management to get an OK to close a deal.) Here are some examples of deadlines that can get a seller moving: 

Ø  I need the lock-down price, from you or the competition, by tomorrow.

Ø  To get your earnest-money first payment check processed, my boss has to sign off on this PO, and he’s departing for his 10-day vacation cruise this Friday.

Ø  Engineering needs to know the specs and who’s supplying the components by the 15th.

Ø  Accounting is closing out the month so I have to get this on the books before July 29.

One final point: Time limits have a way of intimidating us. As honest – or opportunistic – as the examples above may be, unless we question them, we tend to accept them unthinkingly.

 Real world proof: Look at the front desk of a hotel at check-out time. No matter how inconvenient it may be for them, you’ll see a long line of “guests” trying to meet the checkout deadline -- let’s say, noon -- the hotel has posted. 

If you were one of those people you might rightly conclude the noon checkout is necessary to give the hotel staff time to get the rooms ready for the next guests. But you might also reason that all the rooms won’t be cleaned as the clock strikes twelve. So … if you want to keep your things in the room a little longer, can’t you negotiate a later checkout time with the manager?  

Almost certainly you can. 

TGIM Takeaway: This doesn’t mean you should ignore deadlines. But it does mean you should analyze them to determine how firm and important they are and how much they are worth offset against the other factors you’re negotiating for. 

As for Washington: Now let’s just hope all those politicians have correctly weighed the value of their positions –“positions” meaning the views they hold, the ongoing governmental needs of all the people they represent as well as their place in the legislative process – and do the right thing in a timely manner. 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  Budget-balancing wisdom for the time wise: “An inch of time is an inch of gold; but an inch of gold cannot buy an inch of time.” That, it’s claimed, is an Ancient Chinese Proverb.

Thoughts on Derek Jeter's 3,000 milestone

THOUGHTS ON DEREK JETER’S

3,000 MILESTONE

… AND THEN SOME

Do you remember a kid's game where a group would tell a story in which every sentence ended with some silly phrase like "...in his underwear."

So the game would commence with someone saying, "Billy walked to school" and everyone would chime in "...in his underwear." 

And would continue along the lines of "And met the principal" "...in his underwear."  "Who sent him to the cafeteria" "...in his underwear."

You get the idea.

So I fetch my ink-on-paper north Jersey Sunday morning paper from the curb a while ago and the headline reads –

More on Jeter’s Milestone in sports

3,000

…and then some

 And I have the flashback to this “…in his underwear” piece of my youth.

Here’s why: I also recall from years ago taking this approach with a—

Formula For Success.

My aging memory isn’t spotless on this so I may not get it exactly right, but like the kid's game, we can still play and enjoy the experience. 

I'll start the ball rolling.

Formula For Success

...and then some.

• Successful people do what's expected of them ...and then some.
• They are thoughtful and considerate of others ...and then some.
• They meet their obligations and responsibilities ...and then some.
• They are good friends to their friends ...and then some.
• They can be counted on in an emergency ...and then some.

You take it from here. Make up other beginnings you like. Post up or otherwise share really good ones.

Wishing you -- and Derek -- continued success ...and then some.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square
Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com   

P.S.  And when we each do what comes our way in life ...and then some, we are all paid in full ...and then some.

Thank Goodness It's Monday #311

FIFTY-SIX SIGNERS
– PLUS ONE? 

On the Fourth of July I like to think about what the Declaration of Independence means to us in these “modern” days. 

So, once again, I’m posing a TGIM – 

Independence Day Challenge for you: Make your declaration. 

As I have in every TGIM I put forth at this time of the year, I encourage you to take time between the hot dogs and fireworks and whatever to re-read (or read for the first time) the document those 56 signers pledged themselves to. I vote for reading aloud and sharing the duties with family and friends. 

TGIM ACTION IDEA: To do this you don’t have to be Nicolas Cage and steal the original National Treasure … or dig out your old American History textbook … or slog through Thomas Jefferson’s 18th Century handwriting, (though it’s not that difficult and there’s something extra inspiring in the original document).  

TGIM IDEA IN ACTION: Print out an easier-to-read printer-ready copy from the National Archives.

And as you read, consider:

Would you have signed this Declaration?

Some of you may be old enough to remember –

In 1975-6: The People’s Bicentennial Commission sent out pollsters who asked twenty-three hundred Federal employees to endorse a paragraph that read:

“We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain inalienable Rights, that among these are Life, Liberty and the pursuit of Happiness. …”

They came up with some rather startling results.

Maybe you guessed:

• Sixty-eight per cent of those approached not only did not hold these truths to be self-evident but in fact found them decidedly subversive and refused to sign.
• Forty-seven per cent of those polled did not recognize the passage as part of the Declaration of Independence — but of those who refused to sign, 83 per cent did recognize it.

More modern history: A decade or so ago, in a survey conducted in New Hampshire (one of the original 13 colonies, let me remind you), only six of every ten adults knew we celebrate the Fourth of July because it commemorates the signing of this document.

As the prolific thinker and writer Norman Cousins (1915 –1990) observed:

The American Founding Fathers – the writers and signers of this remarkable document – believed deeply …

… in the ability of a human being to learn enough in order to take part in self-government;

… in the capacity of people to make sense of their lives, if given reasonable conditions within society itself;

… in the responsive power of men when exposed to great ideas;

… in people, to stand under the due process of law;

…in man, to make basic decisions concerning his religion or his politics or anything else — again, given the conditions that made this possible.

There were 56 signers of the document we profess to treasure. On this day, when we celebrate the document they inscribed, it’s interesting to take a look at the composition of the group and note what we today have in common with them.

• They were of varied backgrounds, ages and experience.
• Some were already famous – Franklin, Adams; some were unheard of, recruited at the last minute as replacements for men who refused to support independence from England.
• Two of the signers were only 20 years old; sixteen were in their 30s; twenty in their 40s; eleven in their 50s; six in their 60s; and only one, Franklin, over 70.
• All but two were married. Each had an average of 6 children.
• Twenty-five were lawyers; twelve were merchants; four were doctors; one a preacher; and the old, famous one could call himself many things but favored “printer.”
• Half were college graduates; some were self-educated. 

There’s more – much more – to note about them, of course. (There’s a spectacular recap of “who was who” among the 56 and what became of them HERE. )

For our purposes: Allowing that it was the 18th Century and they were all white men, the “nutshell” summary above covers enough bases to lead us to this –

TGIM Takeaway: Could this, with the added advantage of 21st Century diversity stirred in, be the makeup of, say, your local Chamber of Commerce … or Networking group … or PTA … or alumni from your now-dispersed high school class, say 14 people from each of the four compass directions — immediately North, South, East and West?

Sure it could. This was America.

And it still is America at its best.

Listen, America: Please put away political claptrap and posturing today and take time to remember that the freedom we celebrate was hard won by people just like you and me -- and how easily it can be lost. In 1776 few of the 56 benefited from their bravery, but not one recanted his original declaration of independence.

Hats off to all the American people. And to celebrate this July 4 I’m joining the signers of the Declaration of Independence HERE.

Will you, too?

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P.S. One more “patriotic” note. You can probably recite the Pledge of Allegiance. But did you know that, in 1918, Congress adopted The American’s Creed which its author, William Tyler Page, described as “a summing up, in one hundred words, of the basic principles of American political faith. It is not an expression of individual opinion upon the obligations and duties of American citizenship or with respect to its rights and privileges. It is a summary of the fundamental principles of American political faith as set forth in its greatest documents, its worthiest traditions and by its greatest leaders.”  

Here it is: 

I believe in the United States of America, as a government of the people, by the people, for the people; whose just powers are derived from the consent of the governed; a democracy in a republic; a sovereign Nation of many sovereign States; a perfect union, one and inseparable; established upon those principles of freedom, equality, justice, and humanity for which American patriots sacrificed their lives and fortunes. 

I therefore believe it is my duty to my country to love it, to support its Constitution, to obey its laws, to respect its flag, and to defend it against all enemies.

This is the only surviving fragment of the broadside of the Declaration of Independence printed by John Dunlap and sent on July 6, 1776, to George Washington by John Hancock, President of the Continental Congress in Philadelphia. General Washington had this Declaration read to his assembled troops on July 9 in New York, where they awaited the combined British fleet and army. Later that night, American troops destroyed a bronze-lead statue of Great Britain's King George III that stood at the foot of Broadway on the Bowling Green. The statue was later molded into bullets for the American Army.

Discovering our National Treasure

What’s REALLY written

on the back

of the Declaration of Independence?

The original engrossed parchment
Declaration of Independence
as it appears
in the National Archive

There IS a message there.

Really.

No fooling.

Sure, the movie National Treasure suggests that certain of the Founding Fathers concealed information very clandestine and powerful on the back of the Declaration of Independence.

But I regret to inform you that (to the best of my knowledge), there’s nothing quite so dramatic as presented in the plotline of the popular National Treasure movie hidden there.

Still, it is true that –

An important message IS written in a mysterious way on its back.

See for yourself...

The seldom-seen REVERSE of
the original engossed parchment
Declaration of Independence

The writing you see at the top of this image of the back of the Declaration of Independence reads:

"Original Declaration of Independence
dated 4th July 1776"

-- and, in fact, it actually appears on the bottom of the document, upside down.

While no one knows for certain who wrote it, it is known that early in its life the large parchment document (it measures 29¾ inches by 24½ inches) was rolled up for storage.

So, it is likely that the notation was added –

Simply as a label. After the signing ceremony on August 2, 1776, the Declaration was most likely filed in Philadelphia in the office of Charles Thomson, who served as the Secretary of the Continental Congress from 1774 to 1789. The document probably accompanied the Continental Congress as the body traveled during the uncertain months and years of the Revolution.

“But, but …” you say -- “I see MORE writing!”

Yes, you do. In the view above, below the “label” you can discern some very cryptic “writing.”

Sorry, treasure hunters. The writing that appears at the bottom in this view is actually ink from the top of the front side that has seeped through the parchment to the back of the document.

Cool anyway, don’t you think?

CATALYST COLLECTION ACTION IDEA: I’m planning to use this fascinating factoid as a conversational gambit in the days ahead. (If you’ve invited me to your long holiday weekend picnic, you’ve been forewarned.) It’s a great starting point for conversations about what we know … what we think we know … the power of life-long learning … how to operate in an info-loaded, digitally linked world …

And more. Of course what’s equally important to explore are the ideas and ideals represented by the words written on the front of this National Treasure.

But I’m going to save our discussion of some of that for “Thank Goodness It’s Monday” on July 4.

Meet you here then.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square
Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com   

P.S. Still crave some National Treasure symbolism? It wasn’t until December 15, 1952, that our nation’s great documents were formally enshrined in the National Archives in Washington DC. Then, President Harry S Truman, the featured speaker said:

“The Declaration of Independence, the Constitution, and the Bill of Rights are now assembled in one place for display and safekeeping. . . . We are engaged here today in a symbolic act. We are enshrining these documents for future ages. . . . This magnificent hall has been constructed to exhibit them, and the vault beneath, that we have built to protect them, is as safe from destruction as anything that the wit of modern man can devise. All this is an honorable effort, based upon reverence for the great past, and our generation can take just pride in it.”

Of course Truman was a York and Scottish Rite Mason …

Thank Goodness It's Monday #310

GOOD BOSS/BAD BOSS

WHICH ARE YOU?

Dilbert is tormented by his pointy-haired boss.

Dagwood and his boss, Mr. Dithers, are often the bane of each other’s work lives.

Perpetual Private Beetle Bailey and his immediate boss – “Sarge” – and the commander of their imaginary Camp Swampy, General Halftrack, are a case study in conflict across the ranks.

(Think I’m a fan of newspaper cartoon strips?)

But it’s no longer like this in “the real world” …

Is it?

Well … Mention bosses and it seems that, even in this age of empowered workers and enlightened management, most people have at least one story to tell about “the boss from hell.”

But if all bosses were really as insensitive and clueless as the stories go, you have to think that business today would more resemble the less-than-funny parts of those funny pages.

In truth: Most bosses are in between; a complex mixture of good and bad.

Even the worst of bosses is sometimes just a good person in a wrong situation. But people generally tend to see things as cut and dried … black and white … and respond accordingly.

TGIM Challenge:  When you’re in “boss” mode – and we all are any number of times in the day, even if we’re not at the head of the board room table or behind a big desk in the executive suite – how do you think others rate you? Do they see you as a Good Boss or a Bad Boss?

TGIM ACTION IDEA: Check the following qualities that real employees in scientific workplace studies say make for a good boss. Use them to manage yourself, as well as the others you’re responsible for guiding, and get the results you want without inciting mutiny on your ship or shift.

Good bosses … 

… Tell people exactly what’s expected of them. People have enough to worry about without having to second-guess or read minds. So, for example, in flourishing workplaces, employees with good bosses have very clear and well-defined job duties. When changes are to be made, these bosses let everyone know ahead of time. 

… Can spot problems immediately and resolve them quickly.  Good bosses take responsibility for the things that can and do go wrong, act on these problems at once, and swiftly institute measures necessary to prevent similar situations from occurring. 

… Praise others for work well done. Credit goes where it belongs (and should never be taken by the boss alone). 

… Help others advance professionally. Good bosses encourage their people to stretch their talents, acquire new ones, and take on new and more challenging responsibilities. 

… Create a proper balance of independence and supervision. Good bosses are neither baby sitters nor dictators. On the other hand, good bosses know when to step in and offer guidance, or even assume outright control of the situation. 

… Know or have actually done the work their charges are doing. They aren’t just “political appointees” – they are people who have advanced through merit and achievement. Through their knowledge of the work people are doing, good bosses gain the respect of the people they oversee. 

… Can set reachable, yet challenging, goals -- for individuals as well as for groups. Good bosses can challenge and guide their charges as an integrated unit, as well as distinct and discrete players on the team. 

… Criticize effectively without making it a personal issue. Good bosses know that criticism, first and foremost, should be done in private. They focus on projects, rather than on people, giving input constructively to create better individual and collective outcomes from the participants – not to punish them. 

… Organize and plan projects to achieve desired results. Good bosses don’t expect end results to appear magically. They know when to break work into more manageable parts and establish priorities and set tasks in doable order. 

… Treat all their people fairly. Good bosses don’t play favorites and offer challenging assignments to all who are willing and able to accomplish them. 

… Value what others have to say. Good bosses validate what people think and feel by listening attentively to proposed ideas and acting on what they have heard. 

… Acknowledge their own shortcomings and admit mistakes. Good bosses are aware of their own imperfections and own up when they have fouled up. And they work just as hard at improving themselves as they do with the people they’re responsible for. 

… Are decisive and do not delay action on important decisions. Good bosses seek input on and mull over important issues, but -- when the time has come to make a decision -- they do not hesitate or waver, even in the face of dissent or doubt on the part of the people they boss. 

TGIM Takeaway: Becoming and being a good boss is a never-ending job. No matter how long or how well you’ve been doing it, a new challenge to your abilities awaits and there’s something new to be learned all around in mastering the situation – together. 

A thought in closing: The ever-quotable Ralph Waldo Emerson observed, “Without ambition one starts nothing. Without work one finishes nothing. The prize will not be sent to you. You have to win it. The man who knows how will always have a job. The man who also knows why will always be his boss.” 

I hope this TGIM added to your storehouse of “how” as well as “why.” 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com    

P.S.  “We must develop knowledge optimization initiatives to leverage our key learnings.” Dilbert creator Scott Adams puts this kind of “wisdom” into the comments of his Pointy-Haired Boss character. Be Good Boss – not a Pointy-Haired one -- and leverage this learning.

Thank Goodness It's Monday #309

HOW TO WALK AWAY WITH MORE ‘GOLD’

FROM EVERY OPPORTUNITY TO LEARN

When I first began my pursuit of “higher” – post-High School – education (in the 1960s’ for all who crave full disclosure), I set off for college to be a “Business Major.”

Not that I knew precisely what that was. But three previous generations of my family had been involved in “retailing” since my paternal great-grandfather came to the USA from Germany and established his shoemaker shop in Newark, NJ. On the maternal side, my England-born grandfather was “in shipping” and my grandmother was a milliner (hat maker) to “fine ladies.”

So it seemed as if I had a genetic predisposition in the “Business Major” direction.

Even as a small child during school vacations I travelled with my grandfather on his business rounds and clocked time following my father around his retailing management responsibilities.

“Isn’t he cute,” the sales ladies would twitter (old-style twitter). “Do you want to be just like your Grandpa/Daddy?”

Well, maybe.

So it was off to chase that “business” education.

Wrong! – sort of. After semesters of Accounting 100 & 101, Economics 100 and 101, and an Introduction to Marketing, I was perplexed. Double-declining balances, LIFO/FIFO, “macro and “micro” views of supply and demand, guns-and-butter arguments baffled me.

Where was the real world stuff I had seen? So I switched schools and tried a subset of business study, Merchandising.

Ah ... That was an improvement. More clear. Real world. Practical. And it was while on that path I was encouraged to write.

At first it was retail advertising copy (at Bamberger’s, for all you New Jersey-ites.Perhaps you remember my great creative-genius headline for automobile tires: “Save a Big 10%!” -- which my copy chief challenged by inquiring “And what’s a  ‘little’ 10%?”)

Enough reminiscing -- almost. I worked my way through a lot more formal education, often at night school. As I moved up the corporate ladder I was sponsored in a MBA for Executives program that was completely rock-and-roll fun when all the “students” worked together and shared insights. And sometimes it was a bit “what are they thinking?” when “Dr. Stuffy Prof” lectured guys (and women) who were sure they knew better.

And, in the workplace, I was very fortunate to encounter and be mentored by smart, caring people.

So, getting to the point, here’s my –

TGIM TAKEAWAY: In the aggregate, it was all good and valuable.  But of all the “things” I learned, I learned about learning and how to do it better. And I became a staunch advocate of life-long learning.

TGIM ACTION IDEA: Continuous self improvement is an imperative. You can’t stop chasing new input, new ideas.

And in the 21^st Century, that’s easier than ever.

• In a mouse click you can have pretty much the knowledge of the world at your disposal … at your convenience … in a variety of forms … even some people talking to you and demonstrating their concepts.
• More formal continuing education is available at generally affordable cost through a variety of public and private channels.
• You can “convene” with industry groups at annual best-practices gatherings.
• You can meet routinely and share ideas with chambers and councils or fraternal organizations of likeable and likeminded community leaders.
• In a half-day or day you can avail yourself of the knowhow of proven-in-action experts at nearby venues and network with perhaps hundreds of likeminded wisdom-seekers with similar interests and backgrounds.

There’s only one catch. You’ve got to know how to get the maximum benefit from those encounters.

So here are some quickie guidelines I’ve uncovered over my years in the process of life-long learning.  

TGIM IDEA IN ACTION: Keep them in mind and you can walk away with more “gold” every time. 

#1: Lower your sensitivity meter. Or better yet, turn it off. Remember you’re where you are to get information, not be offended by a remark or a word. 

#2: Self evaluate it. Don’t know it all.” When you hear a fact that will make you better, don’t tell yourself, “I know that.” Rather ask yourself, “How good am I at that?” Self evaluation is the only way to get better. 

#3: Search for idea germs. Stop/Look/Listen for what you DON’T know – not what you do. Try to walk away with at least one thing you can use tomorrow. 

#4: Listen with the intent to understand. Don’t cut off the thought too soon. Stick with it. Listen all the way out. Don’t dwell on how much smarter you are than the person you’re listening to. Just listen with the intent to learn and get even smarter and better.  

Best way to do this: Take notes. If you’re not able to so on the spot, write down something that will tickle your memory as soon as you’re able. 

#5: DO NOT do it like they do it. DO it like you can do it. Adapt the presenter’s concepts and words to your personality and style. 

#6: All new wisdom won’t work all the time. Pick out what will and focus on that. 

#7: Take the general information and adapt it. Think, “How will this work in my environment?” Try to fine tune the principle to fit your specific product or situation. 

#8: Remember your objective: Make yourself better. Find the “Aha!” moments and convert them to your world. Leave with something more than the information you came in with. 

Aha? Are you leaving this TGIM with more info than you came in with?  

Then I’ve done my job -- for now. 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com    

P.S.  Want to put these gold-getting concepts to the test? Register HERE for the upcoming 1 Day Marketing MBA Conference & Expo taking place this Thursday, June 23 in Long Branch New Jersey. I’ll be there, taking plenty of notes. ACT TODAY! Space is limited and the event will be bursting with learning and networking opportunities. I look forward to seeing you there. 

P.P.S. Bonus “Aha!” In the quest to become more learned, focus on yourself when all is said and done. As my friend and master trainer and inspirerer of people Jeffrey Gitomer says, “Resign your position as general manager of the universe.” Don’t worry about everyone else. Concentrate on becoming the best you can be for yourself and the people you care about.