Thank Goodness It's Monday #432

“AT ONCE” WAYS TO

GRAB ATTENTION

“Attention, attention must be paid …” For the literary minded, these words appear notably in Arthur Miller’s most famous play, “Death of a Salesman”.  


Mildred Dunnock, Lee J. Cobb, Arthur Kennedy, and Cameron Mitchell

in a scene from Death of a Salesman.

Date: 1949. 

Source: Billy Rose Theatre Collection photograph file / Productions / Death of a Salesman, by Arthur Miller. 

Location: The New York Public Library for the Performing Arts / Billy Rose Theatre Division

Linda, the wife of protagonist Willy Loman, speaks them regarding Willy, the salesman of the title. They are understood as the thesis of the play, a cry to human dignity … that no one is disposable… all deserve respect and attention … no man should die without feeling he mattered.

But enough of the Lit 101 lecture. 

Here’s the TGIM connection for today:

Advertising experts have long cautioned that copywriters have only about five seconds – no more – to grab a reader’s attention. That was an established fact even before the advent of digital connectedness and the even fiercer ramp up in the clamor for your/our consideration and interest. 

So that 5-second limit sets up this –

TGIM CHALLENGE: Even though you may not be writing the next great advertisement (or Pulitzer-Prize winning, Drama Critics Circle Award and the Tony Award for Best Play play like “Salesman”), you do want to make sure that your audience is interested enough to continue past the first few sentences in your letter, e-mail, blog post, whatever – till you’ve made your point and elicited the reaction you want.

How do you engage the reader from the start?

How do you capture attention and interest? 

TGIM ACTION IDEAS: Try a variation of the following the next time you’re searching for an attention-commanding beginning:

►Begin with “You” or “Your” – the reader’s perspective. 

            “Your letter of October 23 was a surprise to all of us, Mr. Obercracker …”

            “You certainly made some instant friends during your visit to Mr. Simon …”

            “Your request could not have come at better time, Ms. Appleblossom.” 

►Ask your reader a question. 

            “When may we expect shipment of the order we placed on October 1?”

            “Which automatic maintenance schedule do you prefer for your new heating system?”

            “How was it possible our confirmed order was overlooked?”

►Offer your reader a gift or deal.

            “The enclosed tickets to the Holiday Fashion Extravaganza are sent to you with our compliments.”

            “A special Preferred-Client Discount of 25% is being offered this month only to valued repeat customers like you.”

            “Send no money today. Simply OK your continuing order and be guaranteed today’s lowest price for two more years.”  

►Use a name familiar to both of you.

            “Your brother, Jack, suggested you might benefit from our unique service.”

            “J. D. Shaw, manager of the Cameo Theater in Toronto, recommended I write to you about …”

            “Carmen Ramirez said to mention her name as a mutual friend when I contacted you about …” 

►Make a courteous request.

            “Please allow me to trouble you for a minute, Mr. Powers.”

            “I hope you will grant me a tremendous favor …”

            “I’m afraid I must impose once again on your goodwill and generosity …”

Note: It’s sometimes best to NOT frame these requests as a direct question, if even a polite one – “May I trouble you for a minute, Mr. Walsh?” – since that offers the reader a chance to mentally say, “No!”

►Make use of a novelty or surprise opening.

            “I hope I never have to write a letter like this again.”

            “Do you know what your employees do when you’re on vacation, Mr. Jonas? Do you WANT to know?”

            “You don’t owe us any money, Ms. Thornwood – but we certainly wish you did!”

►Refer to an important event in the reader’s personal or professional life.

            “Congratulations, Ms. Mayer, on being awarded Real Estate Professional of the Year.”

            “”We’re very sorry to hear about the flood damage to your branch office, Mr. Atwater .”

            “Being a first time father, Mr. Schneider, can only turn your thoughts to the importance of the future.” 

►Agree with the reader’s preceding statement.

            “You are quite right, Mr. O’Neill. Conduct like that should not be tolerated at the Regency Hotel.”

            “Your calculation was correct Ms. LaVeglia, and there was an error in your latest invoice.”

            “I agree with you that the upcoming convention will make or break many businesses like ours, Mr. Franciscone.”

►Begin with an appropriate quotation.

            “Attention, attention must be paid ...”

But, of course, that’s where we started. 

And if you read this far --

 

Clearly you did pay attention. So thanks.

Of course, not every one of the openings suggested above is appropriate for every type of communication. But these should help you get started as well as suggest other beginnings of your own.

Hope these can work for you. Feel free to share with others and share yours with us as well.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com  

P.S.  “I don't say he's a great man. Willie Loman never made a lot of money. His name was never in the paper. He's not the finest character that ever lived. But he's a human being, and a terrible thing is happening to him. So attention must be paid. He's not to be allowed to fall in his grave like an old dog. Attention, attention must finally be paid to such a person.” Linda, regarding Willy.

Death of a Salesman. Act I.

You can hear an entire 1965 audio recording which features the original, 1949 creator of Willy on Broadway, Lee J. Cobb as Willy, HERE. Mildred Dunnock, also from the 1949 production, delivers the critical part of Linda’s speech at 50:10.

Thank Goodness It's Monday #431

NEVER READ A NEWSPAPER

AT YOUR DESK

True or False? Today’s TGIM headline – “Never read a newspaper at your desk” -- is fundamental, universally correct business advice.

Most would say it’s True. In fact, it’s advice that was given to me when I accepted my first “desk” job as a newly minted copywriter for a major publisher.

 

Their counsel was: It’s a dead giveaway that you’ve got nothing to do. And if upper management catches you at it, they might suggest specific pages of the paper for follow-up reading, namely the “Help Wanted” ads.

Long ago
... but not this long ago
(Newspaper editor A. B. Adair
of the Chicago Daily News
reading at his desk, circa 1915.)

Of course this was long, long ago. (OK, the 1970s … early 1970s.) And it was well meaning input from business folks I respected outside the organization I was about to join. 

But, perhaps surprisingly –

It was incorrect. 

Yup. For me the observation was False.

Oddly enough, the claim to fame of the business-oriented subscription newsletter division of the world-class publishing enterprise I was about to become part of was finding savvy, cutting edge what-to-do and how-to-do-it strategies in the face of quixotically changing regulation and business developments.

So ink-on-paper newspapers – like the New York Times and Wall Street Journal and several other important dailies from around the country – were routed among the writing staff to be perused on company time -- along with academic law reviews, official governmental releases, technical journals, congressional updates, etc., etc.

The expectation was that this mountain of words would be, at least, skimmed by all and analyzed by several and important information and ideas would be highlighted, annotated, and discussed and shared and that, thus informed, the division’s thinking and writing would benefit accordingly.

 And it worked quite well.

TGIM TAKEAWAY: Business principles -- even at-the-core logical, fundamental business principles like "never read a newspaper at you desk on company time" -- are not necessarily carved in stone. Or if they are “carved in stone” perhaps they don’t apply to all situations for all time.

Does that mean axiomatic workplace wisdom has no place in informing our business thinking and behavior?

Not by a long shot.

Having begun my career confronted by an adage that proved flawed, I’ve tried to stay alert for succinct guidelines that bear up under more intense business scrutiny. 

Here’s a small selection from that collection. See if you think these 20 have a place in your world.

#1: Be honest. Never give excuses. Do what you must. Learn what else you must if you must. Get help where you must before you flame out. Don’t use “stressed” and “burned out” as cop outs.

#2: Admit when you don’t understand something. Don’t try to be an expert when you’re not. No one is expected to know everything. Likewise --

#3: Ask for directions as soon as you sense you’re off course. It saves time, work and frustration.

#4: Know how to listen; when to talk. Expect to listen first and more. Open communication based on this model will reduce gossip and improve productivity. 

#5: Everyone makes mistakes. It’s what’s done afterwards that counts most. 

#6: The business world is full of different personalities. You will eventually have to work with just about all of them. You don’t have to like them all nor they you. (Just hope this two-way flow doesn’t involve your immediate boss.)

#7: Expect change. Be adaptable to it and try new things. Flow with changing priorities. (But, if it ain’t broke, don’t fix it just for the sake of change.)

#8: Focus on problem areas. Don’t spend a lot of time on what’s working well.

#9: Associate with successful people. Surround yourself with people with winning attitudes and you all improve your chances for success.

#10: Lead by example. Always hire people who are smarter than you are and can do things better than you can. It shows how smart you are. 

#11: Show appreciation for a job well done. Everyone likes recognition, particularly from those of higher rank.

#12: Morale and productivity go hand in hand. When one is low, so is the other. Make it your goal to raise both. 

#13: Be tough but fair. Make hard decisions when you have to. Others are watching and judging.

#14: Be a leader, seldom a manager. Leaders make things happen through vision, energy, communicating, motivating and taking chances. Managers supervise the status quo.

#15: Know the reasons for what you do. Be sure you believe they’re “good” – especially if you find it’s necessary to break the rules.

#16: Do your homework. You need to ask the right questions to get the right answers. Know how the business runs. Study successful organizations to see what they’re doing right.

#17: Delegating empowers others, but first you must set parameters and train those who received the honor of delegated responsibility. And be ever mindful that: You can delegate the authority to get the work done, but not the ultimate responsibility.

#18: Practice life management. There’s life before and after work. “Success” may not be where and what you expect. Balance family life with business responsibilities.

 

#19: Be humble with your success. A measure of humility will work more in your favor than exhibiting an air of expecting a higher level of respect. 

#20: Be a good mentor and share what you have learned – good and bad – with those close to you so they can help you advance beyond your immediate position.

Now it’s time for me to go read my morning paper so, in closing, let me add (or reiterate), as I hope I indicated at the start –

TGIM BONUS PRINCIPLE #21: Not all management philosophies and practices are good for every company or every individual, every time.

Hope these can work for you. Feel free to share with others and share yours with us as well.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  Why read a newspaper? Edwin Knoll (1931-1994), for several decades editor of The Progressive, a monthly magazine with a liberal perspective, shared one compelling insight via what’s been tagged, “Knoll’s Law of Media Accuracy” – “Everything in a newspaper is absolutely true except for that rare story of which you happen to have firsthand knowledge.”

Thank Goodness It's Monday #430

GET THE JOB DONE

THROUGH OTHERS

Part Two

 

“So much of what we call management consists of making it difficult for people to work.” Management mastermind Peter Drucker rightly pointed that out.
 

But I bet we can each recall at least several glaring examples of bosses who often hurt progress as much as they helped others accomplish agreed-to mutual goals.
 



Steve Carell
who portrayed the well-meaning
but Peter-Principle-impaired boss
Michael Scott in the American version
of the long-running TV series
"The Office"

And now, having risen in the ranks –

 

We don’t want to be that boss, do we?

 

Damn right we don’t. So here, as promised last week, are the “back” half-dozen of 12 proven-in-action steps that enable good bosses to get the job done through others.

#7: Keep them involved, but free of your management burden.  The more people know about how the company is doing, the more they feel part of the company and loyal to it. But they don’t need to know everything you know all the time.

TGIM IDEA IN ACTION: The superior employee should also be an insulator.  When your boss is on the rampage and turning up the heat, the people you lead shouldn’t necessarily know it and suffer.  Presumably, since you’ve risen in the ranks, you’re being compensated at a level they are not. So understand this and act accordingly: What you’re getting extra pay for is to constructively dissipate that heat and to use it to achieve the company’s goals.

 

 #8: Honesty is the best policy.  Sincerity is a close runner up.  Some of your management responsibilities may preclude being entirely open with the people you supervise.  So when you can’t honestly share information with them, sincerely tell them just that.

TGIM IDEA IN ACTION: Never lie. Inevitably you’ll be found out your credibility will vanish like the dew in the morning sun. To gain the confidence of your staff, sincerely tell them that you can’t tell them … that as soon as you’re able you will tell them … then ask them to keep giving their all. Odds are they will, especially when you establish a reputation for keeping your part of the bargain.

 

#9: Put yourself in their place. You know what you want. You know what you mean to say. But the people you supervise will most likely hear what they expect.  And that’s seldom the same as the message you want to deliver.

 

TGIM IDEA IN ACTION:  Anticipate misunderstanding. Try to think as your people do and address concerns before they arise. But be ready to take action when you’re not clearly understood. Listen to what they say is bothering them. Empathize. Smooth ruffled feathers. This will calm most troubled waters.

 

#10: Be a benign dictator. It may come as a surprise to many employees but most businesses do not – and could not – run democratically.  Yes, everyone may be entitled to their opinion.  But the boss’ opinion, and the opinion of the boss’ boss and on up to line are what prevail.

TGIM IDEA IN ACTION #1: Strive to reach an accord whenever possible. But if it comes down to “their way” and what you’re absolutely convinced is “the right and only right way”, use your rank and tell them exactly what it will be and how you will be solely responsible for any negative outcome.

TGIM IDEA IN ACTION #2: If things come to a loggerhead, and you can’t break the jam, tell people to do it your way first and then also their way. Explain that this plan, while creating double work, will allow you to pass the results to higher management to judge the correctness of each action.

Payoff: Don’t be surprised if 99% of the time “their way” never gets tried. The rightness of your experienced view will likely reveal itself to the reluctant subordinate.

#11: Make profits and make time. The number one goal of every organization -- and even “not for profits” -- is to operate profitably.  That’s your managerial/leadership responsibility to the company.  Your responsibility to the people you oversee is to make time for everything they need from you to contribute to the profitability goal.

TGIM IDEA IN ACTION:  Whenever a subordinate wants to impinge on your time, strive to be accommodating.  Beyond emergencies, if you’re deeply involved in your own tasks or administrative procedures, you may ask for a delay.  But try to say when you’ll be available.  Make it sooner rather than later.  Then make it so.

#12: Big fleas have little fleas. The favorite piece of doggerel one manager shares with his people at appropriate moments goes like this: 

Big fleas have little fleas,

sit on their backs and bite ‘em.

Little fleas have smaller fleas,

and so on, ad infinitum.

What does this mean for you as a manager and the people who look to you for guidance?

 

Simply this: The better the job is done, the happier everyone up and down the line will be. So resist the urge to go easy on anyone who reports to you. If you must “get on their backs and bite ‘em” to get the job done right, do it. The consequences are being bitten yourself.

Caring is sharing. Hope you cared for these people-empowering nuggets and can use them effectively in the eventful days ahead.

Wrap-up Reminder: If you gained some new insight or found some “reminder” value in any or all of the 12-in-total people-handling guidelines, pass ‘em along to the people you rely on to get more and better work from others.

Sharing is caring. And the more people who can do things well, the more easily and better things will be done.

 

Gettin’ ‘er done every Monday.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com

P.S.  “The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully.” Writer, reporter, and political commentator Walter Lippmann (1889-1974) made that observation.

Thank Goodnes It's Monday #429

GET THE JOB DONE

THROUGH OTHERS

Part One

The Peter Principle – remember that bit of managerial insight put forward and popularized by Laurence J. Peter (the namesake of the principle) and Raymond Hull?

 

The Peter Principle also maintains that
"work is accomplished by those employees
who have not yet reached
their level of incompetence."

The capsule version: The principle holds that in a hierarchy, members are promoted as long as they work competently. And eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain. 

Maybe you’ve had a Peter Principle boss. Although humorous, the book contains many real-world examples and thought-provoking explanations of human behavior.

• The ace salesperson who’s made manager, but is not cut out for life behind the desk.
• Or the creative genius who produced brilliant designs, then flopped when she was promoted to marketing manager.

How about you? Have you, along your career track, been asked to assume responsibilities beyond your immediate competencies? Do you suspect that, just perhaps, over time you’ve been given such increasing responsibility and authority that you can no longer work competently?

Fear not! Odds are, you’re more than capable. Don’t be afraid you risk becoming yet another Peter Principle statistic.

►Good news: The missing ingredient that causes most Peter Principle “failures” is lack of people-handling skills.

►Better news: You don’t need years of study or intensive training in an MBA program to put sound people-empowering skills into action.

TGIM ACTION IDEA: This Monday and next TGIM is sharing a dozen easy, proven-in-action steps to enable you to get the job done through others.  

Here are the first six:

#1: When you delegate, delegate. Every person has a style. And no two styles are quite the same. So, although you may have had great success doing things your way when you were in their position, don’t insist that the people you oversee do every part of the job exactly the way you would do it. 

The goal is to get the job done correctly in an allotted amount of time. Style is secondary. 

TGIM IDEA IN ACTION: Show people how you think they might improve the way to tackle a task. But in doing so, strive to improve what they already do, to make it better. Don’t force your way on them or un-delegate a task because you feel your way is the way.

#2: R-E-S-P-E-C-T, find out what it means to me. Maybe you’ve had a boss who made you shake in your shoes with fear that you wouldn’t or didn’t do a job to his 100% satisfaction. 

Well, don’t confuse fear with respect. There are many ways to get people to fear you, but just one way to get their respect: The old fashioned way – earn it.  And working from this position of strength, you can accomplish much more.

 

TGIM IDEA IN ACTION: Earn respect by showing you can do what you’re asking others to do. Then you’ll find people willing to do as you ask not only because you’re their boss, but because they respect your ability.

#3: Let go of the best parts. This is especially true if you’re a “working” supervisor, out there on the firing line, also doing the chores that the people you supervise are doing.

TGIM IDEA IN ACTION:  Your elevation to an oversight position says you’ve already made your mark. Now let other people make theirs. Don’t keep the choice assignments for yourself. Strive to equitably distribute the good and the bad, difficult and easy. Let others share in the challenge and the glory.

#4: Provide growing room.  Can you remember how annoying it was to have a boss who was always peering over your shoulder? You don’t want to be like that yourself. Yet, on the other hand, if you have managerial responsibility, you must manage. 

The solution lies in an old management adage: “People do what you inspect, not what you expected.”

TGIM IDEA IN ACTION: Keep the work coming to you for review. Either look at all of it all of the time or investigate a random sample at regular intervals. This way you can keep tabs on your responsibilities without annoying the dickens out of your charges.

#5: Little stick, BIG carrot.  Mistakes happen. When they do, point them out, share how they may be avoided, then get on with business. The first or second time someone makes a not-fatal error, try not to assign direct blame. People work better if they don’t feel apprehensive about the task at hand.

TGIM IDEA IN ACTION: Never blast anyone for an error in front of colleagues. If things get to that degree of incorrectness, deal with them in private. On the other hand, praise for a job done well is best given in public. Just be sure you’re not playing favorites. Try to praise the work of everyone over the course of time.

#6: Give credit to many. Accept blame for many. This is akin to big carrot, little stick. When things are going well, make sure everyone gets the kudos. When things are amiss, shoulder more of the blame yourself.

TGIM IDEA IN ACTION:  For the good things talk to people using phrases such as “your department”. Or send a memo up the line (and share a copy for all to see) praising the efforts of “everyone in the group”. For the foul-ups remark how “my monthly report wasn’t well-received” or “I guess I didn’t realize how big a backlog the department was facing”.  Then enlist everyone in remedying the wrong.

That’s six down. Hope these half-dozen People-Empowerers prove sufficiently useful in the days ahead to get you tuning in for Round Two.

Six to go. As Laurence J. Peter would remind us, “Work is achieved by those employees who have not yet reached their level of incompetence.”

Not (necessarily) For Your Eyes Only: If you’re already boss enough to have easy command of these Peter-Principle Overpowerers, remember back to the days when you were gaining mastery. Look back down the ranks at those who will follow in your competent footsteps. Ease their way and speed their progress by sharing. 

TGIM CHALLENGE: Management mastermind Peter Drucker rightly pointed out, “So much of what we call management consists in making it difficult for people to work.” 

Don’t let others settle into incompetence. It’s a principled, “Everyone Wins” proposition.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  “I like people who can do things.” The very competent  and principled motivator of people Ralph Waldo Emerson (1803-1882) made that undated entry in his journal for 1846.

Thank Goodness It's Monday #428

WHO’S ON FIRST?

ZEN WISDOM WE CAN EASILY RELATE TO

“Good pitching will always stop good hitting. And vice versa.”
 

That classic bit of Casey Stengel’s wisdom was repeated in a recent conversation about the 2013 Major League Baseball pennant races (and the floundering performance of the Yankees).

And it prompted a bystander observe –

 

“Very Zen.”

 

Now, I’m no authority. Let’s be up front about that. Not about things Zen or baseball.

But that perhaps-snarky comment in passing felt like it made some sense although I’m not sure that, in Zen mindset, you can maintain that things make sense precisely. (As I said, I’m no Zen authority.) 

TGIM CHALLENGE: So I began poking around for my entertainment and education to see if I could come up with additional semi-contemporary western “wisdom” that seemed to fill the bill and enlighten me and -- since I’m sharing via this message – you in some way.

When I expressed that idea aloud to the gathered sports fans they, of course, maintained that there were many Stengel-isms that probably qualified. And, of course they’re right. But you can check those out for yourself.

And Casey leads invariably to Yogi. Not a Far Eastern mystical yogi, of course, but our own baseball-centric Jersey neighbor, master of the mangled phrase, Yogi Berra.

Here’s a Yogi-ism that feels particularly right: “How can you think and hit at the same time?” 

Something Zen-like lies in that utterance, don’t you think?

So let’s quickly and very broadly sketch out an operating definition of Zen for our purposes, and then I’ll share some of the Western wisdom I’ve come across in my brief and peripatetic search for this unique way of looking at the world and our place in it.

TGIM ACTION IDEA: How about this non-sectarian premise: A Zen mindset is grounded in the idea and ideal that asserts that enlightenment can be attained through meditation, self-contemplation and intuition, rather than through formalized and prescribed scripture.

TGIM IDEA IN ACTION: How about the “enlightenment” inherent in these non-sectarian insights:

►“Computers are useless. They only give you answers.” Pablo Picasso said that.

►On her deathbed Picasso patron and novelist/poet Gertrude Stein asked: “What is the answer?” No answer came. She laughed and said, “In that case what is the question?” Then she died.

► “There is nothing either good or bad but that thinking makes it so.” Shakespeare gives that line to Prince Hamlet in Act 2, Scene 2 of the eponymous play.

► “Must it be? It must be!” Beethoven wrote that (in German) under the introductory slow chords in the last movement of the String Quartet #16 – the last major work he wrote. The whole movement is headed “Der schwer gefaßte Entschluß” ("The Difficult Decision"). 

► “We are here and it is now. Further than that is moonshine.” Journalist, critic and notorious curmudgeon H. L. Mencken made that pronouncement.

► “No ideas but in things.” Poet, MD and Jersey Boy William Carlos Williams said that.

► “I believe a work of grass is no less than the journey-work of the stars.” Poet and buried-in-New Jersey Boy Walt Whitman said that.

► “see without looking, hear without listening, breathe without asking.” Poet W.H. Auden wrote that in For The Time Being, a long poem written during the dark times of World War II.

► “He did each single thing as if he did nothing else.” Charles Dickens shares that description in the novel Dombey and Son. 

►1. Out of clutter, find simplicity.

2. From discord, find harmony.

3. In the middle of difficulty lies opportunity.

These so-called “Three Rules of Work” are widely attributed to Albert Einstein (although I can’t find an original citation)

► “When making your choice in life, do not neglect to live.” Dictionary creator Samuel Johnson said that.

► “Life is what happens to you while you’re making other plans.” John Lennon famously used that line in his posthumously released song “Beautiful Boy (Darling Boy)”.

► “Ah but I was so much older then; I’m younger than that now.” Bob Dylan sang that refrain in his song “My Back Pages” on his 1964 album Another Side of Bob Dylan.

TGIM TAKEAWAY: I’ve got more, but that’s nearly enough for now. 

Let’s wrap this TGIM up with a return to our –

Baseball starting point. While we were light-heartedly sharing ideas about the Zen/baseball confluence, the observation was made, “You know, the Abbot and Costello classic ‘Who’s On First’ has a Zen-like riff to it.”

 

I kinda agree. To help get you remembering here’s a bit of how it goes in one version:

On June 26, 1992, the city of Paterson, NJ
—in conjunction with the
Lou Costello Memorial Association—
erected this "Lou's On First" statue.

Costello: You gonna be the coach … ?

Abbott: Yes.

Costello: And you don't know the fellows' names?

Abbott: Well I should.

Costello: Well then who's on first?

Abbott: Yes.

Costello: I mean the fellow's name.

Abbott: Who.

Costello: The guy on first.

Abbott: Who.

Costello: The first baseman.

Abbott: Who.

Costello: The guy playing...

Abbott: Who is on first!

Costello: I'm asking YOU who's on first.

Abbott: That's the man's name.

Costello: That's who's name?

Abbott: Yes.

Costello: Well go ahead and tell me.

Abbott: That's it.

Costello: That's who?

Abbott: Yes.

You can also take about 8 minutes to see the complete version of it from the 1953 “Actor’s Home” television episode, here: Abbott & Costello Who'sOn First. (The heart of the routine starts about a minute in.)

Then consider this: In my quote gathering I came across the following dialogue, central to Zen studies -- 

“I am going to pose a question,” King Milinda said to Venerable Nagasena.  “Can you answer?”

Nagasena said, “Please ask your question.”

The king said, “I have already asked.”

Nagasena said, “I have already answered.”

The king said, “What did you answer?”

Nagasena said, “What did you ask?”

The king said, “I asked nothing.”

Nagasena said, “I answered nothing.” 

Oh. One way or another, hoping to hear the sound of your one hand clapping out there in the stands. 

Enjoy pondering. Chopping wood and carrying water in the meanwhile. 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  “I’m astounded by people who want to ‘know’ the universe when it’s hard enough to find your way around Chinatown.” Woody Allen, perhaps profoundly, said that.

Thank Goodness It's Monday #427

SOME TIMELY IDEAS

ABOUT COMMUNICATING

ABOUT TIME

The folks in Washington D.C. are running down to deadlines – again. And they’re sending all manner of muddled messages about who will or won’t do what by when.

 

So what else is new? 

 

I know. And while I’m tempted to spill out yet another “negotiating” TGIM missive to remind us more practical, must-get-stuff-done folks how to be accommodating and work toward mutually beneficial resolutions, I’ll resist. 

However, with the attention on deadlines gaining headlines, it also occurs to me that it might be a good opportunity to consider how, especially in daily chatting or correspondence, we can be fairly casual about time.

And while casual is sometimes OK, sometimes it’s necessary to be more precise about what we mean.

Case in point: Later today – the 23^rd – you receive an inquiry from overseas that needs a definitive answer by noon on the 24^{th --} otherwise kiss that big-dollar deal goodbye.

Whose noon? Yours or theirs? 

See how time can change the meaning of words?

TGIM ACTION IDEA: Be aware that, especially in business, someone some day might need to try to interpret your statements in terms of precise time. Think in advance about what you mean, in clock time and calendar time, and state your case precisely. If exact time is important, spell it out.

TGIM IDEA IN ACTION: Here are a few generally accepted “rules” about time (they’re what statutes and lawyers accept, generally)  and exceptions to watch for.

►A day is 24 hours, usually.

It means a 24-hour day, between one midnight and the next. It becomes important if, for example, in your correspondence it’s critical to set an effective date or an expiration date such as when insurance coverage begins or ends.

 

But the “day” may change by custom or statute. So it may end at the end of the usual business day without two business people saying so explicitly. So if there’s doubt, spell out what you mean.

►A month is a calendar month, usually. 

January is a month. February is a month. But each has a considerably different number of days and, in the case of February, even those may differ. On the other hand, sometimes interest is computed according to a uniform 30-day month. So the meaning of “month” to a loan officer is much more precise.

When you write or say “month,” realize you are probably dealing with a period of time rather than a fixed number of days. If the exact number is important, use it.

►A year is a calendar year, usually. 

Right now, if we were to talk about “next year,” the general assumption would be that we’re talking about 2014 – the 12 calendar months, January 1 through December 31.

But that can easily change. For example: how about your company’s fiscal year? Is it the same as the calendar year? For many outfits it isn’t. So if the treasurer is talking with the auditor and they’re talking “year,” which is it?

Or how about a year-long lease, starting October 15? It’s over when? In 365 days (366 in a leap year.)

►The time to do something excludes the first day and includes the last, usually. 

Lawyers have this rule locked down fairly tight since it can affect such things as filing papers in court. So, if, on October 15, the judge says Ms. Attorney has 10 days to file a paper, she doesn’t start counting that day. The first full day is understood to be October 16 making the last day for filing October 25.

 

But watch your language. The rule doesn’t apply if it’s clear that the first day is included. Like the lease we talked about above. We said it starts on October 15. Then the 15^th is the first day because we said, in effect, it counts.

TIMELY TGIM IDEA: Don’t depend on the rules of time. If it needs pinning down exactly and you can control the rules, do it yourself. Say it or write it now the way you want it to be understood and there won’t be any fuss later.

If precise clock time is important, spell it out: 2:00 pm Eastern Standard Time.

If the day deadline is to be precise, spell it out, converting the day to a date.

TGIM IDEA IN ACTION: Suppose today … September 23, 2013 … at midnight local time … is the last chance to cash the overlooked winning Multi-Mega-Bazillions Lottery Ticket perhaps hiding since last winter in your ski jacket pocket.

Have you missed your opportunity? 

Hope not. The official US Time clock with time zone breakouts and accurate within 0.2 seconds is HERE. 

So we’ll end this TGIM now so you can go check.

Good luck. And if it’s a winner, please remember who got you moving in a timely fashion.

In it to win it.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com

 

P.S.  “There is a critical Minute for all Things.” Chronicler of adages and proverbs Thomas Fuller (1654 –1734) noted that timely observation about timing in 1732 (to be precise).