tag:blogger.com,1999:blog-27693035989226945552024-03-20T02:56:08.534-07:00Resistance is HumanLeadership is not management. Leadership is one of the social phenomenons from which tribes are composed. Management is the control over components of a process. Granted, people play the role of components in processes; however, the only control one person has over another is that which is given. I resist all attempts to manage leadership.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.comBlogger39125tag:blogger.com,1999:blog-2769303598922694555.post-69581716746434830242013-07-23T16:53:00.002-07:002013-07-23T16:57:12.284-07:00Servant Leadership in an All-Volunteer GroupI had an interesting discussion this weekend with a temporary pastor of a congregation from a historically anti-hierarchical denomination.<br />
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One of the concepts we tackled was, "How do you lead a group that resists leadership from the formal leader?"<br />
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I offered, "Start with a vision." But don't provide a vision, build a vision:<br />
<ol>
<li>something that requires the group to make progress</li>
<li>something that requires teamwork rather than individual effort</li>
<li>something off the beaten path where leadership is needed </li>
</ol>
I offered various forms of a-hierarchical leadership including the practice of <a href="http://en.wikipedia.org/wiki/Servant_leadership" target="_blank">Servant Leadership</a>, I recommend <a href="http://en.wikipedia.org/wiki/Hermann_Hesse" target="_blank">Hermann Hesse</a>' treatise on servant leadership, <a href="http://en.wikipedia.org/wiki/Journey_to_the_East" target="_blank">Journey to the East</a>. These are good practices for all-volunteer organizations. Where people can contribute as much or as little as they wish, a servant leader helps maximize the contribution.
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I had not offered anything to assist a leader in an anti-hierarchical organization. Now I offer: let's take <a href="http://mwkworks.com/onsheepwolvesandsheepdogs.html" target="_blank">On Sheep, Wolves, and Sheepdogs</a> and turn it slantways. In this article, the author describes the role of violent people in non-violent communities. I offer a translation into the role of hierarchical people in non-hierarchical communities.
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Leadership, by nature, is a hierarchical position. But where the wolf-leader stands at the top of the hierarchy, the sheepdog-leader stands aside. The wolf-leader sacrifices stragglers. the sheepdog-leader nurtures stragglers. The wolf leads the tribe to maximize the leaders's benefit. The sheepdog leads the tribe to maximize the tribe's benefit.
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The risk to the sheepdog-leader is the tribe will mistake him for a wolf-leader. Avoid the trappings of leadership. Avoid the formalities of respect. Insert yourself into the visioning process, but don't insert yourself into the vision. Don't provide direction, but rather remove obstacles.<br />
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At first, the leader must lead by example and do the work no one else will. Allow for attention, recognition, and assistance in the work, but don't ask for it. Use the story of <a href="http://en.wikipedia.org/wiki/Stone_Soup" target="_blank">stone soup</a> to nurture others into cooperation and eventually there will be other people for every task. At that point the servant-leader assumes the ideal form. Do nothing but serve where service is needed. When no service is needed, work ahead of the vision. Form a valley for the group to travel within. Move obstacles from the way of the vision to make that way easy and place obstacles to make other ways difficult.<br />
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Anti-hierarchical implies a preference for individuality. Individuality implies each to their own path. However, that is not what a leader is for.<br />
<br />Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com3tag:blogger.com,1999:blog-2769303598922694555.post-69088229466587421262012-12-11T21:48:00.000-08:002012-12-11T21:48:35.733-08:00Is Your Love Ascendant or Descendant?What state are you in relationship with your fellows? Do you love a few, tolerate more, and coexist with the rest, or do you coexist with some, tolerate more, and love the rest? In the first case you are in a descendant state. In the second an ascendant state.<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgU4xKnIxCxsXIy8_nE3Vupwf5UI057CGnP12v8P6EEznetJi1vihVqqyeIWlRJfoywdafvb20QEf8u8Fw5v-9aCli3Ee1SI6Q_t6GuggVRmG7mou2KNeK5DdLxBnXou4QEZoOYDqEK-K8/s1600/Slide7.PNG" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgU4xKnIxCxsXIy8_nE3Vupwf5UI057CGnP12v8P6EEznetJi1vihVqqyeIWlRJfoywdafvb20QEf8u8Fw5v-9aCli3Ee1SI6Q_t6GuggVRmG7mou2KNeK5DdLxBnXou4QEZoOYDqEK-K8/s1600/Slide7.PNG" height="176" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><h2>
Descendant</h2>
</td></tr>
</tbody></table>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgF05nc7IUdwCZ8Lsy2CSc9ZAOXQCrD30wUIvY4JS9-ZokZdxsK7sID0BOlh2v2OeJSniYzNbMwMZULjgun6umBNwt4uK6lINmCNLAI69Z9jPW0D8cY2Ciruk9v6Vbkcl4DWI0JYdfX9BY/s1600/Slide8.PNG" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgF05nc7IUdwCZ8Lsy2CSc9ZAOXQCrD30wUIvY4JS9-ZokZdxsK7sID0BOlh2v2OeJSniYzNbMwMZULjgun6umBNwt4uK6lINmCNLAI69Z9jPW0D8cY2Ciruk9v6Vbkcl4DWI0JYdfX9BY/s1600/Slide8.PNG" height="176" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><h2>
Ascendant</h2>
</td></tr>
</tbody></table>
I am a fan of the coexist bumper stickers, but recently thought, "would it not be better to tolerate your neighbor then to simply coexist?" and "would it not be better still to love your neighbor?" This lead to my conclusion that loving more should be a natural goal.<br />
<div>
<br /></div>
<div>
Coexistence is the least common state within a society. I wish we would do better than that. This tool is a way to simply count your relationships according to these buckets to discover if you are in a descendant or ascendant state. To transform from a descendant state, look for ways to adjust your attitude towards some you simply coexist with and discover tolerance, and find ways to accept a loving relationship towards those you tolerate.<br />
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If you have relationship states transcendent from love, more power to you. If you have relationship states below coexistence, then shame.</div>
Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-27143115378812320312012-12-10T21:07:00.001-08:002012-12-10T21:07:56.661-08:00Experimental Thought: Definition of WasteWaste is that which life creates that is not recycled by life.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-16209319841765260102011-05-20T06:57:00.000-07:002011-05-20T06:58:17.670-07:00Thinking and DoingEveryone thinks, everyone does.<br />
Some think then do.<br />
Some do then think.<br />
Some think about what they are doing.<br />
Some do things well thought out.<br />
Some think and do nothing.<br />
Some do and so others think.<br />
Some share their thoughts and so others do.<br />
Some think about what to think about.<br />
Some think about what to stop doing.<br />
Some think about what they should have done.<br />
Some think about what others have done.<br />
Doing requires thought.<br />
Thinking does not require doing.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-55184889380520013222011-02-10T07:31:00.000-08:002011-02-10T07:31:43.593-08:00Journey to the Westor Live Free or Die<br />
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<i><span class="Apple-style-span" style="font-size: x-small;">An <a href="http://www.themedicieffect.com/">intersection</a> of high technology, the <a href="http://en.wikipedia.org/wiki/American_pioneer">pioneer spirit</a>, the book <a href="http://en.wikipedia.org/wiki/Journey_to_the_East">Journey to the East</a>, and <a href="http://gordontaras.blogspot.com/2009/01/leadership-vs-management.html">leadership</a>. <br />
</span></i><br />
Is your company destined to die? This will be the case if you can’t free yourself from the <a href="http://gordontaras.blogspot.com/2011/02/legacy.html">legacy</a> of your products.The moment new features are released into the market place they start to loose value. For every feature added to a platform, the cost of maintenance increases.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjBTKwbISLHnHFb38Ve2kaB50rySVzCUXiCa_yO2-m-WMQD-CMLSZew3BtN21w6A1MLC5HUf4RpI8pHPIzdNoJj19NdOjfZFXaM6t-sWqU3TZ0UxYJaQ9uuNpKq_Um_BDA62dup4W0kaXw/s1600/DecliningValue.GIF" imageanchor="1" style="margin-left:1em; margin-right:1em"><img border="0" height="300" width="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjBTKwbISLHnHFb38Ve2kaB50rySVzCUXiCa_yO2-m-WMQD-CMLSZew3BtN21w6A1MLC5HUf4RpI8pHPIzdNoJj19NdOjfZFXaM6t-sWqU3TZ0UxYJaQ9uuNpKq_Um_BDA62dup4W0kaXw/s400/DecliningValue.GIF" /></a></div><br />
It is inevitable that the cost of sustaining the product’s value will eventually rob all resources from the company’s ability to improve the product’s value.<br />
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<i>Imagine a wagon train heading west. As the train gathers it travels from town to town picking up more wagons. The train slows down as it can only travel as fast as the slowest wagon. As the train gets larger, options for paths are eliminated. The train needs to make sure the road and bridges traveled are strong enough. Each wagon joining the train will bring a spare wheel for itself. Once their are enough wagons, it make economic sense to trade the spare wheels for the services of a blacksmith who could build or rebuild wheels as necessary. Would anyone trust the blacksmith enough to sacrifice their own spare? Will the leaders notice someone building a railroad to their destination? The train will pass through suitable valleys where some members could settle. If this is not the intended destination, would the leadership allow the train to be split apart?<br />
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The responsibility of leadership is to ensure the company is adapting for the future and not getting mired in the past.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4SpgZrnD28KBAyAwv2PY2Tod8VO_FNE-GMb0CbjX2o00ynfdKYTC8pODkcRwYDjfcXoVYi2GILxhz6zVtsDbhAEMVE2PAt-7VlSS-v4yHuZuE-_kRbOaO9twL4l7eS3wbanms3QGA2KA/s1600/NewLegacy.GIF" imageanchor="1" style="margin-left:1em; margin-right:1em"><img border="0" height="400" width="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4SpgZrnD28KBAyAwv2PY2Tod8VO_FNE-GMb0CbjX2o00ynfdKYTC8pODkcRwYDjfcXoVYi2GILxhz6zVtsDbhAEMVE2PAt-7VlSS-v4yHuZuE-_kRbOaO9twL4l7eS3wbanms3QGA2KA/s400/NewLegacy.GIF" /></a></div><br />
The original capabilities become the legacy of the company. Can your company break out to a new legacy?<br />
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One easy way to achieve this is to listen. Listen to your customers, markets, board, and employees. Through these sources, you can identify opportunities for significant growth. Don’t just pick good sounding ideas, however. Look for new opportunities that offer a path for your legacy. These opportunities should be new and exciting. They should be significant e.g. from a 20% - 200% growth opportunity. They should be horizontally or vertically integrated with your old legacy, i.e. a bridge rather then a leap. The means to finding these is to take a consultative approach with clients and vendors. With great delivery and a consultative approach creating satisfied customers, you will naturally be asked for more. This means more opportunities for you to pick from. With the old legacy and new energy, you will have a new legacy.<br />
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This still allows for white space filling. Filling white space is a valuable endeavor but should not be the plan for significant growth. Filling white space allows a company to present themselves as a complete package to the market place and not just a collection of tools. Whenever the company makes a significant move into a new market space, it automatically creates white space. This should be planned for and accommodated, i.e. managed, but not become the focus of the next step. Taking the the next step and making sure it is significant is the responsibility of leadership.<br />
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There will also be the opportunity for significant divestiture. Once a company enters a market, they can trust that there will soon be significant competition. Some of these competitors will figure out how to commoditize the product and hence start a demand for a low cost alternative. This is an obvious signal that the company needs to free themselves or die, but this signal comes too late. If leadership has done their work; however, this step is anticipated and there is a smooth transition from relying on the original, home grown product to establishing themselves as a customer of the old market.<br />
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<i>Imagine your company always on a journey to the west. It would gather pioneers along the way. It would have pathfinders looking for the optimal routes. Occasionally and with happy fellowship, portions would break off and establish communities that would serve as supply and industrial centers, not only for your own company but others as well. Every now and then new technology would replace the old. As long as the leaders can sustain the journey, the company will have a history of legacies. Otherwise, their legacy will become the epitaph on the last tombstone on a trail that ends.</i>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-39339285621072612222011-02-08T21:26:00.000-08:002011-02-08T21:26:12.014-08:00LegacyDo you have a vision?<br />
Do you realize that the moment your vision is achieved, it becomes your legacy?<br />
Do you have a vision of what your legacy will be?<br />
Some <a href="http://en.wikipedia.org/wiki/Laurel_wreath">rest on their laurels</a>, others envision a new legacy.<br />
Will you have a vision of what your next legacy will be?Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-85688302067783119192011-01-19T09:58:00.000-08:002011-01-19T09:58:13.457-08:00Politics isMy definition of politics: The struggle between some for dominance of influence over others.<br />
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All organizations have a hierarchical aspect. Since not all are members of successively higher levels, and since more then one desires membership in the higher levels, there is naturally a struggle for membership. Since membership in a higher level implies influence over the lowers, by definition there is politics in every organization.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-35394237206771063012011-01-13T08:17:00.000-08:002011-01-13T08:17:12.967-08:00TruthReligion: The art of finding truth<br />
Science: The art of proving truths<br />
Leadership: The religion of relationships<br />
Management: The science of relationships<br />
Truth: All are relatedGordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-78953577055521469942011-01-06T16:20:00.001-08:002011-01-06T16:20:56.662-08:00LostThe problem with following a path so to not get lost is that when you reach your destination you are lost because you are now off the path.<br />
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Leaders can make any location a destination. By not following a path, they will never be lost.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-1750931736988822062010-12-02T10:05:00.000-08:002010-12-02T10:09:56.017-08:00BlissWhen you see a rock grow<br />When you hear smoke rise<br />When you feel a reflection<br />When you smell moonlight<br />When you savor partnership<br />When you <a href="http://en.wikipedia.org/wiki/Grok">grok</a> anotherGordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-18187069963399228532010-11-10T23:36:00.000-08:002010-11-10T23:38:20.590-08:00Are self directed work teams blasé or still in vogue?Let me frame the question...<br /><br />I am a product manager in social marketing services. I am in a position to advise brands on approaches to social.<br /><br />Organizationally there is an edge between marketing and customer service that presents itself in a barrier between the nature of communications between these two groups and the brand's customers.<br /><br />When customers engage socially about a product, they expect to hear one voice from the brand.<br /><br />The solution to me appears to be a cross functional team that can engage with customers socially without any internal barriers.<br /><br />Would it be blasé to suggest this team should be self directed? I think the leadership of a designated individual would unnaturally shape communications in favor of one of the elements of the team. However, with a self directed team, communications would have a chance to be shaped by the most relevant element to the situation.<br /><br />Is there another style of teamwork that seems appropriate to this scenario? Has the concept of self directed teams been repudiated?<br /><br />I am also posting this on <a href="http://www.linkedin.com/groupItem?view=&gid=39683&type=member&item=34732197&qid=01587">LinkedIn</a>. I will give you credit, but let me know if you don't want your response cross posted.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-3902027735707407062010-03-16T23:26:00.000-07:002010-03-16T23:30:54.210-07:00Leadership by Objective?<a href="http://www.linkedin.com/pub/john-beiter-ph-d/5/aa6/704">John Beiter</a> asks for advice on LinkedIn: <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=39683&discussionID=15684076">I have a client that is struggling to create specific objectives to measure leadership.</a><br /><br />My advice:<br /><br />If you mean objectives as in "Bill must do X by Y date" and then the measurement is success or failure, I would not approach it this way. To me this sounds like management by objectives and I would not apply management measures to leadership. I would have the client think in terms of which qualities they expect in a leader. Have them come up with 4. Then have them come up with 4 behaviors that express each quality. You can measure behaviors. Have the client assign a scale and they are off to the races. Keep in mind that at different levels of the organization, more and different leadership qualities are expected. As the second iteration, have higher levels of management scored on additional qualities. You can see how I add qualities to the puzzle starting with <a href="http://gordontaras.blogspot.com/2009/01/leadership-vs-management.html">first & second line supervisors here</a>.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-29031251116866349082009-05-05T13:32:00.000-07:002009-05-05T13:42:50.081-07:00An Oportunity to Offer Sage Advice<span style="font-style:italic;"><a href="http://www.linkedin.com/in/timeforarebel">Kyle Blades</a> asks for advice on LinkedIn: <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=40103&discussionID=3140607">The Kiss of Death: Young and Different</a>. Please chime in.</span><br /><br />My advice:<br /><br />Read <a href="http://www.cs.kent.ac.uk/people/staff/iau/cornford/cornford.html">MICROCOSMOGRAPHIA ACADEMICA</a> by Conford. You fall into the classification of "young man in a hurry." My solution to your problem would be to start with small engagements: prove you can solve small problems, and deliver beyond expectations. While working on the starting task, look for opportunities to pitch a grander change. But, also do your homework in the mean time. Don't bring an idea, bring a 5-paragraph OPORD and a team. Have a thorough dissection of the situation and assets. Create a vision considering the commander's intent two levels up. Create alliances with willing participants. Etc...<br /><br /><span style="font-style:italic;">Sorry for the military jargon. OPORD = Operations Order which coresponds to a business plan. Kyle was a marine.</span>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-38775563673662219882009-05-04T22:58:00.000-07:002009-05-04T23:05:00.460-07:00Are We Being Drawn Farther Apart?<span class="Apple-style-span" style="font-style: italic;">My reply to a blog post on </span><a href="http://linked2leadership.com/"><span class="Apple-style-span" style="font-style: italic;">Linked 2 Leadership</span></a><span class="Apple-style-span" style="font-style: italic;">: </span><a href="http://linked2leadership.com/2009/05/04/human-connection-the-achilles-heel-of-technology/"><span class="Apple-style-span" style="font-style: italic;">Human Connection: The Achilles Heel of Technology</span></a><br /><br />I find the opposite to be true.<br /><br />Reply #1: You only have so much time. Would you rather use that time managing or leading? A key element of my consulting practice is to encourage the use of technology to reduce the amount of time spent managing in order to increase the amount of time available for leadership. Conversations are key to leadership. Managing conversation threads and contact lists takes time. I would rather spend that time conversing. I encourage the use of these tools to facilitate your ability to lead.<br /><br />Reply #2: There have long been forms of communications used to maintain emotional closeness between people who are physically separate. Rather then look at this as though we are being drawn farther apart, look at this as a means to draw us together.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-63636413815487564952009-04-26T22:53:00.001-07:002009-04-26T22:56:31.946-07:00A Definition of Change<span style="font-style:italic;">A transliteration of <a href="http://gordontaras.blogspot.com/2009/04/schofields-definition-of-discipline.html">Schofields Definition of Discipline</a></span><br />The change which makes a team reliable for the future is not to be gained by burying your head in the sand. On the contrary such behavior is more likely to destroy then to make a team. It is possible to look ahead and provide vision in such a manner and such an attitude as to inspire in the team no feeling but an intense desire to accept change, while the opposite manner and attitude cannot fail to excite strong resistance and a desire to maintain the status quo. The one mode or the other of dealing with an opportunity for change springs from a corresponding spirit in the breast of the leader. He who can see and hence project the value of change cannot fail to inspire in others a desire for change, while he who can only see, and hence project, the personal risks of change, especially to the reluctant, cannot fail to inspire sabotage of the change.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-52602041796435289972009-04-15T23:10:00.000-07:002009-04-15T23:29:27.070-07:00Where's the Sale?<span style="font-style:italic;">RT @GabrielGrimes I've run into the same question again. "What s the difference between Marketing and Selling?"</span><br /><br />This question implies there is a gray area between marketing and sales and Gabriel is trying to draw a line between the two.<br /><br />This question sounds remarkably like the typical ethical dilemma, "what is the difference between right and wrong." Instead of trying to classify right and wrong as two sides of a coin, it is better to consider them as extreme ends of a continuum. At either end things are clearly right and wrong, but between is a giant gray area.<br /><br />However, in this case the extreme ends of the continuum are not marketing and selling, rather they are marketing and collecting. At one end is the attempt to shape market forces in order to draw attention to the product. At the other end is the transaction exchange, i.e. receiving something of value in return for delivering the product,i.e. "collecting." "Selling" is an optional, interim step, not the end game.<br /><br />In my terms selling as a one-to-one interaction that results in an agreement for a transaction. The transaction is the sale. In modern times, transactions occur without selling.<br /><br />The newest social technologies, Web 2.0, take this one step further. There is a new gray area between marketing and customer support. The modern view should be that producers must establish relationships, Web 3.0, with consumers. Periodically this relationship results in a sale. The sale can occur to this particular consumer, or to another influenced by the relationship. In the interim, the producer must ensure customer satisfaction in order to keep the relationship positive and subsequently the influence of the relationship.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com1tag:blogger.com,1999:blog-2769303598922694555.post-45616293722866095402009-04-14T09:23:00.000-07:002009-04-14T09:27:36.484-07:00Schofield's Definition of DisciplineThe discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against himself.<br /><br /><a href="http://en.wikipedia.org/wiki/John_Schofield">John M. Schofield</a>, 1879<br /><br /><span style="font-style:italic;">I am placing this quote in the blog as a reference for some further discussions.</span>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-78333298654311867542009-04-02T09:54:00.001-07:002009-04-02T10:01:01.200-07:00The Ideal Mentor<span style="font-style:italic;">The question in the LinkedIn group <a href="http://www.linkedin.com/groups?home=&gid=77155">Linked 2 Leadership</a> by <a href="http://www.linkedin.com/in/leadershipisaverb">John Bishop</a> was: <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=77155&discussionID=2271257">"Understanding the blind spots – Leader’s weaknesses and mentoring others"</a></span><br /><br />I built a series of fractal models to help leaders identify their weaknesses and blind spots. The ideal Mentor is sufficiently different from you that through their influence, you can find and fix your blind spots. The links are below.<br /><br />One use of fractals is to identify holes. The technique is to sub-divide an item into components, then make a pattern from the components. The pattern that emerges will have holes. In this situation: the item is you, the components are your skills, the pattern is your outlook towards life, and the holes are your blind spots. However, <a href="http://en.wikipedia.org/wiki/Know_thyself">know thyself</a> should only be considered the first pass. You need to compare yourself to others, or in <a href="http://www.linkedin.com/in/beecherrg">Robert's</a> terms, "take the other person's view." In fractal terms, you create a new pattern out of two and discover where components from one cover the holes of another. <br /><br />In this situation, this is where Mentoring comes in. The ideal Mentor would be sufficiently different from you so that you can learn from your Mentor to adjust your outlook towards life (adjust your pattern) and provide vision into your blind spots (learn new skills). This can only happen if your Mentor is sufficiently different in their outlook towards life and skills for you to make a meaningful change.<br /><br />My models provide you with a default pattern and list of skills. You use the model by marking your skills within the pattern. Your holes are the unmarked items or areas. My models are here ordered from simplest to most detailed:<ol><li><a href="http://gordontaras.blogspot.com/2009/01/leadership-vs-management.html">Leadership Vs. Management</a></li><li><a href="http://gordontaras.blogspot.com/2009/01/beyond-leadership-and-management.html">Beyond Leadership and Management</a></li><li><a href="http://gordontaras.blogspot.com/2009/01/leadership-and-management-are-just-tip.html">Leadership and Management are just the Tip...</a></li></ol>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-22978506198147928632009-04-01T19:00:00.000-07:002009-04-01T19:04:49.549-07:00Don't forget Nothin<span style="font-style:italic;">The question in the <a href="http://www.linkedin.com/">LinkedIn</a> group <a href="http://www.linkedin.com/groups?home=&gid=39683">Leadership Think Tank</a> was: <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=39683&discussionID=2342504">"What do you believe to be the top three (or more) "secrets" of your success?..."</a></span><br /><br />My answer is:<br />"Don't forget nothin." - a poor rendition of <a href="http://en.wikipedia.org/wiki/Rangers_Standing_Orders">Robert Rogers' 28 "Rules of Ranging"</a> <br />together with... <br />"Don't memorize anything..." - Attributed to <a href="http://www.theeinsteinfile.com/portal/alias__Einstein/lang__en-US/tabID__3341/DesktopDefault.aspx">Einstein</a><br /><br />To me this means: <br />Pay attention to everything. <br />Determine the first principles involved. <br />Incorporate these into your knowledge base. <br /><br />This way, you don't have to memorize facts. You internalize a few key principles. With these you can access the details whenever necessary and also be able to do much more then repetition alone allows.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-46262897762241749092009-03-27T22:44:00.001-07:002009-03-28T09:10:17.417-07:00The Measure of Management<span style="font-style:italic;">The desire to classify the types of managers came from research for my <a href="http://gordontaras.blogspot.com/2009/03/ethics-v-honor.html">Ethics Vs. Honor</a> post. In working on that post, I recognized that different types of people view ethics and honor differently. Along those lines, and related to the <a href="http://gordontaras.blogspot.com/2009/01/leadership-vs-management.html">Leadership Vs. Management</a> debate, there must also be different types of managers. This begs the question, "how do different types of people view management," and directly from there, "what are there different types of management?"<br /></span><br />How do you classify the types of management? The typical classification is based on the nature of the various types of managerial control. I have included these below. The key differentiator between leadership and management is that nature of leadership is people and the nature of management is things. Since all Things can be measured, I also felt it was a useful exercise to develop measures for each type of manager.<br /><br />I have already posted one interesting side effect of this analysis: <a href="http://gordontaras.blogspot.com/2009/03/leadership-management.html">Leadership = Management</a>. No matter what type of manager someone is, their overall duty is to generate more value from their resources then the resources' separate value. The whole must be more then the sum of the parts. This is remarkably similar to the measurement of teamwork. Hence, the previous post.<br /><h4>Project Management</h4>Control: Project Managers control tasks. Tasks have a beginning and an end.<br />Measurement: Project Managers should be measured by their affect on scope creep, i.e. a net positive combination of scope, cost, schedule, and quality, i.e. you can have it <a href="http://en.wikipedia.org/wiki/Project_triangle#Project_Management_Triangle">fast, cheep, or good; pick two</a>.<br /><h4>Operations Management</h4>Control: Operations Managers control ongoing processes. Resources contribute to a flow of activities that generate a stream of results. <br />Measurement: Operations Managers should be measured by their affect on a flow of resources, i.e. a net positive combination of resource cost and value added by these resources to the finished products.<br /><h4>Capital Management</h4>Control: Capital Managers control assets. Assets provide support to the processes and tasks of an organization.<br />Measurement Capital Managers should be measured by how the assets enable the generation of value for the organization, i.e. it costs less to maintain then the value it contributes.<br /><h4>Other Types</h4>Obviously these are broad classifications. There are a large number of names of types of managers, e.g. Program manager, Facilities Manager, Financial Manager. If you consider the three basic types above as a triumvirate, you will see that each of these various instance types can be located somewhere in this triangle:<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_RBDfISG5xg8vaTX3r_wxCuk_bjLfclPWkoxpY834Bmyj6xAzoJ_nIaLnEM8aiuUH7CUoXtleqYj1GTxCYKolqpf_egai4fQdsdGA45w2dgxL72yjt0hK0bH88RuLpAo8aamy39GSa_Y/s1600-h/3management.jpg"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 400px; height: 342px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_RBDfISG5xg8vaTX3r_wxCuk_bjLfclPWkoxpY834Bmyj6xAzoJ_nIaLnEM8aiuUH7CUoXtleqYj1GTxCYKolqpf_egai4fQdsdGA45w2dgxL72yjt0hK0bH88RuLpAo8aamy39GSa_Y/s400/3management.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5318113722306915570" /></a><br />An easy example to look at is Program Management: Program Managers are responsible for an ongoing flow of projects. Therefore Program Management is a combination of Project and Operations Management. A more complex example is Crisis Management: Crisis managers must be able to react quickly to an remediate an extreme external force of change. In order to be able to do this, the must create and maintain contingency plans and resources. So, they are part Capital Managers. Also, they must be able to complete a task, i.e. resolve the crisis. Therefore, they are also part Project Managers. The fact that a Crisis Manager must act under extreme duress and under short deadlines masks the nature of their control.<br /><h4>Change Management</h4>It is fair to argue that Change Management does not fall in the triangle. The argument is that all managers are responsible for Change. <a href="http://en.wikiquote.org/wiki/Heraclitus">"The only constant is change."</a> My position is that since Change is a responsibility, Change is a a leadership activity. Change is different then change management. Since "The Change" is a task, Change Management is a type of Project Management. More on Change in a future post.<br /><br />I can see additional post possibilities coming from this discussion. Are there these types of management because there are these types of people, or vice-versa: a <a href="http://en.wikipedia.org/wiki/Chicken-and-egg_problem">chicken or the egg</a> <a href="http://en.wikipedia.org/wiki/Causality">causality</a> <a href="http://en.wikipedia.org/wiki/Dilemma">dilemma</a>. Also, do people become these types of managers because they are these types of people, or do people become these types because they are brought up under these types of management: a <a href="http://en.wikipedia.org/wiki/Nature_versus_nurture">nature versus nurture</a> debate.<br /><br /><span style="font-style:italic;">To help me get this post organized, I originally posted this question on LinkedIn. <a href="http://www.linkedin.com/in/donaldidavies">Donald Davies</a>, <a href="http://www.linkedin.com/in/jigauno">Juan García</a>, <a href="http://www.linkedin.com/in/cztian">Charlie Tian</a>, Harold Hunt, Pravin Upadhyay, <a href="http://www.linkedin.com/pub/4/83b/b20">Gerry Scullion</a>, <a href="http://www.linkedin.com/in/bpgore">Bernard Gore</a>, <a href="http://www.linkedin.com/in/toromukund">Mukund Toro</a>, and <a href="http://www.linkedin.com/in/bdesilva">Bryan deSilva</a> contributed to the discussion in the <a href="http://www.linkedin.com/answers/business-operations/project-management/OPS_PRJ/434145-12878470">Question and Answer</a> forum. <a href="http://www.linkedin.com/in/nascentdynamics">Anthony Reardon</a> contributed to the discussion in the group, <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=39683&discussionID=1859323">Leadership Think Tank</a>.</span>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-51841655943904776862009-03-09T10:56:00.001-07:002009-03-09T12:31:25.083-07:00Leadership = ManagementA leader realizes more value from the combination of people into a team then the individuals can realize independently.<br /><br />A manager realizes more value from the combination of resources into a product then the resources are worth, separately.<br /><br />Therefor leadership = management. I don't abide by this, but the parallels are eerie.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-45224973666645356952009-03-09T00:26:00.000-07:002009-03-11T14:53:52.132-07:00Ethics Vs. HonorHonor is a necessary leadership trait. Ethics is managed honor. As such I resist the use of ethics as a substitute for honor.<br /><br />Tribes make rules. The tribe's rules define the consequences for good and bad behaviors.<br /><br />Tribes need rules. There are people willing to take actions that are bad for the tribe. If someone wants the protection of the tribe, then they need to know what is considered bad. Tribes enable the "ignorance is no excuse" trump card by codifying the rules.<br /><br />Notice I don't say, "If someone wants the protection of the tribe, then they must follow the rules." Notice I don't say, "Rules define right and wrong." Just because there is a rule, this does not mean the behavior is wrong. Here I, again, pull out the "killing Hitler" trump card. At some point in Hitler's life is was definitely right to kill him. At that point, it was also definitely against the rules.<br /><br />Self-Actualization is the top of <a href="http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs">Maslow's Hierarchy of Needs</a>. In my terms "Right" equals "Morally Good" and "Honor" is the skill to decisively make a right decision.<br /><br />Moral decisions are challenging. There is the challenge of "<a href="http://en.wikipedia.org/wiki/Unintended_consequence">unintended consequences</a>." There is the challenge of "<a href="http://en.wikipedia.org/wiki/Utilitarianism">the greatest good</a>." The study of <a href="http://en.wikipedia.org/wiki/Ethics">ethics</a> is the study of right and wrong. Would you kill your mother if that would cure the world of aids? By studying ethics, people think these types of situations through before they occur and thus become prepared to act according to their concept of right and wrong. They have developed their honor code.<br /><br />I resist using the use of ethics as a substitute for honor. Granted, there will be rules of right and wrong; however, these do not always serve the leader. Leaders take their tribes into territories and to heights they would not otherwise achieve. In these territories, the rules have not been written. In the absence of rules, leaders must be able to set the standard of good and bad. The ultimate height is moral goodness. By acting honorably, the leader sets the highest example that good behavior is expected at all times and in any situation.<br /><br />Professions are types of tribes. Professional organizations write rules called the "ethics of the profession." Calling these rules, "ethics," suppresses leadership. Obviously professions codify good and bad behaviors. However, the term implies that every rule is about right and wrong, the ethical discussion is complete, and there is no room for leadership.<br /><br />Is leadership becoming a profession? The evidence points this way. There are professional societies. There is professional development. There are journals. Will there become a code of good and bad in the profession of leadership? Probably, but I hope we don't call it "ethics." Will these be a managed list of "rules to follow?" I vote no: leaders lead!<br /><br />P.S. Notice I also don't say, "Rules define the consequences for certain thoughts." I would not want to be a member of <span style="font-style:italic;">that<span style="font-style:italic;"></span></span> tribe.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-28703855549993105552009-02-26T10:21:00.000-08:002009-02-26T10:27:38.610-08:00How Do You Establish Trust?<a href="http://www.linkedin.com/in/ascendi">David Vittoria</a> has a blog post, <a href="http://linked2leadership.com/2009/02/24/trust-or-bust">Trust or Bust</a>. His post is focused on maintaining and enhancing trust. How about establishing trust?<br /><br />In the Scientific American article, <a href="http://www.sciam.com/article.cfm?id=the-neurobiology-of-trust">The Neurobiology of Trust</a>, the authors equate the establishment of trust as gift giving. You must give in order to receive. You must start small, and then you can grow. Therefore, in the realm of trust, you must first give some trust to another before you can receive some.<br /><br />People cannot lead unless others trust them. If they cannot give trust, they cannot get trust. Therefore if they cannot give trust, they cannot lead.<br /><br />How do you establish or recommend establishing trust?<br /><br /><span style="font-style:italic;">I asked this question on <a href="http://www.linkedin.com">LinkedIn</a>. Please feel free to add to the discussion in the <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=77155&discussionID=1672890">Linked 2 Leadership</a> or <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=1319847&discussionID=1671729">Leaders and Thinkers</a> groups. <br /></span>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com2tag:blogger.com,1999:blog-2769303598922694555.post-62441597061888280082009-02-24T14:21:00.000-08:002009-02-24T14:37:54.276-08:00What does it mean to be promoted to your level of incompetence?As you go up in responsibility, you have less and less direct control over the people who are doing the real work; however, it is not a continuum. I see the <a href="http://gordontaras.blogspot.com/2009/02/what-stages-of-maturity-have-you.html">stages below</a> to where be the key barriers to leadership growth and organizational growth exist. In each case the barrier is trust. To succeed at each level, you must let go of something and accept a dramatically different view of your <a href="http://gordontaras.blogspot.com/2009/02/control-is-illusion.html">illusion of control</a>. <br /><br /><span style="font-style:italic;">A clarification to an answer I provided in a <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers&discussionID=1598218&gid=77155">discussion</a> in the <a href="http://www.linkedin.com">LinkedIn</a> group <a href="http://www.linkedin.com/groups?gid=77155">Linked 2 Leadership</a>. <a href="http://www.linkedin.com/in/tomhawes">Tom Hawes</a> asked the question and for the clarification. Thanks to Tom for an interesting question.<br /></span>Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0tag:blogger.com,1999:blog-2769303598922694555.post-88316957485869786582009-02-24T09:33:00.000-08:002009-02-24T16:44:16.801-08:00What stages of maturity have you observed in strategy leaders in business?<span style="font-style:italic;">A <a href="http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers&discussionID=1598218&gid=77155">discussion</a> in the <a href="http://www.linkedin.com">LinkedIn</a> group <a href="http://www.linkedin.com/groups?gid=77155">Linked 2 Leadership</a><br /></span><br />1. First line leader - the stage where you need others to do things you are responsible for.<br /><br />2. 3rd line leader - the stage where you need others, with whom you are not personally familiar, to do things you are responsible for.<br /><br />3. Chief - the stage where you need others, who are completely free to take their own actions or who are qualified to be your boss, to do things you are responsible for.<br /><br />4. Executive - the stage where you need others, out side of your organization, to change the environment so your organization can do the things you are responsible for.Gordon Tarashttp://www.blogger.com/profile/16275108121081093976noreply@blogger.com0