From a leadership (business, community, family) perspective it’s important to understand that at least 2 generations of the current workforce are products of a Western education apparatus where activism and indoctrination go unchecked. While university-level was known, K-12 is further along that many thought. Equally important is awareness of the bigger picture: Critical Race Theory is a one-trick pony. Corporate “diversity, equity & inclusion” is the same game as “anti-racist curriculums” in education. “Health equity,” “climate equity,” “social justice,” and “stakeholder capitalism” are all slogans for the same exact game. The top-level slogan is “The Great Reset.” I’m sharing the more egregious examples of activism […]Continue readingMore Tag
The Key Words In 2015 and 2016 I was at Adobe conferences in Las Vegas, London and Singapore. Digital Transformation ran point, of course. Storytelling” and its sub-theme “empathy” were counterpoints in every room I entered. Storytelling was officially the thing. As software eats the world, software-enabled storytelling eats the humans at great societal cost. Empathy is just one device in the storyteller’s manipulation toolbox that includes vulnerability, purpose, meaning, and an assortment of intersectional mousetraps — all baited with emotional incentives that appeal equally to guilt mechanisms of the non-intersectional. This proven formula works for marketing, management philosophy, and all manner of public & […]Continue readingMore Tag
Diversity, Equity & Inclusion is a slogan that sits on top of Critical Race Theory (CRT). In order for diversity initiatives to have practical, real-world value for human beings and companies, they must be divorced from CRT and its poisonous political agenda. These sources aim at lifting the veil on race hustlers like Kendi and DiAngelo, and nonsense “trainings” in the public & private sector under names like anti-racism, racial-sensitivity, white-fragility, unconscious-bias, and more. *Note: Polarization about CRT or DE&I as left/right, black/white, good/evil is false. There’s a groundswell that stretches across race, gender & party lines in a coalition that has long-championed diversity of […]Continue readingMore Tag
This is a look at the foundations of “woke” beyond its emotional appeal; a reference to free-thinking and practical approaches for business leaders. Second are a few observations about U.S.-China relations in the context of current events. Culture is the thread. Trigger warnings all around… Successful buffet design is a PsyOp. Front-load the buffet with cheap pasta, dotted by a few colorful veggies and glaze it with a slick of “Italian” dressing from a 5-gallon bucket. Name it something catchy — Pasta Primavera! It’s neither Italian nor faithful to the original recipe but fear not. Diners overwhelmingly consume what is presented first. A majority consume […]Continue readingMore Tag
In the meantime, I’d suggest the solution is empathy in its authentic form. Leaders need to shoulder responsibility for emotional debt and create mechanisms to pay it down. On the surface it sounds like a bailout. In reality it’s more like giving people a bucket and patch kit.Continue readingMore Tag
As a leader it’s important to recognize that everyone is confronted with their own version of overload and are likely getting more noise than signal. The S/N ratio is one of many reasons why I argue that org-wide transformation, as a starting point, is fantasy. More on change and group dynamics here.Continue readingMore Tag
Thought leaders have been selling an academic fantasy of digital transformation for decades. It doesn’t work. Here’s what does: stealthy, small scale initiatives that start with a wide berth. Determined non-conformists on a mission. Cross-pollinating, multidisciplinary teams of fewer that 5 people. Organic opt-in over forced buy-in. Controlled-environment R&D over spray & pray ‘org-wide.’Continue readingMore Tag
When it comes to change and transformation efforts I’m inclined toward an open-source ethos. In that spirit, I’m sharing my program. Here’s why.
Beginning with our first interaction it sets the stage for a discussion of the future, not the past. It opens up discovery. Not a fishing expedition for canned answers I think might open your checkbook.
Our first goal is to establish a rapport of mutual open-mindedness. Narrow-minded managers are hungry for use cases as a CYA mechanism. Receptive leaders aren’t.Continue readingMore Tag
These suggestions criss-cross important topics and disciplines always with an eye toward leadership and common-sense. I’ll add to this page occasionally. Drop me a line if anything sparks a question. Articles China and the Truth by Benjamin Ra in The Motley Fool It’s Time To Build by Marc Andreessen What 9/11 Taught Us About Leadership In A Crisis by Stanley McChrystal and Chris Fussell in NYTimes To Change The Way You Think, Change The Way You See by Adam Brandenburger in Harvard Business Review Turning Strategy Into Results by Donald Sull, Stefano Turconi, Charles Sull, and James Yoder in MIT Sloan Management Review Why Facts Don’t […]Continue readingMore Tag
Culture and relationships are the hardest part. You need to identify and develop willing lieutenants who can mobilize their people, evangelize a mindset of change, and gradually grant permission to their extended teams to evaluate and apply risk with high probability of paying dividends. Think ripple effect instead of tsunami.
Above all, recognize that culture is an output. If you want to change the culture, change the input.Continue readingMore Tag