Word Play

Some business terms become so frequently shared in meetings they earn a place in the cliché hall of fame. Ranking at the top of the list might be (cliché alert) ‘outside the box,’ ‘synergy’ and ‘value-added’. (In fact, type ‘overused’ into Google and guess what comes up: ‘business phrases’.) Yet there is one word I’m hearing recently from clients that might have staying power without evolving into hyped MBA-speak.

Defined by Webster’s as “a subtle distinction or variation,” the word ‘nuance’ – and its companion in plural form – seems the perfect description for the not-so-obvious things a leader must notice in order to succeed.

“I think the biggest opportunity for me is to develop a better understanding of the nuances that exist in this organization when it comes to getting things accomplished.”

“Susie is doing a good job. Now the question becomes will she be able to navigate the nuances necessary to achieve results in her role?”

“It’s essential for John to stay strategic and look ahead, yet not lose track of the nuances for executing his team’s plan.”

While I like to focus clients on Rocks – those big items you need to identify and accomplish in order to (cliché alert) move the needle – there appears to be validation for not forgetting to (cliché alert) sweat the small stuff. So, the next time you think about how to improve, grow and develop in your career, be sure to consider the subtleties.

The best way to summarize the point I’m trying to make here is: it is what it is. After all, the more things change the more they stay the same. Now, get back to work. Time is money. And, if this advice doesn’t improve your performance, don’t blame me. That’s the way the cookie crumbles.

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Figure This

During our Florida trip a few weeks ago, we stayed at a condo near Melbourne with a beautiful view of the Atlantic. Of course, since we commuted four times that week back to Orlando to Walt Disney World and Universal Studios, our beach time was limited. Time on the road, however, was lengthy – 72 miles each way. We filled up the car three times in eight days. (I didn’t realize until after our return the Jeep Patriot we rented averages less than 20 miles per gallon on the highway. Ouch!)

On vacation I typically don’t pay attention to what’s happening in the world; however, I knew something was up just by watching gas prices at the same station climb from $3.49 the day we arrived to $3.65 when we departed. I found out later oil rose while we were hanging out with Mickey & Friends.

It’s interesting how government accounting works. The Consumer Price Index is a ‘market basket’ of 80,000 goods the government measures each month to determine inflation. The ‘core inflation rate’ – which you most often hear quoted and the one the Fed uses to determine monetary policy – excludes food and energy prices. That will forever strike me as strange, since you spend a lot of your earnings on food and energy.

From 1914-2012, inflation averaged 3.4 percent in this country. Of course, there were plenty of years higher and many lower. Last month, the CPI was 1.4 percent. That’s darn near nothing.

Except… consider the ever-shrinking size of consumer goods. Bought toilet paper lately? How about ice cream? Potato chips? Noticed anything about the portions? They keep getting smaller and smaller and smaller. The staple of my diet cereal is a perfect example of figures lying. Prices haven’t changed for my Golden Grahams, but the box is now ‘Net Wt 12 Oz’ and much much smaller than five years ago.

The government is right. Prices aren’t rising. For reality, though, they might want to start measuring CPA: the Consumer Pocketbook Amount.

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The Lincoln Letter

After reading The Lost Constitution in 2008, I reached out to William Martin. Having never ventured into historical fiction previously, I was amazed at how he made our nation’s past come alive on the pages of a novel and wanted to thank him for showing me a new way to learn.

Later that year Kathy and I decided to go to New Hampshire to stay at the Mount Washington Hotel. Why? It was a key plot location in The Lost Constitution, and I wanted to experience it in person. On our journey, Bill met us at a Boston restaurant and spent a few hours discussing writing, family and his beloved Red Sox. We became friends and keep in touch.

His newest novel out today – The Lincoln Letter – takes the reader on a suspenseful ride. It’s likely to be another bestseller. (Here is a short video about The Lincoln Letter.)

Coincidentally, my other favorite author – in the non-fiction arena – marketing guru Seth Godin wrote a blog last month, stating: “Forty years ago, it wasn’t unusual for a typical bestseller to stay on the bestseller list for months or even years. Now the typical book lasts for two weeks. More titles, more churn means less cultural achievement.” Since William Martin has had bestsellers in five decades, I asked him a few questions last week about the publishing industry and The Lincoln Letter:

You’ve written bestsellers in five decades. How has promoting your novels changed?
“There have been many changes in the business overall, but then and now, here is the rule for writers: you do whatever you can to sell your book… from bookstore signings where one person shows up to book-and-author luncheons with a thousand people to television network appearances if they ever come your way. You just spent a year and a half in a room writing something. So be prepared to go to war for it. I’ve always believed that.”

What is the storyline of your new novel?
“In the spring of 1862, Abraham Lincoln ruminates in his diary about the need for emancipating the slaves and about the problems emancipation will create. He loses the diary. Who gets it then? What do they do with it? And who has it now? Boston treasure hunter Peter Fallon tries to find out. The book is a modern suspense tale and a historical thriller, too, and a vivid picture of life in that Civil War sinkhole, Washington, DC. And along the way, you’ll look into the eyes of Lincoln, Stanton, the notorious Wood brothers, the even more notorious John Wilkes Booth, General McClellan, Alan Pinkerton, young Oliver Wendell Holmes, and Walt Whitman, too.”

If new readers pick up The Lincoln Letter, what should they know about recurring characters Peter Fallon and Evangeline Carrington?
“Peter and Evangeline are like the Nick and Nora Charles of the 21st century. They are a team. They lived together once when they were young. They were planning to get married at the end of the last book. That’s up in the air now.  And when someone tells them about some amazing treasure that’s lost out there, they can’t help themselves, no matter how dangerous the hunt may become. They crack wise with each other all the time; sometimes they argue, but they always look out for each other.”

How many hours of research did you put into completing this one?
“It’s hard to divide the time between the pre-writing research and the in-action research. Creativity is seldom that linear. The reading and site-visits are going on throughout the process. My wife kept saying to me, in the first summer I was writing The Lincoln Letter, ‘What battlefields do you want to visit?’ And I would say I didn’t know… because I didn’t know what battle would be in the book. So we visited Manassas, Ball’s Bluff, Antietam, and Gettysburg. All the while I was writing toward a battle, but I finally settled on Antietam.”

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Double Meaning

Most of the time I am actively reading a suspense novel… and whenever I discover new authors, I’ll dive into every one of their tomes. Thus, I quickly made my way through all 11 books in Douglas Preston & Lincoln Child’s Pendergast series after I stumbled upon “Dance of the Dead” at an airport bookstore in 2006. (Can’t wait for the next one in December!) I also read many of the novels they wrote individually.

Historical thriller films – like Nicholas Cage’s “National Treasure” – also are great entertainment for me. There’s something about the mix of history and fiction blended with suspenseful drama that creates a few hours of diversion from the challenges of everyday life.

Many of these storylines date to the American Revolution, which provided a lot of subplots as George Washington continually outflanked the more seasoned and better supplied British military officers with ingenuity and sleight-of-hand. (The best historical fiction writer is my friend William Martin. Read “Citizen Washington” for amazing insight on our nation’s greatest leader.)

If I ever get around to writing the next great American fiction novel, I think much of it will be encrypted. In the meantime, in case you’re curious what reading it would be like, here is a famous quote from the other greatest American president. Have fun deciphering:

Gpit dvptr smf drbrm urstd shp pit gsyjrtd ntpihjy gptyj pm yjod vpmyomrmy, s mre msyopm, vpmvrobrf om zonrtyu, smf frfovsyrf yp yjr atpapdoyopm yjsy szz qrm str vtrsyrf rwisz.

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Confrontation Station

One impressive thing I find in working with large organizations – those with HR departments – is a focus on conducting regular performance reviews with employees. Many of these include creating development plans to help direct reports improve in needed areas. Smaller companies? Not so much. It seems every time I ask a small business owner, “When was the last time you conducted employee reviews?” the answer is, “I need to do that.”

There are two sticking points that seem to get in the way of accomplishing this important task. One is time. That’s a given in both large and small organizations. There is always something else to do. Who has hours available to review eight or 10 people? The other challenge is strictly internal: aversion to confrontation.

Most of us simply don’t like to address hard issues. After all, if we call someone out on a behavioral trait, several things could happen: 1) They could react – with anger, with tears, with the silent treatment; 2) They could leave – it’s easier to move on than to change; or, 3) They might not like us – and who enjoys being the bad guy. Makes sense that the way to prevent any of this is to avoid the issue altogether.

Of course, then there is no growth and you continue having employees with the same challenges. You’ve substituted frustration for confrontation. A better way is to change your mindset. Instead of thinking of employee reviews as a ‘time to point out what Susie does wrong’ exercise, look at them as the opportunity to have a candid and open discussion around how to help Susie improve.

If you’ve never done reviews, here’s a simple process to implement them:

1) Spend one hour thinking about your employees’ individual strengths and opportunities for improvement – make notes on each person (a common form would be a good thing to use);

2) Schedule a 30-minute meeting with each employee, letting them know the purpose is to help them identify ways to be a better contributor and to seek their input on how you can be a better leader… and when you get together allow them to share first (you may have to prompt them with a few ‘What do you do best?” and “How can we improve?” questions);

3) Acknowledge their answers (no need to defend your shortcomings or respond to their suggestions, just say thank you and let them know you’ll consider), then share your thoughts – be sure not to focus on just negative things… complement their positive attributes;

4) Agree to two or three things they want to improve over the next three-to-six months – then check in with them every few weeks to see how they’re doing… following up is essential to keeping them on track.

Take this approach and you’ll see reviews are more about helping your employees grow and learning ways you can better serve them. Instead of confrontation, you’ll discover cooperation.

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