Prognostications After a Week with President Trump

President Trump has so far been an irresponsible leader. As someone who is comfortable (and in fact enjoys!) arguing for the opposite point of view in order to spur on arguments with friends, I often find myself trying to think through the logic of a viewpoint with which I disagree. Some of my most firmly held beliefs that differ from social norms have arisen from this method. The best example is my stance on personal recycling (it's a form of tax, doesn't matter, and is morally licensing, so I'll stick to reducing and reusing thank you very much).


So though I harbored many differences with candidate Donald Trump, I am fully prepared, especially in the presence of so many smug Bernie supporters in my social circle, to try to react to his policies with analysis rather than anger. So far he has demonstrated his usual callous and un-Christian attitude towards others as well as several massive violations of wisdom abut leadership and American institutions which I hold dear, and which history has shown are worthy of respect and adherence. For a good list of these, check out this weekly record.

Russell Simmons wrote an interesting opinion piece on Huffington Post today that I think gives us part of the picture. I've seen a few pieces articulating that even if somehow Trump got impeached, Democrats are in for a long, hard four years. Even assuming something Trump does causes Republicans in power to somehow decide it's worth jumping ship and impeach him, it would take a long time. Even Liberals who are shouting and waving their fists like Robert Reich think it'll be a while before they dump him. And lest the passionate among Democrats forget, President Pence wouldn't be an alliterative leader that propels the country forward.

The timing here could be very interesting. Democrats seem to have little hope of winning back either the House or the Senate in 2018. If things stay this way, Republicans could very well hide behind a smoke screen of their normal obfuscation while letting Trump parade around for two years, and then announce after winning, potentially a filibuster-proof majority, that the voters had endorsed Trump's policies, even though reality says the map and seats up for election favor them. If Trump manages to learn which crazy things warrant backlash and protests, and which fly under the radar, he could manage to be propped up for the entire four years, helping usher in an even stronger majority for Republicans.

If, on the other hand, the protests and political activism that may be coming combine with one or more Trump decisions that break through the cognitively dissonant support of some of his voters, a few things might happen:

• President Trump, who we all know loves to gild things, might start believing polls that show him as un-liked. Protests and woke former Trump supporters might make these numbers sink further and break even more starkly. President Trump might turtle up and keep at things, or change, or just quit. He's a maverick after all, and has said many times he doesn't need this job.
• Slow-moving lawsuits (you actually can't sue the President for things he does as part of his official capacity, FYI) and petitions and eventually articles of impeachment might make it to the house floor. With only a simple majority needed, that's currently 26 Republicans siding with the Democrats, and would be less if it happened after midterms and Democrats picked up some seats. While it would take 2/3 of the Senate, which means a lot of Republicans switching sides and seems pretty near impossible, perhaps just the threat of getting it passed in the house would cause Trump to change course or jump ship given that Alec Baldwin consistently gets under his skin for doing an impression on air.
• The Democrats start offering more leadership and more young, Millennial voices the chance to become part of the party. If protests galvanize the Democrats in a similar way to the Tea Party, the Millennial generation can grab hold of political power. The Democratic leadership in the Senate has recently broadened, but even the Millennials willing to get arrested to change the party are advocating for a 75-year old to take control over a party he doesn't even identify as a member of. This would take Millennials rising up and denying the snowflake aspersions cast our way with little thought. I love this idea.
• Civil servants, judges, and large institutions combine to create a lasting resistance to the destruction of democratic and social norms in which President Trump is constantly engaging. From the "Resist" banner by Greenpeace to the rogue Tweets by NPS, EPA, and NASA employees, everyone everywhere makes sure that their one vote (that they probably were too busy or apathetic to cast, hence Trump winning in the first place) is followed with a few hours of dedication to the American Dream that unifies and uplifts, instead of President Trump's "American Carnage" inauguration address.

No matter what happens over the coming weeks, months, and years in our American political experiment, I know two things about myself for certain. First, I will continue to help out political campaigns for candidates I support by canvassing. I love the walking, the fulfillment I get from meeting so many good people, and the knowledge that while I only vote once, I can get many more votes cast by putting shoe leather to pavement. Second, I will keep reading and talking and being optimistic. If I stay informed, and keep reading, I will know more about why things are happening, and be able to help spread this information in my circles.

The Weight of Cultural Norms

Traditions and rituals are really cool. As any athlete (or serious fan) will tell you, it is of the utmost importance that pregame rituals are followed exactly. As any serious camper will tell you, it is of the utmost importance that we sing a song before each assembly, that we cross our left hands over our rights during Friendship Circle, and that each cabin have an introductory gimmick for each campfire.

Rituals are part of what connects us with our pasts, and help us convince ourselves that how we lead our lives is valuable and will mean something to those who come after us. It doesn't actually matter if a pro ties their shoes the 'right' way before the game any more than it matters if a NHL player's beard has been grown out all playoffs long. If we sang songs at the end of assemblies at camp, it would be fine. We changed the location of the Assembly Area, which necessitated changing all of the meeting trees, and none of the activities suffered, nor did the Wee Little Tree suddenly wilt and die.

Rituals and traditions should have a purpose, or should be used for a purpose. And you should make sure to look over your big and little traditions in your workplace and see if they have value, or where they can be tweaked to add value. If we let traditions without value stay, we risk becoming culturally moss-covered as we join Kodak in the museum.

One of the things that gives traditions at camp so much weight is that the property and culture feel stuck in time. It is impossible to be at camp and not feel as though the barefoot fun is exactly the same today as it was in 1928 when camp was founded. Because of this, traditions and rituals cut both ways. We can tell people that "This is how we do things/treat people" and have them believe it is important because that's how it's always been. But we are also limited in what we can try out and do if it doesn't fit existing cultural expectations.

I was reminded of this cultural limitation today when I saw a post on Facebook from an alumni from the 50s and 60s showing a Brown versus Green canoe challenge sheet. In my 20 years at camp, we have strongly opposed the idea of having a "Color War" under the premise that fixed-pie competition has little place at camp. While we've added a few things like a new version of Crew Olympics with individual champions, and the new running game Into The Deep with a single champion of camp, we still chaff against any hint of labeling anyone a winner at the cost of labeling someone else a loser.

In the end, cultural norms are delicate and finely crafted, which few people realize. It may seem like the Mean Girls' cafeteria has always been stratified that way, but remember how much work Regina had to do to keep control. All it took to unravel her was a few calteen bars and a rule about sweatpants. Take a long look at the big picture values you want for your culture, and then think of ways that you already do things that can embody those values, and ways you can tweak your norms to further those values. Ask others for their input in this process, toss up ideas, give away credit. Take culture seriously and it will reward you and your business.

Run to the Middle. Every. Time.

Winning in wrestling is about discipline. I learned that lesson over and over again through my time as a high school wrestler and as a coach. For my junior and senior years, our coaching staff was graced by the panther-like presence of a man we called Coach Shoops. We usually had three coaches, our head coach was the middle weight, and then the assistant coaches would be split one for the little guys and one for the big boys. Shoops was big and quick. He weighed around 200lbs and was constantly carrying around a med school textbook as he studied for whatever exam was next.

Shoops had a variety of little techniques he added to my repertoire. Because he was technically sound where I was quirky, and much quicker than I, I don't remember picking up too many larger moves from him. What I did learn was a style of thinking and gamesmanship that helped me win matches.

Like I said, winning in wrestling is about discipline. The head coach, Quilty, made sure we worked hard enough to have physical discipline, and were sufficiently drilled in techniques to have technical discipline. Shoops made sure we were ready to get inside our opponents' heads and grind them into the mat. He made sure we had competitive discipline.

Some of his ideas were a little quixotic, but worked with practice. It took me a while, but eventually I managed to get good at pointing towards an opponent's shoe to make them think it had come untied, so I could strike while their attention was away from defense. One of my favorites of his was The Handshake Maneuver. If you act scared while warming up and then give a dead fish handshake, your opponent will underestimate your confidence and technique. If you are reading a book at the side of the mat and give him the double-handed nerdshake, chances are he will underestimate your strength. If you make exceptional eye contact while shaking hands, he might still be looking when the ref blows the whistle and you can strike first. The Handshake Maneuver was straight up fun for me.

The most effective and hardest of his recommendations was that whenever the whistle blew, no matter the score, run back to the middle of the mat. Some matches this wouldn't have much affect because it would only be at the end of the first and second periods. Other matches you'd be going out of bounds every ten seconds and having to restart over and over.

In those cases, you could win a match simply by running back to the middle. The first time you do it, your opponent might just think it's weird as he staggers/crawls back the 10ft to line up. The second, he might be a little irked by your unnecessary expenditure of energy. By the fifth or sixth, all he's thinking about is what it's going to take to make you break. If your whole team is doing this, you can track the morale of the other team as it sinks further and further. I know from personal experience that it's not easy to run back to the middle. It's even harder if you're losing. But if you can be disciplined enough to do it, you will win the mental battle and eventually, the physical one as well.

I mention all of this because I think if you cultivate discipline in any area, it will give you almost superhuman abilities. This doesn't take skill or money. All it takes is dedication and a desire to perform (and perhaps peers and mentors to help you get back up again when you mess up). If you want your employees to aspire to excellence, you have to teach them the basics and the techniques like Quilty did. You also have to give them the hard-knuckled fight and gamesmanship that Shoops taught.

A Retrospective Resolution - Carrying Around Luggage

Last year my New Years' Resolution was to make use of Scott Arizala's wisdom about unloading buses. As a camp director for years he had been frustrated by the lack of coherence and organization at his camp as kids arrived on buses and their stuff was carted to their cabins. While the kids were doing get-to-know-you activities and eating dinner, the bags would all be brought to cabins. One or two kids would "lose" their stuff for hours every week.

Scott hated how unwelcome it made the kids feel when they walked into their cabin and couldn't find their bag. For years he would remind staff on change day to be careful with the bags, but would spend his day all over camp while someone else coordinated the bag moving. It all changed when he got in the face of one young counselor who had made a mistake and the counselor cheekily replied: "If you care so much about the bags, why don't you do it."

So for the rest of the summer and all the years since, Scott has directed camp from the parking lot on change days. Personally welcoming every camper, and making sure no one's stuff gets lost. It may be a little trickier to deal with problems that arise with just a radio and a quick wit, but the kids feel welcome.

The lesson he taught (and I tried to internalize) was twofold: As a manager you have limited time, you can't be in charge of everything, and have to balance which things you do based on what needs to get done and what will give you satisfaction to complete. Secondly and more importantly, you will get better results from people if you realize that they may not care about the same things you do and calibrate your leadership accordingly.

Scott had many solutions available to him, and likely tried some or all of these:

• He could have added an object lesson to his staff training by having several of his staff's possessions get "lost" en route to a staff trip and then getting them to talk to the rest of staff about what that felt like (thus increasing staff motivation to do a good job with the bags). 
• He could have created or helped another staff member create a more organized method for bag moving - like drawing chalk lines in a grid on the pavement for each cabin (thus adding agency to a staff member). 
• He could have organized the registration communication with parents to include a request for color coded tape/ribbon on each bag depending on the child's cabin (thus showing parents his camp cared how their possessions were treated). 

In the end, he chose to take charge of the task himself. This past year, I tried hard to listen to myself when I got bitchy and either take charge of the project or task that was making me upset, try out an alternate method for fixing it like mentioned above, or let it go.

(Get Dirty to) Validate Your Staff's Roles

Lots of managers badmouth the jobs their staff do. You can draw a direct line from how much the boss validates the staff jobs to how motivated the staff are to do their jobs.

If a manager believes any job is 'beneath' him or her, then the staff won't want to do that job. If a manager believes that the hardest, dirtiest, most complicated task should be their own, then staff will aspire to do the hardest, dirtiest, most complicated task they can. If a manager attempts to use their authority to rest, do less, or have privilege, then the staff will seek to rest, do less, and have privilege. 

At camp this is really easy to see and to avoid by action. One tactic I use all the time that works wonders (and is fun to boot!) is to play with kids. If you make it a habit to play with the kids as often as possible as an administrator at camp, then not only does that validate the counselors' role of playing with kids, it helps them visualize what it means to get really good at their jobs - most administrators became administrators because they were really good at the "lower" job. In some jobs and roles it's not practical to go do the work of your entry level staff, which means you have to be much more cognizant of the words you use to describe their role and job, as actions speak much louder than words.

A second valuable tactic for this at camp (and I recognize not everyone would choose this one, but you could pick your own gross/stressful job that you happen to enjoy) is that most days I would jump down in the kitchen and help out a counselor who had the chore of doing the whole camp's dishes. I love the machine efficiency of using an industrial dishwasher, and knew that the dreaded dishes was often something that a new counselor had a lot of apprehension about. If I stepped in and helped out, something they thought would be a drag on their day and take up part of the coveted Rest Hour would instead be done in 20 minutes with little fuss. Knowing your boss has your back, gets your apprehensions, and is willing to get dirty to make sure you have a good day builds loyalty.

Using Biases to Win

Whether you're preparing for a meeting, changing your organization, or attempting to corral unruly employees/campers, you will be much more successful if you make use of people's cognitive biases. People like to feel street smart. They like to feel important. They like to believe that they have understood what is going on and have made an informed, intelligent choice based on that comprehension.

If you set things up cleverly, you can take advantage of this and are more likely to get people to choose whatever results you want. In addition to getting the result you desire, you are also giving people a feeling of agency, which enhances their buy-in and perseverance.

For a few marketing examples of decoys, check out this blog post. For a comprehensive and easy to read list of cognitive biases, read this.

I have often found that you can blend together a bunch of biases to get things going your way. Before you jump to some kind of "wow that's manipulative" conclusion - check yourself - this is how we do things all the time, I'm just talking about being more deliberate and increasing your effectiveness. If you genuinely care about people and want the best for you/them/the institution, then you're not being manipulative, you're being effective. Here are a few examples I've found useful over the years:

• I take really good notes for each staff member's exit interview each fall/winter. This helps people feel like they are important and that they have a say in how things go.
• Once I have a library of notes, I make sure to quote people to each other as often as possible. This means frequently re-reading the notes and is a time commitment, but people can imagine you quoting things they've said to others, which ensures people feel like they have agency and importance. It also makes people want to be mentioned in the future by you so they will focus more and try harder to impress you or be memorable.
• If I had an idea of a change I wanted to happen, I would ask a bunch of people what they thought about it. After the first person, I would be able to use the quote method mentioned above too! When I instituted the change later on, no one would question it, as most of them had already had a chance to express their opinion - and their opinion was tempered and massaged by the fact that I chose to quote peers whom they respected who agreed with the change or peers whom they didn't respect who disagreed with the change.
• People prefer to be happy - if you emphasize positive aspects of something in a way that expresses how long it will make them happy, they will be more likely to believe you. Since we start and emphasize that "Camp is for the Camper", I will also often mention how what you do with kids this week will stay with them for the rest of their lives. If your extra little bit of effort today results in lifelong positive changes for a kid, you are likely to put in that extra little bit of effort.
• People will take risks to avoid negative outcomes. If a counselor is worried about their cabin  not getting along or meshing, they are much more susceptible to suggestions that involve creative solutions. This doesn't work for positive outcomes, if a counselor is optimistic about being able to get their cabin back on track, suggest things that involve less risk. This logic works exactly the same when dealing with a camper - if they are afraid of not making friends they are willing to take more risks to get friends, if they expect to make friends, they will be more likely to respond to suggestions that don't involve as much social risk.
• Say it in a new and inventive way and people will remember it. Say it with a pun or a rhyme or an unusual physical flourish and it will be embedded in people's memories.

I think I'll have to do a series of posts moving forward digging deeper into how we use cognitive biases in a variety of ways and settings. Most social interactions are filled with overlapping biases, and people who are aware of and make use of the biases in themselves and others are powerful and effective.

Teamwork Combo-Platter

Hire the right combination of people and set up your professional environment correctly and your team has the best chance of producing incredible results.

Today I'd like to talk about creating smaller working groups for a particular project that use individual's personalities and preferences to your advantage.

My dad has done a lot of work with insurance companies analyzing the risk culture they exhibit, and which management strategies are best suited to their individual challenges and existing team. He often talks about the four types of approaches to risk that are most common to managers in insurance companies. I've used a basic version of his logic in helping formulate a lot of the culture I have tried to perpetuate as a manager. In simple terms, the four types of risk approaches outlined in the paper above are articulated in the following diagram:

In case this type of drawing doesn't scream applications at you, here are a few for a camp setting:

• Each summer we take the whole camp on several trips to the beach. This trip is fairly straightforward but carries several health and safety risks. Big worries include losing a kid, a car crash, or inclement weather. Medium risks include injuries (assuming it's like broken arm or less, otherwise, push that one into major worries category!), sunburn, or a venue being difficult. Small risks include scarce or incorrect food, or counselors not doing their job well enough. The leader needs to be someone who will proactively solve minor problems and won't freak out if things start to go wrong. I would put a type 2 person in charge if possible and send a type 1 and type 3 for counsel in emergencies.
• We run several theme days at camp where we transform camp into a particular magical world. This summer one of them was Spooky Halloween themed. These days are planned out over several weeks and incorporate sets, costumes, vignettes, an overarching story line, and often several completely new major activities. The biggest challenges include practical assessments of progress-to-goal in terms of set, writing, and costume construction and lack of buy-in from campers or counselors. For a team of people running one of these days you want a type 3 in charge of the day, with assistance from a type 2 and type 4. You would want the type 2 person to help push the timetables and a type 4 person to help with a lot of the creative engineering of the day. Keep type 1 people busy on smaller, goal-oriented tasks that let them feel stability and believe things are going well, don't let them near the brainstorming meetings if possible.

Over time the people who you manage will change, and it is important for you to look over your team regularly and make sure that you have all four of these types of people represented. Depending on your workplace, it may also be important to stack the team with more of one or more types of people since you know more situations will arise that call for a particular type.

"I've Never Been Promoted; I've Promoted Myself Several Times Though"

Pushing employees to be their best involves making sure they realize when their decision making and ability to take on responsibility is greater than what they currently do.  It's not hard to tell when people are smart or talented enough for more of a challenge, what is hard is making sure that they create opportunities to take charge of things.

Fear of stepping on your boss' toes might make you hesitate to push for more responsibility. However, once you establish a role, you will be expected to do that next time. Your boss isn't going to be upset when they have less work to do, so stop being afraid to take on something.

Recently a Baby Boomer told me a story about an employee of hers (who she doesn't directly manage) who is talented but plateauing. When she asked that employee who would be giving lower level staff performance reviews, the employee said she assumed it would be her boss, even though she directly managed those people. The Baby Boomer told her to just put together materials for the reviews and then when the moment came up, she would be ready to tell her boss "I'll handle this." Then the next time she'll be assumed to be in charge of it.

The Baby Boomer concluded with the powerful thought: "I've never been promoted, I've promoted myself several times though."  As a manager it is your job to help your employees with talent and smartsmanship take those moments and grab more responsibility.

Insulate Your Workplace

There are many variables in the world around us. From the social and interpersonal to the physical and environmental, there are thousands of factors that we keep balanced throughout every day of work and life. If, for even a minute, we stopped to consider all of the variables we are juggling, we would become unstuck, so our brains do a good job of hiding all of the calculations and action-reactions going on all the time.

I think that one part of why I enjoyed working at camp so much is that the number of variables shrinks so much that we are able to control more of what goes on around us and choose consciously what we want to do.

For children (who are by necessity discovering the world around them and placing themselves one lego block at a time into  an unfamiliar and scary world of variables) there is often little control over most environmental and social aspects of their lives. They don't get to choose their classmates, classes, classrooms, meals, homework, or often much else at all in a normal day.

At camp we let them choose, for hours a day, what to do. Obviously we are limited in some things based on the number of campers and sandbox property. However, the self exploration embedded in our mission statement and daily living provides a great guidepost for how you can motivate your employees in a non-camp setting.

As a manager it is important to give your employees a chance to do meaningful work with people they like. Sometimes there are jobs and chores that have to happen regardless. But there is almost always something for which it makes sense to give latitude to employees for how they pursue the ultimate goal. I would recommend using this type of framework to figure out if something can be made into an insulated work space for self-exploration, realization, and ultimately motivated accomplishment:

1. Agree on the starting point - meet or brief working group on where you are now.
2. Give benchmarks that you require, whether timetables for completion, details about reporting progress, or important components that are required for completion.
3. Agree on the substance of the final goal.

Make steps 1 and 3 as specific as possible. The more latitude you can give your employees in proceeding in between, the more empowered to explore how they work want to work. When they feel that they are responsible for a meaningful task and have the agency to make decisions within a framework that is provided, they will respect your authoritarian outline whilst working to keep pace with peers and impress their superiors with the product.

Personal Kryptonite and First Impressions

One of the most successful millennials I know explained to a group of us that her professional kryptonite is incompetence. She further defined that to include people who don't try, saying that when someone is trying hard, she can work with them to improve. Getting people to try is the hardest and most important aspect of management.

While she was being a big sarcastic and bombastic, it got me thinking a little bit more about how our personal preferences influence the way we get our staff to be intrinsically motivated to perform at their best. First impressions are key, both for the employer and the employee, and it is important that we stay true to ourselves in how we present in those key moments, otherwise we will create unsustainable personas that people will soon see through.

If you, like my friend, truly value competence, make sure that is communicated through your attire, body language, and opening words with new employees. You can do this for any value you have. You should also make use of your physical surroundings.


Assuming you have succeeded in engendering your intended values with an intentional first impression, you still have to actively create an environment that continues that value and regularly use implicit and explicit methods of keeping that value around.

One of the most important values to me is working hard and working efficiently. One way I like to show to my staff at camp that I value those two things is that I will try to identify whatever task in a given situation or project will be the hardest or most complicated or involved and publicly work on that task whilst teaching staff (and campers since I know the campers will one day be staff so it's never too early to get them competent). Since a large portion of jobs at camp are dirty or gross, this often means doing my best Mike Rowe imitation and getting dirty.

You don't always have to get dirty, and you don't always have to do the hardest task publicly, but showing your staff that what they are doing matters and is not beneath anyone is a powerful method of motivating them, since it validates their effort and allows them to picture themselves transitioning from their entry level job into a manager or executive. The new CEO of JC Penny, Marvin Ellison, is a paragon of this executive virtue, and it's paying off.

What is Cheating and Who am I to Judge?

As a high school wrestler I spent a lot of time saying the following sentence “Wrestling isn’t a sport, it’s a lifestyle.” While a little cheeky, this saying embodied a sentiment about the totality of dedication necessary for performing with your body at the highest level. As a wrestler I woke up standing in front of the bathroom sink holding a cup of water about to drink it on many occasions. I have vivid memories of standing in the shower manually closing my mouth because I couldn’t afford to take in the water weight of a few mouthfuls of greywater flowing down from my scalp.

I was not someone who had to cut much weight; I wrestled at or around my natural (though beefy) weight throughout all four years of high school. I know explicitly the dedication and self discipline needed to stay fit and lean by eating a proscribed diet, working out for hours a day, and never compromising, even for Thanksgiving dinner! That’s what it took for me to be a champion, and that’s what it took for me to master my body.

The mano-a-mano attitude that saturates wrestling is part of what makes it so compelling to me. There are no excuses on the mat other than that you are not as good as the human being having their arm raised while you slink off in defeat.

In combination with this respect for discipline, I have a healthy dose of libertarian notions about personal choice. I always used to say I could beat someone who is any two of the following: Stronger, Better, Tougher. As long as I could identify in which category I had an advantage, I would find their cracks and expose them through mental and physical warfare during the 6 minutes we had on the mat. I’m not trying to brag, but with a 94-18 record through 4 years, I won 84% of the time with this approach.

One of the other wrestlers on the team with me was two years older than I and much better. He had more talent, was stronger, and was really tough. I rarely if ever scored a point on him. Sometimes just because he could, he would hold both hands behind his back and brush me or others off throughout a whole period of “live” wrestling during practice with only his forehead and temples. When he graduated, he joined the military, and I believe became a Green Beret or Army Ranger, or some level of national service even beyond the exceptional dedication necessary to put your life on the line for our glorious country.

He also often reeked of vodka. He was not (to my knowledge) drinking during the day or before practice, but especially reeked when we had practices during school vacations or extra hours other than our usual 3pm-6pm Monday-Friday. The alcohol came out of his pores as his body cleaned up from his previous nights’ debauchery. I do not know how good (or how emotionally unstable) he would have been without drinking. I do know that I treated my body with the utmost respect and demanded every day that I improve my performance, and drinking or doing drugs would have inhibited that.

What does it mean to cheat? Where is the line between performance enhancing and performing at your best. Who is to say that he would have been better without his vices, and who is to say that his vices held him back? When we let rules be our guides rather than performances and facts, we lose the opportunity to express ourselves fully. I believe that systems are an integral part of how we relate to each other, and institutions should be strengthened through time. However, those same institutions should also be curated to allow us to ascertain which rules exist to restrict and which exist to enable.

Single Sentence Precepts

I used to do Goju (a particular type of Karate created in Okinawa) for a few years. All throughout the training there were a few phrases that really stuck out to me and I refer to all the time in how I think about problems and the world around me. One of them was "Kihon is fundamental" Since "基本" is the Japanese character Kihon, which means fundamental, it's kind of a rough platitude to wrap your head around. But bear with me - another way to say it is "truth is truth," or "All of Goju can be summed up in a single punch."

These sentences are meant as a guide to help us cut through all of the clutter. When you are punching, there should be nothing else, your body should act as one fluid drawing strength from the earth and placing all of your energy at the tip of your first and second knuckles. If you leave room for other thoughts or extra actions, you will reduce the ultimate power of your punch.


Stephen Mitchel's translation of the Tao te Ching says this in a particularly interesting way: "When it rains there is only rain." Give yourself over fully to what you are doing.

While it is nice for your organization to have a fully fleshed out mission statement, and you certainly should trot it out regularly to prevent yourself from losing sight of it, it is important for you to create single sentence precepts for your projects, team, and organization. These precepts give people a chance to all start from the same place. These sentences will be accessible enough to give you the chance to correct your employees or groups when they begin to stray from the path you think is best.

Additionally, if you create a strong enough sentence, or simply repeat a mediocre sentence enough, people will come to see the concept as its own entity. Once this happens, you will not be the person making them do something, the concept will be, thus freeing you up to focus on fine tuning rather than enforcing your broad organizational goals.

Strength and Objectivity over Preconceptions and Personal Agenda

In 2015 the Educational Testing Service (ETS) gave a test to adults ranging from 16 to 65 years old testing their skills in a variety of professional metrics. Unsurprisingly, the youngest adults had fewer skills than the oldest ones. Turns out people learn things as they get older.

If that was all there was to the story, there wouldn't be much interest. But articles like this Fortune article from March 10, 2015, or this "parenting" article from AARP on April 27th, 2015 paint a picture of millennials that makes it seem like it's somehow millennials' faults that they are young and have been systemically let down by their elders and political institutions.

According to an Accenture study of the graduating class of 2016, 80% of grads believed they would be receiving on the job training, but only 54% said they actually received it. This represents a massive gap in expectations between employees and employers, and can only result in tension, disappointment, and corporate-wide under-performance.

The problem here is similar to the bad judgement Roger Godell has shown leading up to Tom Brady's recent 4 game suspension from the NFL. Tom Brady and the Patriots whacked the Broncos. Like tore apart their team, morale,  and hopes and dreams to the tune of 45-7. Every team has skeletons, so Get off your high horse NFL! Brady got suspended (and the team fined hugely) for an offense that often goes un-fined. Tom Brady reasonably noted to the arbiter that there are different sets of rule books for players than general managers and won a repeal of his suspension. Then in order to make sure the integrity of the game was held to the highest regard, the NFL went after him further and won a reinstatement of the suspension.

There is no arguing that Tom Brady is a great quarterback, perhaps the best in the history of the game, and that he tends to try to win every week. There is also no arguing that the integrity of the game is at stake every week through the decisions and performances of players, refs, coaches, athletic trainers and many others involved in the sport.

The problem here lies in the fact that rather than asking how to get your business to the right result, employers, or Godell in the NFL example, are more concerned about having their predispositions and preconceived notions confirmed. Everyone 'knows' that the Patriots cheat, so the moment you think you've got them, go for the throat. Even if that runs counter to your bottom line (Tom Brady jerseys made the NFL more money than anyone not named Dez this year). Mr. Godell has done an insanely competent job making the NFL money, but he let his passion and personal agenda get in the way of smart business.

Imagine if instead of trying to scratch Brady's eyes out like they were fighting behind the bleachers, Godell had launched a massive ad campaign with Brady as the centerpiece. What if they had come together and announced to the world that people make mistakes, integrity matters, and that while winning is nice, sometimes you get carried away. Spot after spot after entertaining spot would have raked in dough for the NFL - instead they spent $14.7 million adjudicating against their premier player, all while still being shitheels when it comes to domestic violence (among a million other issues, some mentioned in the high horse link above). 

Leading through Values

When you lead people through values, you give them the tools and agency to make their own choices. Sometimes this will mean a person makes a mistake or has an error in judgement, but for the most part, giving people a set of values to hold onto is like giving a sea captain a compass. Yeah, you could give them extremely detailed step by step instructions for reading the stars, common and uncommon markings along the shore and across the sea, or you could give them a tool that helps them find a moral north.

At camp we have a couple phrases that we use to guide us through all things. First and foremost (and mentioned within a minute of the official beginning of staff training) is that "Camp is for the Camper". If what you are doing is not for the campers, that doesn't mean it's wrong, it just means it isn't heading in the right direction. Rather than managing individual behaviors, it makes it easy to ask a counselor or squad of goofballs to reconsider if their choices are putting campers first.

One caveat I do have is that there is a moment where the humility and 'campers first' mentality begins to head towards dehumanization of the workforce. If you are using your values as a cudgel to get your employees to place their own identity and well-being below that of some larger and unifying goal, then you are risking their health and have a possibility of overextending them.

Therefore it is the job of the manager to be an active curator of values; to balance results and sacrifice; to redirect people before they overextend. We had a bunch of counselors who quickly bonded at the beginning of the summer and started calling themselves the "FOMO Crew" because they were staying up so late together. One the one hand, they were forming bonds together that are sharp and deep. Chemistry that resulted in one of the most powerful and functional cultures of the summer (the Newctown Boys, our very own joke boy-band). But there was a moment where as a manager, several days after I had heard about their tendency to stay up together, where I had to call out several of the boys for their lackluster performance in the morning and discuss (somewhat cheekily, as is my custom) why that was. Rather than reacting with anger at a job undone, I tried to channel their chemistry into something productive. Use your verbal aikido skills to take something that is positive (group chemistry) and ask them to do that positively, rather than living for the nighttime without the kiddos.I think if I had headed off a couple of the boys in 2014 earlier, or had my assistant director do the same thing, there would have been a much more functional culture on that front in 2014 as well.

Losing and Gaining Employee Trust - Say Yes When Possible

Rank and file employees' trust in the good intentions of their bosses is a very fragile. It is slow to be earned, and accumulates through micro-choices, but can be lost in an instant when efficiency or bottom-line thinking supersede the human factors inherent in managing staff.

These pivotal moments are easy to identify in retrospect, but can be difficult to avoid as they spring into existence. Two easy examples, one from several years ago and one from today:

• Staff had been arriving back from their days off sporadically tardy, and it was becoming a drag on both the administrative end of things (scheduling them for an activity or responsibility is tough when you can't be sure they'll be back on time), and for the individual counselors who were being screwed over by their peers. As an administrative team, we had a productive and appropriate brainstorming session as part of our weekly long staff meeting on Sunday afternoons, and we came up with an adaptation to the days off scheduling (starting/ending at 9:15am instead of 9:30am). The change was shared later that evening at the weekly all-staff meeting. While staff followed the new rule, I learned in the end of summer feedback forms that this was a particularly discussed and maligned decision. Staff felt like we'd had one way of doing things, and we were screwing them over by changing the rules to their time off mid-summer. While we fixed the short-term, non-vital problem, the damage we did to their trust in the administrative staff proved irreparable. To be honest, this is just one example, as is to be expected in a long and exhausting season, there were many other micro-choices in that summer that also contributed to the overall distrust (more of an 'us versus them' than a 'we're a happy family' - we're not talking like huge trust issues here, just the subtleties of maximizing intrinsic motivation). 
• This evening was the last night of the first session, and traditionally we have had counselors stay on duty for an extra half hour in order to get a little extra time in with their campers on the last night. Instead of being off-duty at 9:30, they are free starting at 10:00pm. Right as all of camp was heading back to their cabins around 8:30pm, a bunch of the administrators gathered and it was realized that none of us remembered letting counselors know that Friday nights are a little different. Right as we were about to decide what to do (expediency was required), a first-year counselor piped up from the edge of the conversation group and said "I think most people were split on this, we were talking about it a couple days ago and staff was about half and half" - I replied "Well I'm glad you guys were thinking about it, that's the kind of question someone should ask Ad Staff, since we hadn't remembered and it would have been great...." Here I hope/think we made the right quick choice and I sent around the most easy-going and chill member of administrative staff to let people know that they would be covering until 10:00pm. Because a counselor had given us the information (or in the first case had we asked the counselors what they thought) we were able to make a choice that we wanted for camp and do it in a way that would assuage any potential backlash. 

I guess the moral of this post is one effective way of maintaining employee trust (and thus intrinsic motivation to perform at their highest level) is to find room for their preferences and desires to be expressed and met when possible. Or - Say yes when possible

How do you reward/appreciate planning?

Today the PD did a really great job planning things out. It was her day off starting at 9:30am this morning, so she had to appoint someone to be PD. The counselor she picked was a fantastic choice; full of ideas and energy, a third year counselor, and was very honored to get to be PD.

The PD also wrote her schedule to be mainly rain-adaptable since it was supposed to thunderstorm all day, though we somehow just managed to be be "dry" but sticky all day instead. Her schedule featured things like dining hall bowling, makeovers, board and card games, puppet-making, and a slew of other activities that were tailor-made for indoor weather.

I'm just not sure how to properly appreciate her for a job well thought out. Maybe I'll give my Reinforcement Award at staff meeting to the counselor, and mention her being PD on that (which she did a great job at, so duh), and then make sure to tell the PD how much I thought her planning led to the counselor having a good day and that she was an excellent choice. That way I get to thank/appreciate them both in different ways with the same Award - and since it's another of my administrator's award system I've adapted, all of the awards also stand as a testament to his good idea.

Building Ethic Instead of Details

I remember reading a leadership article a while back that talked a lot about KITA (Kick in the ass) managing - it provides stimulus, but doesn't persist after the kick has faded into the background.

This week has been an amazing example of managing by building ethics instead of building detailed information based lessons that are underpinned by KITA. For example: we have not mentioned tardiness or attendance since the first day, when people were shown and told clearly that we show respect for each other by being where we are supposed to be when we are supposed to be there.

By setting the standard of you are being disrespectful to others and the institution when you are late, it has (so far) made people want to be on time in order to show that they care and that they want to be here. Instead of it being me or another administrator getting angry and acting childish (and that anger being a KITA), which would mean that staff would only care about being on time when they thought a manager was watching or would notice.

The Process of Cultural/Organizational Change

Change is hard until we get started, then Newton's first law takes over.

So - how to get going? Well, start with realizing that change happens through a series of your actions and diffusion of social responsibility. Reverse engineer your change in whatever medium you prefer and identify broad steps. Here are several methods to navigate your plan:

• Gather interested people for a low-stakes brainstorming meeting with the intention of redesigning/re-imagining some aspect of your organization that you believe would result or point in the direction of your current broad step (keep the topic narrow but meaningful). Conduct the meeting and hope for new ideas - don't forget it wasn't penicillin Alexander Fleming sought. Prep your notes and take good notes during the brainstorming; try to only interject when you have to to restart or recenter. Afterwards, collate and tabulate - honestly, but with a purpose. Report to the larger group or organization what the low-stakes session concluded with excitement. This method of positive democratic creativity co-opts organizational conservatives because people feel pressured to accept the will of the group.
• Conduct semi-annual or annual "talkfests" with each employee. While time intensive, these debriefing sessions are a panacea for change. If you want to add a concept or problem solving strategy to your culture, start by asking a question the answer to which is your change. Take great notes about their answers and freely quote employees to each other as often as possible. This method allows you to make rapid progress, as you have a monopoly of information compared to each employee who only had one meeting. Each employee also believes they are important because you took the time to listen, both to them and to their peer whom you are quoting (they also desire to be quoted by you).
• Codify everything. Especially things that only happen periodically. This will give you the same claim as every conqueror - the ability to write history. As was so eloquently put by Terry Goodkind: "People are stupid; given proper motivation, almost anyone will believe almost anything. Because people are stupid, they will believe a lie because they want to believe it's true, or because they are afraid it might be true. People’s heads are full of knowledge, facts, and beliefs, and most of it is false, yet they think it all true. People are stupid; they can only rarely tell the difference between a lie and the truth, and yet they are confident they can, and so are all the easier to fool."  As a result, people want to believe that whatever history says happened, happened. This method is only useful narrowly, as people will only let this cognitive dissonance stretch so far before they cry foul.

Change involves Discourse. President Obama is a Master

Of course a general would match their strategy to their army, opponent, and geography among many other considerations. To do otherwise would be foolish and potentially disastrous. So too should a manager. If millennials are lacking in a skill or personality trait, don't just get angry. Get a plan and take action.

President Obama on "How Change Happens" during Howard Commencement Address:
"You see, change requires more than righteous anger. It requires a program, and it requires organizing. … We remember Dr. King’s soaring oratory, the power of his letter from a Birmingham jail, the marches he led. But he also sat down with President Johnson in the Oval Office to try and get a Civil Rights Act and a Voting Rights Act passed. ...Brittany Packnett, a member of the Black Lives Matter movement and Campaign Zero, one of the Ferguson protest organizers, she joined our Task Force on 21st Century Policing. Some of her fellow activists questioned whether she should participate. She rolled up her sleeves and sat at the same table with big city police chiefs and prosecutors. And because she did, she ended up shaping many of the recommendations of that task force. And those recommendations are now being adopted across the country — changes that many of the protesters called for. If young activists like Brittany had refused to participate out of some sense of ideological purity, then those great ideas would have just remained ideas. But she did participate. And that’s how change happens."