An Idea Changes a Neighborhood

HS FRC

Last fall I wrote about the fundraising event I chaired to raise money for the Hathaway-Sycamores Learning Lab. Today I am pleased to share with you a short video celebrating the dedication of this site, which you can watch here.

If you listen carefully to the story told by Henry Matson, you’ll hear not only how a simple yet visionary afterschool program is changing the lives of countless at-risk youth, but how it has transformed an entire Los Angeles county neighborhood.

Just a decade ago, our Family Resource Center in Highland Park was a much-loved landmark, but a bit of an island on a street ripe for reinvention. That transformation has now occurred. The doors of our beautiful, historic building are wide open to the community. The building has been restored to its full glory, and our Learning Lab is filled with eager minds.

Anytime you get the idea in your head that an individual can’t make a difference, I invite you to visit our Learning Lab. Look at the joy in the students’ faces. Look at the spectrum of college logos on their t-shirts. Listen to them talking about the futures they are pursuing.

They are engaged in the mission of learning. They are engaged in the mission of personal change. They aren’t waiting for the future to come to them. They aren’t letting circumstance take its toll. They are inventing their own future through math, science, language arts, and learning to work in teams.

They inspire each other and they will inspire you. They inspire me, and nothing gives me greater pleasure than to welcome your participation in our work.

Young people on our community who never thought they had the chance are going to college, many on full scholarships they win competitively on their own merits!

Paulette and Henry Matson anchored this campaign because it mattered to them. They made a choice to make a difference, and that difference is now more than an idea. It is a place, a comfort zone, a tangible path to endless possibility. Those aren’t just words. Those are a conduit to bright futures that begin with a spark, the access to a mentor, the bright light of a teacher. Once we help ignite that spark, the kids take it the rest of the way. They are virtually unstoppable.

A small amount of caring always matters. A small amount of money can go a long way.

Education opens minds and changes lives.

Come see just how powerful a living dream can be. Join us this year at Celebrating Children. One night could change your life. Then you can help change a neighborhood.

It all begins with an idea and a commitment.

We can do this. We are doing this!

The Many Lessons of Andy Grove

Time 1997We lost a great business leader earlier this year. His name was Andrew S. Grove, known to many as Andy Grove.

He survived Nazi-occupied Hungary as a child, then Soviet-controlled Hungary, immigrating to the United States at the age of 20 in 1956.

He received a Ph.D. in chemical engineering from U.C. Berkeley and became a star engineer at Fairchild Semiconductor.

He left the stability of Fairchild Semiconductor with Silicon Valley legends Robert Noyce and Gordon Moore when they co-founded Intel. Together they later entirely reinvented Intel from a manufacturer of memory chips to the dominant producer of microprocessors.

He was Intel’s CEO from 1987 to 1998, the famous “Intel Inside” years when personal computing exploded from the hobby to the consumer market.

He wrote the legendary book Only the Paranoid Survive, published in 1996 and still a must-read for anyone who wants to understand innovation and the power of creative destruction.

For many years he co-taught a course in strategy with my dear friend Robert Burgelman at the Stanford Graduate School of Business.

If you think everyday people always had the internet, email, streaming video, and smart phones, you have a loose grasp on current events, let alone history. Andy’s leadership at Intel took us from the 8086 to the Pentium chip, from monochrome to color displays, from floppy to CD disks, from no hard drive to software that could be installed.  If you didn’t live through the transformation of the universe from analog to digital, from buying hardware and software at Computerland and Electronics Boutique to Best Buy and Costco, it’s hard to explain the magnitude of this growth cycle. Andy is one of those guys who really changed the world.

Okay, you get the point, about 0.001% of mortal beings have a resume close to his. You can read his full bio on Wikipedia. I want to share something more personal about him, the key takeaways from the few times I met him in person during roadmap briefings at Intel in the 1990s. Among the many lessons I learned from Andy Grove, here are five that continue to guide me daily:

  1. Creative Destruction Is Real – Whatever product you ship today is already obsolete, no matter how well it is selling. If you are not working on the replacement for it, someone else is. That is why you have to be paranoid. You will always be correct if you presume you are about to be outperformed in the marketplace of goods and service. Never get comfortable, never rest on your laurels, or you will be gone in a heartbeat, wiped off the map while you are collecting your awards for last year’s success. I learned from Andy that almost every startup that presumes it is built to last is almost certainly on a crash course with obsolescence, that the vast majority of even robust corporations today last about half as long as a human life. Companies don’t reinvent themselves, they are reinvented by courageous, visionary people.
  2. Beware the Strategic Inflection Point – By the time a market has fully morphed at scale, it’s way too late to react. You can’t see a strategic inflection point coming, you can only acknowledge it in hindsight while confessing your memoirs. Sorry, Monsieur Business Plan, the landscape changes in real time! Because you have learned to be paranoid, you are going to figure out one dreary morning that something you are doing in your company is hugely wrong. Some product you are readying for release is going to tank no matter how much you spend on marketing. Remember when Bill Gates discovered the internet? Remember when Mark Zuckerberg discovered mobile? Those were Intel-inspired moments. They turned their companies on a dime the same way Andy helped turn Intel on a dime when they realized the market for memory chips had commoditized and microprocessors were the way forward. I learned from Andy to always remain nimble, that sunk cost is always sunk cost, eat it and move on. Achieving competitive advantage before others see it coming is where your investments must be all the time.
  3. Science Is Inescapable – No matter what your market cap might be, you can’t fake math. Pithy slogans don’t make better computers, engineers do. For Moore’s Law to work (roughly twice the computing power will be available every 12 to 24 months for the same cost) staggering volumes of calculations have to take place on a tiny silicon chip without the transistors melting down. If you want to win at the engineering game, it takes the boldest and brightest team of advanced engineers you can assemble. They need the time to do the math, which is why Intel was already designing the 486 chip while shipping the 286. You can’t predict when the equations will be solved, you can only form a thesis and test your working models until they clear quality assurance. I learned from Andy that there are no sustainable shortcuts in quantifiable outcomes, the minimum viable product be damned! If you try to cheap your way through a poorly constructed algorithm, science will have its way with you and the result won’t be a proud moment.
  4. Constructive Confrontation Works – A lot of people who didn’t grow up in the Intel culture found it an impossible place to survive. Intel was a place where undisciplined, random conversation was never the norm. Almost anything anyone said could be challenged directly and aggressively by anyone in the hierarchy. Even when you were visiting Intel as a channel partner, anything you said could get shoved down your throat as instantly as you said it. Was this nice? It wasn’t meant to be nice. It was meant to improve products, driving ceaselessly toward unattainable perfection. That was how Intel maintained design and manufacturing leadership for a generation, by always challenging assumptions, never accepting compromise or forging an unholy consensus simply to move on. It isn’t the right culture for everyone, but at Intel, you bought into it or got your walking papers. I learned from Andy that in constructive confrontation, it’s always the idea that gets attacked and never the person. You might feel that you are being attacked, but you aren’t. Your ideas are being made better or mercifully eviscerated.
  5. Resilience Is a Mandate – Imagine a guy who made it from the Holocaust to the highest level of American thought leadership—all the obstacles, all the challenges, all the knock-downs, all the reinvention. To embrace the example of Andy Grove is to embrace the notion of resilience as the single greatest motivator available to anyone at any stage of emergence. You don’t give up, you don’t give in, you don’t quit. You always expect more from yourself. You learn from your mistakes, you study your failures, you learn from your adversaries. Want to survive? Want to triumph? Want to leave a legacy? There is no other way. I learned from Andy that you stay in the game, you look forward at opportunity, and you try again—only harder. Resilience isn’t a nice-to-have. Resilience is fuel for the soul.

Andy was a living example of realizing possibility through discipline. It is extremely rare to find an innovator with startup DNA who can personally evolve into the CEO of a multinational corporation. It is equally rare to find a top-notch engineer who embraces consumer marketing as a key strategic initiative. Andy championed the “Intel Inside” campaign as a branding mechanism that made an otherwise invisible component a necessity for personal computer manufactures to tout. When the consumer press seized upon an obscure failing in a sample of Intel microprocessors, Andy accepted the criticism as a byproduct of his brand promise. He insisted his team correct the deficiency with renewed quality assurance rather than defend the company’s position with arguments the consumer would never understand. He was book smart, business smart, and street smart all at the same time. He gave back way more than he ever took off the table in every way imaginable.

If you ever worked on one of my teams, I probably bought you a copy of Only the Paranoid Survive and quizzed you on it a week later. Andy’s words, thoughts, and ideas remain that important to me. He was an industry icon and a human being impossible for me to forget. I hope none of us ever forgets Andy. He remains a truly one-of-a-kind inspiration.

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This article originally appeared on The Good Men Project.

Photo: Time Inc.

Conversations with Entrepreneurs

KG GMP DreamsLast month we launched a new web video series at The Good Men Project. We call it Good Men Project Dreams: Conversations with Entrepreneurs. I am honored to host the series, and tremendously enjoying the opportunity to delve into the minds of energetic business leaders who make the daunting choice to go out on their own.

I wanted to share the first three webisodes from the pilot. We recorded these initial segments on digital video at Cross Campus in Pasadena in front of a live audience, the weekly Meetup of Innovate Pasadena.

Here is the first segment with Yuval Selik, founder and CEO of Promomash:

Here is the second segment with Aurora Cady, founder and CEO or WaitNot:

Here is the third segment with Alan Mittelman, founder and CEO of Eagle Eyes:

Here is how we described the series on The Good Men Project when we launched it:

Our goal is to capture the heart of the entrepreneurial mission in a series of short interviews with local entrepreneurs who want to change the world. Our desire is to capture the spirit of the start-up mission among courageous, innovative business leaders who can’t see themselves doing anything else but their chosen enterprise. They see their businesses as more than economic engines. They see what they are doing as having critical impact on the world and opportunities for real progress.

Technology, business models, talent, and workplace culture are driving the light speed change in today’s world. Entrepreneurs like these are leading the way toward change and progress. These interviews seek to get at the passion of why people chose to build something new, no matter the hurdles, and why embracing a dream is a MUST among their life choices.

We hope you enjoy “GMP Dreams” and are inspired by these bright, brave, optimistic yet entrepreneurs. Their moxie is beautifully balanced by their pragmatism, and their focus is on doing some important with their lives much more than achieving personal wealth. They also are driven to create jobs and help drive our economy forward through innovation and creativity. Oh, and they also like to have fun!

Please let us know what you think as we are honing the series in preparation for the next round of interviews. Join us in helping to change the world!

12 Reasons Why We Vilify

FlagFightA recent debate on my Facebook page raised the issue of whether there is a double standard among Progressives as to where and when indictment of political opponents is warranted. Taking this a step further, the discussion evolved into the appropriateness of vilification of someone’s opponent in an argument, and whether that vilification was one-sided with regard to political party leanings.

I have my opinions on this, but I want to set them aside for a moment and simply delve into the issue of vilification as the outcome of disagreement, and how we devolve to that extreme.

As a noble sidebar, let’s take a quick run down a philosophy bypass in summarizing the works of Soren Kierkegaard, a 19th-century Danish philosopher largely focused on making sense of his devout Christian faith in an increasingly modern and existential world. Kierkegaard suggested we live our lives in three realms: the aesthetic, where we act simply in our own interest and do whatever we enjoy; the ethical, where we act according to agreed laws to avoid punishment; and the religious, where we do what is right in an absolute sense because we see no other acceptable alternative. From the religious realm, comprehensively embracing the tale of Abraham’s test by God to sacrifice his own child, Kierkegaard describes faith ultimately as an absurdist paradox. You believe or you don’t. You don’t owe anyone an explanation because you decide in your heart what God believes is right.

You don’t have to buy Kierkegaard’s framework to apply it. You simply have to understand that our values are substantially derived from the religious realm as he describes it, regardless if we consider ourselves traditionally religious. They are belief sets we acquire however we acquire them, and we don’t feel we have to justify them to others. Returning to the realm of the politicalthe ethical set of laws we choose to accept in our Constitutionally defined secular societymy sense is that our act of vilification emerges with the full erosion of our shared values. If we don’t have enough places we agree on critical laws reflecting deeply held values, then the opposition to our views becomes moral and absolute vs. legal and relative.

Consider some examples: Whether taxes should be increased 2% or 4% is essentially an intellectual argument where we are unlikely to vilify someone who disagrees with us. Whether health care is a human right or an imposition of authority is less intellectual, so we become emotional. Whether a woman’s right to choose is absolute or controllable takes us to fundamental beliefs, where the opposition becomes the enemy. The more we disagree at the fundamental level, the less we have in common and the more we reject the opposing argument as an assault on our basic living principles.

Here’s the rub: Without a set of some shared values embodied in our ethical laws, we can’t be much of a unified, strong nation. This is a danger of our profound experiment in democracy, and at the moment I believe we are fully putting it to the test. If you extrapolate the tenor of our current discourse to the full extreme, where all we can do is vilify one another because we cannot find a set of shared values, we might indeed be one national crisis away from ending our time in the sunno matter how many nukes we have in our inventory, or how many gold bars we have in our repository. Call it the challenge of WWIII, or perhaps an economic meltdown without a reachable escape hatch. If we can’t find the shared values that lead us to an agreed solution with a clock ticking, everything we have accomplished together to date becomes a footnote.

How scary is it, and how much do we cross into each other’s most sacred space? Consider this starter list of how little we value in each other’s convictions:

  1. We don’t agree on a woman’s right to choose.
  2. We don’t agree on the universality of health care.
  3. We don’t agree on how to deploy military forces in the Middle East or otherwise around the world.
  4. We don’t agree on the basics of immigration reform, or for that matter, who can or can’t enter the United States, short or long-term.
  5. We don’t agree on gun control, with our interpretations of the Second Amendment light years apart.
  6. We don’t agree on how to address poverty and homelessness in our own nation, let alone abroad.
  7. We don’t agree on how to address controlled substances, or whether the war on drugs is worth continuing in anything resembling its current form.
  8. We don’t agree on where to set minimum wage, or if a minimum standard of living should be possible if minimum wage is what one earns working full-time.
  9. We don’t agree on who has the right to be married, even though the Supreme Court has ruled on it.
  10. We don’t agree on climate change, whether it is a scientifically proven global concern, and if it is, how much a priority it should be for U.S. business policy and financial attention.
  11. We don’t agree on what constitutes a basic education, or what we can hope to expect in the form of presumed literacy and interpretation skills by the time a person reaches adulthood and takes on the responsibilities of independent living.
  12. We don’t agree on an approach to reasonable tax reform or the proper tax structure for the rich, the middle class, or the poor.

That is an awful lot that drives us apart. All of those involve valuescurrently reflected in lawsthat we do not seem to share or want to share.

So my ultimate two questions are simple: What shared values do we maintain as a vast majority? And if we can’t find enough of them, where do we go from here?

Perhaps we still maintain shared values around the hope that our children will thrive, our government will remain in humble service to the people who select its leadership, that charitable activity will be lauded, and that criminal activity will be addressed with justice. Yet even as I form those thoughts, I am inevitably driven to the specifics of definition and implementation, and find us back at war among our various convictions about how we bring such affirmative notions into everyday reality.

I guess in the end there really aren’t 12 reasons we vilify. There’s just one: We vilify when we fear the imposition of someone else’s will on our own that crosses the bounds of our most cherished values. Daunting challenge to overcome, don’t you think? And as we let it get out of hand and don’t find a way to bridge the gap, the likelihood that we can find any unifying shared values at all diminishes in our anger and ultimate silence. That’s when we lose everything, and damn if we don’t seem to be hell-bent on flushing away almost 300 years of what we thought was shared progress.

Sometime when I listen to the anonymous, unfiltered invective swelling all around me, I wonder if we ever truly shared it at all.

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This article originally appeared on The Good Men Project.

Photo: Luis Sinco / Los Angeles Times.