Category Archives: Business

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Making Sense of the Senseless

It’s a strange time, stranger than any I can remember in the second half of my life.

If you try to summarize the number of global issues our nation faces, it begins to feel unprecedented. There is violence on three fronts in Israel arising from the horrific terrorist attacks of Hamas. There is the question of how Iran and Hezbollah will accelerate that conflict. Putin is still waging a brutal war on Ukraine. No one is quite sure what Xi will do in Taiwan. Kim Jong Un remains a force of chaos in North Korea. That’s a lot of global conflict without much epicenter.

Then there is the building lack of faith in our government. The divisiveness between and within the parties is all but unbridgeable. Maybe we’ll fund the government, maybe we won’t. What happens if we have to make a really big decision, like going to war as a nation? Do we have the wherewithal to come together on anything that is consequential?

Inflation drags on family budgets. Healthcare costs continue to soar, while faith in modern medicine is frayed. Gun violence takes lives every day. The education gap widens and so does income inequality.

When we aren’t angry or fighting with each other with uncontained words, we often take on a cold silence of passive aggression, too exhausted to argue, knowing we can’t change each other’s minds. The internet should have been a gift of doors opening to each other, but we know it is anything but that.

In the midst of all that, we go to work. We try to focus on our goals. We try to do right by our customers, partners, and employees. We look for a path to salvation in our tangible achievements, but those are increasingly less tangible.

Two to three times each day people come into my office “just to talk” or call me on the phone with a long pause often preceding the inevitable opening remarks, “Hey, Ken, how are you doing with all this?”

I guess the flattering part is people think I might have something worthwhile to say. It feels like the days after 9-11. I had little worthwhile to say then. I have less now. It is impossible to make sense of the senseless.

I’m a trailing-edge baby boomer born many years after the last world war, but I wonder if this is how it might have felt then, when parts of Europe were being overrun and Asia was in equal turmoil. The US waited for its leadership to guide us toward the good. Then we were attacked, which made the response largely unanimous. Can we respond to anything unanimously today? Is there an FDR we have yet to meet waiting to show us what leadership means?

Back to the idea of trying to work steadily through all this. I often suggest to people that compartmentalizing can be an effective strategy for getting things done in a day despite the overwhelming distractions. I’m doing it increasingly, but I am finding it more challenging. Remember, we are making sense of the senseless. That’s hard to do and tackle your monthly sales quota without fail.

Few of us have the option of letting world events be an excuse for missing business goals. We all have inescapable responsibilities. We have to do what we have to do.

First of all, we have to be human. I am hopeful we can also be humane.

I write this as I am wrapping up project reviews for the past year, building a budget and a work plan for the new year with our team, and trying to listen closely to the smartest people around me offer wisdom on how to navigate the shaky ground we share. I read the Wall Street Journal for clues on where the economy is headed, but it is like a giant treasure hunt where no one knows if the treasure has actually been hidden let alone where. How do you find firm ground when the elephants won’t stop jumping on it, not even to take a breath?

Here’s what I know: Wherever we are, whatever we are doing, we don’t have to be in this alone. If you think it’s hard to make sense of the senseless, you might have retained enough of your good senses to share that concern with another caring soul who can help you by listening. Yes, you are still sane if you think we are dancing aimlessly in a circle of senselessness, but there is strength in numbers and even greater strength in diversity.

When people come to me and open their hearts with questions I am always listening. Sometimes they share perspectives I never expected. Sometimes they find a way to make me chuckle. I find that keeping some semblance of humor is a gut check on reason. The bonds between us that let us continue to be successful no matter the noise around us can only be severed if we let them.

I have no good answers. Senseless means senseless. Let today be a day of strength, tomorrow be a day of hope, and the next be one of empathy. We advance in infinitely small increments, sometimes so tiny they seem invisible. Yet the bonds between us were formed in better times, and the goals we share give us an abstract common purpose that brings with it the dawn of a future we can never fully imagine.

Bend toward justice. Don’t let the bad guys win. Don’t give up. It’s called a dream for a reason. Dreams of peace and healing are not senseless.

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Photo: Pixabay

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The Throes of Attention

Some people suck all the air out of the room. You know the kind.

Some people try to suck all the air out of the internet. You also know the kind.

What do we miss when the signal-to-noise ratio is self-cancelling? How much valuable information might we be missing when a small cast of characters forever desperate for attention floods the airwaves with endless “look at me” pageantry?

I don’t need to hear anymore for a long time about Elon Musk. I don’t care about his transformation of Twitter into X and whether advertisers will embrace it. X is not a town square I frequent. It’s CB radio. Who listens to ads on CB radio? Let’s call the Isaacson biography definitive and put this subject matter on the shelf for a decade to see if it improves with age.

Hunter Biden has humiliated himself, his father, and the nation. He doesn’t have the good sense to retreat, apologize for abusing privilege, and start the long road toward repentance. Instead, we get to hear that he has done nothing wrong and will fight back with every resource someone else is willing to fund on his behalf.

The only thing I want to hear about Sam Bankman-Fried is when he’s going to be convicted of felony fraud. The human interest story around the benevolent “why” of his deception crimes is manufactured and disingenuous. A con man of this magnitude is unworthy of sympathy.

Lauren Boebert doesn’t know how to behave like an adult at a musical on tour. End of salacious story. I don’t care if she claims the reason she is disgracing herself is because of the lingering effects of her divorce. If you have no manners, don’t go to the theater, stay home. Oh wait, she has a seat in Congress.

Senator Bob Menendez gets caught with a room full of gold bricks and suit pockets stuffed with cash but doesn’t have the good sense to resign. Now we have to listen to why he is being victimized and will fight to retain his office no matter what. This is not a noble fight. He ought to slip away quietly while he can.

George Santos won’t go away. He can’t stop lying. There is not a token of substance in any proclamation he utters. Turn off every microphone in his reach forever.

Does it occur to any of these people or the media covering them that they are unworthy of this much attention? Has the notion of humility and decorum so left the public stage that none of these people can muster the good sense to be quiet? Is the media so equally desperate to remain relevant that it has found symbiotic bonding with a nucleus of spotlight seekers who revel in the throes of attention?

I won’t even embark on our upcoming election. Consequential? Yes, beyond belief. Filled with vital news or endless, self-aggrandizing, lowbrow drama. Yours to channel choose.

I have written before about noise and how necessary it is that we navigate it to sane retreat. The cacophony of attention-seekers can make us numb to more inspiring stories of triumph and self-sacrifice. Gossip may grab headlines, but it teaches us little. There are always voices fighting to break through the rancor and tell us things we need to hear.

Voloydymr Zelensky wants us to know what is really happening in Ukraine, why his people are giving their lives, and the threat Putin poses to the world order. Do we have time left to listen?

Children of 9/11 fallen firefighters are stepping into the shoes of their parents and joining FDNY to continue a legacy of public service. Their parents were brave and made the ultimate sacrifice to save the lives of others on that unforgettable day. Do we know who they are or how their lives unfolded?

In each of the ceaseless weather disasters we’ve heard about — wildfires, hurricanes, tornados, you name the storm — there are heroes who have selflessly saved lives, risked their own, rebuilt communities, and never given up caring for those in need. How many of their names do we know? Can we follow their living examples if we never learn what they discovered?

There was a time not long ago when getting attention was something people earned for doing good, not asking to be celebrated, and then quietly ceding the platform to someone else worthy of a big moment. I remember it well. I think maybe it was right before the advent of social media.

We live in a world of TikTok attention spans where every mobile phone is a video window to the world, but can we tell the difference between useful information and filled space? There will always be those with an insatiable appetite for celebration whether they’ve earned it or not, but changing the channel is always our choice.

Don’t be misled and don’t waste your time. There is usually a better story to hear. It just might take a little extra tuning to tune in something worthy of your attention.

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Photo: Pexels

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Days of Empathy

Recently I was reviewing a difficult business situation with one of our company’s top problem-solvers. The challenge he agreed to tackle was similar to another he had turned around, and I asked him if his approach was likely to follow the same course. He is a thoughtful fellow with strong character and an abundance of pragmatism in his toolbox. He suggested he would focus without excuse or interruption on the situation with objectivity, creativity, and community.

“It sounds like you’re leading with empathy,” I said.

“If I understand what motivates the people I need to help this team realize its potential, then I can help them understand how critical they are to the solution,” he answered. “They have to believe we all can win together, which starts with me understanding what winning means to them.”

The two of us agreed that embracing empathy didn’t mean letting down standards, compromising expectations, or being less demanding of excellence. It meant listening before acting, considering perspectives beyond our own before being decisive, and building bridges where shared values around attaining goals became foundational.

Sometimes the most complex concepts come down to a simple idea. In this case, that idea was about caring for the talented people who would join us in our work to truly align their aspirations with our success.

Once again, that sounds like empathy. It occurred to me how broadly that notion applies to so much that is happening around us.

The Maui wildfires have been devastating. I feel a particular connection to this community because I spent some time in the Lahaina area in my younger days. The losses people have suffered are impossible to quantify. While the news reporting has done an adequate job of conveying the expanse of destruction, we know that all too soon the news cycle will pass and the next natural or manmade calamity will capture the headlines.

The people of Maui will be in need for years, rebuilding their homes and infrastructure, but also attempting to make some sense of the senseless and find a path to healing. Many of us are donating to the disaster relief effort now, but what happens in six months or a year when only the initial steps have been taken to recovery? Will our empathy remain?

Thousands of writers and actors have been walking the picket lines for months, hoping their unions will find a way to reach an agreement with the entertainment studios that employ them. I have also been down this path, again in my younger days, and I know that no strike goes on forever. Both sides will find a way to settle the disputes over participation in earning power and critical artistic rights threatened by emerging technology, but I wonder if this extended work stoppage could have been abbreviated by the application of empathy in the minds of those negotiating.

I don’t think that’s an unnecessarily idealistic approach. The business loss of a shutdown is similar to the collapse of a family budget that may never be recovered by the agreed terms of a new operating model. Opportunity cost is often lost forever. Could empathy not reveal that dollars lost by all sides during a stoppage might not be worth the long wait for a mutually unsatisfying resolution?

I think a lot about our customers these days trying to manage their family budgets. For so many of them, value in the products they buy is less about being a clever shopper than making necessary tradeoffs in how they stretch a paycheck to the end of each month. The often obtuse reflections of the Federal Reserve about balancing interest rates with inflation can provide little guidance and less comfort to families wanting to provide the best they can for themselves with the precious dollars and credit seldom adequate for the kind of broad prosperity our economic policies purport to address.

A little empathy here could go a long way, not in the political proclamations of those who seek their own gains, but in comprehending the underlying engine of what constitutes value creation in business. A satisfied, well-treated customer is at the heart of all economic success. That may also sound idealistic, but any tone-deafness in remembering how bills at a company get paid may cause that company to unwind ahead of its time. Empathy for customer needs may not be item one on your weekly staff agenda, but there are few other success factors more easily understandable or ripe for reinvention

Empathy in problem-solving, empathy for those suffering sudden devastation, empathy in negotiation, empathy in policy-making and business enterprise — starting to see a pattern? Take all the noise and polarization that is blocking success and start by looking at the conflict through the eyes of another. Perhaps the path to innovation will take a sudden turn in a more promising and mutually beneficial direction.

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Image: Hawaii Community Foundation

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Critics Don’t Carry The Bag

Those distant from decisions often have many opinions to offer.

Sports journalists tell team managers what they should have done in yesterday’s game and what trades are worth making for the second half of the season.

Political pundits tell elected incumbents how to vote on legislation if they want to be reelected and opposing candidates what to include in their platforms.

Business columnists tell CEOs what companies to buy, what assets to unload, where to cut costs, and how to allocate dividends.

It’s all noise to those who are supposed to be listening.

If you sit in the seat, you listen to customers, team members, mentors, data, research, and the instincts that develop as a result of all these factors over a lifetime. You don’t look to those who sit on the sidelines and fire in potshots.

Until you own the outcome, until you have felt the weight of what could result as the effect of your decision, you are largely consuming air when you tell us what we should do. We may be unsure, but you don’t know.

“Carry the bag” is a term most senior leaders understand. It dates back to the days of door-to-door salespeople who carried their wares in satchels, literally bearing the weight of the product to be sold from one household pitch to another. Today we think of it as maintaining a sales quota, but despite the fancy titles top business people may hold, when you’re in charge, if you don’t deliver the sales required to achieve agreed goals, everything else in a company quickly becomes a lot less critical.

The scope of sales responsibility in a company transcends the actual exchange of dollars for goods and services. You could be selling a new strategy to an ownership group or board. You could be selling your vision for change to public or private investors. You could be selling a new initiative to employees whose buy-in and expertise are critical to transforming an idea into action.

In every instance of competent management, whoever owns the responsibility for transformation takes the matter seriously, understanding that ideas often are a dime a dozen and execution matters more than lofty commentary. Actions have consequences. Outcomes are unpredictable and even fleeting, but regardless of win or lose, whoever owns the decision to take action owns accountability for its effect.

A company can grow, shrink, be reinvented, or become obsolete based on sometimes unpredicted and cascading ripple effects of chess moves made real. If you’ve ever carried one of these bags, you know the difference between opinions argued in a bar and making a hard call you can never completely predict.

When I read a columnist’s assessment of a complex situation and see their confident, succinct remarks on what a CEO should do at any moment in time, I wonder what audience they are targeting. Are their words just filling space on deadline, at best a form of toss-away entertainment? Are they setting a beat to reference in a subsequent story when a company doesn’t heed their wisdom to say, “I told you so?” Do they think their opinions will rally shareholders to align with their insights and lobby a company under their influence?

They know top management isn’t their audience. Top management thinks differently about opinions. If a critic is wildly wrong about something strategic, no one cares. If top management is wrong about something strategic, a lot of people care.

I often see former bosses of mine and accomplished colleagues receive such advice in publications of global note and otherwise. They don’t need this kind of advice. They are way ahead of you. They are getting advice they trust — and still carrying the bag in ways their public critics could seldom imagine.

I read a number of newspapers and newsletters on a daily business. I am always looking for insights. When a great journalist reports researched news credibly and objectively, then puts it in some form of relative or historical context, I am grateful. It helps me form opinions about tangential matters I can test in all kinds of ways.

It’s also immensely helpful when a disciplined reporter exposes lies, scams, market manipulation, and other illegal activity — all tentpoles of investigative journalism. When John Carreyrou shined a bright light on Theranos in the Wall Street Journal, he provided a public service. Eyes on hidden crime are noble, particularly the bravest voices who endure their own criticism until proven accurate.

When instead a lazier writer suggests the headline, “The list of X things this troubled CEO must do now,” I turn the page. If I could, I would hand that individual a bag and tell them to come back when their sales quota was met. I’m sure they would reject that notion as unrealistic and irrelevant, not their job. That would make my point.

There are many ways to be humbled, nothing quite so much as an unanticipated outcome. When you don’t get what you thought you would, you’re still left holding the bag — until you’re not. That’s the difference between an offered opinion and a real decision. One fades away and is forgotten instantly. The other is reality.

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Photo: Pexels