transparency | CorporateIntel

It’s a strange way to end a strange year.

About a decade ago I wrote a book about an internet uprising in support of a pair of unlikely criminals who kidnapped a pair of executives after accidentally killing a businessperson during the abduction. In hindsight, it’s a bit eerie given current events.

The book is called This Is Rage. It’s a novel of outlandish observations and counterintuitive character behavior I assembled from a career in technology and media. Much of the underlying ethos had been eating at me in repeated cycles. My goal was to paint in the extreme, to bridge the dying days of old world communication with the uncharted future of a world without filters. It was meant to be outrageous, plausible only at the fringes, a look into events that possibly could happen, but held resonance more as a cautionary tale than a slice of life.

I knew the premise was plausible because I’ve been a student of the commercial internet since it entered our lives. I watched it bring out the worst in people, particularly behind anonymity, but also the ways uncontainable sentiment could be exploited by businesses, politicians, and other special interests. I knew the events could spin out beyond the control of those seeding them, while a clever few would convince themselves they could harness the battered convictions of those who felt forgotten.

I meant it as satire in the spirit of Tom Wolfe. In the years that followed, the line between satire and reality began to blur. Then one day, it seemed to me the line was gone.

Skits on Saturday Night Live and news headlines often became indistinguishable. Something called fake news became identified as unreliable information emerging from unconfirmed sources that took on snowball effects with implied credibility. Just as we got our heads around the notion of fake news, it became an easy label for anything someone didn’t want to believe. Deepfakes, videos that appeared to be evidence of real activity, were revealed to be manipulated images edited for effect without regard for truth. The act of lying was sometimes referred to as alternative facts.

Imagine that, alternative facts as a reality we should consider.

This confluence of powerful, widely distributed technology and internet anarchy has exceeded most of what I imagined, yet the one storyline I hoped was long into the future no longer is. While I anticipated the fiery populism most often expressed with unchecked anonymity, I held the belief that human character would nonetheless gravitate toward a sense of justice. The stretch in my satire was that in fully unrestrained expression, a villain could in the public eye become a hero. This to me was a bridge too far, and that if a movement began to form in that direction, the goodness in us would win out. The failings in our logic would become uncomfortably apparent.

I was wrong. Today the headlines tell us popular sympathy can align behind a villain if the circumstances motivating a crime are deemed by spiraling opinion somehow more pernicious than the crime itself. It was impossible then and it is impossible now for me to believe a vote of internet emotion can take the side of the criminal who murders an insurance executive because he finds the victim’s business unethical. I say it is impossible to believe, and yet it is reality.

How did we get here? As I have written so many times before, the implications of the technology weaving through our lives takes its toll whether we understand it or not. Our ability to digest the psychological impact of technology can’t keep pace with the deployment of its power. We use the internet freely, we express ourselves in whatever form of truth we believe is appropriate, but the ability to decipher how our behavior is being altered eludes us as individuals and in the collective.

There are no alternative facts unless we allow them. Fake news is not a convenience unless we allow it be. Villains are not heroes unless we allow them to be.

There will be more rage, I am assured of that. People are angry, confused, and sadly turned against each other for the gains of those who fuel the rage. While we are free to express ourselves without restraint in anonymity, it’s hard for me to think of that as freedom when we could be empowering each other with shared values and vetted knowledge.

We don’t need to hide behind falsehoods. If we are made to feel afraid for saying the emperor has no clothes, we need to rediscover the courage to stand ahead of the herd. Transparency may prove increasingly challenging in a world gone mad, but actual facts are available if we commit to the work of identifying them. Argue with data and a passion for clarity over impulse.

It is a privilege to write for you, and I believe I have one at least one more book in me. Before I get to that, I am going to have to come to terms with what is meant by satire, and whether being predictive has any value at all. Irony is only a teacher if the comparisons we attempt are rooted in decency that is broadly recognized.

As we begin a new year, remember that there are facts worth unearthing, unsung heroes all around us worth celebrating, and plenty of villains playing out schemes to convince us they are worthy of trust. I’ll finish the year on a thread of optimism and say that together we can separate a worthy example from a fabricated manipulation. The choice to offer applause only when it has been earned remains at our discretion.

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Image: Pixabay

Say What You Are Going To Do, Then Do It
by Ken Goldstein
Ninth in a Series of Ten

Of all the many lessons I have learned over the years in watching the difference between success and failure, this tiny bit of advice is the most basic concept, the easiest to understand, the most consistently impactful, and the most abused and violated. It comes down to this — all we have is our word. Credibility, trust, betting on talent, in the final analysis, it just does not get any more understandable than this:

Winners say what they are going to do, and then they do it.

Successful people don’t mince words, they are clear. They know themselves what matters, and they share that information with utter transparency to all with whom they come in contact. Then, having made a statement of purpose or declaration of intent, they put action behind their words. Successful people do not do this from time to time, they do it all the time. They do not differentiate claims and actions by tiers, they are predictably consistent. When you know someone believes what they are saying, and then will do what they say, you will follow them, you will invest in them, you will believe in them, and you will stick by them.

How hard or easy is this to pull off? Let’s start with the easiest of all possible promises. You bump into someone at a party, the mall, or a sporting event. You haven’t seen them in a while. You talk briefly but you are in a hurry. In departing, you say, “I will call you for lunch.” Contrary to the Los Angeles standard exported lexicon, “I will call you for lunch” is not the same thing as saying, “Goodbye, I have to go now.” If “Goodbye, I have to go now” is what you mean, then say that, not a problem. It’s honest, it’s true, and it comes with no attachment. How many people have told me they will call me for lunch and then don’t? Too many. Would I do business with them? Probably not. If they can’t follow-up on a suggested lunch, how can I expect they will follow-up on anything more important?

Now let’s step it up. In order to get back to a task you think is more important than the one your boss is asking you about, you say to your anxious boss, “I will get you a report on that before the end of the week.” You have escaped, and perhaps you believe your boss will forget you said that. Your boss will not forget that, and the end of the week is Friday or Saturday, not Monday or Tuesday or never. Do you reinforce what you promised by doing it, or do you let it slide? If you really, really get jammed up, do you call or see your boss before the end of the week and ask forbearance, reminding your boss that you made a promise but suggesting that you have some other critical matters at hand and would like to re-prioritize this if possible before the deadline comes. How many people get this right? I promise you, not enough.

Here’s another step up. In a team meeting everyone agrees on a set of tasks. The engineers will write program code to execute a set of features, the marketing managers will develop collateral to evangelize that set of features, the sales representatives will tell their customers that this set of features is coming and when. Meeting adjourned, break huddle. A week later, the engineers got a better idea and developed a different set of features that are much more cool, the marketing managers created an online brochure and email campaign that described a set of features they always wanted but were never discussed, and the sales representatives secretly always hated the entire concept so they just never told any of the customers anything at all. How are we doing there? Some teamwork, huh? No alignment, no success path. Happens every day.

Let’s step it up again. You are the CEO or CFO, you give earnings guidance to the street of $0.26 per share. On the earnings call you report $0.13, some unexpected problems emerged subsequent to your guidance. What do your shareholders think now? They think you missed your own guidance. You would have been better off not giving any guidance than giving poor guidance. In fact, saying “We don’t give guidance” is a strategy that many companies utilize, because they don’t want to be in a position of creating lack of faith in their understanding or leadership. So they say what they are going to do, not give guidance, and they do that. It may not be satisfying to everyone who follows the company, but it is honest and consistent, much better than being wrong by a factor of 50%.

What is the through line in all four of these cases? Dependability. It does not matter if it’s a promise for lunch, a promise to deliver a report, a promise to own a subset of a team’s tasks, or a promise on corporate performance to shareholders. The winning case is the one that builds trust and confidence, however simple or complex. I had the privilege to work for one of the most successful corporate CEOs of all time, and when he said he was going to do something, he did it, without a reminder, regardless of the circumstances under which he made the commitment, however casual. If he could do that with his schedule, how could I not be expected to do the same? It was a cultural mandate, and it built a bond I hold to this day.

How many people get this right? So few I could make you cry. A student tells me they are going to send me their resume and they forget. A colleague tells me they are going to have a friend they know look at our product proposal for feedback and they don’t. An employee tells me the current approach we are taking is wrong and I invite them to submit a better idea, never hear from them again.

Want to leap ahead of the pack? Save this point, glue it to your forehead, make it religion. Just by saying what you are going to do and then doing it — right or wrong, good or bad — you are leaping to the front of the line. You may think I am kidding and I am not. Other tasks are hard, this one really is that easy. Yes, Just Do It.