New Year, New Beginnings...

How was your 2010? In what ways did you finish strong, and what are you looking forward to in the New Year...? Here is a quick update and a preview of what's in store at tmc for 2011 - enjoy!

The sands of time - Aussie style

My first tweet of the year (expanded here for readability):

"In 2011 I'll: build a community, ask for help, surf!!, write my book, start a company, care for family (&myself), help charities, travel, have more fun!"

As with most of us, I could easily expand that list to include many more New Year's resolutions...writing more regular blog posts being one that comes readily to mind. So I thought I'd knock that one over right away.

Planting the seeds for Positive Change

Build a community - this one's been a while in coming, largely because I've been too chicken to commit and get the ball rolling. Thing is...it's not about me, so I should get the hell outta the way. I reckon the world needs - and people want - more chances to bring good things into their lives. So while I've been talking about it for a while now and even blogging about the idea, watch for the Positive Change movement to become reality this year. All are welcome in what I hope will become a community much bigger than the sum of its parts and last a lot longer than any of us imagine, which leads to...

Ask for help - a hard-won insight gained this year is that I'm notoriously, shockingly bad at asking people to help me. There's no explanation or good reason for it. The net result is that I think I need to do it all myself; the harsh reality is...I can't. I've got so many terrific people in my world, it'd be stupid not to ask for their help, involvement, ideas and creativity. After all, if they asked and I was in the position to do so I'd happily help them out; this year it's time that I extend to them that same assumption of good intentions and be willing to accept the help of others.

Manly Beach surf break on a glorious January morning

Surf!! - Having grown up in landlocked dairy-farming country in Canada, I got a really late start on surfing. I only bought my first board on my birthday in March 2008. Since then I've done my best to make up for lost time and during this Xmas/New Year's break I've spent nearly every day surfing at my local break on Manly Beach. I always feel great after a surf, even if the swell is tiny or I've had a couple truly epic wipe-outs. 

Making a serious go of it this year means not just getting wet, but paying attention to my fitness, diet and managing the general aches and pains associated with being a 40-year-old surfer-dude. Beyond the purely physical component, as I wrote back in 2008, there's more to surfing than the sea, the sun and the stoke. Reading Shaun Tomson's excellent book The Surfer's Code on the beach this holiday reinforced that insight...and I will keep it alive this year by honouring the Code (see here for a summary) and getting more involved in my local surf community, especially the Sydney Surf Group (take note, Mark, Miki & co...see you in the lineup!).

Gaining inspiration...

Write my book - what this really means is do more writing in general. Business and personal matters took my focus away from this blog over the past two months and I've felt the absence. When I don't write my head fills up with an excess of unprocessed stuff. I don't know if this will make sense but in some ways I think it gums up the gears...and may even make me dumber!

When I write, I think things through, make connections and sharpen my perspective. I also love the act of crafting words to express ideas in ways that are both meaningful and memorable - and hopefully that are useful to my readers as well as giving needed focus to my work efforts (as I did with last year's white paper "It's not Business. It's Personal" - People Engagment that works). I want my book to be a longer version of that kind of work, to string together my thoughts, connections and ideas with a central theme and a practical focus. Rather than a book-as-vanity-project, an object to flog at work and speaking events, I want my book to make a difference in the world and to people's lives, helping them to realize their longstanding goals and dreams.

Today Austral-Asia...

Start a company - I've learned a lot over the past two years about what works and what doesn't in creating viable partnerships and joint-ventures. The greatest lesson from this informal MBA at the "school of hard knocks" has been two-fold: trust my gut and combine positive expectation with eyes-wide-open realism about what a given situation can and cannot offer. This year I'll apply that learning to launch a new international venture. I hope it affords new opportunities to collaborate with some of the talented people I've met over the past few years, and opens doors to work with new people in 2011 as well. More details to come, so watch this space...

Birthday dinner with my brother Trent

Care for family (& myself) - speaking of partnerships and good relationships, I was particularly fortunate during 2010 in (re)connecting with family. My brother Trent made the trek from Canada to Oz and I had a great time celebrating my milestone birthday together with him. I'm proud of the progress my brother Jim has made in successfully rebuilding lots of broken bridges and we've had many long and enjoyable conversations as a result. Other family connections have been more challenging and I continue to learn lessons from the work that goes into making them a success. Here I've discovered a paradox: it's never too late to reconcile, but it pays to take action sooner rather than later because life is too short to waste valuable time doing what you know doesn't work. I will extend more care both to family members and to myself this year, as I've been guilty of taking many things for granted that are in fact very fragile and require care and attention.

They need our help!

Help charities - In 2009 my company tmc made donations to several charities as part of a 1% for the planet commitment and I personally raised over $1,300 in support of the WSPA by participating in Sydney's annual City2Surf 14km race. In 2010 my activities were more modest in scale (primarily raising funds and awareness in support of the Save the Koala campaign). For 2011 I want to exceed 2009's contributions; besides my own efforts I want to kick things up a notch by reinstating my Save-the-world Sunday (STWS) series of posts to help raise awareness of what others can do to help out as well. Look for tomorrow's inaugural STWS post for more details of what I have in mind for 2011.

"Should I stay or should I go now...?"

Travel -This has been the easiest one to say and the hardest one to write about. Without doubt I'll travel a lot this year, as I have done in recent years. I love to travel and relish the variety and novelty of experience that each new journey offers; at the same time I long for constancy and the security that comes from a sense of belonging in a particular place. This tension of variety/constancy is common to many people and we must each find the balance that works for us. For my part this year I want to be intentional, not only about where my choices place me on the variety/constancy spectrum, but about fully enjoying what each experience has to offer. In the words of poet Percy Bysshe Shelley: "The foolish man seeks happiness in the distance. The wise man grows it under his feet." Which brings me to my final resolution...

Trying on a new look... :-)

Have more fun! - OK so, who doesn't want more fun, right? Well, for me this one means a couple of things: being present and enjoying the moment (rather than dwelling on what's coming up or regretting what's passed); being playful rather than serious; most of all, daring to be myself. I once heard (can't recall where) the saying, "If you want to be happy in life, learn to care a lot less what other people think." This is a tough one for me, but like a coach of mine said, "To succeed in life, do what you're most afraid of doing." 

So to sum up this year's biggest resolution in the words of the immortal entertainer Sammy Davis Jr., "I gotta be me...I can't be right for somebody else if I'm not right for me."

Social media is good for you (when done well!)

Today as I set out to share some highlights from my past two days at the Melcrum Social Media conference in Sydney, I notice that I've still got a nice buzz...not from the networking cocktail session but from the interaction, both face-to-face and on twitter during the day. Read on to find out why social media is good for you, some ideas on how to do it well - and don't miss your TOP TIP at the end!


Social Media conference highlights

During the conference there was a particularly active tweetstream and there have already been a few great blog posts about the conference; I particularly like the insights of Emma McCleary:

Social media is about long-term engagement; creating things that people want to use and growing spaces online that encourage people to work communally.

We’re all a copy and paste away from inside to outside so there’s no reason to categorise social media as a risk to your organisation or check every post, status update or tweet happening if   you’re not also checking emails or USB sticks that carry files in and out of your workplace.

and Alison Pignon:

...if you don’t trust your workforce, then you have a management issue, not a communication issue. Meanwhile, encouraging free and open discussion (based on a good social media policy and user guidelines) can only help to demonstrate the trust you do have in them. 

Rather than feeling that it’s absolutely necessary to first build a social media strategy and get buy-in from the whole senior team before launching a new tool, sometimes it’s just best to go out there and try it.

Here are a few of the thought-provoking gems provided by Euan Semple's report of the state of social media (for now...):

• Social Media is about "Globally distributed, near instant, person to person conversations" from Cluetrain Manifesto
• Online the Customer really is King/Queen: “If you don't want me to criticize your product, don't have a shit product."~Dave Weinberger
• "In a knowledge economy there are no conscripts, only volunteers (but we train managers to manage conscripts!)"~Peter Drucker

CORPORATE CULTURES

• Paradox of corporate cultures: going to useless, time-wasting, pointless meetings = good, but having useful conversations with people via social media = bad(?!?)
• What's it say about corp culture that staff are unwilling to enter things about themselves on company databases/intranets that they will freely put on web via FB, etc? Dramatically low levels of trust...

HOW-TO

• "It is difficult to get a man to understand something when his salary depends on his not understanding it." ~Sinclair Lewis
• How to run social media at your organization: Just do it! "Keep moving, stay in touch, head for the high ground" (from US Marines)
• When confronted by resistance (see "fear of losing control" below) and asked to "prove" the "ROI of social media?" Simply reply "what's ROI of not doing it?" Or, better still, "what's the COI?" (cost of inaction) of continuing to do nothing to engage with our own people?
• Beware of trying to "manage" online communities - they will grow organically, or not at all
• If you build it, they might or might not come... "It's easier to build a tool for the community than a community for the tool."
• And always remember: "No matter what you are trying to achieve social media adoption happens one person at a time and for their reasons not yours."

FEAR OF LOSING CONTROL (Hint: you never had it)

• People worry about "losing control". You don't have control anyway! What you DO have w. social media tools is the chance to influence
• "How do I control the msg?" - Try instead "management by being interested": seed existing conversations w. good questions (influence-not-control)
  
• These technologies surface what's going on in your organization (culture, behaviour, etc.) -->Agreed!:
• "Social media in organizations is great for surfacing morons"(!) - yes people will initially have a whinge, but they didn't start whingeing just because social media appeared; it's already happening around the watercoolers. Providing a forum surfaces problems that want fixing and (for those people who never stop whingeing) identify mis-matches in the organization that need addressing for everyone's benefit

BEING REAL

• Good tweets (that build trust & relationships), including those by staff on a corporate twitter account, need to be human and not corporate drone-speak; even inane tweets have a place if they are authentic and create connections
• Sadly, "Watching big corporations trying to get into 'this social media stuff' is a bit like watching your dad dancing at a disco" (LOL!)  
• The most tragic example lately: "BP's biggest failure wasn't only mechanical or engineering, it was in not actively building trusted social networks and not giving straight answers when given the chance

ONLINE EXPRESSION & LIVE INTERACTION

• "Even if no one read my blog, I'd still write it...makes me more thoughtful, more aware, notice more things" 
• Online media won't replace face-to-face interaction; a great use of online collaboration is to improve the quality of the face-to-face you DO have (e.g. by brainstorming ideas in an online forum before meeting face-to-face to arrive at a final decision, or getting a sense of someone's interests and areas of potential collaboration from their LinkedIn profile before meeting for a cafe-chat)

WHAT'S THE POINT OF SOCIAL MEDIA...?

• A few answers: it helps unlock the knowledge the exists in many people's heads throughout the organization/network, so people can find answers and information faster and easier - and get stuff done; it helps break down silos by encouraging interaction; it gives a place to have the conversations (they're already having) in a way that can be entered and influenced by managers and leaders - as equals and colleagues...

Finally, the thing I liked most about the conference was the sense that no one really has all the answers now. Like speaker Helene Bradley-Ritt put it, "implementing [social media] is a change journey" and on that journey we're all fellow travellers, so it was great to be a part of an event designed to help each other along the way to do great things!

Warm, twuzzy feelings...

What explains the need of our BlackBerry-bearing, Twitter-tweeting Facebook friends for constant connectivity? Are we biologically hardwired to do it? Do our brains react to tweeting just as they do to our physical engagement with people we trust and enjoy?

So how come I'm still buzzing today...? The answer to that question and the ones just above is found in this Fast Company article about research by Neuroeconomist Paul Zak (aka "Dr Love"), showing that social media can help spike oxytocin levels in the brain and reduce stress hormones cortisol and ACTH.

"Social networking might reduce cardiovascular risks, like heart attack and stroke, associated with lack of social support" because our brains interpret activities like tweeting as if we were directly interacting with people we have empathy for and care about: "E-connection is processed in the brain like an in-person connection."

Perhaps this is why so many Gen-Y's, whose lives are increasingly shaped by social media, expect to be able to maintain those important connections in the workplace - so much so that one source indicates "for 20 percent of Millennials, or Generation Y-ers (those born from 1980 onwards) a ban on social media in the workplace is often a deal breaker" when deciding whether or not to take a job. 

So here's your TOP TIP: don't just sit there - apply all these great ideas and get connected like your life depended on it...it just might! And please, allow me do my small part to promote your health: in just 10 seconds you can connect yourself with upcoming blog posts - enter your email address in the "Get blog updates sent to your email" box in the top-right side of this page or click on the "Get blog updates by RSS feed" button. (Wondering how RSS works? Watch this video.)

Apprentice week 8 analysis, RWA: Effective Collaboration

Summary: We know collaboration often brings greater benefits than competing or working alone. So how come we don't do it more often? The answer is simple: fear. This post reviews the combined episodes 8/9 of The Apprentice Australia and offers a Real-World Application (RWA) in how to overcome fearful states and promote effective collaboration.


Review of episodes 8 & 9
Taking both episodes together, we saw the remaining candidates exhibit many of their habitual behaviour patterns - with effects both good and ill.

Sabrina was fired in the first half of the episode for her poor conflict management ability and for the cardinal sin of fence-sitting. Faced with Mary-Anne and Heather's respective versions of self-assertion and the sparks that resulted, Sabrina seemed to just step back and keep herself out of the fray. Sabrina called them a pair of "bossy-boots" and stated that she found Heather "forceful" (with strong negative connotation) yet while the clear conflict and tension between her teammates had a negative effect on performance, she did nothing. Her response in the Boardroom on the conflict was: "I'm in the middle." To which Mark Bouris replied, "That's not a good place to be" and Sabrina exclaimed, "Oh!" in a small voice, unaware that her withdrawal and conflict avoidance would be her downfall.

This was a missed opportunity for her to engage with the other two authentically, perhaps to admit that she frankly didn't know what to do but that something needed to be done to address the conflict. It's hard to say what the result would have been, but often an honest admission and willingness to name the elephant in the room is enough to get people thinking differently. That Sabrina felt out of her depth was clear when in the Boardroom she added: "I think it takes character to step up and admit that you are not qualified to do something." She's right, and here I think we finally got a glimpse of the authentic Sabrina...but the timing was tragically too late and she paid the price.

Mary-Anne was this week's second departure, fired for a lack of collaboration and "mateship" with Morello on the Shopping Channel challenge. Having fair bowled Morello over to be Project Leader, her style as leader demonstrated poor judgement in product choice for him to sell and in failing to do for him as he had done for her: support a team member in a moment of difficulty.

Mary-Anne's strong focus on competence has in past weeks prompted her to put her hand up and take reponsibility straightaway when things have gone wrong (particularly on the Mudgee Pub Night challenge). This is to her credit, an example of her Pacesetting leadership style at work, with an expectation of competence and very high standards for performance. Where it falls down for her was shown this week, as Morello fell afoul of those same high standards by making a simple mistake, and was punished with laughter, isolation and embarrassment. For her intolerance, she got fired.

Heather was very assertive about how to do the band makeover in the first challenge in the all-girls team, then not assertive enough about how to run the teleprompting when paired with Gavin on second challenge, which invites consideration of just how well she works with female colleagues (from my recollection, most of her head-butting in past episodes has been in all- or majority-female teams). As I'd said in the week 8 preview, her take-charge, my-way-or-the-highway style produced conflict, which she showed she still has to learn how to manage. In the first challenge, having appointing herself the lead for two of the tasks, Heather once again overextended herself: she initiated a last-minute remix of the band's demo tape (the quality of which came in for harsh criticism by the music industry execs) and running dangerously behind schedule with the band's styling appointment.

Meanwhile in the Boardroom it took Heather a long time to back herself on the subject of her conflict with Mary-Anne. She practically needed to receive permission from Mark Bouris before stating her opinion on the matter. Based on the music execs' reaction to her presentation, I think she gets easily triggered by hearing advice and feedback (however constructive) and responds emotionally by trying to explain herself. In the final episode I think she'll place second; what costs her the victory will be inflexibly expecting things to be done her way, lack of awareness of her effect on others, and the combination of timidity at making a case for her value-add/reactivity towards advice that is actually meant to help her to develop and grow.

I looked to Gavin for some real changes this week and to my delight we were treated to a very different side of him in both of this week's challenges. After my plea last week for him let people in and be more genuine, I think he has shown us some authenticity. As with all new behaviours, it doubtless felt pretty strange for him and from the outside it looked a bit awkward, but full credit to him for stepping outside his comfort zone. The question for him in the final will be whether the pressure and the presence of previously-fired candidates will rekindle the old interpersonal dynamics and cause him to revert to game-playing. Even if he continues with his new-found authentic behaviour, it may be too little, too late to win the trust of the Boss and win the competition. A respectable third place and some invaluable and insightful life lessons will be his reward.

Throughout this competition it's been easy to think of Morello as the kind of guy you could easily work with: friendly, ethical, creative, practical and a cool head under pressure. Sure he's really high-energy and (as Gavin quipped this week) always needs to be the centre of attention, but for a guy his age those are unsurprising and not insurmountable traits. More to the point, we haven't seen from him either the shameless ego-tripping or the egoless "shrinking violet" behaviour that's been the downfall of other candidates.

To quote the saying again, people are most often hired on experience, fired on personality. I think Morello will be Australia's first Apprentice in what could be a case of someone hired for their personality in order to develop the needed experience. If so, well done to him for his perseverance and to his Boss for making a choice that's most likely to reap great developmental and performance results for them both.


Why it's so Hard to Collaborate: Three Kinds of Personal Fear

"We know the good...but do not do it."
~ Friedrich Nietzsche (attributed)

Throughout The Apprentice Australia series we've seen so-called "teams" tearing themselves apart during the challenges and particularly in the Boardroom. I've previously characterized this as a little more than a corporate dogfight pit.

In a recent post, Charles H. Green talked about Why it's so hard to collaborate, concluding that personal fear undermines collaboration. When you think about it, this makes sense and in this way The Apprentice rings true: with a format designed to foster infighting and trigger candidates into fearful, limbic responses, it reminds us in the audience of behaviour we've all experienced before in organizational setting. With this twinge of recognition (and the safe distance of impersonally watching it happen to someone else) the program hooks its viewers.

I want to suggest there are three main kinds of fear at work here:

1. Knowledge is power - triggered by strong feelings and emotions, intrusive/demanding people or situations, being surprised, broken confidences, dishonesty, out-of-control situations, and feeling inadequate or powerless, one fear response is, "I'll keep all the cards to myself, then I'll be the expert and everyone will have to rely on me." An example of this behaviour in the series was Lynton - nonemotional, positioning himself as the expert and being unwilling to collaborate with others. There were moments when Carmen displayed this behaviour ("I'm in it for me," power's all that matters, no team focus) and Mary-Anne too, for example when she was hard on herself for lacking the knowledge she thought she needed and displayed intolerance and impatience toward Sabrina and Morello when she thought they were incompetent.
   
   
2. Distrustful/What if...? - triggered by feeling helpless, out of control, in danger or potential harm, subject to pressure, and/or experiencing a lack of commitment, this second fear response is to constantly ask oneself "What if this happens? What if that happens?" while trying to keep oneself safe from entanglements or commitments - which looks from the outside like hanging back, being guarded and disconnected from others. We saw this behaviour primarily from Blake, totally hanging back and seeming noncommittal about most tasks, getting fired in the end because he was unable or unwilling to come forward. As discussed last week, Gavin and Sabrina have also at times hidden their genuine selves behind masks and game-playing.
   
   
3. Difficult/painful situations - triggered by frustrations, restraints, limitations, painful situations or feelings, boredom or routine, feeling dismissed, not taken seriously or unjustly criticized, this fear response seeks to avoid the situation entirely by shifting focus or substituting some other topic. Heather has demonstrated this by consistently avoiding feedback, by being unaware to come to grips with the negative effect her assertive (forceful) behaviour has on others and being unable to deal constructively with conflict. Similarly, Morello's laughing/joking personable style has the benefit of helping him avoid hardship, steering clear of tough situations.
   

Real-World Application (RWA): Effective collaboration

Charles Green's piece on collaboration ends with the following observation:

There are two simple approaches to lowering fear. One is to mitigate risk. The other is to stop being so fearful. The first one is getting most of the press; we need more of the second. [emphasis added]

To address each of the three most common fear reactions listed above, here are a few pointers:

1. Offer well-researched and detailed content, specific and fact-based; strive to reduce the emotional charge of content and depersonalize/be objective; conduct meetings and make announcements in appropriate, agreed-upon venues; make sure you include an open Q&A session for people to request clarification and details.
   
   
2. Build rapport before moving into content, then use clear statements of goals and intent with concrete specifics; give reassurance about the exact magnitude of problem to help people avoid catastrophizing/assuming the worst; create opportunities for people to play devil's advocate and challenge authority (don't dismiss this as "resistance" because there's often useful information to be gained from differing perspectives); communicate the underlying motives and reasons for changes; provide assurances of support and ongoing communication; where possible offer people options from which to choose; give suggestions early on to help people foresee positive outcomes.
   
   
3. Offer executive summaries and "quick overviews"; allow for expression of people's creative input (even if not strictly-speaking on track with the subject matter at hand); affirm people's competence and use a strengths-based approach to any training/developmental requirements; offer a variety of communication modes/channels (fast-paced, visual, interactive); validate people's experiences and perspectives; don't "pull rank" and try to enforce a change through command-and-control.
   

Building Bridges of Collaboration

People in organizations must continually deal with change. As a leader/manager, your challenge is two-fold: to face your own feelings and reactions to change and then to effectively lead your team through their own reactions (fear, anger, etc.)...and all this while doing your "day job" and delivering the tangible results that you're paid to make happen.

Managing fear and promoting collaboration requires you to know what to say and how to say it. When leaders add this to their already long list of tasks, it can seem a bit overwhelming.

That's where tmc can help.

As you build the bridge that will take you and your team from where you are to where you need to be, tmc can act as an invaluable support. You'll gain peace of mind knowing that structures and processes are in place to address the people issues associated with your change project. With this assurance, you'll be free to concentrate on delivering the work required of you, benefitting from the high performance and increased productivity that comes from a positive team environment.

To find out more contact me directly. We can have a conversation to explore your particular situation and context, helping you achieve clarity on where you are, where you need to be, and how to build the bridges that will get you there.


Note: For those of you outside Australia who wish to view the episodes of The Apprentice Australia that I'm discussing in this series of posts, you can find them on YouTube here. Meanwhile if you're in Australia you can see not only the episodes to date but also post-episode video diaries on the Nine website here.


Related previous posts:
Analysis of episode 1, RWA: Foundation & Force
Preview of episode 2, RWA: Conflict Management
Apprentice week 2 analysis, RWA: Giving/Receiving Feedback using Head & Heart
Apprentice week 3 analysis, RWAs: Team Leadership and Setting a Team Culture
Apprentice week 4 analysis, RWA: Coaching for high performance
Apprentice week 5 analysis, RWA: "The Relationship is the Customer"
Apprentice week 6 analysis, RWA: The FIT model
Apprentice week 7 analysis, RWA: Authentic Emotional Intelligence
Apprentice episode 8 preview: double trouble


Photo credit: Bridge

Surviving vs Thriving - insights from the Lion City

Singapore has long been a strategic nexus of commerce and trade. Here you have "instant Asia" - Indians, Chinese, Malay, Japanese - along with masses of Western and other expats and the multinational firms that employ them. Today Singapore offers many useful insights into what is happening in the region of Southeast Asia and also globally.

Out of this mix of cultures and worldviews, a particularly Singaporean view has emerged. Here the business culture is fostered on a deeply pragmatic view of the world...and yet it is not all short-term practicality. The government is strongly focused on Singapore's future wellbeing, with carefully laid-out strategies geared to the long-term objective of ensuring the city-state's place on the world map of commerce and business.

Certainly on the surface of it, with construction sites and container ports running literally 24/7/365, it seems the Lion City is poised to roar ahead through the current economic turmoil and beyond.

In my previous post I mentioned the difference in the US presidential election between McCain's politics of fear and Obama's politics of hope. During my visit over the past few days here in Singapore I've been listening to the insights of local executives and the thoughts expressed at the first Singapore Human Capital Summit. It seems as though there are two prevailing mentalities, similar in nature to the themes of fear and hope.

Let's call them surviving vs. thriving.

Surviving
This mentality is focused almost exclusively on the short-term: let's hit next month's numbers and then take it from there. It's a reactive strategy, designed to do the bare minimium required to ensure economic (and, hopefully, individual job) survival. It's therefore also bereft of long-term strategic focus, considered thought, and high-level awareness of consequences - the intended and the unintended.

Thriving
The other mentality is practical, yet future-focused. As one executive argued,

Right now I'm not putting money in marketing because who knows what the market will be doing in 6 months time. But I think it's important to invest in my people. If things don't get so bad, it means I've got a team that's ready to perform and I'll eat the lunch of my more reactive, fearful competitors who haven't similarly invested. But even if I have to shed some staff, they'll still have the skills when it comes time to hire them back later on. At worst, there's a relationship to be strengthened by developing their skills - and that relationship can also be the competitive advantage I need over other companies in a tight labour market!

Both styles, short-term and long-term, may be valid depending on context and a host of other variables. Looking at the above two philosophies, I know which company I'd like to work for. (And wasn't it an exclusive focus on the short-term that got the world into the current economic crisis in the first place...?)

Maybe here at the crossroads of Asia, the combination that Singapore has woven of "pragmatic long-termism" has some valuable insights. Straight from the lion's mouth.
TM

Neuroscience everywhere, plus: fear and hope on the campaign trail

Seems like everyone's talking neuroscience these days...

Neuroscience and osteopathy
Two weeks ago when I was back in the UK, I stopped by the clinic of Steve Makinde who, besides being kind enough to confirm that I had in fact been travelling with two fractured ribs (ouch), mentioned that he's pursuing a Masters degree in Neuroscience at University College London. So why does an expert in osteopathic medicine take a sudden interest in the brain? Well it turns out he wants to explore both the physiological and the neurological pathways of pain to see how best to provide effective patient care - to explore, I suppose, the mind-over-matter dimensions of pain relief and injury rehabilitation. This echoes the work that colleagues of mine in Australia are doing with neuroscience related to diet and body shape, and I plan to put them in touch with Stephen to see what useful conversations might result.

Neuroscience and human behaviour: Hard science + Soft skills
A week ago in Montreal I spoke with my colleague Elizabeth Hirst, communications consultant and coordinator/instructor at McGill University's innovative program in Public Relations Management.


We had a great discussion based largely on the fact that we've been pursuing parallel interests in neuroscience and human behaviour. How gratifying it is to us both that there is now hard science that backs up the of "soft stuff" of managing and communicating with people in organizations, an area to which we've both spent years influencing clients to pay more attention.


Fear and hope
Our conversation eventually turned to the American Presidential race and the way in which McCain's approach is fast, jerky, emotionally-charged and high-pressure, in stark contrast to Obama's more measured, considered messages of hope for the future. It seems to me that the Republican campaign is based on keeping people in a limbic state, where their knee-jerk responses will have a comforting predictability that (McCain/Palin hope) will deliver the White House in a few weeks time.

The limbic, emotional part of the brain makes decisions first, then seeks justification (or rationalization) for the decision after the fact. McCain has said he, like Bush, prides himself on acting fast and sorting out the details later. While to some voters this may seem an attractive trait, a form of real decisiveness, it's exactly the sort of decision-making the produced a war in Iraq with no detailed disengagement plan for the post-"regime change" period.

The rational brain, where our better nature and true talents lie, gathers information first and then makes decisions based on careful analysis and thoughtful debate. It makes it easier to imagine a positive future state, to believe in the fundamental optimism and resilience of the American people and their ability to recraft the American Dream for a new century.

It's the opposite of trying to operate from a locked-down, fear-based state of mind - a space which is fundamentally ill-suited to handling complex situations with multinational repercussions.

The American political process (and, I'd hazard to say, American culture in general) is not famously known for considered thought and examination of the issues at play. It's more about instant gratification and short attention spans - a tendency worsened by media that seek to keep people in a limbic state as well (after all, when you're scared shitless you crave more information, which is a great way to sell newspapers).


For the sake America's future, and for the rest of us in the world outside the USA, let's hope that Obama's message of hope and belief in the common sense of the American people will prevail over the politics of fear and reactivity.
TM