Archive for the ‘Management’ Category
A Genius, in Retrospect
Mikhail Tal, the Latvian chess grandmaster and one-time World Champion, played a raging, attacking, seemingly bizarre brand of chess. His willingness to sacrifice his pieces for nebulous compensation led to some embarrassing losses but resulted in many fantastic wins when his opponents couldn’t, as Tal put it, see their way out of a forest where 2+2=5.
As an improviser, I admire his courage to randomize a position and put both him and his opponent on the spot. It’s easy to think of his creations as “just games”, but he was a professional player in what was then the Soviet Union. The tournaments to which he was invited and, more to the point, allowed to participate in depended on both his style of play and his results. Of course, it wasn’t until a game was over and the chess world had a chance to analyze his moves that the verdict for a particular sequence was known.
The same consideration is true for improvisers. We don’t know whether what we do is brilliant or not until a scene is over, but we have the luxury of working with a team to make all of our choices brilliant. And that’s why I have such respect for a competitor like Tal, who told this story (paraphrased):
I was in the middle of a tournament game when I began to wonder how one might rescue an elephant stuck in a swamp. Over the next 45 minutes, I imagined a series of pulleys and levers arranged in various configurations but came to no satisfactory conclusion. Then, seeing that I was running low on time, I looked at the board and played the first sacrifice I saw.
The journalist covering the game reported that, “After 45 minutes of thought, Tal unleashed a deep and powerful sacrifice that resulted in a won game.”
We can, and should, look at the mechanics of our work, but we must never dismiss what the audience takes away from a performance. The show exists in their memory as well as ours.
How to Apologize
It’s never easy to apologize, especially when you’ve angered the very people you count on for your livelihood. The National Hockey League, specifically its owners, potentially reversed seven years of increasing goodwill and fan excitement when it locked out its players in an attempt to force the players’ union to accept an odious Collective Bargaining Agreement.
The players (rightfully) dug in and, on January 12, the two sides ratified an agreement and 48-game schedule they could have reached months ago. So how do you make up for three months of no hockey and a loss of 34 games per team? One good place to start is by putting your money where your mouth is. The dispute was about money, so that’s the currency you use to apologize to your fans.
The social media team for the Calgary Flames, a team I’ve followed since I was an intern as the U.S. Consulate in Calgary during the summer of 1989 (the year the Flames won their only Stanley Cup), sent out these three tweets today:
For the first two home games this year, you can get a beer spilled on you at the Saddledome for half price, buy Flames gear for 50% off until the end of the first game, and have a guaranteed win of C$50,000 (with another C$50,000 going to charity) for the 50/50 drawings at the first two games. That’ll go a long way toward regaining their fans’ support.
Apology accepted, but this is the third time we’ve missed games during Gary Bettman’s tenure. Don’t let it happen again.
“Yes…and” isn’t always your friend in business
Improvisers are trained to accept other players’ offers so scenes can move forward. In fact, it’s nearly impossible for an improvised performance to succeed unless the actors say “yes” to others’ contributions “and” extend or heighten those offers.
In negotiations of all types, and especially in a business context, part of the battle for victory hinges on establishing the reality you’re discussing. As a writer, I have to place a value on my services and the benefits they bring to my clients. A potential client who’s interested in getting the best service at the lowest possible price could point out that they are a new company acquiring lots of content, so they aren’t in a position to pay me what I think I deserve. The “Yes…and” approach pushes me to accept what they’ve said as truth and take the contract as offered. The problem is that I’m not in a scene meant to entertain an audience — I’m in a negotiation over whether I get paid what I deserve. Many factors influence the decision, such as whether I’m bored or need the work, but in the end I have to live with the consequences of my choice. Accepting less than I’m worth drives down my value and, worse, my self-perceived value. Unless the situation is dire, you shouldn’t bend to the version of reality they’ve put forth.
You should also watch out for internal battles at a company, even one where you’ve worked for a while and established a trusting relationship with your colleagues. Your co-workers might misunderstand a situation or, if you’re competing for a promotion or assignment, want to influence how a situation is perceived. “Yes…and” can be a weakness others exploit. It’s tough to maintain a proper balance between acceptance and skepticism, but it’s worth the effort to try.
Need Motivation? Look Inward!
As an introvert, perhaps I’m biased against leaders who try to motivate others by being loud and demonstrative. National Football League and other pro sports games are fun to watch, but I turn away whenever someone starts showing off for the camera. Note that I didn’t say “celebrating with their teammates” or “celebrating the moment” — what I can’t stand is the artificial stuff that’s not integral to the game.
I believe that all motivation comes from within. You might convince me I want to do something, but I must be the one who decides it’s worth the effort.
At least one other person agrees with me. Garret Kramer, a sports psychologist, wrote the following on the SmartBlogs Leadership blog:
So, in my opinion, leadership is not about encouraging, pushing or cheering on; it’s about pointing others inward so they recognize that the ability to be motivated rests with them.
I think reading his full post is worth your time.
The message? Stop waiting for someone else to motivate you — they can’t unless you let them. And if you’re willing to let them, why not do it yourself?
Introverts: Review of Quiet
Title: Quiet
Author: Susan Cain
Publisher: Crown
Copyright: 2012
ISBN13:978-0-307-35214-9
Length: 312 pages
Price: $26
Rating: 95%
This review originally appeared on Technology and Society Book Reviews.
I am an introvert. I prefer my own company to that of others, though over the years I have found ways to manage social interactions with something approaching grace. In her new book Quiet, author Susan Cain describes my experiences with unerring accuracy.
Cain graduated from Harvard Law School and practiced corporate law for seven years. Early in the book, she described the fear she felt giving presentations, negotiating with her clients’ creditors when times were tough, and teaching negotiation techniques after she left the legal field. For an introvert, interacting with new people in a one-on-one or small group setting can be difficult. When you put the same individual in front of a large group or any group when new business or the well-being of your client is on the line, the pressure can become unbearable.
The pressure introverts feel is brought into sharper focus by what Cain calls the “extrovert ideal” prevalent in America. She starts by describing a Tony Robbins seminar she attended, where Tony’s seemingly boundless energy let him maintain his momentum throughout a 10-hour seminar with minimal breaks. Tony seemed to draw his energy from the audience, but introverts are exhausted by social interaction. The author describes one popular and dynamic speaker who is a profound introvert and must withdraw to his hotel room after he speaks to recharge. She also visited Harvard Business School, which might be characterized as Extrovert Central. Participation in classroom discussions contributes a significant amount to students grades, so it pays great dividends to speak up and make useful comments in class. Introverts, surrounded by Type A extroverts, often struggle in this environment.
Cain also analyzes the new emphasis on teamwork and consensus that permeates business and education as far down as the elementary school level. She refers to this emphasis on teamwork as the New Groupthink and declares that it “has the potential to stifle productivity work and to deprive schoolchildren of the skills they’ll need to achieve excellence in an increasingly competitive world.” She supports her argument by citing several studies performed by psychologist Anders Ericsson. His research found that the key to success in many fields depends on practicing in solitude. When you’re alone, you can engage in deliberate practice without interruption or distraction. Solitude also lets you concentrate on the elements of a skill that are bothering you the most. Mohammed Ali referred to this type of work as “the lonely work”— the work you have to do to be special is the work that no one else ever sees.
Cain provides a number of useful strategies and tactics for introverts and for organizations who hire substantial numbers of introverts to follow so they can succeed. In the computer realm, which draws introverts in huge numbers, teams can begin their collaboration virtually. Introverts perform better when given time to think on their own and without the expectation of immediate response. Also, because typing comes to them much more readily than speaking, introverts are more likely to share their ideas via a chat room or discussion forum. After your team of introverts generates their ideas, you can summarize what they’ve written and use it as the basis for a relatively brief in-person meeting to discuss the available options.
I found Quiet to be an exceptional book that speaks directly to my personal experiences. I highly recommend it to anyone who is an introvert or who lives or works with one. Much of what might mystify you about our approach to the world will become clear.
Curtis Frye is the editor of Technology and Society Book Reviews. He is the author of more than 30 books, including Improspectives, his look at applying the principles of improv comedy to business and life. His list includes more than 20 books for Microsoft Press and O’Reilly Media; he has also created over a dozen online training courses for lynda.com. In addition to his writing, Curt is a keynote speaker and entertainer. You can find more information about him at www.curtisfrye.com.
Prisoner’s Dilemma, Part 5
This is the final post in my series on the Prisoner’s Dilemma. Five blog posts might seem like a lot, but many doctoral dissertations have been written on the ramifications of this deceptively simple game.
Robert Axelrod was one of first researchers to study how competing strategies for playing the Prisoner’s Dilemma interacted in a tournament setting. One of Axelrod’s main conclusions is that you can maximize your payoff in a Prisoner’s Dilemma tournament by following a nice strategy. That is, not defecting first. He also noted that it was possible for other strategies to beat the winner, Tit for Tat, by defecting first to get the higher payoff and then defecting every turn thereafter to ensure that the other program could never retaliate effectively. Over time, this strategy does not yield a higher payoff than the nice Tit for Tat; the aggressive strategy did not win either tournament.
But what happens if you put the nice Tit for Tat in an environment with a lot of aggressive programs? The answer is that Tit for Tat will always give up the higher payoff to its opponent in the first round and get the minimum payoff in every subsequent round. Based on those rules, Tit for Tat is guaranteed to lose. If you were to put a set of strategies into a tournament and then eliminate the bottom half of the field, Tit for Tat would always be eliminated, and the other more successful strategies would continue on. Those strategies being the aggressive, not nice, strategy of always defecting first and continuing to do so on every subsequent turn.
This type of attack is called an invasion. If you run a tournament and eliminate the bottom half of the field at the end of each run you’ll find certain strategies win out. If you introduce even a small number of these dominant strategies into a tournament, they will eventually take over. The problem becomes even worse if you create a series of strategies that can recognize kindred spirits, enabling them to work together to maximize their payoff by cooperating.
You can find the same type of behavior in business. In many cases when the group or company starts, you’ll find that everyone cooperates. The problem comes in when someone who doesn’t cooperate starts to get some success in the company. As the aggression is rewarded, other individuals adopt the same strategy. In time, those players can squeeze out the players who play a nice, cooperative strategy within the business. It’s a true management headache, one that is extremely difficult to stamp out once it gets started. Plus, as the aggressive players get promoted higher and higher, the reward structure changes. Now individuals who are willing to work with the aggressive individuals are rewarded with their own promotions and higher responsibilities.
In most cases, the company can continue on with this type of environment, despite the fact that there is a lack of trust among the players. In fact, this type of environment can fuel creativity for those individuals who revel in interpersonal conflict and feel it helps their creativity. At the same time, though, an organization might begin to experience problems associated with a lack of cooperation. Always looking to put one over on the other guy makes it difficult to trust anyone else, especially when you’re looking over your shoulder to see who will get the next promotion. These behaviors can lead to stress, burnout, and high turnover. In a company that requires highly skilled personnel, losing a solid contributor because of a toxic work environment is extremely costly.
In improvisational comedy groups, you find the same thing happens especially at the beginning of the group’s life. As individuals jockey for position within the group and try to have an impact on how things will be run, you will often find that individuals who started in the group either drop out or get kicked out after they try to change the group through aggression or passive aggression by not following directions of the group’s leadership. Well-established organizations with a solid player roster and workshops from which to bring in new players are less susceptible to this sort of issue. The group’s culture is solid, and the workshop process allows management to decide which players will be promoted and included in the team.
Smaller groups, such as touring companies with only four or five players, can be susceptible to problems. The trick, as always, is to select your fellow performers wisely. In many cases, it’s better to join another group or start a new group of your own than it is to continue on in a bad situation. Sometimes leaving a bad job is the best thing you could possibly do.
Improspectives 
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