A "MUST READ": Daniel Pink and Rob Ten Pass Present "Johnny Bunko - The Last Career Guide You'll Ever Need,"

Daniel Pink is a National Treasure!  His books, "A Whole New Mind," "To Sell Is Human" and "Drive" are works that I have recommended to hundreds of people, and have given copies of these works to dozens of family members and friends.  In this new little book, "Johnny Bunko - The Last Career Guide You'll Ever Need," Pink has teamed up with artist Rob Ten Pas to present his ideas in classic Japanese manga style. This is, in effect, a non-fiction graphic novel, aimed at the generation that has grown up on this genre.

In "Johnny Bunko" Pink and Ten Pas have drawn insights from Pink's earlier works. They present in a very creative form six key principles for success in building a satisfying career - and life.  Several of these principles on the surface sound and feel counter-intuitive and fly in the face of the cant advice that young professionals often received from well-meaning parents, teachers and mentors.

1. There is no plan
2. Think strengths, not weaknesses
3. It's not about you
4. Persistence trumps talent
5. Make excellent mistakes
6. Leave an imprint.

The book is tremendously practical and instantly applicable to anyone who finds herself or himself in a job that is less than  fulfilling.  As I read the book, I began to think of several of my friends to whom I am eager to pass this book along.

The book can be read easily in one sitting, and will make a life-long impact on those wise enough to head its words.

To re-discover reviews of previous Daniel Pink works, click on this link:

White Rhino Report Daniel Pink Posts

Enjoy!

Al

Drive - What Motivates Us? A Video by Daniel Pink

My good friend, Rick Mavrovich, spends a lot of time reading, watching and thinking about important issues. He is often kind enough to share insights and resources with his friends. So, I was delighted when he passed along the link that you find below of Daniel Pink sharing some remarkable results of research into what motivates individuals to perform at exceptional levels.

The findings are astounding and largely counter-intuitive. I will cut to the "Chase" and tell you that money ends up being a negative motivator once the person in question has enough money to pay the bills and sustain a reasonable lifestyle. And if the task at hand rises beyond the level of merely mechanical and repetitive, requiring some cognition and creativity, money becomes even less of a positive motivating force.

The three factors that do prove to provide powerful positive motivation - verified by countless studies in the fields of psychology, sociology and economics - are:

Autonomy - Opportunity for Mastery - Purpose

It is no surprise, then, that Rick Warren's landmark book, "The Purpose Driven Life," met with such wide acceptance.

The ramifications of these findings are far-flung - impacting each one of us who acts in a coaching, teaching, managing, parenting, mentoring role.

I commend to you Daniel Pink's memorable video:


Daniel Pink Video

Do You Know The Work of Daniel Pink? Review of His New Book "To Sell Is Human"

Do you already know the work of Daniel Pink?  If you do, then his latest book will help add to your appreciation of this thought leader and the ways in which he re-frames old ideas and presents new ideas for the reader's consideration and implementation.  Pink will make you think!  Sales!

In "To Sell Is Human - The Surprising Truth about Moving Others," Pink posits the idea that we are now all in the business of selling - products, ideas, ourselves, obedience.  As he has done so beautifully in his prior works, Pink collects data and anecdotes and weaves them together into a narrative that is both enjoyable and instructive.  He gives many examples of how the days of the door-to-door Fuller Brush salesman and the used car parking lot huckster have transmogrified into a era in which we all need to move beyond traditional stereotypes of sales.

The book is neatly divided into three section:

• Rebirth of a Salesman
• How to Be
• What to Do

In each chapter, after sharing concepts and examples of those concepts being put into action, he summarizes the contents of the chapter in a pithy way - employing the concept in his own writing and "selling," and then wrapping up with a sample case.  Here is a wonderful example from his chapter on how to "pitch" an idea.  He has been discussing a community's need to raise funds to rebuild a decaying bridge that links towns on both sides of a river.

"Your Twitter pitch could include an online link to an artist's rendering of the bridge along with a list of its benefits and entice people to click it with: See what tomorrow's Beeston and Arborville can look like & why we need to create that future.

If you're sending information to your fellow Beeston citizens, your subject line pitch could be: 3 reasons why Beeston families support a new bridge.

Your rhyming pitch?  Opportunities are wide on the other side.

Your question pitch could help people think through their own experiences: Should it be such a pain to get to Arborville?

And your one word pitch could explain the reason for your efforts (not to mention an indispensable lesson of this chapter): Connect

(Page 174)

One of my favorite parts of the book includes Pink's telling about shadowing entrepreneurial figures - San Francisco's last surviving Fuller Brush salesman, and Shamus Jones, Founder of Brooklyn Brine, an artisanal pickle company.  I was so intrigued by the story of Brooklyn Brine that I put down the book and Googled Brooklyn Brine and spent some time enjoying the videos that tell the story of this start-up success.  I guess Pink knows how to move a reader!

Brooklyn Brine Company

I cannot resist a good pun - or a bad one, for that matter - so I will close with one.  In a world in which we all need to know how to sell ourselves, you need to read this book, or you will be in a pickle!

Enjoy!

Al

6 Rules Should Be Guiding Your Career - From the Blog "Barking Up The Wrong Tree" by Eric Barker

At a fascinating dinner gathering a few nights ago, I had the privilege of meeting uber-Blogger Eric Barker.  I learned that evening (not from him, for he seems quite humble and self-effacing) that his Blog, "Barking Up The Wrong Tree" is one of the most widely read Blogs in the world.  

So, I have now subscribed to his newsletter and have been reading some of the back issues of his Blog.  The one linked below is based on a book by Daniel Pink entitled, "The Adventures of Johnny Bunko: The Last Career Guide You'll Ever Need."  This wisdom contained therein is so succinct and so on target that I knew I wanted to share it with readers of The White Rhino Report.

The basic outline of Pink's book, and of Barker's post is contained in these 6 principles:

"Daniel Pink’s The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need conveys a number of principles about the world of work that everyone should take note of.

Why? Though Pink doesn’t bog the story down with academic research, all of his core ideas are backed up by plenty of studies, many of which I’ve posted about in the past.

So what does he have to say? Six simply-stated concepts:

1. There is no plan.
2. Think strengths, not weaknesses.
3. It’s not about you.
4. Persistence trumps talent.
5. Make excellent mistakes.
6. Leave an imprint.

So let’s break these down and explore what they mean and why they’re so effective. . . ."

I encourage you to click on the link below to read Barker's wise exegesis of these 6 principles.
Barking Up The Wrong Tree Blog - 6 Rules Should Be Guiding Your Career

To order Pink's book, click on this Amazon link:

Amazon.com: The Adventures of Johnny Bunko

An Absolute Must Read: "Drive - The Surprising Truth about What Motivates Us" by Daniel H. Pink

Some books for me are "game changers." All of Malcolm Gladwell's books fall into this category: "Tipping Point," "Blink" and "Outliers." Frans Johansson's "The Medici Effect" prompted me to organize two leadership gatherings: The White Rhino Intersection and Intersection 2.0. Daniel Pink's latest book, "Drive," belongs in this same category. I love what Gladwell said about Pink's book: "I spent as much time thinking about what this book means as I did reading it." Well said; I have had the same response.

To regular readers of The White Rhino Report, Pink is no stranger. I wrote effusively about his earlier book, "A Whole New Mind."

Review of "A Whole New Mind"

I recently offered a link to a TED talk that summarizes the most salient points of "Drive."

Drive Video

Having been thoroughly mesmerized and intrigued by the "Drive" video, I wondered if I needed to read the book. I am glad I chose to take that additional step. The video serves as an excellent appetizer and introductory tool, but the main nutrient's can be found in the book.

Pink's genius is his ability to take previously published research from a variety of fields, synthesize and coordinate the data and present the findings to a lay audience in a way that does not "dumb down" the content or the significance of the discoveries. He takes the "what," and turns it into a powerful "so what?".

In discussing what motivates individuals and teams in almost any setting, Pink describes two types of motivation: Type X (extrinsic) and Type I (intrinsic).

"Type I behavior is a renewable resource. Think of Type X behavior as coal, and Type I behavior as the sun. For most of recent history, coal has been the cheapest, easiest, most efficient resource. But coal has two downsides. First, it produces nasty things like air pollution and greenhouse gases. Second, it's finite; getting more of it becomes increasingly difficult and expensive each year. Type X behavior is similar. An emphasis on rewards and punishments spews its own externalities. And 'if-then' motivators always grow more expensive. But Type I behavior, which is built around intrinsic motivation, draws on resources that are easily replenished and inflict little damage. It is the motivational equivalent of clean energy: inexpensive, safe to use, and endlessly renewable." (Page 80)

He goes on to describe what lies at the heart of Type I behavior and the underlying motivations. He issues what amounts to a manifesto for change.

"Ultimately, Type I behavior depends upon three nutrients: autonomy, mastery, and purpose. Type I behavior is self-directed. It is devoted to becoming better and better at something that matters. and it connects that quest for excellence to a larger purpose. Some might dismiss notions like these as gooey and idealistic, but the science says otherwise. The science confirms that this sort of behavior is essential to being human - and that now, in a rapidly changing economy, it is also critical for professional, personal, and organizational success of any kind. So we have a choice. We can cling to a view of human motivation that is grounded more in old habits than in modern science. Or we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better. It won't be easy. It won't happen overnight. So let's get started." (Pages 80-81)

As the author continues to sketch out the components of what he calls Motivation 3.0 - a large quantum leap beyond the traditional Motivation 2.0 that fueled the Industrial Revolution - he describes four aspects of autonomy.

"And what a few future-looking businesses are discovering is that one of these essential features is autonomy - in particular, autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian's experience shows, Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique, and their team." (Pages 93-94)

In discussing the importance of "Purpose" as a factor in motivation, Pink's work comes close to the themes of the book "Half Time - Moving from Success to Significance," by Bob Buford, which I reviewed in this space a few months ago:

Review of "Half Time"

These themes are also resonant with Rick Warren's best-seller, "The Purpose Driven Life."

The demographic time bomb that is my generation of Baby Boomers presents an interesting dilemma and opportunity occasioned by our anticipated increased longevity.

"Upon comprehending that they could have another twenty-five years, sixty-year-old boomers look back twenty-five years - to when they were thirty-five - and a sudden thought clonks them on the side of the head. 'Wow. That sure happened fast,' they say. 'Will the next twenty-five years race by like that? If so, when I am going to do something that matters? When am I going to live my best life? When am I going to make a difference in the world?'

Those questions, which swirl through conversations taking place at boomer kitchen tables around the world, may sound touch-feely. But they're now occurring at a rate that is unprecedented in human civilization. Consider: Boomers are the largest demographic cohort in most western countries, as well as in places like Japan, Australia and New Zealand. . . In America alone, one hundred boomers turn sixty every thirteen minutes. When the cold front of demographics meets the warm front of unrealized dreams, the result will be a thunderstorm of purpose the likes of which the world has never seen." (Pages 132-133)

In my observation, the impact is even more dramatic than that which Pink describes. In my role as a career coach, life coach, recruiter and mentor to many emerging leaders, men and women are beginning to ask the "purpose question" at increasingly younger ages. This bodes well for our future, and will force companies to address this issue if they hope to survive and to attract and to retain top talent.

The purpose dynamic has another aspect to it. In the absence of working for a higher purpose, Type X high achievers - the classic "Type A" personalities - work longer and longer hours to achieve material success and promotion. The result is burnout and dissatisfaction.

"One of the reasons for anxiety and depression in the high attainers in that they're not having good relationships. They're busy making money and attending to themselves, and that means that there's less room in their lives for love and attention and caring and empathy and the things that truly count." (Page 144)

In the title of this review, I call this book a "Must Read," yet the book is not for everyone. I recommend it to you only if you meet the following criteria:

• You are a life-long learner who is willing to learn new facts and to change your thinking and behavior in accordance with these new insights.
• You are in a position of leadership - in a company, in the military, in a family, in a school, in an organization - in which you need to and desire to create an environment of work and learning that maximizes autonomy, mastery, and purpose.
• You want to make a positive difference in the world and in the lives of those whom you influence.

If this is you, then order this book now, devour it, breath it, taste it, smell it, talk about it and live it. And then pass it on to the next generation of Type I leaders.

Enjoy the drive . . . and the journey!

Al

 

More Wisdom from Daniel Pink: "Have You Ever Asked Yourself Why You Are in Business?"

Whether he conveys his wisdom via Blog or printed page, Daniel Pink often finds ways to challenge and stimulate my mind. He has done it again with this thought-provoking column in The Telegraph.

Here is an excerpt from that recent column:

"It’s often difficult to do something well if we don’t know the reasons we’re doing it to begin with. People at work are thirsting for context, yearning to know that their efforts contribute to a larger whole. And a powerful way to provide that context is to spend a little less time monitoring who, what, where, when and how – and little more time considering why.

Here are two simple ways to do that.

First, find out whether the people on your team even have a 'why'. At your next staff meeting, ask this question: 'What’s the purpose of this organisation?' Then hand everyone a blank index card and ask them to write their answer anonymously. Collect the cards and read them aloud. What do you hear? People needn’t recite the same lyrics, but they should be playing the same basic tune. If they’re not – if answers range all over the place or people don’t have answers at all – you might have a problem no matter how good you are at the where, when and what.

Second, keep the why alive. Once a week, at that staff meeting, spend a few minutes revisiting the question. Talk about the purpose of the week’s activities. Discuss your efforts’ effect on other people’s lives. Remind each other why you’re doing what you’re doing in the first place"

I encourage you to read the article in its entirety, and then go buy one of Pink's many useful books. He is a great resource.

A Five Minute Exercise

A Whole New Mind - Moving From The Information Age To The Conceptual Age - by Daniel H. Pink

It has been a while since I added a posting to the Blog. I will be in Tampa much of next week visiting my sister, so before I head South, I want to share an exciting resource that I recent read. Daniel Pink, best-selling author of Free Agent Nation, has recently published a book that I think should be required reading for everyone who wants to understand the subtle shift taking place in the way we process information and knowledge.

My friend, Bob Allard, frequently mentioned in these pages as a source of great ideas and networking tips, simply said to me: “You must read this book immediately.” It only took me a few pages to understand why Bob had made such a strong recommendation. In its review of “A Whole New Mind,” Wired Magazine wrote: “Why right-brainers will rule the future.” As a left-handed and right-brain dominant individual, I heard this message of hope as music to my ears!

Pink’s basic premise in this book is spelled out well on the flyleaf of the cover: “Lawyers. Accountants. Radiologists. Software engineers. That’s what our parents told us to be when we grew up. But Mom and Dad were wrong. The future now belongs to a very different kind of mind. The era of “left-brain” dominance – and the Information Age that it engendered – is giving way to a whole new world in which artistic and holistic “right-brain” abilities mark the fault line between who gets ahead and who falls behind.”

The book begins with a quick overview of the neurophysiology of the brain and the essentially different functioned performed by the left and right hemispheres of or brains. Then, drawing from research and case studies from around the globe, Pink shares his views on six essential aptitudes that will determine individual and professional success in the emerging Conceptual Age. The six tools and aptitudes – the Six Senses of the Conceptual Age – form the skeleton and structure of the book.

Design – “Good design is a renaissance attitude that combines technology, cognitive science, human need, and beauty to produce something the world didn’t know it was missing.” Paola Antonelli, Curator of Architecture and Design, Museum of Modern Art. (p. 72)

Story – “The story – from Rumplestiltskin to War and Peace – is one of the basic tools invented by the human mind for the purpose of understanding. There have been great societies that did not use the wheel, but there have been no societies that did not tell stories.” Ursula K. Le Gun (p. 103)

Symphony – “Symphony, as I call this aptitude, is the ability to put together the pieces. It is the capacity to synthesize rather than to analyze; to see relationships between seemingly unrelated fields; to detect broad patterns rather than to deliver specific answers; and to invent something new by combining elements nobody else thought to pair.” (p. 126)

Empathy – “Leadership is about empathy. It is about having the ability to relate and to connect with people for the purpose of inspiring and empowering their lives.” Oprah Winfrey (p. 154)

Play – “The opposite of play isn’t work. It’s depression. To play is to act out and be willful, exultant and committed as if one is assured of one’s prospects.” Brian Sutton-Smith, Professor of Education [emeritus], University of Pennsylvania (p. 179)

Meaning- “We are born for meaning, not pleasure, unless it is pleasure steeped in meaning.” Jacob Needleman (p. 209)

Not since I read “The Tipping Point” for the first time have I encountered a book that gave me more helpful and encouraging insight into how my brain functions. Many of my friends are wired as “left-brain” analysts; others are more like me – “right-brain” conceptualizers. This book makes it clear that to move forward in a positive, healthy and productive manner into the future, we have to “put our heads together.” We need one another.

Should you read this book?

It’s a “no brainer”!

Enjoy.

Wisdom from Daniel Pink - Three Tips from "The Dragonfly Effect"

As we look for ways to add more meaning to our holiday celebrations, more and more of my friends and colleagues are eschewing the old game of running up credit card bills and giving lots of meaningless gifts. The church that I attend is leading us through "Advent Conspiracy - Spend Less and Give More."

A recent Blog posting by author Daniel Pink offers these practical bits of advice from the book "The Dragonfly Effect" by Jennifer Aaker and Andy Smith.

Three Tips from The Dragonfly Effect

1. Spend money in a way that increases happiness.

Money does correlate with happiness, surprisingly. But not in ways that people predict. In a study conducted by Liz Dunn, Dana Aknin, and Mike Norton, researchers gave two groups of people either $20 or $5, and told them to spend it on themselves or others by 5pm that day. When reached that evening, those who spent the money on themselves bought things like coffee and food, while those who gave money to others reported spending it on things like gifts for their siblings or donations to the homeless. The researchers found that regardless of the amount, the group that spent their money on others reported significantly higher levels of happiness than the group that spent the money on themselves. There was no difference in happiness between those who spent $5 or $20, suggesting that it is not how much money you spend, but how you spend it, that boosts the spirits.

Here is the worrisome part, though. In a follow up study, the researchers gave two groups of people the same four conditions — asking them what they believe would make them happier. The results showed that people predicted that $20 would make them happier than $5, and that spending it on themselves would make them happier than spending it on others.

People overestimate the buzz they get from doing something nice for themselves — and underestimate the benefit they get by doing good for others. Evolutionarily wired to be pro-social, we actually relish giving. But the decisions we often make are not consistent with what actually makes us happy. Money may be one key to happiness, but our instincts are often misaligned about how to actually spend it. Spend on others or for others.

Convinced? Here are some things to try for yourself: Visit CharityWater.org and lead a campaign among your friends to raise money to drill drinking water wells in Africa. 100% of the money your raise will go toward that purpose and just $20 can provide clean water to someone for 20 years. You could also give a Kiva.org microloan gift certificate to support entrepreneurs from third world countries; or you might purchase a pair of TOMS Shoes, and they will match your shoe purchase with a donation of pair of shoes for someone in need.

2. Consider how you are spending your time.

Our misguided spending decisions fail us, but money itself might also be part of the problem. A growing number of studies show that simply thinking about money fosters behaviors that are misaligned with happiness. Studies have shown that the mere mention of money leads individuals to be less likely to help others, donate to charity, or socialize with friends and family — behaviors that are tied to personal happiness. Although correcting how we spend our money is likely to lead us closer to the holy grail of happiness, we might get even further with a consideration of our other resource -– time.

So if you want to make a change this holiday season, consider not just who you are spending time with -– but also what activities you do with your time. One simple way to guide your decision about how to spend your time is to ask yourself the question, “Is what I’m doing right now going to be of lasting value to me or to others?” This simple question nudges you to behave in ways that more clearly map onto what will really make you happy. As one example, considering visiting Bethematch.org to request a cheek swab. They will send you a small kit, you swab your cheek, send it back in and you will be added to the National Bone Marrow Registry, which increases the chance that you might be able to save the life of another individual. With new technology, bone marrow transfers are non-invasive and painless and similar to simply giving blood – an afternoon of one’s time and the opportunity to give hope to another. The ability to make a big change is often no more than a few keystrokes away -– all you have to do is take the time to make the click.

3. Share your story.

The power of social media lies in the power to share your message–and inspire infectious action as a result. Consider the story of Carolee Hazard, who started her organization The 93 Dollar Club after a chance encounter at the grocery store. Carolee noticed that the woman checking out ahead of her had lost her wallet, and Carolee offered to pay her $207 grocery bill. The next day, she received a check from the woman she had helped, but for $300 — $93 more than the grocery bill. Uncertain about what to do with the money, she published the story on Facebook. A friend then suggested she donate it to charity, and Carolee gave the money to her local Food Bank, updating her Facebook status with the news. Within a day, inspired by Carolee’s generosity, over a dozen of her Facebook friends had joined in to help. And as they spread the message, donations of $93 flooded in, and the project quickly grew. As a result of Carolee’s single, simple act of kindness shared across the web, The 93 Dollar Club has since raised over $100,000, providing over 220,000 meals at the food bank – ranging in donations from just 93 cents all the way up to $9,300.

One small act -– whether it be online or off — can have a ripple effect and lead to significant change. For visuals and stories of random acts of kindness visit How Good Grows. You can also share your story on Yahoo, VolunteerMatch or Dragonflyeffect.com. Those stories will grow and infect others.

In the lead-up to the holidays we often find ourselves caught up in buying gifts and finding the best sales; but consider going into this holiday season with an eye towards systematically giving back. As Khalil Gibran said, “You give but little when you give of your possessions. It is when you give of yourself that you truly give.” Enact The Dragonfly Effect this season and be empowered not by your purchases, but by the value you give back to the people and causes that matter most.

"The Big Moo" - Seth Godin's Latest Purple Cow Project

I am a big fan of Seth Godin. I have found something valuable and practicably applicable in each of his books on marketing and innovation. I regularly read his Blog - http://sethgodin.typepad.com/- as a way of keeping my mind sharp when it comes to thinking about issues of marketing and branding. I love his latest project – “The Big Moo.”

A few months ago, Seth contacted 32 of the most creative business thinkers, thought leaders, writers and innovators that he knew and respected and challenged each of them to contribute a short essay that would be compiled into a book about how to be truly remarkable in business. The profits for the book project would all go to charity –

The Juvenile Diabetes Research Foundation
The Acumen Fund
Room to Read

Each of the authors immediately agreed to participate, and the resulting book – The Big Moo – will be published in the next few weeks and available on Amazon.com and in bookstores everywhere.

http://www.amazon.com/exec/obidos/search-handle-form/103-1417050-9227811

Many of the contributors to the project are individuals whose work I already know and admire – Malcolm Gladwell, Tom Peters, Daniel Pink, Dave Balter and Seth Godin himself. Each writer was willing to leave his or her ego “at the door,” since the resulting 33 essays are printed without author attribution. I have just finished reading a pre-publication copy of the book and found it to contain some very helpful and encouraging nuggets that spur my own ideas of how to work on being “remarkable.”

As an appetizer, let me share some ideas that grabbed me from just two of the essays:

From the chapter: Fire The Gatekeepers

In California, Hyland Baron, an independent arts, economic and urban-development-oriented community organizer, reads the Oakland Times religiously. She underlines people’s names, details about projects, and other useful information. Then she writes those people e-mails or calls them on the phone with recommended resources, incentives for introductions, and other expressions of support and congratulations.

I do the same thing. If I read a book I’ve found personally or professionally important and useful, I try to track down the author. If a piece of music affects me, I reach out to thank the artist for their effort. And if I want to meet, learn more from, or help someone I encounter on-line or off-line, I write to them.

I do this, not as a fan but as a comrade, as a coconspirator. Because if someone else’s work has improved my life or my work, it is my responsibility as a consumer, customer, fellow creator to help improve their lives and work in kind. . . .

Such an approach to life requires an assumption of indirect reciprocity. We must assume that the people who makes things happen are visible, accessible, and responsible to those who use their tools to make still more things happen. It also suggests that we need to open ourselves to such outreach from those who wish to approach us. (pages 111-113)

* * * * *

Amen! I feel as though I could have written many of these words myself, since they reflect the modus operandi I have adopted over the past several years. My life has been immeasurably enriched from conversations and correspondence that have resulted from my having taken the risk to reach out to authors and public personalities such as Seth Godin, Dan Pink, Malcolm Gladwell, Kelly Perdew, John Irving, Michael Abrashoff, Admiral Bill Owens, James Webb, Duncan Watts, David Lipsky, et al. I also make it a regular practice to offer feedback to actors and directors when I attend theater events, and to musicians when I attend live performances.

From the chapter, Stop Being Ordinary, I appreciated these five practical suggestions for behaving remarkably:

1) Avidly Collect Firsthand Experiences – Be your own Sherlock Holmes. Take pains to observe and understand nuances from the front lines of your business . . . A.G. Lafley, CEO of $50 billion Procter & Gamble still regularly finds time to visit individual homes and talk with customers to keep current on what really matters to people.

2) Practice the Zen Principle of “Beginner’s Mind.” – People with a thirst for learning can momentarily set aside what they “know.” They often have extensive academic backgrounds and ample professional experience, but they manage to look past tradition and preconceived notions. They’re confident in their knowledge, yet willing to challenge it when confronted with new information.


3) Keep an “Idea Wallet” So You Don’t Lose Momentary Insights - Real-world anthropologists carry a field notebook and a camera to record their discoveries. Try recording ideas in real time – on your PDA, or even on a folded sheet of paper you keep in your back pocket.

4) Embrace the Power of Storytelling to Bring It All Together – Storytelling has an emotional appeal that trumps all the raw data in the world. Medtronic, a blue-chip medical-technology company, reports that when their teams need an extra spark, they bring in patients and ask them to talk about how a Medtronic product changed their lives. The results are positively electric. These life-affirming stories leave hardly a dry eye in the house, and the entire Medtronic team returns to work with a renewed energy, motivated to do their absolute best. (pages 114-116)

* * * *

I plan to purchase multiple copies of “The Big Moo” to give to colleagues and clients as holiday gifts. In that way everyone wins – the giver of the gift, the recipients and the charities whose work is being supported by this worthy publishing project. Remarkable!

Enjoy.

Al

Save The Date - Saturday, October 22, 2011 - IntersXtion 3 (Intersection Cubed)

IntersXtion ³ (Intersection Cubed)

Many people have been asking about the next Intersection event. I am pleased to report that we have nailed down the date of Saturday, October 22, 2011 at the same location as Intersection 2.0 - The wonderful NERD - Microsoft's New England Research and Development Center in Kendall Square.

Details to follow over the next few months, but you can be sure there will be a lot of content around the issues of leadership, what motivates us (using Daniel Pink's "Drive"), how to build and create with excellence.

The Red Sox may be in the World Series that weekend, but who better to celebrate with than the White Rhino Intersection community!

Block the date in your calendar.

Al

Prometheus Rocks Out at the OBERON: Review of the World Premiere of "Prometheus Bound"

The American Repertory Theater’s Artistic Director Diane Paulus has a clear and Promethean vision for using the A.R.T.’s second performance space, The OBERON, to “expand the boundaries of theater by creating whole new relationships between performers and audiences.” Paulus, in seeking to give the gift of a new kind of theatrical fire to mortals, is now presenting the new musical, “Prometheus Bound.” Like the ancient fire-giver, the mythical titan Prometheus, Paulus’ largesse has not been met with universal praise and approbation. Some of the gods of Boston and Cambridge’s traditional theater scene have sought to chain up her new vision and limit her reach. She soldiers on, and last night’s opening of “Prometheus Bound” offers strong evidence that she is on the right track. My enthusiasm for this new work is “unbounded”!

My evening at the OBERON began fortuitously as I sat reading the program notes from the Director, Writer and Composer. The lyrics and book for “Prometheus” have been written by Tony and Grammy award winner, Steven Sater. He is perhaps best known for having written the Broadway smash hit “Spring Awakening.” I was warmed when I read this quotation in his notes: “Twenty-five hundred years after Aeschylus’ Prometheus Bound was first performed, it remains astonishing that the play was ever staged at all. For, this towering work is perhaps the most searing indictment of tyranny ever written. And it was written, and staged before the entire body politic of Athens, at the rose-fingered dawn of Western democracy.”

Upon reading these words, with their explicit praise of Aeschylus and an implicit wink and nod to Homer, I knew that Sater had been moved to treat the ancient material with reverence, even while partnering with Diane Paulus and Serj Tankian to wrap the ancient bones in a new and vibrant musical cocoon. Then I looked up from my program and saw that Steven Sater was standing only a few feet in front of me, I was able to thank him for his words.

The lights went down and the OBERON came alive. The space, according to Paulus’ vision, has become almost an additional character for each show that it houses. Its multiple levels of practical space - its balconies, mezzanines, stage and open floor - allow the director and choreographer maximum flexibility to set the fast-moving action amidst an audience that can reach out and touch – and be touched by – the performers. Never was this space more fully or beautifully utilized than in last night’s opening of "Prometheus Bound." Every nook and cranny of the house was occupied by actors and lit up to spectacular effect. The lighting design, by multiple Tony award winner, Kevin Adams, created a visual beauty throughout the show that was mesmerizing. Prometheus, when chained to the central podium, was illuminated from below by a ghostly white light – a wondrous effect.

Serj Tankian was an interesting choice to compose the music for this work. As song writer and lead singer for the group “System of a Down,” his style is far from that of traditional Broadway fare. Yet his long history of social activism and fighting against many forms of tyranny made him a perfect choice to bring musical life to this tale. For me, his musical choices worked well. What struck me most powerfully was the wonderful contrast and juxtaposition between hard-charging, rough rock sounds from the band and lead singers, and the ethereal counterpoint offered by the wingèd trio of the Daughters of the Aether, an air-born Greek chorus, if you will. That combination of dark and light sounds created for me what I must call an “auditory chiaroscuro” effect that was magical.

The cast is marvelous without exception. Vocally, I was most moved by Gavin Creel as Prometheus, Michael Cunio as Oceanus, Uzo Aduba as Io, Gabe Ebert as Hephaistos/Hermes and the three Daughters of the Aether, played by Celina Carvajal, Ashley Flanagan and Jo Lampert.

Is the show perfect? Of course not; what show is? In gauging audience reactions during the party that followed the premiere performance, I listened to a group of actors deconstructing their experience with the play. One of them made the following observation: “As a concert, it worked for me perfectly. As a play, it almost succeeded. I would have appreciated more character development from the actors. They seemed to concentrate more on their singing than on their acting.” I would say that this is a fair criticism, and one that can often be applied to most opera performances. On the other hand, I heard another group of audience members, including a few young actors say: “I am obsessed with this show. I need the cast album NOW!!”

In creating this show, the team has tied the project to a larger vision and mission. They have created The Prometheus Project in collaboration with Amnesty International. During each of the eight weeks that the show will run, a different “prisoner of conscience” will be highlighted. The audience is asked to petition on behalf of this person. Last night, we were told about Jafar Pahahi, a filmmaker imprisoned in Iran for his anti-government filmmaking. In tying artistic expression to political activism, the creative team have ensured that everyone involved with the show – cast, crew and audience – have an opportunity to experience the three legs of the stool that Daniel Pink talks about in his book, “Drive,” as necessary to sustain intrinsic motivation to achieve excellence: “autonomy, mastery and tying your work to a larger purpose.”

I must share one additional memorable moment from my night at the OBERON. During the party, I had an opportunity to talk Serj Tankian and share with him my observations about the “auditory chiaroscuro” effect.

He replied: “It is interesting that you should say that. When I write music, I always try to insert elements in which very loud sections are followed by very quiet or even silent moments.”

I responded: “That must come from very deep within you – from your cultural background. I am aware of your Armenian heritage, and you just described some of the history of the Armenian people – periods of loud screaming followed by periods of enforced silence.”

“Wow, that is deep. Thank you for knowing the history of my people.”

And that is my most important take away from “Prometheus Bound.” In learning and remembering history – actual or mythical - we can be moved to act in changing the present and impacting the future in endeavors like The Prometheus Project.

I encourage you to see this show. Touch the fire. Unloose the chains.

Enjoy!

Al

A Double-Edged Sword - The Military Is Losing the Best Officers, and the Private Sector Is Gaining Them : A Timely Atlantic Magazine Article

Tim Kane, writing in this month's Atlantic Magazine, has written a disturbing and well- researched article that is germane to my world - and to yours:

Why Our Best Officers Are Leaving

I think it is significant that I learned of this article separately from two friends. One is a West Point grad who chose to leave the Army after serving in Iraq and fulfilling his five year post-West Point commitment. He is now in graduate school. The other friend retired as a Major General after serving a full career in the Army.

Tim Kane, who himself attended the U.S. Air Force Academy and served as an Air Force intelligence officer, addresses the troubling problem of the escalating rate at which officers are choosing to leave the military. I have chosen a few excerpts to give you a sense of his argument and research.

"Why is the military so bad at retaining these people? It’s convenient to believe that top officers simply have more- lucrative opportunities in the private sector, and that their departures are inevitable. But the reason overwhelmingly cited by veterans and active-duty officers alike is that the military personnel system—every aspect of it—is nearly blind to merit. Performance evaluations emphasize a zero-defect mentality, meaning that risk-avoidance trickles down the chain of command. Promotions can be anticipated almost to the day— regardless of an officer’s competence—so that there is essentially no difference in rank among officers the same age, even after 15 years of service. Job assignments are managed by a faceless, centralized bureaucracy that keeps everyone guessing where they might be shipped next.

The Pentagon’s response to such complaints has traditionally been to throw money at the problem, in the form of millions of dollars in talent-blind retention bonuses. More often than not, such bonuses go to any officer in the “critical” career fields of the moment, regardless of performance evaluations. This only ensures that the services retain the most risk-averse, and leads to long-term mediocrity."

Kane continues his argument:

"In America today, capitalism is entrepreneurial: our economy is defined by individuals failing or succeeding on the strength of their ideas. Crucially, the military has not recognized this shift. And the Army, in particular, has not changed from its 'inefficient industrial era practices,' as a report by the Strategic Studies Institute put it last year. It still treats each employee as an interchangeable commodity rather than as a unique individual with skills that can be optimized."

The author reports on the results of a survey taken to elicit ideas from a panel of West Point grads.

"In fact, a better alternative is chaos. Chaos, to economists, is known as the free market, where the invisible hand matches supply with demand. The Strategic Studies Institute report makes this very point. 'Giving officers greater voice in their assignments increases both employment longevity and productivity,' it concludes. 'The Army’s failure to do so, however, in large part accounts for declining retention among officers commissioned since 1983.'

Here is how a market alternative would work. Each commander would have sole hiring authority over the people in his unit. Officers would be free to apply for any job opening. If a major applied for an opening above his pay grade, the commander at that unit could hire him (and bear the consequences). Coordination could be done through existing online tools such as monster.com or careerbuilder.com (presumably those companies would be interested in offering rebranded versions for the military). If an officer chose to stay in a job longer than 'normal' ('I just want to fly fighter jets, sir'), that would be solely between him and his commander."

* * * * * * * * *

I encourage you to read the article in its entirety.

Atlantic Article

Let me add a few thoughts of my own to Kane's well presented arguments. As an executive recruiter, one of my areas of specialty is helping my client companies to find talented men and women who have sharpened their leadership skills through military service. I place very senior executives and I place the next generation of leaders, many of whom have served as Junior Military Officers - JMOs. As a recruiter, I am delighted to see talented men and women making their battle-honed skills available as leaders in the private sector and service sector. As a citizen, it disturbs me that our military is not doing a better job of retaining the best and the brightest. To continue to thrive as a nation, we will need both gifted innovative military leaders and bright business leaders.

I have had the opportunity to know and to talk with hundreds of our warriors. Kane is absolutely correct in his analysis. With rare exception, the brightest and most entrepreneurial of our warriors are choosing to leave the military for greener fields. The reasons identified in the surveys that Kane cites are the reasons that I hear when I share a cup of coffee (or an adult beverage) with some who has wrestled with the decision to resign their commission and pursue a career in business. Many would have stayed if they had been given a reasonable chance to pursue their passion in an assignment that provided opportunities for continued growth and intellectual challenge. It is my hope and prayer that those in a position to move the behemoth that is the bureaucracy of military human resources will take to heart the recommendations offered above.

The reasons cited for leaving are completely consonant with the insights shared by Daniel Pink in his book, "Drive." (reviewed earlier)

Drive Review

Top performers are looking for autonomy, mastery, and purpose. With a revolutionary change in the handling of human capital, our military would be in a position to offer all three in spades.