Monthly Archive for January, 2009

The bull and the bear market

My little sister with a friendly bullock - Summer 1976

We’ve a bit of a soft spot for bulls in my family.

When my little sister and I were young, we used to sit with the sleepy old Herefordshire bull in the field next to our house in Wales, and scratch his curly forehead. My partner, father and brother-in-law are all lovely, steady Taureans. My mother’s maiden name is Bull and through her we’re proceeded by a veritable herd of Bulls (if thats not an oxymoron), reaching back into the mists of time and including my great granddad, William, and great uncle, Peter.

There’s no doubt that in the current global financial meltdown we need a bullish sort of leader, the type who can identify imaginative solutions, and find a way to drive them forward.

So it’s good news all round that we’re about to enter the Chinese Year of the Ox, also known as the Bull or Buffalo.

According to Wikipedia, “the Ox is the sign of prosperity through fortitude and hard work” - something we could all do with right now. It’s also nice to find out that the Ox is “capable of enduring any amount of hardship without complaint”. Best of all, it comes as a relief to know that the Ox “is not extravagant, and the thought of living off credit cards or being in debt makes them nervous”.

Hallelujah! Where was this Ox when we needed him?

The prediction website, Go To Horoscope, assures us that: “We’ve got [an] honest, candid and open natured year ahead. As you might guess, [the] coming 2009 year of the earth Ox is dependable, calm and modest.”

Jeffrey J Davis recently pointed out on Stew Friedman’s Harvard Business School blog that the Chinese word for crisis is made up of two characters: 危 (danger) + 機 (opportunity). With that thought in mind, it looks like the symbolic power of the Ox might be just what we need to pull us through.

Happy Chinese New Year everyone!

Reflected glory

It’s late on a Sunday night in October 1996. In a crowded basement on Hoxton Square, East London, around 300 people have crammed together to dance, drink, smoke (because we could back then) and listen to DJ and Metalheadz co-founder Goldie spin his trademark jungle drum and bass.

Apart from the flashing visuals, there’s not much colour in the room, the crowd, made up of students, artists and anyone else who doesn’t have to get up on Monday morning, is a heaving sea of sweaty faces, dark jackets, dark t-shirts.

The music keeps playing, the volume louder if anything, but in the corner of the room, there’s a ripple through the crowd, and the dancing is momentarily more subdued. Heads turn. For a minute or two, all eyes rest on the beautiful, pale face, the cheekbones dusted with glitter, the beautiful slanted eyes, fringed with jet black hair.

Bjork is only in the Blue Note for a short time but, in her unexpected presence, everything changes. For a moment, a sweaty local venue becomes a celebrity hangout and a routine Sunday night turns into a lifelong memory.

You don’t need to be a Brit Award winning, internationally-acclaimed popstar to make this sort of entrance, but it probably helps.

Drama queens and kings

Tudor Pickard, who writes about leadership on his blog, picks up on a story told by Meryl Streep in the LA Times; the actress remembers her days at Yale Drama School, when the students were asked how they would go about playing a king:

“And everybody said, ‘Oh you are assertive,’ and people would say, ‘Oh you speak in a slightly deeper voice.’ And the teacher said, ‘Wrong. The way to be king is to have everybody in the room quiet when you come in.’ The atmosphere changes. It’s all up to everybody else to make you king. I thought that was really powerful information.”

Tudor asks, are drama and leadership really that far apart?

Certainly trade unionist Keith Grint, in “The Arts of Leadership”, believes that a key part of leadership is the ‘performance art’ – persuading others to follow you through the strength of your actions.

Chances are, we’ve all had a boss who makes us cringe when he/she walks into the room, or a gorgeous work colleague who makes our hearts leap. The emotional impact other people have on us, and vice versa, is the driving force behind mainstream psychotherapy as well as less-scientific practices such as NLP.

The charismatic leader whose entrance causes a roomful of people to quieten, whose very presence sparks a current of excitement through a crowd, is the type of leader we’re conditioned to cry out for. As Cass Business School’s David Sims has said on this blog, their existence feeds a deep need within us.

This need generates the sort of mild hysteria that has people saying Barack Obama is the new Messiah (if you search for Barack Obama + Jesus on Google you’ll get over 6m results) or that Gordon Brown is saving the world (Gordon Brown + saving world = 396,000 results).

Like Tudor, I agree with the idea of a highly reciprocal, co-dependent relationship between leaders and followers, but rather than build up great leaders, we should ask ourselves where we can help them lead. In other words, as one of the world’s more charismatic leaders would have it, “Ask not what your country can do for you—ask what you can do for your country” (John F Kennedy, 1961). Meanwhile, leaders themselves can start thinking about how to empower others.

The end of the office ‘celebrity’

Actions speak louder than words and I agree that all the best leaders should and do lead by example. But, in the book, I’m interested in toning down the ‘’performing’ side of things. In my view, any performance should be so subtle as to go virtually unnoticed.

In “The Starfish & The Spider”, Ori Brafman and Rod Beckstrom quote the ancient Chinese philospher Lao-tzu, “a leader is best when people barely know that he exists; not so good when people obey and acclaim him; worst when they despise him”. (p115)

We want to feel our leaders have our best interests at heart. There’s nothing more irritating than a leader who simply shouts about how great he/she is. Often, when those types of people are in management positions, they’re doing anything but ‘leading’.

What’s the true key to motivating and driving others? This is the heart of the ‘passion’ element I’m exploring. Leaders like Richard Sambrooke, Craig Newmark, Jason Fried, Gina Poole, Lloyd Davis and Andy Bell all seem to get it right.

The connectedness of things

Bee on a flower by elvis_payne

12 February is the bicentenary of Charles Darwin’s birth and the BBC’s Darwin Season is now in full swing. If you didn’t catch Melvyn Bragg’s In Our Time four-parter last week, episode four, where Darwin’s pottering around in his greenhouse, is the one worth listening to.

In the latter half of Darwin’s life, the kitchen garden at Down House in Kent became the centre of his biological research, the place he called his “experimental bed”.

Here he experimented with orchids, primroses, cowslips, honey-bees and – less romantically - pigeons and worms.

One discovery was that pollination of flowers by insects ensures the variability that’s the lynchpin of evolution through natural selection. Constantly self-fertilizing plants simply don’t evolve in the same way.

And Darwin also found out that, for successful pollination, a whole number of variables were necessary - primroses, for example, don’t simply have male and female flowers, they also have “long-styled” and “short-styled” structures.

His belief in the importance of diversity (ironically enough, he was married to his cousin, but we’ll gloss over that) appears to have been just one element of Darwin’s “leader 2.0” approach.

Despite it being a good 100 years before the world’s first computer network was established, Darwin practiced an early form of crowdsourcing in order to carry out his research.

As Melvyn Bragg puts it, “Down House was a retreat for Darwin, but he was also open to the world”. Darwin claimed to write eight to ten letters a day (no less than 7,000 of these survive and are held in an archive at Cambridge University).

These letters were used to co-ordinate international research, exploring human orgins for “The Ascent of Man”. Darwin wrote to his network of existing friends around the world – diplomats, missionaries and fellow scientists – and asked them to tap into their own networks.

This research covered all countries in the British Empire (approaching its peak in the mid nineteenth century) as well as the Americas. For example, the Brazilian-based botanist, Fritz Muller, sent Darwin exotic seeds, which he would then send on to contacts in other parts of the world for comparison and comment.

Bizarre objects would frequently be attached to the letters – one in the archive in Cambridge University Library comes from New Zealand; it still has squashed bees taped to the paper.

Thus correspondence (the social media of its day) was immensely important to Darwin’s scientific discoveries. And Darwin was impressed by the quality of the information that his contacts gathered and delivered to him, motivated not by financial reward, but simply for the sake of reciprocation and communal discovery (sound familiar?).

As Darwin wrote to his friend, John Jenner Weir in 1868: “If any man wants to gain a good opinion of his fellow men, he ought to do what I’m doing, pester them with letters.”

Darwin’s biographer, Jim Moore, notes that he was very good at getting people to do what he wanted by being extremely appreciative of the help they offered him.

Darwin was also very serendipitous in his sources of information. Whenever a baby was born to a couple in the Darwin’s circle of friends, unusually it would be Darwin (not his wife, Emma) who’d send the card of congratulations – a questionnaire contained within it. This questionnaire would ask about facial emotions, which Darwin would then relate back not only to the origins of racial differences but also to expressions of sorrow and fear in young animals.

Based at home, Darwin’s life and work were completely intertwined and his family were involved with all his projects. Darwin and his wife had ten children, six of whom survived to adulthood. His wife, and his eldest surviving daughter, Henrietta, helped him with his correspondence.

“Science obsesses itself with trifles” observes geneticist Steve Jones, who points out that Darwin’s central theme was another property echoed in web 2.0: “the enormous power of small means”. (cf: network effects?)

According to Jim Moore, Darwin’s vision of nature was of “a struggling progressive cosmos in which all life is related”. This vision is now universally accepted (if not always remembered).

“If we had Darwin’s humanity that accompanied that vision, his love of life and his hatred of cruelty, it would be the completion of his work,” adds Moore.

So, how did Darwin’s life work conclude? Well, his last book was about earthworms.

“The last book he published wasn’t some grandiose world view, some old testament from the top of an intellectual mountain, it was a book about earthworms”, says Melvyn Bragg, who then goes on to cite Darwin’s humility and his realisation of the connectedness of things as hallmarks of his greatness.

It seems there’s a lot some of today’s leaders could learn from this man who died 127 years ago.

Whose direct reporting line is it, anyway?

For the past six months, Mat Morrison, Global Head of Digital Planning at Porter Novelli has been developing a network analysis tool called Rufus.

Rufus aims to map online “influencers”. This means that a client can, for example, see who’s talking to who in about a certain product – and, more importantly, who’s listening. What the tool has been great at, says Mat, is in demonstrating how peripheral a company’s influence can be, particularly where its own products or services are concerned.

Rufus works by processing information freely available on the web. Starting with a keyword (eg, diabetes), Rufus acts like a smaller version of Google, using a spider to go through the search results looking at links, and reciprocal links. From this, it can see who the key stakeholders in a conversation are, and who’s listening to who.

This is the first time I’ve started thinking about social network analysis tools. Matt tells me that the free app, Netdraw, is probably as good at visualising Twitter relationships as Rufus. There are no doubt dozens of other apps out there I’ve yet to get familiar with.

I’m wondering how this type of mapping can help organisations learn more about their own internal communications. Any corporate org chart can show who reports to and who oversees who, but the real power (ie: influence) can often lie outside these lines. Tracking relationships on social networks could be one way of learning about these informal structures.

Years ago, when I worked at BSkyB, I remember the Facilities Manager had a tremendous amount of control. Partly because she had a gatekeeping role, but also because she had been with Sky Television since the day one, had watched everyone else come in, and was acutely aware of who talked to who and what else was happening in the company. If Facebook (or an internal version) had existed then, Mandy would no doubt have had the most friends.

Mat cites the example of the only bi-lingual guy on the production line in a US factory employing a large number of Spanish-speaking workers – if this one person goes off sick, productivity inevitably falls.

In her book, “The Stone Age Company”, organisational behaviourist Sally Bibb calls it “the network versus the hierarchy”.

In “The Starfish & The Spider”, Ori Brafman and Rod Beckstrom even go so far as to question the whole idea of the pre-eminence of hierarchy compared to informal networks, saying that it’s the strength of the one-to-one personal networks that actually define a company’s success.

Understand these informal patterns, know who these people are, and you’ve got a great map to start knowing how to really get things done in your organisation.

I’m wondering what different organisational maps might look like. Two of Mat’s Rufus maps caught my eye. One showed the conversation flow between educational policy makers, the other showed conversations around research into diabetes. Each data set generated a very different graphic. Without bringing up the titles, can you guess which is which?

These Rufus maps remind me a bit of that great French book introduced to me by Cliff Prior, Notre continent intérieur: L’atlas imaginaire (The Atlas of Experience), by Jean Klare and Louise van Swaaij which shows imagined relationships between thoughts, emotions and feelings. How about a mash-up between the two?!

But now I’m stepping into that realm that Arie de Geus currently inhabits, with his quest for more research into the way decision-making processes at work actually make us feel.

Mat tells me that back in “the days of Enron”, before email (and Enron) became much-maligned, he used to refer to a a study of Enron’s inter-office email flows carried out by Jeffrey Heer at Stanford University as part of the Federal Energy Regulatory Commission’s investigation into Enron. This study found that a “healthy” organisation benefited from the communications through informal relationships and weak ties.

One of the first things Mat did when he arrived at Porter Novelli was send around an email with a surveymonkey survey to find out who’d been talking to who about digital in the previous two months. This helped him map out the influencers and get a sense of the network he needed to connect with.

I’m going to try and pick out some more tools in the coming weeks to see which work best in mapping – and thereby better understanding - internal corporate communications.

Any suggestions appreciated!

Brave new world

Today was Lila’s first day at nursery.

I cried. She screamed. But it’s three hours down the line now and apparently Lila’s settling in nicely. Last time I called she was sitting in the ‘home corner’ with some other children doing a jigsaw puzzle.

Great. That means I’ve got no excuse not to get on with the book, then!