Friday Reflections

You Never Get a Second Chance to Make a First Impression...?

POINT TO PONDER

"It took me a long time not to judge myself through someone else's eyes." 

                                        -Sally Field    

REFLECTION by Rajiv Shah

Usually first impressions are what we judge people on. Often, it is the only chance that we have to tell someone who we are. So much rests on the first encounter that it can be a job in itself to put our best foot forward. It's sometimes hard to accept that we can't help what another thinks of us. We can do the best we can and put our best self on display and still we are judged harshly, poorly. That we can't control. 

    What we can do is remember to be kind to others when we first meet them - to hold off judgement, to forgive an awkward comment, and understand that others are struggling with their own problems as well. 

    I often think about Boo Radley from Harper Lee's classic novel, "To Kill a Mockingbird." Boo was judged by reclusive behavior, his haunted looks, and the rumors in town that he was a horrible person. When the central characters in the book, two children, are saved by Boo from an attack from another adult, we start to see past the image to who the man really is. 

    We never do get a second chance to make a first impression but sometimes the first impression is not all it's cracked up to be. There have been countless crooks, murderers, and thieves that appear to be respectable on first glance. Ted Bundy ring a bell? 

    Then there are those like Boo Radley that we judge too soon. A teacher once said to me, "if you can hold out just long enough from deciding on what a thing is, then maybe we can see what it truly can be." 

 

 

When Opportunity Comes Knocking.

 

POINT TO PONDER 

“When opportunity comes knocking on the door, don’t go to wash your face.”

                    -From an ancient Indian story my grandfather used to tell us.

 

REFLECTION

When it comes to customers, there is no such thing as "Out of Scope." Such advice came from one of the greatest salesmen I have known.

 

    In the summer of 1966, I got an internship to work in a small business. Part of the assignment was to accompany the owner during his door to door visits with customers. What I noticed was that the owner would listen to customer’s ideas, dilemmas, needs, and even if he did not have the product or service needed, he would say, “let me get back to you.”

    

    Upon return he would assess if he wanted to get into that line of business or if there were other companies that could quickly service that customer’s need; then he would either make a deal with the other companies or refer them directly to the customer.

    

    On one day he even referred his competitor to his customer realizing that he did not have that product. My curious mind inquired, “isn’t that dangerous - you are letting your competition get in the customer’s door.” To that he replied, “the primary objective of my business, stated in my mission, is to offer quick solutions to customers. And customers have seen that and asked me to get into many areas that they have need. Some customers have even funded my new ventures because they know I am focused on their success.”

   

    Over the years, the scope of his business grew from cement to chemicals to ice and many more areas.The most important thing I learned from him in the summer of '66 was that “when it comes to customers, there is no such thing as, 'Out of Scope.'"  Years later when I watched a documentary on PBS about Microsoft,  the memory of that lesson revived and has stayed fresh since then.

 

STORY LINE

Many a times, it is in split seconds decisions that the fortunes are made or lost. One company becomes "Microsoft" and the other (Interglactic Digital Research) vanishes from the face of the earth. Interglactic had the operating system that IBM (All mighty of computer business in those days)desperately needed to get PC business going, the other (Microsoft) did not. (Microsoft had only "Basic",a computer language.) So what happened next?

 

Following story is extracted from the Public Broadcasting Station (PBS) special "Triumph of theNerds" by Robert Cringley

The scene is set in California...laid back Dr.Gary Kildall, CEO of Interglactic, already making the bestselling PC operating system CPM. In Seattle Bill Gates maker of BASIC the best selling PC language butalways prepared to seize an opportunity. So IBM had to choose one of these guys to write the operatingsystem for its new personal computer. One would hit the jackpot the other would be forgotten...a footnote in the history of the personal computer and it all starts with a visit to their headquarters by IBM in 1980.

 

In a nutshell, when IBM came on a short notice, Bill Gates and team changed their plans to accommodate them. Gary Kildall had other plans and he left IBMers with his partner and lawyer. When IBM pooped out non-disclosure agreements, Bill signed them in good faith even though he found them very amusing. Interglatic got the lawyer to look at the non-disclosure. The lawyer threw up on this non-disclosure. So IBM spent the whole day in Pacific Grove debating with them and with their attorneys and everybody else about whether or not Interglatic personal could even talk to them about talking to them, and they left.

 

Sequel to the story: And Bill Gates, not wanting to let go the opportunity, found a small company in Seattle to develop this operating system. 
 

Interestingly, that small company's operating system, which saved the deal with IBM, was, well, adapted from Gary Kildall's CPM.

”As it happens often in the PC business, the prize didn't go to the inventor but to the exploiter of the invention.”

 

    But then again, When the opportunity comes knocking on the door, don’t go looking for the sink to wash your face. Just open the door, you will have rest of your life to do Risk Mitigation.

 

Keep Your Garden Green.

POINT TO PONDER

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

                                                                -Theodore Roosevelt

 

STORYLINE

My neighbor came by my house the other day and asked if I could recommend my gardener to her. Apparently she had a hard time retaining them, explaining that her gardeners never arrived consistently or at the same time. She would follow them in the garden as they worked, barking instructions as they went and many would quit on her. She needed a gardener she could rely on and asked if I would recommend mine. She liked the job he did with our landscaping, as do I, and asked if I could pass along his number.

I said I surely would - that I had been very happy with his work - but that my gardener might not fit the criteria she wanted. She asked me if he was punctual. I said I wasn't sure. She asked me when he comes to garden and I said I didn't know. Most of the time he came to work on the garden when it needed it. I admitted there were weeks when he didn't come because he felt there was no work to be done. She asked if he stayed the full hour and I said I didn't keep track of that.

She asked me how I could stick with a gardener like him for so long. I responded that I allow him to complete the job in whatever way he chooses. Then she asked me how I could tolerate that and didn't manage him more closely. I said I didn't need to - I trust his skills as a gardener - and that he knows what he is doing, “because at the end of the day, he keeps my garden green.”

 

REFLECTION

Three mistakes a leader/manager should avoid:

        1.Having good people and not know them.

        2. Knowing good people and not use them.

        3. Using good people and not trust them.

 

Battle Royale: The Egos Have Landed.

 

 

POINT TO PONDER

Anytime there is a struggle between doing what is actually right and doing what seems right, then your ego is interfering with your decision.

                                                                 -Darren L. Johnson

 

STORYLINE  by Rajiv Shah

In the year 130 B.C. a Roman consul, Publius Licinius Crassus Dives Mucianus (say that three times fast), stood with his army at the town wall of the Greek city Pergamum, devising a way to get in. After staring at the wall for a time, Mucianus decided that he needed a battering ram to smash through the town walls, and he needed a big one.

        Having passed a shipping yard in Athens only a few days prior, Mucianus ordered that the largest mast be sent to him immediately to be used as his weapon. The command was sent out.

        The military engineer who received the order was an accomplished, learned, and intelligent engineer. One of the brightest in Rome. The engineer deduced that the best mast to use in destroying Pergamum's city walls was not the largest, but a smaller one that would generate enough speed and force to demolish the wall.

         The engineer argued endlessly with the soldiers who had brought the request. The soldiers warned that Mucianus was a proud man that shouldn't be argued with. Finally, the engineer reluctantly agreed with the soldiers to send the largest mast.

         Alone with his thoughts and going over his reasoning again, the engineer decided that it was foolish to send a mast that was so obviously inferior and that he believed, would not work. So when the time came, he sent a smaller mast against the wishes of Mucianus.

         Upon receiving the smaller mast, Mucianus flew into a rage. Seething that his orders were deliberately disobeyed, Mucianus ordered that the engineer be brought before him.

         The engineer argued his case and explained his reasoning for sending the smaller mast. Mucianus ordered to put the engineer to death by stripping him naked, flogging him, and lashing him with rods until he bled to death. The engineer was executed.

         But in the end, the engineer was right, the smaller mast was the one to use. Mucianus ignored the engineer's analysis and went ahead with his plans. Eventually Mucianus lost the battle and his life, having died at the hands of his Greek enemies, while retreating his armies from Pergamum's walls.

 

REFLECTION

This story has ego leading to the downfall of two people. Ego destroying them both in two very different ways. It begs the question of who really was right?

         The engineer of course, as his data was accurate. But was he really? He did lose his life in the process. What he didn't take into account was Mucianus' own ego. So he pushed the issue, neglecting to recognize that people often don't like being wronged or disobeyed. So the engineer pushed his data, his correct analysis, and it led to his execution.

         On the other hand, we have Mr. Mucianus who wouldn't allow himself to hear another person's point of view. The engineer's analysis was correct, validated by experience and knowledge that he himself did not possess. However, he was the leader and Mucianus would have his way no matter if data or evidence proved otherwise. So he proceeded as he wished and inevitably lost the battle, and his life, because he refused to acknowledge the engineer's experience.

        I assume I need not highlight how this storyline is applicable to today's corporate world. I suspect we still deal with similar issues and power struggles in the workplace. It's a damn shame because it seems if we checked our egos at the door we could do so much more work, and do it correctly. The upside is we aren't put to death in the workplace today for acting out of our own egos.

        At least I hope not.

 

 

*In times of rapid change, experience could be your worst enemy.

 

POINT TO PONDER

Our experiences define us but can also hold us to outdated beliefs and focusing on what can't work rather than what will. 

 

STORYLINE by Rajiv Shah

Slavomir Rawicz' “The Long Walk: The True Story of a Trek to Freedom” recounts Rawicz' incarceration by the Russian military in a Serbian POW  camp, and how he led six prisoners over 4,000 miles – through the unforgiving Serbian winter terrain, Gobi desert, Tibet, Himalayas, and India - to their freedom.

       During his early days in prison, Rawicz's first ally becomes  Khabarov, a man who has dreamed of escape ever since his incarceration, four years prior. He has studied the terrain, how to create a diversion, and what it will take to survive in the excruciating climate that surrounds the jail – nature proving to be the harshest prison of all.

       When a snow storm blows in and makes visibility low, Rawicz decides that it is the best time to escape. The blizzard will cloak their break from the prison and cover their tracks as they trek deep into the wilderness. They are set to go.

       Rawicz wakes his friend Khabarov and tells him it is time, that the conditions couldn't better for their escape. Khabarov balks. He goes through the scenario in his mind, as he has many times before, eventually counting all the ways their plan will fail, even though the opportunity of freedom is right in front of him.

       His years in prison, his dreams of escape, his research and experience come to a head in that pivotal moment, and Khabarov chooses not to go with his friend. He stays behind, fearful and convinced by his experiences that their plan will not work. He can't change and his experiences in the prison keep him from his freedom - a freedom that Rawicz and his six companions find.

REFLECTION

I came across the title for this reflection* while perusing the gift shop at the Getty Villa in Malibu. On a magnet was this little tidbit of wisdom from J. Paul Getty, and I've been thinking about it ever since.

       Around the world, we are on the brink of major change economically and socially. Change that has left our leaders in great upheaval and wondering the best course of action. Change that has forced us to reexamine how we choose to live.

       There are people that believe that the end is near. I believe that what is happening is not the end, but a new beginning, a shift in the way we live. Jobs are scarce, the US government has raised the debt ceiling, and we are being forced to change our daily habits. Does that mean we are close to the end?

          Not in my opinion. We are just having to learn a new way. Our experiences define us but can also hold us to outdated beliefs and focusing on what can't work rather than what will. Much like Rawicz and Khabarov in the story, our experiences can keep us from acknowledging the conditions currently in front of us. Often our experiences lead us to focus on the harsh realities rather than the possibilities for change and growth. Especially in today's climate, not taking any action and continuing to proceed in the same way is a prison unto itself.

 

*Title quoted from J. Paul Getty

Lessons about Change from the Movies "Born Free" and "The Shawshank Redemption"

POINT TO PONDER

“The key to change... is to let go of fear.” ~Roseanne Cash

STORYLINE by Raiv Shah

Change is hard. It forces us to confront the unknown, the future. It jogs the mind into coming up with scenarios of all the things that might happen – the good and the bad. Often the bad thoughts win and we protect ourselves, our loved ones from what is coming. It's a survival mechanism. It's primal. We are wired to do it. Unfortunately, change is also inevitable. We can't escape it, can't predict it, and often can't cope no matter how hard we try. Or can we? Here are two films that deal with confronting change differently.

The first film is BORN FREE. The story is of a young British couple living in Africa who comes into the care of three young orphaned lion cubs. Caring for the youngest, Elsa, the couple is forced to re-habituate the lion cub into the wild or send her off to a zoo. Choosing to reintroduce Elsa back into the wild, the couple watches the cub grow under their care, eventually loving the cub like their own child, knowing that one day they will have to part. The heartbreak over losing Elsa is unbearable but they press on – caring for and loving the lion. Eventually, the time comes and they release her back into the wild, unsure of how Elsa will fare as she has become attached and domesticated as well. Unfamiliar with the wild kingdom and her real strengths, Elsa is scared of even small animals, gets badly battered by a small wild pig and returns home.

Finally Elsa does go, her future and survival uncertain, and the couple returns to England. Years later, the couple returns to Africa and searches for Elsa. They find Elsa and she remembers them, having survived and become a mother herself to three young lion cubs.

The other film is THE SHAWSHANK REDEMPTION. Brooks is a prisoner. He's been in prison for most of his life. Towards the end of the movie and having spent most of his entire life locked up, Brooks is finally given parole and released. What is initially seen as good is hard for Brooks, and he tries desperately to reintegrate back into a society he left so many years ago. Lonely, and unable to cope, Brooks takes his own life by hanging himself in the middle of his desolate room.


REFLECTION

So how do we deal with change? If we've been habituated into a way of life and are forced to change – can there be a light at the end of the tunnel?

There is always good that comes from the bad, the challenging, the painful. Always. Like a flower that grows from a pile of shit and how fires burn a field fallow in order to allow it to grow again, better and stronger.

Change is hard. Change is inevitable. Change leads to strength. You either give in and stop fighting and allow fear to consume you. Or you find the courage to accept it, and continue on, knowing that change will bring growth, if you have the faith to allow it.

Old soldiers never die, they just fade away.

Point to Ponder:

"If you ask me how I want to be remembered, it is as a winner. You know what a winner is? A winner is somebody who has given her/his best effort, who has tried the hardest she/he possibly can, who has utilized every ounce of energy and strength within her/him to accomplish something. It does not mean s/he accomplished or failed, it means s/he has given it their best.  That is a Winner."  - Walter Payton.

 
Storyline: Originally published on November 2008 under the title "Tough times do not last, but tough people do" - Repeated with an update:

In these times of global financial crisis, stock market meltdowns, wars and employment worries, I would like to share the remarkable life story of a "common" person that has been anything but common. Her friends and relatives affectionately call her “My Lola” (Grandma). I met her during my visit to Manila in 1978 and got to know her more during my expatriate assignment in the early '80s.  Here is her story:

She was born to a Chinese father and a Filipino mother. At the age of 12, she lost both her parents and was left to take care of three younger siblings. In order to survive, she started a small business: she supported the family by selling fruits, vegetables & fish to locals in the market.

During the second world war, most of the people in her town were slaughtered by the occupying force. She escaped death only because of the kindness of one enemy soldier. After the war, she got married and started another business that provided a comfortable, middle-class living for the next 30 years.

Sadly, in the mid '70s, a fire destroyed her home and her business. Before she could launch another venture, one of her teenage sons developed a rare disease and died, after long and very expensive medical treatment which drained the family savings. A year later, another teenage son met with an accident and died, while trying to help the family. One would think that this is enough misery for one person in one lifetime.

Unfortunately, in the early '80s, her eldest son and her husband died. She was left to support the three remaining young children by herself.  She learned to read and speak English while taking care of a young boy; she would make the little one read a book, and while moving her finger on every word, listen carefully and pick up the pronunciation.

Eventually she went abroad and for the last 27 years her life has turned for the better. Last December, on her 77th birthday, I asked her for a formal interview. After recapturing many of her experiences, and her creative approaches for surviving and eventually thriving in life, I asked her the final question. “What kept you going on in life with all that has happened?”

“Hope” she answered. “I never gave up thinking that tomorrow will be better than today and kept on going. Every day was precious and I gave my best efforts.”

Personally I have not met anyone who has been through so much in one life time. But what she said in her final answer is what I witness every time I see her. Last Sunday, I chatted with her about the current global problems.  She told me, “Trust me. Things will get better.”

UPDATE: The above story was published in November 2008.  Shortly after, “My Lola” (Mrs. Lim) developed some major health issues. In past two and a half years, she defied five calls by specialists for her demise and showed remarkable recoveries each time, to the surprise of all. Her willpower was inspirational to all who were fortunate to witness it. But today, her body gave way. During her life she fought every adversity/battle hard, never gave up and came through. And her last battle was no different. She demonstrated in all conversations and actions that she was going to give every ounce of energy she had and not give up on her own.

As one care taker put it: “They leave the way they live.” 

 
Reflection: from the poem by Gene Autry:

 “Now somewhere, there stands the man/woman

       His/her duty o’er and won

       The world will ne’er forget him/her

       To him/her we say, “Well done.’” 

To live in the hearts one leaves behind is not to die.

Failure is not an option (Apollo 13 and innovation)

 

POINT TO PONDER: Don't tell me how it can't be done, tell me how it can be done.
 
STORYLINE: Failure is not an option. By Mike Yakos
 
The movie APOLLO 13 is based on a true story. It is the story of three astronauts sent into space when an oxygen tank ruptures during blast off and puts the lives of the Apollo 13 astronauts at risk. As the space ship is approaching its journey to the moon and subsequent trip back to the earth, NASA discovers that the carbon dioxide levels in the cabin are approaching dangerous levels and that the CO2 filters in the lunar module were meant for two men for only 1-2 days. If the space ship is to return to earth with the astronauts alive, the team at NASA needs to come up with a solution to this problem fast.

What unfolds is a scene from the film where a scientist charges into a conference room and throws a bunch of gear on the table. He then articulates that these are the items available on the ship, and the NASA employees in the room need find a way to create a CO2 filter using only these items.

Many of the scientists looked around the table, thinking that the astronauts were doomed but the commander played by Ed Harris would bellow the famous line, "failure is not an option." The team put aside the reasons it wouldn't work and got moving on the possibilities of why it could. Ultimately, they found a solution that saved those astronauts lives.

A Wikipedia search notes innovation as being a change in the thought process for doing something, or the useful application of new inventions or discoveries (1).

Based on my experience here a few qualities of leaders which can drive innovation and are exemplified in the film (which occurred in a short amount of time due to the dangers involved):
    •    Set clear goals and expectations
    •    Continue to raise the bar and don’t be afraid to strive for goals which may seem unattainable
    •    Encourage employee growth through training, job rotation, work project opportunities, etc.
    •    Don’t be encumbered by past norms and challenge the organization for “out of the box” ideas.

Q. Was there a clear goal? Of course, figure out a solution or the astronauts wouldn’t make it back alive.
 
Q. Did NASA management define the solution? No, they defined the problem and what equipment was available to the astronauts and then challenged the engineers to come up with a creative solution to meet the goal.

 
REFLECTION:The Apollo 13 mission is an extreme example with lives on the line, however, conceptually when management challenges their groups to “ridiculous” goals it’s amazing what creative juices tend to be stirred.
 
One recent experience in my organization was the challenge our management put forth last year at the peak of the worst economic downturn: “What would it take to thrive in the environment of shrinking resources? What if we get half the money, have double the scope, and still want to retain our talented workforce?” We had to find creative solutions. Several teams were put together to work on this challenge and it was amazing the amount of ideas that came out of it and how the healthy competition between groups provided an energy that catalyzed creativity.
 
This challenge brought three big benefits: 1. Instead of worrying about economy and where the next axe is going to fall, we got engrossed in creative pursuits 2. We discovered that our talents and what we do has universal applicability; any field and any country. 3. We discovered opportunities to offer our services in emerging market businesses and raise capital.
 
It is amazing how many great innovations occur when one focuses on how it can be done and failure is not an option.
 
    1.    McKeown, Max (2008). The Truth About Innovation. London, UK: Prentice Hall. ISBN 0273719122.
    2.    Thanks to Rajiv Shah and Cynthia Kwon for edits.

 

Comments

When we were in elementary school, we had this teacher who make big slogan to us "Think Health" Every Day We all need to shout with our teacher Think Health. One day after slogan, Saito was still standing and looking at the sky. The teacher asked "What are you doing?" Saito said "I am still thinking health. But I don't know what to do." We were very small but all kids laughing.
Slogan are not good if there are not goals and as Mike talks "Ridiculous Goals." Better to propose some ideas, methods or set goals.

Posted by: Naoko | October 22, 2010 at 05:28 AM

Mike;

To add one more to the four qualities you point out
5. Share examples of innovation from your personal or professional life. I mean Walk The Talk.

So often managers and innovation experts challenge employees or other departments to be innovative but themselves have nothing to show for it.

BJ

Posted by: BJ | October 22, 2010 at 05:48 AM

You should go and see the movie “Secretariat”. The owner sold Stud Fees on the horse to pay $6 million in inheritance taxes. The Stud Fees came with Performance Guarantees so basically the horse had to win the Triple Crown or she would lose it all (and a horse had not won the Triple Crown in a very, very long time as it is nearly impossible since the Belmont is such a long race compared to the Derby and the much shorter Preakness). Yes, the horse had to win, of course, it helped that she had the best horse of all time.

I know, it’s not the same as Apollo 13, but it is a feel good story. In this industry, in this economy, we all need “feel good” stories.

Posted by: East Coast Guy | October 22, 2010 at 05:54 AM

Yes, half the money and double your scope challenge was great innovative idea from management to shift our focus away from negative news. In addition to recognizing what we do in Quality is useful in many fields, It also gave me big confidence (and ofcourse a sense of security in a bad economy) about my Personal Worth.

Posted by: JL | October 22, 2010 at 06:18 AM

Great Reflection.

Posted by: Stephanie | October 22, 2010 at 06:21 AM

The Apollo 13 mission is an extreme example with lives on the line, however, conceptually when management challenges their groups to “ridiculous” goals it’s amazing what creative juices tend to be stirred.

Years ago I worked for a company where Management way of challenging us for ridiculous goals was...(well I better not say this)...Any way let me take a chance.. file xx invention disclosure forms per employee per year. You can guess what happened then. Employees behave how they will get measured. It was a very ridiculous way of setting very ridiculous goals.

Setting Ridiculous Goals is an excellent way to generate innovation as long as those are meaningful goals and connected to the bottom line. Money, Yields,Time, ZERO customer issues....

Posted by: Rami | October 22, 2010 at 06:37 AM

It all began with an iPhone...
March was when my son celebrated his 13th birthday, and I got him an iPhone. He just loved it. Who wouldn't?

I celebrated my birthday in July, and my wife made me very happy when she bought me an iPad.

My daughter's birthday was in August so I got her an iPod Touch.

I casually told this to my friend. I said "Steve Jobs has an eye for innovation."

My friend was responsible for benchmarking for innovation in his company. He said "Eureka", there is some magic in the letter i.

He told my story and shared benchmarks to his Boss.

They made a slogan "i For Innovation."

September came by and one of his employees got his wife an iRon.

It was around then that the fight started......

Posted by: Man from Malaysia | October 22, 2010 at 06:54 AM

Wonder why stocks of companies like Apple get Ridiculous Stock Price where companies making great technology and ridiculous profits get ridiculously low stock price?

It boils down to Innovative People who talk about possibilities, create optimism, consumer desire, excitement and culture of innovation vs Technocrats who imprison them in the sea of data (much of it irrelevant), bog down in technical details vs explaining in simple way how the application will serve useful purpose, take refuge under "technical" caves believing that is the only place to get innovation, label any people and ideas that are drawn from nature, music, movies, history as Philosophers and 50000 feet high ideas. Those technocrats failed to tap into enormous potential of employees and create a culture of Bureaucracy.

If Steve Jobs worked in such environment, he would have never passed Performance Management system and released long ago.

The biggest innovation those technocrats needs is in their mind and thoughts. It is not what you make but what you make possible.

Posted by: Believer from distanced land | October 22, 2010 at 08:35 AM

Mike, thanks for the though provoking article.

Innovation is nurtured, not dictated. In the Apollo 13 incident, failure was not an option. There was a clearly set goal and well defined time period, albeit short time, to perform. The scientists and engineers rose to the challenge and succeeded in their task. To use a cliche, "Necessity is the mother of Invention." In retrospect, could the scientists and engineers innovate on a continuous basis day in and day out, if it were merely dictated and not nurtured? I think not.

Posted by: Quality Guy | October 22, 2010 at 09:40 AM

Mike, thanks for the well written article. Even though the challenges we face may not be life & death as it was for those in Appolo 13 incident, we should still be of mindset of focusing on what "can" be done instead of limiting ourselves with preconceived ideas of what "can not" be done.

Posted by: Boilermaker - CTG | October 22, 2010 at 04:04 PM

For me, too, this movie is particularly memorable. The engineers who thought of the solution to save the astronauts' lives must have been working under incredible tension... usually not conducive to creativity. There is probably an incredibly great fear of failure... but in the light of necessity it can eventually give way to great innovation.

I once attended a corporate team building seminar, where we were given a small red ball among a group of about 50 employees. Then we were asked to clock the time it took for each employee to touch the ball. How long would it take? Before we were ready it took some planning and discussion. Who would hold the ball? How would we coordinate the touching so that everybody didn't get in everyone else's way, etc. We defaulted to the manager, who held the ball. It took something like 25seconds (0.5sec per employee on average... not bad we thought).

Then the trainer said, "OK, now you have 10 minutes to come up with a plan to cut that time in half". We were doubtful, after all ten minutes is not very long and 25sec seemed like a pretty good time after all. But we dug in and tried a couple of quick concept experiments. In short we were able to cut the time to better than half. I remember being particularly amazed. Sometimes it really is possible to cut the Gordian knot and achieve ridiculous goals by revolutionary methods. We have to be willing to take a risk sometimes, and throw out our accumulated knowledge.

Posted by: micro CEO | October 22, 2010 at 04:25 PM

Thanks for sharing this, I still remember this movie. It is true that the pessimistic way of thinking may take away the chance of being success. We should watch carefully.

Posted by: JD (China) | October 23, 2010 at 04:14 AM

This guy obviously didn’t focus on what “could not” be done. Simply amazing video.

http://www.youtube.com/watch?v=AZ0gxzy6U0I&feature=youtube_gdata_player

Posted by: CG | October 23, 2010 at 04:23 AM

Mike-

Well said. Often we approach problems from a "that's how we solve it around here" point of view. It takes leadership (from a manager or an individual contributor - either can do it) to take a step back, look at the problem in a different way, and come up with out-of-the-box but usually simple solution.

Thanks for this reflection!

Posted by: Mike Goodner | October 25, 2010 at 08:45 AM

I really like the movie "Apollo 13" and have watched it multiple times because it is a compelling story that contains so many leadership and innovation examples.

STAY FOCUSED ON THE OBJECTIVE:
Gene Kranz stating that the Apollo 13 mission has changed from "landing on the moon" to "bringing the astronauts back home alive".

After watching them gaze longingly at the Moon's surface, Jim Lovell asks his fellow astronauts what are their intentions, and Lovell stating that he wants to go home.

ACCOUNTABILITY:
While talking to Ken Mattingly, Jim Lovell stated that it was his decision to replace Mattingly (due to measles concern) with Jack Swigert as command module pilot for the Apollo 13 mission.

INNOVATION:
Ken Mattingly going "outside the box" to find more power for the Odyssey command module start-up procedure.

Gene Kranz saying "I don't care what anything was designed to do, I want to know what it can do" when rallying his team to find solutions to achieve the new mission objective.

Posted by: California Guy | October 25, 2010 at 11:55 AM

 

Should not have gotten rid of that snake in the first place.

Points to Ponder:

All things are connected. Whatever befalls the earth befalls the sons and daughters of the earth. Man did not weave the web of life; he is merely a strand in it. Whatever he does to the web, he does it to himself. Chief Seattle/Ted Perry

Sometimes certain jobs/roles in organizations are deemed “less critical” or “not as important” by some people. They are taken for granted without a sound understanding of their place in overall business eco-system. Here is a story from nature that gives some clues to organization leaders and managers.

Cast Of Characters: Zena Doolittle *(Dog), Herron, Snake and Frogs with Koi as bystanders.

 

Story Line:

A week ago, my wife and I heard some noises in the backyard. My wife thought it was a frog. We wondered where it came from until yesterday, when the guy who built our pond had called in for a casual chat and I mentioned this strange sound. He told me that the noise was tiny frogs that come in early spring and disappear in May timeframe. He emphasized, “They are part of a healthy eco-system around the fish pond.”

Now a few days later, we got many frogs. It seems that they are multiplying faster than the population of India and China. And now we have one big musical ensemble going on in our backyard. So far I am enjoying the musical (I must be, since I am writing this story at 3:33 AM) but my neighbor who is really sensitive to any kind of noise is not going to be happy. And this time I am helpless. It is Nature’s way.
 
In the past, my dog Zena Doolittle* used to bark around 10 AM. Since the neighbor sleeps late, he asked for a reprieve - and I told Zena to hold barking till noon. She complied, but I do not know any tricks to stop frogs from conducting their seasonal opera.

Now there is this heron that comes in to get the frogs. Zena is very territorial so she goes after the heron and between their chases, the frogs escape harm free.

So, two evenings ago, I asked Zena to go after those culprits (frogs). But she wouldn’t do it. She had an attitude like it was not her job, or the job was too low level (not glory ones like going after heron). This was a case of outright subordination - but I was helpless because, for now, I need her for other jobs. So I tried a trick. I threw the ball in the direction of songs that excited Zena to chase the ball and the frogs seem to quiet down. But it was a short term solution (band aid) because frogs returned to the stage after a few minutes, and I cannot throw ball all night long.

I have one big circus going on in my backyard every day. Such is an irony of nature.

I shared this story with well meaning friends and I have already gotten many suggestions for solving this problem some of which are in the blog section of this article.

 

Reflection:

Last summer when I was watering around the pond, I met a strange character. It was a garter snake. I told him that he did not belong in my backyard (not valued). I went to get a stick and a box. He must have seen it coming. By the time I returned with the exit package he was gone.

Now thinking deeper about the whole issue, I realize that if that snake was around, the frogs would not be around too long or won’t make their presence felt loudly as they do now.  As the manager of this pond eco-system I failed to realize the role and importance of each party and broke the strand.

Alas! I should not have gotten rid of that Snake in the first place.

 

* We got Zena from Berkeley Humane Society.  During reference check, the Veterinarian in her English accent told us “she has no manners at all. You have your work cut out Mr. Shah.” So we lengthened her name to Zena Doolittle I was given responsibility to convert her to well mannered pet.

Men are not disturbed by things, but the view they take of things*

 

Point to Ponder:

"Being able to work with people was the most important thing for my success." - Advice from a very successful person and a great entrepreneur.
 
 
Story Line:

The man who gave me the above tip was a master at dealing with all kinds of people and difficult situations. He used to say that if things were easy then they (his employers, clients) would not need him. He saw dealing with difficult people and making them friends and/or customers as fun. He saw what others called "unreasonable people" and "unreasonable demands" as challenges to think outside the box and find creative solutions. Below is one of the many incidences that I have observed and recorded in my storybook about such people.
 
The small company (the supplier) that hired Fred had major issues with one of their European customers, one of the largest companies in the world at that time in the fastest growing area of the electronics market. The customer's head of procurement had flown specifically to the US with his team and summoned supplier personnel at their local facility. Fred was hired to solve customer issues so this was his orientation (Welcome 101). The VP of Sales in his company gave Fred the profile of the customer VP and his troops. "Highly Emotional Culture, Animated, Loud and demanding. Don't expect any manners from the guy. We call him........"
 
Handshakes were the only mannerful thing that happened in the meeting. The more the supplier engineers explained the merits of their product and the theories of root cause with associated  difficulties, more hostile the customer became. The meeting ended with harsh words from the customer VP,  "God gave you guys brains to think. Use it!"  Fred had never encountered these types of meetings or difficult people.
 
Fred reflected on the day's event and the next day asked for some time with the Supplier VP. He was in US for only a few days and had a very busy schedule; one of which could have been to look for an alternate supplier for the next product design. The only time he made available was at SFO, a few hours before his departure.
 
The meeting started with the customer VP asking, "Well, so do you have solution for my problem?" Fred explained to the customer that he understood that the customer's company had put a lot of faith in his company by designing their new system using an application specific specialty chip (I.C.) from Fred's company. Since the customer had no alternate source, his entire product introduction depended on the ability of Fred's company to deliver the chip on schedule.
 
Fred offered a solution that did require redesign of product but a revolutionary approach that would reduce testing and qualification time by 70% and get things back on track. The approach required that instead of each party in the supply chain doing its own testing and qualification, they would combine forces and do it only once, either at one of their facilities or at an independent test lab approved by the customer. Another part of innovative solutions was to do a lot less testing based on historical data and commonality of processes.The customer was delighted and thanked Fred for coming down to the airport. But the solutions required convincing his own engineers and quality personnel at home site to agree to this new methodology.
 
Sequel to the story: Soon after Fred was invited to the customer's production headquarters in Europe. The customer sent a chauffer driven company car to pick him up from the international airport that was 180Km from the customer's facility. His proposal of simplified test and qualification methodology was extremely well received by customer personnel. He was taken for a traditional dinner that took three hours.
 
And when Fred asked if he (supplier) could visit the customer's production plant, his wish was granted. The next morning, the same customer VP picked him up from his hotel. On the way, they took a detour in the country side and gave Fred short tour of the area. When they reached the production plant, the only thing Fred could gather from the conversation between VP and Plant Personnel was some apologetic tone with words, "Traffic Jam".
 
 
Reflection:

Often I have reflected on this story. What I've sensed is that Fred had recognized very quickly during the first meeting that the customer was nervous and disappointed. Anger and hostility were merely outward reactions. The Customer VP was nervous because he had bet his entire new product line on the chip designed by this supplier. Disappointed because instead of living up to his word to find quick solutions, the supplier personnel were busy explaining difficulties. Being in an industry that pushes envelope every day, the customer VP was fully aware of the difficulties and problems. He was looking for assurance that he had put trust in the right people. Fred restored that trust, made a new friend and his company got more designs in the future from the customer.
 
 
* Men are not disturbed by things, but the view they take of things - Epictetus (55-135 A.D.)