Years ago, in a newspaper article, was the story about a man living in a small village in Western Africa.
This man was a shoemaker.
He made sandals by hand.
Though he did the best he could,
He was barely able to make one or two pair a day.
They sold for a dollar.
If he had a sewing machine, he could make more than one or two pair a day.
But to pay for the machine was too much to pay.
This man could save the money for a machine. The price was 10 dollars.
Still, a princely sum for a man who made a dollar a day.
Since he could support his family on half his pay, in twenty days he could buy the machine.
You can figure out what that would mean.
Still, his village was small. His neighbors were poor. They had no food.
Since the man could not let his neighbours die, he helped support them with the
money he had left after supporting his family. Still, it could not have been
enough to help all the villagers. Some died.
All he neededd was ten dollars.
With ten dollars, he could buy the machine.
He could make two pair, or three pair, or four pair, or more.
He could pay a villager to sell his extra sandals.
Soon, he could afford to buy a second machine.
He could train an apprentice to run the machine.
You can figure out what that would mean.
Ten pair of sandals, possibly more.
Another machine, and a salesman or two.
Think about all that that man could do.
He could buy a donkey to be ridden to town,
And sell the sandals for what the market allowed.
Then the man could invest, in a neighbor or two.
And they could make money to do what they do.
Reeds for baskets and clay for pots,
And a cart for the donkey, to sell things by lots.
The village could prosper, money for food,
money for schools, and clothes, and tools.
Then the man awoke, to another hot day.
He worked on his sandals, to earn a day's pay.
With the money he made, he stayed barely alive.
And helped a few neighbors to barely survive.
The resources for SME's are a potent force. Or would be if they were available. Think of it as a leveraged investment. Sounds much better said that way, doesn't it?
Sincerest regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
Friday, November 5, 2010
Thursday, November 4, 2010
Leadership
Some people get paid for what they do.
Some people get paid for what they know.
Some people get paid for what they think.
Some people get paid for the way they think.
Slim Fairview
copyright (c) 2010 Slim Fairview
Some people get paid for what they know.
Some people get paid for what they think.
Some people get paid for the way they think.
Slim Fairview
copyright (c) 2010 Slim Fairview
Wednesday, October 27, 2010
The Future: What About the Path of the Trajectory?
As we plan into the future, are we considering the path of the trajectory?
Case in point. The pendulum swings both ways. The farther it swings one way, the farther it swings back.
Globalisation: Will the path of globalisation eventually lead to a path of isolationism.
Information: Will the information that we are relying upon so heavily, eventually become a curse that will lead people to retrench? An information overload can make the information virtually worthless if too much stuff cannot be accepted as reliable.
Technology: Will the technology that enhances our efforts become so "intrusive" that we are paralysed by its intrusiveness?
Politics: Will the politics of globalisation lead to "Superpower Centers" with a detente between ie: The Asian Center, The African Center, The Middle Eastern Center, The European Center, The Latin American Center, the North American Center?
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright (c) 2010 Slim Fairview
Case in point. The pendulum swings both ways. The farther it swings one way, the farther it swings back.
Globalisation: Will the path of globalisation eventually lead to a path of isolationism.
Information: Will the information that we are relying upon so heavily, eventually become a curse that will lead people to retrench? An information overload can make the information virtually worthless if too much stuff cannot be accepted as reliable.
Technology: Will the technology that enhances our efforts become so "intrusive" that we are paralysed by its intrusiveness?
Politics: Will the politics of globalisation lead to "Superpower Centers" with a detente between ie: The Asian Center, The African Center, The Middle Eastern Center, The European Center, The Latin American Center, the North American Center?
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright (c) 2010 Slim Fairview
Wednesday, October 13, 2010
Mudpies and Martinis or The Global Hunger Problem
In some parts of the world, people eat dirt to survive. This may sound strange, but when you realize that by the time foreign aid trickles down to the poor and hungry, the only thing left to be had is cooking oil and salt. These, mixed with dirt and laid out to dry mean that people will live to suffer another day.
In this country, when we think of mud pies, we think of little girls' tea parties. But not to worry because mom has that new laundry detergent that makes her whites whiter and her brights brighter.
Not too long ago my wife and I came home from a day running errands. My wife said, "I'm starving." I replied "Me too." Of course, I solved my problem by adding a couple of extra olives to my martini. Now this may be a solution in Beverly Hills or Bloomfield Hills or Bedford Hills, but it does not play well in the South Bronx where a single working or perhaps welfare mother has three hungry children to feed.
Now I understand that in the Hamptons there are people who go without eating all summer. But that welfare mother won't solve her problem by asking her children, "Don't you want to look good in your swimsuits when we vacation in St. Bart's next month?"
Just a little something for you to think about.
Thank you for your time and consideration.
Bon appetit!
Mail: slimfairview@yahoo.com
copyright 2010 Slim Fairview
In this country, when we think of mud pies, we think of little girls' tea parties. But not to worry because mom has that new laundry detergent that makes her whites whiter and her brights brighter.
Not too long ago my wife and I came home from a day running errands. My wife said, "I'm starving." I replied "Me too." Of course, I solved my problem by adding a couple of extra olives to my martini. Now this may be a solution in Beverly Hills or Bloomfield Hills or Bedford Hills, but it does not play well in the South Bronx where a single working or perhaps welfare mother has three hungry children to feed.
Now I understand that in the Hamptons there are people who go without eating all summer. But that welfare mother won't solve her problem by asking her children, "Don't you want to look good in your swimsuits when we vacation in St. Bart's next month?"
Just a little something for you to think about.
Thank you for your time and consideration.
Bon appetit!
Mail: slimfairview@yahoo.com
copyright 2010 Slim Fairview
Monday, October 4, 2010
The Future of the G20 in Good Times and Bad
The Future of the G20 in Good Times and Bad
[Available as a PowerPoint Presentation on SlideShare http://slideshare.net/slimfairview
1. Establish a Crisis Management team with an established MIS for a continuity of operations plan.
2. Determine potential threats from those outside the G20. Coordinate a defense plan among the G20 nations.
3. Quantify the needs of the people of each of the countries, the resources available from each of the G20 countries and establish a coordinated distribution system for the resources available.
4. Create a forecasting team to create a snapshot of the situation and to plan a recovery strategy.
5. Leave my phone number with the secretary.
Follow Up
A: What are the potential threats?
1. Military invasion
2. Population dislocation
3. Starvation, disease, violence
4. Political unrest
5. Propaganda
(3 and 4 are also internal threats.)
B: Can you please identify the source or sources of threat?
1. Hostile nations
2. Displaced persons
3. Agents provocateur
4. Propaganda
C: What will be your single point defense plan in addition to (3) and (4) which are precisely what the G20 needs to immediately do?
Disseminate information trusted to be authentic:
Disseminate information directly through all available media to the greatest number of people apprising them of the situation and reassuring them of official protection and support.
Disseminate information through pre-determined media to principals responsible for the mobilisation of forces to repulse external attack, and to internal organisations responsible for the protection of civilians.
However, in the event that all goes well:
I will now leave my comfort-zone of being analytical to being philosophical. The economists will know if there is any value in what I have to say on the G20 plan.
A. Link the currency exchange rate to the trade deficit/surplus numbers in a way that would balance out the trade and currency issues. My guess would be that this would:
1. Help to stabilise the playing field discouraging trade wars.
2. Encourage co-operation instead of competition among the nations while at the same time encouraging competition within industries to become more efficient thus cost-effective.
B. Encourage both shared biotechnology and the establishment of a food bank to stabilise the food supply, among the G20 and to stabilise emerging nations by being able to offset political and civil unrest arising from lack of food.
C. Provide for the co-operation among those in the pharmaceutical industry to develop what will be necessary to inveigh against existing and emerging diseases. (Op. cit. B)
D. Establish an intra-G20 agency to inventory energy resources, calculate energy needs, an forecast future energy needs among the G20 nations and among the non-G20 nations.
E. Please, forgive me for my little joke about my leaving my phone number with the secretary.
Warmest regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
[Available as a PowerPoint Presentation on SlideShare http://slideshare.net/slimfairview
1. Establish a Crisis Management team with an established MIS for a continuity of operations plan.
2. Determine potential threats from those outside the G20. Coordinate a defense plan among the G20 nations.
3. Quantify the needs of the people of each of the countries, the resources available from each of the G20 countries and establish a coordinated distribution system for the resources available.
4. Create a forecasting team to create a snapshot of the situation and to plan a recovery strategy.
5. Leave my phone number with the secretary.
Follow Up
A: What are the potential threats?
1. Military invasion
2. Population dislocation
3. Starvation, disease, violence
4. Political unrest
5. Propaganda
(3 and 4 are also internal threats.)
B: Can you please identify the source or sources of threat?
1. Hostile nations
2. Displaced persons
3. Agents provocateur
4. Propaganda
C: What will be your single point defense plan in addition to (3) and (4) which are precisely what the G20 needs to immediately do?
Disseminate information trusted to be authentic:
Disseminate information directly through all available media to the greatest number of people apprising them of the situation and reassuring them of official protection and support.
Disseminate information through pre-determined media to principals responsible for the mobilisation of forces to repulse external attack, and to internal organisations responsible for the protection of civilians.
However, in the event that all goes well:
I will now leave my comfort-zone of being analytical to being philosophical. The economists will know if there is any value in what I have to say on the G20 plan.
A. Link the currency exchange rate to the trade deficit/surplus numbers in a way that would balance out the trade and currency issues. My guess would be that this would:
1. Help to stabilise the playing field discouraging trade wars.
2. Encourage co-operation instead of competition among the nations while at the same time encouraging competition within industries to become more efficient thus cost-effective.
B. Encourage both shared biotechnology and the establishment of a food bank to stabilise the food supply, among the G20 and to stabilise emerging nations by being able to offset political and civil unrest arising from lack of food.
C. Provide for the co-operation among those in the pharmaceutical industry to develop what will be necessary to inveigh against existing and emerging diseases. (Op. cit. B)
D. Establish an intra-G20 agency to inventory energy resources, calculate energy needs, an forecast future energy needs among the G20 nations and among the non-G20 nations.
E. Please, forgive me for my little joke about my leaving my phone number with the secretary.
Warmest regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
Thursday, September 30, 2010
Facts v. Opinions in the Corporate World
There are facts and there are opinions. On the other hand, there are facts and there are facts.
Here's the metaphor:
A group of wonderful people are going to rehabilitate a a 16 unit building in a fancy neighborhood. You know: SoHo, NoHo, BooHoo, one of those places.
They invite 16 interior designers (one unit each) to do a complete makeover. Wall treatments, window treatments, floor covering, furniture, accessories, and so on.
Now, the night before the big unveiling, (when no one is around to get hurt) the building collapses. Every hurries down to stare (aghast) at the site.
With his political wisdom and insight, Mayor Bloomberg calls Donald Trump and asks him to come down and take a look at what happened.
Upon his arrival, Mr. Trump asks to see the blueprints. The city engineer shows Mr. Trump the blueprints. Mr. Trump shakes his head.
"This is no good," he says. "Supporting walls were removed. New walls were not able to support the upper floors. The floors that were replaced were not structurally sound. The wonderful people who rehabilitated this building should have called me in first to check the plans and make sure the building wouldn't fall down."
What a shame. Sixteen beautiful opinions and not one fact. Well, not quite.
The fact is, the designers were all brilliant and creative.
The fact is, all the window treatments, floor treatments, wall treatments were tasteful and done with products known to be of the highest quality.
The fact is, the furniture was tasteful, expesive, elegant.
And so on.
All facts. None related to the structural integrity of the building.
The argument could be made that the interior design was actually a matter of opinion. But what cannot be argued is that the structural soundness of the building was not a matter of opinion. It was a matter of facts not taken into consideration. (Evidenced by the fact that the building collapsed.)
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright(c) 2010 Slim Fairview
Here's the metaphor:
A group of wonderful people are going to rehabilitate a a 16 unit building in a fancy neighborhood. You know: SoHo, NoHo, BooHoo, one of those places.
They invite 16 interior designers (one unit each) to do a complete makeover. Wall treatments, window treatments, floor covering, furniture, accessories, and so on.
Now, the night before the big unveiling, (when no one is around to get hurt) the building collapses. Every hurries down to stare (aghast) at the site.
With his political wisdom and insight, Mayor Bloomberg calls Donald Trump and asks him to come down and take a look at what happened.
Upon his arrival, Mr. Trump asks to see the blueprints. The city engineer shows Mr. Trump the blueprints. Mr. Trump shakes his head.
"This is no good," he says. "Supporting walls were removed. New walls were not able to support the upper floors. The floors that were replaced were not structurally sound. The wonderful people who rehabilitated this building should have called me in first to check the plans and make sure the building wouldn't fall down."
What a shame. Sixteen beautiful opinions and not one fact. Well, not quite.
The fact is, the designers were all brilliant and creative.
The fact is, all the window treatments, floor treatments, wall treatments were tasteful and done with products known to be of the highest quality.
The fact is, the furniture was tasteful, expesive, elegant.
And so on.
All facts. None related to the structural integrity of the building.
The argument could be made that the interior design was actually a matter of opinion. But what cannot be argued is that the structural soundness of the building was not a matter of opinion. It was a matter of facts not taken into consideration. (Evidenced by the fact that the building collapsed.)
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright(c) 2010 Slim Fairview
Friday, September 24, 2010
LOOKING FOR LEADERS IN THE TECHNOSPHERE
Are you looking to a leader who shares your vision? Are you looking to become a leader? Who shares your vision?
Here is an exercise:
1. Look around your company. Find a leader who has formal authority. Make a list of reasons why you want to be led by that person.
2. Look around your company. Find a leader who has referent authority. Make a list of reasons why you want to be led by that person.
3. Imagine you are a leader. Which list is attached to your name?
Now put that questionnaire aside until later.
To do business in emerging nations, it is essential for western leaders to understand that England, France, and Germany were at one time emerging nations.
England, as an emerging nation, was analogue. Mechanical. Aside from mobility, is there a substantive difference between a sundial and a wristwatch? Is there a difference between hammering a piece of iron into a horseshoe and bending it into shape on a press brake? Is there a substantive difference between writing a letter and sending an e-mail?
Today, society has moved from analogue to digital. From mechanical to technological. We now have vastness, speed, mobility, and efficiency that did not exist when England was an emerging economy.
Today, a thousand lives can be saved with a vaccine made 10, 000 miles away. While 1000 people with shovels can’t produce results as efficiently as one person with a bulldozer, with the technology of: irrigation, water purification, fertilization, sanitation, and the study of geology those 1000 people with shovels can elevate a larger segment of the population in a shorter amount of time than people in feudal societies could imagine.
Additionally, the way the industrial revolution changed Europe and the world, the technology revolution, is changing emerging nations, and the world—with one exception. The rise is higher, faster, and more egalitarian.
France: One cheval, one chevalier.
Malaysia: One computer, five work stations, a C-level operation (CEO, COO, CFO, CTO, CIO) is up and running with all the information in the world available to them within minutes if not seconds.
Now, why don’t leaders in industrial nations understand leadership in industrious nations? It has a lot to do with our education. Do you have an MBA? Fine. Did you have to study Anglo-American Legal History; Medieval Lit; or read Hans Christian Andersen, Grimm’s Fairy Tales or Aesop’s Fables to get your degree? No? That is so sad.
Managers and leaders in western nations won’t understand Leadership or Followship (sic) in emerging nations without understanding “The Emperor’s New Clothes” or “Stone Soup”.
Did you study England in the early years? Knights, armour, horses; noble yeomen; hue and cry; the Shire Reeve; the witenagemot; the posse comitatus; trail by compurgation? [We still have trial by compurgation. Today, we call it the “celebrity endorsement”.]
When trouble arose, the yeomen did not form a committee. They looked to the Shire Reeve who called a posse comitatus. Before that, they looked to the Knight: the person who could afford a horse and a suit of armour. No horse? No armour? You become a vassal to the King. He supplied the horse, the armour, the land and in return your led the army of serfs when called upon. We still do much of that today. Do you remember King John at Runnymede? (The Barons are not on your side today, either. However, today we call it shareholders’ interests.)
In a crisis people look to a leader.
Now, go to an emerging nation. Now, try to pick out the leader. His people will follow him, not you.
Oh, yes. Do you remember that test you took at the beginning of this article? Well, it has no direct bearing on the lessons in this monograph—but this will:
Repeat the test. Are your answers the same as they were before reading the article or are they different?
Good luck in the technosphere.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Here is an exercise:
1. Look around your company. Find a leader who has formal authority. Make a list of reasons why you want to be led by that person.
2. Look around your company. Find a leader who has referent authority. Make a list of reasons why you want to be led by that person.
3. Imagine you are a leader. Which list is attached to your name?
Now put that questionnaire aside until later.
To do business in emerging nations, it is essential for western leaders to understand that England, France, and Germany were at one time emerging nations.
England, as an emerging nation, was analogue. Mechanical. Aside from mobility, is there a substantive difference between a sundial and a wristwatch? Is there a difference between hammering a piece of iron into a horseshoe and bending it into shape on a press brake? Is there a substantive difference between writing a letter and sending an e-mail?
Today, society has moved from analogue to digital. From mechanical to technological. We now have vastness, speed, mobility, and efficiency that did not exist when England was an emerging economy.
Today, a thousand lives can be saved with a vaccine made 10, 000 miles away. While 1000 people with shovels can’t produce results as efficiently as one person with a bulldozer, with the technology of: irrigation, water purification, fertilization, sanitation, and the study of geology those 1000 people with shovels can elevate a larger segment of the population in a shorter amount of time than people in feudal societies could imagine.
Additionally, the way the industrial revolution changed Europe and the world, the technology revolution, is changing emerging nations, and the world—with one exception. The rise is higher, faster, and more egalitarian.
France: One cheval, one chevalier.
Malaysia: One computer, five work stations, a C-level operation (CEO, COO, CFO, CTO, CIO) is up and running with all the information in the world available to them within minutes if not seconds.
Now, why don’t leaders in industrial nations understand leadership in industrious nations? It has a lot to do with our education. Do you have an MBA? Fine. Did you have to study Anglo-American Legal History; Medieval Lit; or read Hans Christian Andersen, Grimm’s Fairy Tales or Aesop’s Fables to get your degree? No? That is so sad.
Managers and leaders in western nations won’t understand Leadership or Followship (sic) in emerging nations without understanding “The Emperor’s New Clothes” or “Stone Soup”.
Did you study England in the early years? Knights, armour, horses; noble yeomen; hue and cry; the Shire Reeve; the witenagemot; the posse comitatus; trail by compurgation? [We still have trial by compurgation. Today, we call it the “celebrity endorsement”.]
When trouble arose, the yeomen did not form a committee. They looked to the Shire Reeve who called a posse comitatus. Before that, they looked to the Knight: the person who could afford a horse and a suit of armour. No horse? No armour? You become a vassal to the King. He supplied the horse, the armour, the land and in return your led the army of serfs when called upon. We still do much of that today. Do you remember King John at Runnymede? (The Barons are not on your side today, either. However, today we call it shareholders’ interests.)
In a crisis people look to a leader.
Now, go to an emerging nation. Now, try to pick out the leader. His people will follow him, not you.
Oh, yes. Do you remember that test you took at the beginning of this article? Well, it has no direct bearing on the lessons in this monograph—but this will:
Repeat the test. Are your answers the same as they were before reading the article or are they different?
Good luck in the technosphere.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Wednesday, September 22, 2010
The New CEW (Chief Executive Woman)
This may appear to be a minor quibble, however, after having listened to a wide range of discussions over the years, I've come to understand that generic terms are generally used to soften or blunt the discussion not to sharpen it; and that as the number of people included in the group discussion increases, the more diffuse the discussion becomes.
"More people, more words. More word, more bad." The Quotations of Slim Fairview
Case in point: (metaphorically speaking) The fastest way to gender balanced leadership is to appoint [fill in your name] CEO. (Slim Fairview's four rules of communication: Precision; Concision; Enumerate; Specify.)
Some 25 or more years ago, Cosmopolitan ran an article about an ambitious woman who attended a regular weekly meeting at the company where she worked. The boss, a man, frequently turned to a male member of the group for affirmation or an opinion.
One day, this woman decided to arrive early and sit in that man's chair. The understanding being that he would be too polite to ask her to move. The result seemed to have been such that because the boss was so accustomed to looking to that man in that chair for affirmation, that he began looking to that woman for affirmation and opinions. (Which she offered.) The result being that she moved up in the company.
That tactic is not so far-fetched. Also, we are talking about CEO's.
Still, to move forward it is necessary to entertain some marketing strategies in addition to declaiming qualifications. (Many have said that Beta was better than VHS--too, that technology is becoming obsolete. There was a time when I would have only AT&T long distance. (land line) Now, Verizon!!! (Cell phones)
I read in an article that Equal Opportunity was "push" marketing. I had to point out that Equal Opportunity was "demand pull" marketing. (Used effectively by the manufacturers of Lestoil, a cleaning product back in the later 50's and early 60's.)
Too much of the effort to move women into the C-level and Board-level jobs has revolved around advertising and not around marketing. (Marketing: Find a need and fill it.)
While I cannot guarantee a change in the "Old Boy" attitudes of the Old Boys, I can predict that the "Young Boys" will be just as competitive when looking for upper level jobs as the "Young Women" will be. However, in a rapidly changing global economy, marketplace, and what I shall refer to as (in coining a phrase for myself) the "Technosphere" I think I can safely predict that women who compete using the marketing approach and offering a versatile, high tech, high quality, application-- specific product (Their skill-set and experience) will indeed reach the board room--and that will help to move women into the CEO corner office.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Monday, September 20, 2010
Managing Projects in the New Millennium
What are the challenges for the New Managers in the New Millennium?
For now, Transition.
From analogue to digital. From mechanical to technical. From older bosses with younger employees to younger bosses with both older employees and younger employees.
A faster pace. From the letter, to the fax, to the email, to the iPhone to the iPad.
A faster pace in the barrage of questions and a demand for a faster reply with answers.
Precision. Then, a little more, a little less, a couple of shims and a few extra screws. Now, a digital answer with the engineer's zero. 6.54 is not acceptable. Now the answer must read 6.540
A compelling necessity for senior level expertise. Sometimes you cannot delegate responsibility. With the abundance of expertise, recognising the quality among the quantity is crucial. Now find the person on your team capable of doing it.
Global interface. With so much coming from so many different people in so many different places, try to find someone capable of working with them.
Technological compatibility.
Just to mention a few.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
For now, Transition.
From analogue to digital. From mechanical to technical. From older bosses with younger employees to younger bosses with both older employees and younger employees.
A faster pace. From the letter, to the fax, to the email, to the iPhone to the iPad.
A faster pace in the barrage of questions and a demand for a faster reply with answers.
Precision. Then, a little more, a little less, a couple of shims and a few extra screws. Now, a digital answer with the engineer's zero. 6.54 is not acceptable. Now the answer must read 6.540
A compelling necessity for senior level expertise. Sometimes you cannot delegate responsibility. With the abundance of expertise, recognising the quality among the quantity is crucial. Now find the person on your team capable of doing it.
Global interface. With so much coming from so many different people in so many different places, try to find someone capable of working with them.
Technological compatibility.
Just to mention a few.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Saturday, September 4, 2010
Management
Management is teaching your children to behave.
Risk management is putting fragile items on the top shelf.
Crisis management is when your in-laws suddenly show up unannounced with their children, and you have to herd them into the play-room while you lock fragile items in the closet. -- Slim Fairview
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Risk management is putting fragile items on the top shelf.
Crisis management is when your in-laws suddenly show up unannounced with their children, and you have to herd them into the play-room while you lock fragile items in the closet. -- Slim Fairview
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Monday, August 30, 2010
The Business of Wisdom in Global Affairs--A Fable
The Business of Wisdom in Global Affairs
About 50 years ago, my father told me a fable. I don’t know its origin. I believe it may have originated in Turkey or in the Middle East.
No doubt, he’d heard it from someone much older than he was when he heard it. And older and wiser when he shared it with me. Thank you, Dad.
A long time ago, there lived a powerful king. He ruled vast lands with firmness and fairness. However, the many city-states and principalities were ruled by selfish and greedy men. They were constantly fighting wars over petty grievances to disguise their true motive—greed. Therefore, the king issued an edict banning such unjust wars. If they defied the edict, he would send his troops in to vanquish the offender and seize his lands.
In one of the small countries, the young people had gathered to come up with a plan to better the lives of the people. They concluded that the old people were a burden and that they should all be put to death.
One young man, unable to allow his father to be killed, led him from the city in the dead of night and hid him in a cave on the outskirts of the city.
The word spread to a neighboring land where a greedy prince called his advisors together to discuss a plot to wage a war against the other land to grab their wealth. They wrote the following letter:
Five generations ago, our people lent to your people 25 units of rope woven from sand which you promised to return. Yet with each passing generation, your promise has gone unfulfilled. Therefore, we must demand return of this rope or we will be forced to send our armies to your land to retrieve it along with just restitution.
When the leaders of the council received and read this letter, they panicked. None had ever heard of the rope woven from sand nor knew anything about it.
The man who’d hid his father in the cave outside of town asked for the letter and said he would return with a solution to the problem. He went to see his father.
His father said, “Write back. Say to them, we have many coils of rope. Some are woven from sand but each is different. Send us a sample of your rope so we may match it up with the rope that is yours and do justice by returning your rope.”
The young man returned to the council and they sent just such a letter.
When the evil prince received the reply, he turned to his advisers and said, “There is still one old man left in their land. We will wait until he dies and try again.”
Regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
About 50 years ago, my father told me a fable. I don’t know its origin. I believe it may have originated in Turkey or in the Middle East.
No doubt, he’d heard it from someone much older than he was when he heard it. And older and wiser when he shared it with me. Thank you, Dad.
A long time ago, there lived a powerful king. He ruled vast lands with firmness and fairness. However, the many city-states and principalities were ruled by selfish and greedy men. They were constantly fighting wars over petty grievances to disguise their true motive—greed. Therefore, the king issued an edict banning such unjust wars. If they defied the edict, he would send his troops in to vanquish the offender and seize his lands.
In one of the small countries, the young people had gathered to come up with a plan to better the lives of the people. They concluded that the old people were a burden and that they should all be put to death.
One young man, unable to allow his father to be killed, led him from the city in the dead of night and hid him in a cave on the outskirts of the city.
The word spread to a neighboring land where a greedy prince called his advisors together to discuss a plot to wage a war against the other land to grab their wealth. They wrote the following letter:
Five generations ago, our people lent to your people 25 units of rope woven from sand which you promised to return. Yet with each passing generation, your promise has gone unfulfilled. Therefore, we must demand return of this rope or we will be forced to send our armies to your land to retrieve it along with just restitution.
When the leaders of the council received and read this letter, they panicked. None had ever heard of the rope woven from sand nor knew anything about it.
The man who’d hid his father in the cave outside of town asked for the letter and said he would return with a solution to the problem. He went to see his father.
His father said, “Write back. Say to them, we have many coils of rope. Some are woven from sand but each is different. Send us a sample of your rope so we may match it up with the rope that is yours and do justice by returning your rope.”
The young man returned to the council and they sent just such a letter.
When the evil prince received the reply, he turned to his advisers and said, “There is still one old man left in their land. We will wait until he dies and try again.”
Regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
Ceo the Executive or The Executive's New Clothes
Ceo the Executive or The Executive's New Clothes will be available on Kindle in a few days. Please look up the tale at Amazon.com. (It was uploaded on 2 July. It will be available next week.
Thank you.
Regards,
Slim
Thank you.
Regards,
Slim
Tuesday, August 24, 2010
Coming of Age: A Novel by Slim Fairview , Sample Chapters.
COMING OF AGE
By
Slim Fairview
QUEBEC
Québec is a city in the Province of Québec in Canada. It is a walled city. Québec was built at the top of the steep cliffs rising from the St. Lawrence River. It was once a fort. When Québec was a fort, Canada was only a part of what was once known as the New World.
On the plains above the cliffs, the Plains of Abraham, overlooking the St. Lawrence, outside the walls of the fort, the British General Wolfe, defeated the French General Montcalm and claimed all of Canada for England.
However, while the French army was defeated, the language was not; the culture was not; and the religion was not. Québec is now two cities. One is Upper Town, Haute-Ville, on the upper banks. The other is the portion of the city huddled on the sliver of land at the foot of the cliffs. Lower Town.—Basse-Ville.
Though the city is no longer a fort, the wall is still intact. Cannons still stand guard along the ramparts. Canons still stand guard along the rampart. However, the city has grown both in size and in population. It now extends beyond the walls to the St. Charles in the north. To the west, it pushes back the frontier; it abuts the unknown. Its population swells with the arrival of immigrants and with people from the countryside looking for work during hard times. It swells as the heart swells with tired blood; and, as with the heart, it pumps the people, the lifeblood of the New World, out again, into the body of land that will become a nation.
St. Sauveur Village, the streets run: St. Michel, St. Augustin, St. George, and on and on.
In Québec, in Upper Town, in winter, the steel blades of the cariole cut effortlessly through the snow. The windows of houses are frosted; warm air in candlelight frozen, glistening in the cold. Through the windows of these many homes, when the frost is wiped away, the snow can be seen glistening.
In Lower Town, Basse-Ville, in winter, on any of the narrow winding streets, there are few if any tracks in the snow made by the runners of a cariole—only many footprints. Along the sides of these streets, the snow is piled high with only a narrow path leading to each doorway. In the evenings as the light fades, the snow turns grey, glistening only beneath the gas lamps. In the snow, the many footprints seem to lead everywhere: to homes, to jobs, and to taverns; and to nowhere.
When the seasons begin to change, the snow disappears, but the temperature at night still drops to very low, dry cold that numbs the senses without chilling the body—that stiffens the outer layer of flesh. Footsteps are crisp echoes trapped inside little boxes; and now, there are millions of unseen footprints—and the cold. A silent waiting death.
ROBERT DUVAL
Robert Duval stands alone on one of the narrow streets of Québec Upper Town feeling the chill of the evening as it settles into the fibre of his clothes. Lamplighters are beginning their rounds. The crowd of those heading home from work is beginning to thin out.
Robert Duval scrapes the last few flakes of tobacco from a crumpled packet, carefully sprinkles them over the small piece of paper he holds carefully between his grimy, calloused fingers, and with the skill of a surgeon, rolls the paper into a very thin cigarette.
“Damn wind,” he mutters as he huddles close to the grey stone wall of a building to light the cigarette. “I’d better get something out of this.”
He inhales deeply, then sits down on the bottom step of a stoop and pulls a newspaper from his coat pocket. The newspaper is two days old.
FIRE IN ST. SAUVEUR VILLAGE
Arson Suspected
Robert rereads the story. Long, difficult words he says aloud. Slowly. He goes up there looking for a job when new houses are being built; but there he is told what everyone is told. There is no work.
He thinks about the fire and feels reassured. He is not alone. There are more who feel the way he, Robert Duval, feels. He is so deep in thought that he doesn’t notice the arrival of the man he is waiting to meet:
“Duval?”
Robert jumped up. Though he was standing up one step, he still had to look up to look into the chiseled face framed by a shaggy mane of black, curly hair—the face of Tom Priou.
He felt threatened by Tom’s height, broad shoulders, and piercing, coal-black eyes.
“Yes.” was all he could utter.
“I’m here. What do you want?”
Robert looked up and down the street. “Can we go somewhere to talk?”
“About what?”
“I—I want to join.”
“Join what?”
“Your organisation.”
Tom Priou’s face was blank.
“You do have an organisation,” Robert stated, attempting to sound sure of himself; to convince Priou he was worth considering. “Don’t you?”
“No.”
Robert failed. He felt his stomach sink. He felt like a plod of manure stuck to the heel of Priou’s boot, something about to be scraped off against the curb.
However, as Tom Priou turned to leave, Duval grasped at the sleeve of his coat and blurted, “St. Sauveur Village.”
Priou stopped, turned his head, and started down at Duval.
“What about it?”
Robert felt desperate. He thrust his jaw forward and squared his shoulders. “That organisation.”
Tom knew it was possible for Duval to know that an organisation existed, but not that he was connected. He’d argued with Pierre about this meeting. The election was too close.
“Come. Let’s go where we can talk.”
Robert walked quickly, attempting longer strides and a faster pace to keep abreast of Priou. Up Rue St. John, through the Gate of Hop, Robert watched as they walked, hoping to memorise the directions to a secret hide-away; but the brisk walked ended at an alley. At the end of the alley was a large oak door bearing a sign: Le Baptiste. A tavern.
Inside, Le Baptiste is one large room. Windows to let in light are too high to see though to the outside. In the middle of the room is a large, wood burning stove. Around the stove is a cluster of tables. Around each table is a cluster of men. The bar is to the left—the length of the room. Waiters in leather aprons carry pitchers of ale, loaves of bread, and wedges of cheese to the patrons. The mood of the patrons, unlike the mood of those in the street, is happy. Troubles are left at the door. Here, for a few cents, each man can fill his belly and drown his sorrow. Tom held up two fingers. A waiter nodded. When they found seats at the edge of the crowd, Tom spoke. “Now then, what is all this about an organisation?”
Robert Duval took a deep breath. The beer arrived in time for him to pause, to think, to drink. Tom Priou waited. Finally, Duval spoke.
“I was at La Rouge. I was there with a friend. I heard you talking in the meeting room.”
Tom lit a long, narrow cheroot and puffed. “Was that friend Jean Duffet?”
Robert nodded. He sipped his beer. A mistake, he thought, mentioning Duffet’s name. Still, Tom had to have checked to know, but it was the only way to get Tom’s attention.
“I remember what you said about joining together.”
Tom remembered the speech. A unity speech. He had been trying desperately to gain support from the conservative Catholics while trying desperately to get money from the Anglais
Tom looked at Robert’s large, beefy hands, thick neck, and broad chest. His worn coat was stretched over him. Expensive but worn. Too small. Duffet’s coat.
“There are many organisations; but I am not the leader of some secret society. I was telling the privileged few at La Rouge that divided we cannot stand. It will hurt us all. I am sure you know that better than your good friend Duffet.”
Robert was quiet. He drank. Tom Priou slid a packet of tobacco and some papers across the table. Robert muttered a barely audible ‘merci’.
“Let me buy you another.” Tom signaled the waiter. He could see Robert was visibly shaken. Humiliated. Tom knew that in a moment this would turn to resentment, then to anger, and then boil to the surface. Tom drained his beer. The waiter brought two more. Robert fooled Priou. His response was controlled. Measured.
“I know you have to be careful; but, I can be very useful.”
“How?”
“The fire in St. Sauveur.”
“What about it?”
“I could have set it.”
“Did you?” Tom knew the answer.
“No, but I could have.”
“Why didn’t you?”
“I was planning it. Someone got to it first.”
Tom was quiet. He could have asked Duval why he didn’t start another. He didn’t.
“That is why organisation is important. The workers can’t do it alone.”
Tom recognised the words from the Manifest of Marx being circulated privately among the students at University.
“And what would you want in exchange for this support you are prepared to offer?”
Duval spoke slowly. “A job. Food. A warm coat.”
“You planned to burn down a house. Why not plan to steal a coat?”
“Would that find me a job?”
Jesuits, Tom thought. “Jobs are hard to find.”
“I know there is an organisation. Are you going to help me or not?”
Tom paused to contemplate Duval’s sincerity and stupidity. Then, he leaned back and laughed. “Salue.” He raised his glass and swallowed up its content. Then he leaned across the table.
“To deny it is useless. You wouldn’t believe me. But to announce it to the world is foolish. It’s how men get killed. I will tell you this much. There are many organisations. Perhaps I can find someone willing to admit it and to put you up for membership; but I can’t make you any promises. I can’t find you a job that does not exist. Jobs are scarce. That is why there are so many organisations. People are busy not working. Be patient. It will take time. Trust me. Tell no one you spoke to me. Not even Jean Duffet.
Outside, Robert Duval stood erect, squared his shoulders, and strolled boldly back the way he came. He passed again through the Gate of Hope; but from there went to the Esplanade, to the Gate of Louis Quatorze, to Rue St. Louis, to D’Ursule, to Rue Ste. Genevieve, to the house of Jean Paul Duffet; but Jean Paul was out. Robert left a message. I was here. I will be home. That was all he wrote; but as he walked away, he hoped it would be enough to get him a decent meal; and with the taste of beer still in his mouth—more to drink. Robert walked across the park, past the Haldimand, and down the hill, braced against the cold wind blowing from the north.
* * *
Copyright © 2011 Slim Fairview
My Comments on the Hiring Process Today #8
It is not a zero sum game and the two are not mutually exclusive.
You run two firms. One is a mold-making firm. One is a consulting firm. For the purposes of this discussion, I apply for a job. One of two ways:
1. I submit a resume, cover letter, etc. I seem to have the qualification for the job. Experience in running machines and for the most part keeping them running. If this is an analogue operation, I need years of experience to develop the skill. If this is a digital operation, I need sufficient knowledge to programme the computer for the machine to produce products to spec. Assume I am qualified for the latter. The HR process "processes me." Evaluates my credential, checks my references, sets up an interview or two (the foreman, the maintenance supervisor) discusses my application, sends me a letter of acceptance, and invites me in for orientation and explains the benefits package to me. Fine. HR did it's job. You have a safe hire.
Plan B.
You and I meet here on Linkedin. (We will assume I live nearby.) I tell you I did this work. (We will assume I did) You invite me in, we chat. You have a problem similar to a problem that had to be solved at a company I worked for. They were bidding a job to manufacture a part that didn't work properly for the customer. Think of a long, triangular tube. Into it, another triangular tube had to slide easily in and out. It didn't. The engineer could not solve the problem. The man with many years of experience showed me the blueprints, the spec sheet, and the proto-type. There was a + or -- .50 degree tolerance. 60 degrees + 60 degrees = 120 degrees. However, 60.50 degrees and 59.50 degrees also = 120 degrees. 60 + 60 produces a part that does not function. 60.50 + 59.50 produces a part that does work. Why? I don't know. I am not an engineer. (I do come from a generation that taught us to say, "I don't know," when we don't know, but that is a social issue.)
Now, why bring this up? I might get a job working as a mold maker in your mold company (If I have some credentials.) if I go through the HR process. I am a safe hire. However, if you and I chat (assuming I am the "other guy") you will hire the better
candidate for the job. HR hires me. You hire the other guy.
HR give you the safe hire. You, management, end up hiring the best employee. Does your HR. person have engineering qualifications? (I am not saying this to disparage your or anyone else's HR dept.) Let HR do the benefits thing, and so on. Hiring, in your profession, requires that you, the foreman, the engineer, the maintenance supervisor (keeping the fancy machines functioning because the safe hires can't and it would definitely be cost prohibitive for you to duplicate skills) interview and decide on the applicants.
You run two firms. One is a mold-making firm. One is a consulting firm. For the purposes of this discussion, I apply for a job. One of two ways:
1. I submit a resume, cover letter, etc. I seem to have the qualification for the job. Experience in running machines and for the most part keeping them running. If this is an analogue operation, I need years of experience to develop the skill. If this is a digital operation, I need sufficient knowledge to programme the computer for the machine to produce products to spec. Assume I am qualified for the latter. The HR process "processes me." Evaluates my credential, checks my references, sets up an interview or two (the foreman, the maintenance supervisor) discusses my application, sends me a letter of acceptance, and invites me in for orientation and explains the benefits package to me. Fine. HR did it's job. You have a safe hire.
Plan B.
You and I meet here on Linkedin. (We will assume I live nearby.) I tell you I did this work. (We will assume I did) You invite me in, we chat. You have a problem similar to a problem that had to be solved at a company I worked for. They were bidding a job to manufacture a part that didn't work properly for the customer. Think of a long, triangular tube. Into it, another triangular tube had to slide easily in and out. It didn't. The engineer could not solve the problem. The man with many years of experience showed me the blueprints, the spec sheet, and the proto-type. There was a + or -- .50 degree tolerance. 60 degrees + 60 degrees = 120 degrees. However, 60.50 degrees and 59.50 degrees also = 120 degrees. 60 + 60 produces a part that does not function. 60.50 + 59.50 produces a part that does work. Why? I don't know. I am not an engineer. (I do come from a generation that taught us to say, "I don't know," when we don't know, but that is a social issue.)
Now, why bring this up? I might get a job working as a mold maker in your mold company (If I have some credentials.) if I go through the HR process. I am a safe hire. However, if you and I chat (assuming I am the "other guy") you will hire the better
candidate for the job. HR hires me. You hire the other guy.
HR give you the safe hire. You, management, end up hiring the best employee. Does your HR. person have engineering qualifications? (I am not saying this to disparage your or anyone else's HR dept.) Let HR do the benefits thing, and so on. Hiring, in your profession, requires that you, the foreman, the engineer, the maintenance supervisor (keeping the fancy machines functioning because the safe hires can't and it would definitely be cost prohibitive for you to duplicate skills) interview and decide on the applicants.
My Comments on the Hiring Process Today #7
Post war Japan built a gobal economy through the efforts of people and what we here refer to as cottage industries. (Thomas Edison in Orange, N.J. Microsoft in a friend's garage.) If you subtract the 3% from the 14% call unemployment 11%, project job growth by extrapolating the the growth of small businesses (The backbone of our economy) and don't scorn the informal economy--while it may not provide taxes and limit the ability of the Govt. to "help" people in the informal economy make fewer demands on Govt. services and create less of an economic burden on the Govt.
Improved workplace environments will draw people into the more formal economy and productivity will aid the bottom line.
One thing I remember from my school days is that Argentina's economy is resilient. With productivity, success breeds success and based on your information, Argentina has much to look forward to.
Ultimately, with the global economy gravitating to new opportunities, multi-national is no longer a word triggering fear of losing control, but of different people from different nations gaining control over an increasingly larger and more complex economy.
Good luck to you in Argentina. Thank you for the data. And, not to let Scott feel neglected, while News Channel experts may seem to behave like a dog with a bone, the real problem is that the marketing strategy (read advertising strategy) of news today is like the old communist aphorism about bread and circus. Unfortunately, watching people juggle loaves of bread has replaced eating bread as a national pastime. However, fear not, when the masses get hungry enough, they will turn away from the clowns and back to the bakers.
Improved workplace environments will draw people into the more formal economy and productivity will aid the bottom line.
One thing I remember from my school days is that Argentina's economy is resilient. With productivity, success breeds success and based on your information, Argentina has much to look forward to.
Ultimately, with the global economy gravitating to new opportunities, multi-national is no longer a word triggering fear of losing control, but of different people from different nations gaining control over an increasingly larger and more complex economy.
Good luck to you in Argentina. Thank you for the data. And, not to let Scott feel neglected, while News Channel experts may seem to behave like a dog with a bone, the real problem is that the marketing strategy (read advertising strategy) of news today is like the old communist aphorism about bread and circus. Unfortunately, watching people juggle loaves of bread has replaced eating bread as a national pastime. However, fear not, when the masses get hungry enough, they will turn away from the clowns and back to the bakers.
My Comments on the Hiring Process Today #6
Please allow me to offer a translation of what people here in the States and in other places understood you to have said.
"On the other hand...they might believe that somehow, they are doing what's politically correct."
There are many who believe the term "politically correct" (A term used derisively by the extreme conservatives) is coded language for hiring minorities who are unqualified. It is used here, by some, to disparage minorities.
Case in point: I put up a post here at Linkedin, Understanding Group Norms in the corporate world. It evolved due to the postings by others into the worthy topic of discussing different cultures. Whereas Linkedin is a global meeting place, this will help us to understand how different people around the world feel about different issues.
In another posting, I pointed out that here (US) HR has become a separate "industry within an industry". If HR would be content to limit its responsibilities to employee benefits, workman's comp, compliance with laws and regulations covering employees, ie: OSHA (Occupational Safety and Health Administration), discrimination complaints, harassment complaints, etc. while allowing "corporate" to fill leadership positions through a personnel dept. that processed the paperwork and allowed "corporate" to do the interviewing and hiring, the hiring process would be much improved. Corporate leaders would no longer be hiring the safest, but would be hiring those people who are conspicuously qualified to do the job.
The main difference: The Boss hires on the basis of qualifying while HR hires people on the basis of quantifying.
Great to hear from someone from Argentina. After the New York Times came back from its strike back in the late 70's. (Circa 1978), there was an article on the Argentine economy. The first third of the article avoided telling the readers what the article was about, the second third of the article began discussing the Argentine economy, and the last third of the article offered no conclusions. (25% of the article was taken up with a picture of an oil tanker sitting offshore. Not pertinent to the article, but to explain that oil tankers, like the one in the photo, sit idle off the coast of Argentina.)
It had been my understanding that among the many understandings of the Argentine economy, 40--35 years ago, was insufficient capital reinvestment during boom times that would have helped to streamline or upgrade the infrastructure, perhaps reduce debt, and "cover the costs during lean times."
What is the perspective of the corporate leaders in Argentina? (On the economy, not on the quality of the New York Times writers.)
"On the other hand...they might believe that somehow, they are doing what's politically correct."
There are many who believe the term "politically correct" (A term used derisively by the extreme conservatives) is coded language for hiring minorities who are unqualified. It is used here, by some, to disparage minorities.
Case in point: I put up a post here at Linkedin, Understanding Group Norms in the corporate world. It evolved due to the postings by others into the worthy topic of discussing different cultures. Whereas Linkedin is a global meeting place, this will help us to understand how different people around the world feel about different issues.
In another posting, I pointed out that here (US) HR has become a separate "industry within an industry". If HR would be content to limit its responsibilities to employee benefits, workman's comp, compliance with laws and regulations covering employees, ie: OSHA (Occupational Safety and Health Administration), discrimination complaints, harassment complaints, etc. while allowing "corporate" to fill leadership positions through a personnel dept. that processed the paperwork and allowed "corporate" to do the interviewing and hiring, the hiring process would be much improved. Corporate leaders would no longer be hiring the safest, but would be hiring those people who are conspicuously qualified to do the job.
The main difference: The Boss hires on the basis of qualifying while HR hires people on the basis of quantifying.
Great to hear from someone from Argentina. After the New York Times came back from its strike back in the late 70's. (Circa 1978), there was an article on the Argentine economy. The first third of the article avoided telling the readers what the article was about, the second third of the article began discussing the Argentine economy, and the last third of the article offered no conclusions. (25% of the article was taken up with a picture of an oil tanker sitting offshore. Not pertinent to the article, but to explain that oil tankers, like the one in the photo, sit idle off the coast of Argentina.)
It had been my understanding that among the many understandings of the Argentine economy, 40--35 years ago, was insufficient capital reinvestment during boom times that would have helped to streamline or upgrade the infrastructure, perhaps reduce debt, and "cover the costs during lean times."
What is the perspective of the corporate leaders in Argentina? (On the economy, not on the quality of the New York Times writers.)
My Comments on the Hiring Process Today #5
The broad topic of hiring begs the question, "Who is hiring whom to do what?"
If the accounting department needs another accountant, presumably, HR looks at applications, the head of accounting conducts interviews, and voila, another young spirit is crushed -- oops -- I mean another young accountant is hired.
I say this because two of my nieces were hired by two "nice" accounting firms. They'd interned (hold that thought) and were hired, and by now they've presumably moved up.
My one niece explained what she does. Interesting stuff but not the stuff of legend. (Anyone remember the Chartered Public Accountant who flew from England to Canada to commandeer a ship and sail it back to jolly old England. What? Answer: Repo-man. I'll bet they're still talking about that.)
Now let's move on to CNN. We all see ratings are dropping. Fox is moving up. The spirited debate is over ideology. CNN is committed to its vision. Fine. But ideology might not be the problem. The problem might simply be format.
Who at CNN is responsible for raising his hand at a meeting to say, "Maybe the reason we are losing viewers has nothing to do with ideology. Maybe it has to do with format."
What might result reminds me of the comic strip where a peace-nik is debating nuclear weapons with a General. The peace-nik uses the analogy of the two of them standing in a room up to their knees in gasoline. Each has a book of matches. The Peace-nik says, "The answer is not more matches." The General replies, "You're right. The answer is bigger match-heads."
While I admit my wife was not surprised to hear that CNN did not renew some of the contracts, (and upset with rumors they did not renew some of the others' contracts), the prognosis is that CNN is simply going with "bigger names". (I also admit to hiding behind a woman's skirt--but that's okay, the woman wearing the skirt is my wife.)
I not only read 4-5 newspapers a day, I also channel surf the cable stations. (They say everything come in threes. That must be true. The big three cable stations seem to run the same three news stories on a nightly basis.)
Now, what is this all about? Who is hiring whom to do what? At some point in time, when things are not going well, it is incumbent on those at the top to seek a fresh perspective. Just, please, don't hire anyone with a mission statement on his resume.
If the accounting department needs another accountant, presumably, HR looks at applications, the head of accounting conducts interviews, and voila, another young spirit is crushed -- oops -- I mean another young accountant is hired.
I say this because two of my nieces were hired by two "nice" accounting firms. They'd interned (hold that thought) and were hired, and by now they've presumably moved up.
My one niece explained what she does. Interesting stuff but not the stuff of legend. (Anyone remember the Chartered Public Accountant who flew from England to Canada to commandeer a ship and sail it back to jolly old England. What? Answer: Repo-man. I'll bet they're still talking about that.)
Now let's move on to CNN. We all see ratings are dropping. Fox is moving up. The spirited debate is over ideology. CNN is committed to its vision. Fine. But ideology might not be the problem. The problem might simply be format.
Who at CNN is responsible for raising his hand at a meeting to say, "Maybe the reason we are losing viewers has nothing to do with ideology. Maybe it has to do with format."
What might result reminds me of the comic strip where a peace-nik is debating nuclear weapons with a General. The peace-nik uses the analogy of the two of them standing in a room up to their knees in gasoline. Each has a book of matches. The Peace-nik says, "The answer is not more matches." The General replies, "You're right. The answer is bigger match-heads."
While I admit my wife was not surprised to hear that CNN did not renew some of the contracts, (and upset with rumors they did not renew some of the others' contracts), the prognosis is that CNN is simply going with "bigger names". (I also admit to hiding behind a woman's skirt--but that's okay, the woman wearing the skirt is my wife.)
I not only read 4-5 newspapers a day, I also channel surf the cable stations. (They say everything come in threes. That must be true. The big three cable stations seem to run the same three news stories on a nightly basis.)
Now, what is this all about? Who is hiring whom to do what? At some point in time, when things are not going well, it is incumbent on those at the top to seek a fresh perspective. Just, please, don't hire anyone with a mission statement on his resume.
My Comments on the Hiring Process Today #4
If I said, "loyal", you might think I don't agree with you. I do. Therefore, I will describe the talentless as obsequious. Uriah Heep.
It wasn't too long ago, those with ambitions were advised, "Make your boss look good. (That, along with make yourself indispensable.) Then, when he moves up, you move up with him.
Alluding to my topic on group norms in the corporate world, the aforementioned is a cultural norm--corporate culture. Too often a vital one if one does not want someone taking his job away from him.
CAESAR: Let me have men about me that are fat; Sleek-headed men and such as sleep o' nights: Yond Cassius has a lean and hungry look; He thinks too much: such men are dangerous.
ANTONY: Fear him not, Caesar; he's not dangerous; He is a noble Roman and well given.
CAESAR: Would he were fatter! But I fear him not: yet if my name were liable to fear,
I do not know the man I should avoid so soon as that spare Cassius. He reads much;
He is a great observer and he looks quite through the deeds of men: he loves no plays,
as thou dost, Antony; he hears no music; seldom he smiles, and smiles in such a sort
as if he mock'd himself and scorn'd his spirit that could be moved to smile at any thing.
Such men as he be never at heart's ease whiles they behold a greater than themselves,
and therefore are they very dangerous. -- Shakespeare
It wasn't too long ago, those with ambitions were advised, "Make your boss look good. (That, along with make yourself indispensable.) Then, when he moves up, you move up with him.
Alluding to my topic on group norms in the corporate world, the aforementioned is a cultural norm--corporate culture. Too often a vital one if one does not want someone taking his job away from him.
CAESAR: Let me have men about me that are fat; Sleek-headed men and such as sleep o' nights: Yond Cassius has a lean and hungry look; He thinks too much: such men are dangerous.
ANTONY: Fear him not, Caesar; he's not dangerous; He is a noble Roman and well given.
CAESAR: Would he were fatter! But I fear him not: yet if my name were liable to fear,
I do not know the man I should avoid so soon as that spare Cassius. He reads much;
He is a great observer and he looks quite through the deeds of men: he loves no plays,
as thou dost, Antony; he hears no music; seldom he smiles, and smiles in such a sort
as if he mock'd himself and scorn'd his spirit that could be moved to smile at any thing.
Such men as he be never at heart's ease whiles they behold a greater than themselves,
and therefore are they very dangerous. -- Shakespeare
My Comments on the Hiring Process Today #3
I like the insight: Companies keep the good ones (presumably) and the only people available for hire are the unwanted. (I'm not being snarky, but look what happened when Ford fired Lee Iacocca.)
Too many people are not being fast-tracked or, if you prefer, mentored. Think back to your school days. Didn't everyone know who the bright kids were? At recess, didn't everyone know who were the "captains" for soft-ball, kick-ball, etc?
Then again...
"When a true genius appears in the world, you may know him by this sign, that the dunces are all in confederacy against him." -- Jonathan Swift
Too many people are not being fast-tracked or, if you prefer, mentored. Think back to your school days. Didn't everyone know who the bright kids were? At recess, didn't everyone know who were the "captains" for soft-ball, kick-ball, etc?
Then again...
"When a true genius appears in the world, you may know him by this sign, that the dunces are all in confederacy against him." -- Jonathan Swift
My Comments on the Hiring Process Today #2
Those of you who are internet savvy will no doubt remember the Powerpoint presentation that went viral a few years back. It is called, "Yours is a very bad hotel."
It was a major blast at a hotel by two businessmen who had booked rooms, paid for them, advised the hotel they would be arriving late only to arrive late as they said they would to find out Dave had given their paid for room to someone else.
Google it. Consider it a cautionary tale. I don't find as much fault with the "$5 dollar an hour desk clerk on the night shift in a hotel as I do with senior management who couldn't find a middle management person capable of setting and enforcing the parameters of staff responsibility.
ps. There is no such thing as a "safe" hire. Only a senior management person not capable of hiring the best.
It was a major blast at a hotel by two businessmen who had booked rooms, paid for them, advised the hotel they would be arriving late only to arrive late as they said they would to find out Dave had given their paid for room to someone else.
Google it. Consider it a cautionary tale. I don't find as much fault with the "$5 dollar an hour desk clerk on the night shift in a hotel as I do with senior management who couldn't find a middle management person capable of setting and enforcing the parameters of staff responsibility.
ps. There is no such thing as a "safe" hire. Only a senior management person not capable of hiring the best.
Subscribe to:
Posts (Atom)