Accountability – Page 39 – www.exkalibur.com

Vol 72: Seven Swing Thoughts to Overcome Adversity

““Thankfully, perseverance is a good substitute for talent” — Steve Martin

7 Swing Thoughts to Overcome Adversity

The recent 92nd PGA championship ended tragically for Dustin Johnson based on a questionable and controversial call. What virtually every observer, from fans to PGA champions, saw as a sandy area of the rough outside of the ropes was declared by rules officials as a sand trap even though spectators were standing in it. Under the rules of golf, that resulted in a two-stroke penalty because a player can’t ground his club in the sand. It cost him a chance to participate in a three-hole playoff for the trophy in one of golf’s four major championships.

It was heart-breaking to watch and even brought a roar of disapproval from the usually reticent golf crowd. For most casual observers, it’s a distinction without a difference … but in the rules-driven PGA tour, it was a judgment call without heart or soul. Mr. Johnson’s disappointment now competes with Armando Galaragga’s recent loss of a perfect game in baseball.

What do we do when we suffer a major disappointment, e.g., the loss of a major client we served so well or the departure of a valued employee to whom we thought we had extended every opportunity? (more…)

General Pride? Dr. Hubris? Welcome to our Strategic Finance lesson

Wouldn't you know that after I'd just finished posting about the soldiers of the 7 Deadly Sins Army ... notably General Pride and his two prized henchmen, Major Envy and Major Jealousy, and their infection of the $10 trillion merger boom that mostly failed its shareholders ... that I'd discover…

Strategic Finance? 7 Deadly Sins infect merger boom!

How many times have we heard about a failed marriage, scuttled by pride … greed … jealousy … envy … or other misdeeds flowing from the interminably deep well of human shortcomings? Too many, I’m sure, but those denizens of the 7 Deadly Sins brigade also besiege the world of mergers and acquisitions.

I haven’t written about this enough, I realize, as I read the M&A Losers in $10 Trillion Deal Binge …. providing yet one more example of the failed mergers that incite shareholder rebellions. We know the road to hell is paved with good intentions, so that doesn’t count for much. We expect CEOs and their directors to exercise their fiduciary responsibility to US by making sound decisions that are not scuttled by some array of the 7 Deadly Sins. (more…)

3 Simple Keys to Productive Meetings

A recent NY Times interview with Dan Rosensweig, CEO of Chegg, a firm that rents textbooks online and by mail, brought some valuable but simple tips about meeting discipline to mind.

1. Leave technology on the other side of the door.

Be present, engage in hearty conversation.
Phones, texting, communicating outside of the room is not invited or allowed. (Yeah, I know … you’re thinking … I don’t do this, do I?)
Seriously?

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After Action Reviews = Successful Execution

In an article entitled Five Ways Pixar Makes Better Decisions, Tom Davenport, a Babson College professor, refers to what I call “after action reviews” as a critical element of the creative decision-making used at Pixar.

In my earlier post, Powerful After Action Reviews, you can learn more about this concept, built and nurtured by the US Army.

Pixar uses the concept of “Dailies”

For Pixar, Davenport reminds us how movie makers use “dailies” to review their work in progress, showing movies to other filmmakers every few month to solicit critical insights that often make the movies better.

Nothing we couldn’t accomplish with a Daily Huddle, right? (more…)

Lead with what’s possible

A recent NY Times interview with Dan Rosensweig, CEO of Chegg, a firm that rents textbooks online and by mail, prompted me about the power of the entrepreneurial spirit. We're not reminded often enough about the inspirational force of asking what needs to be done ... rather than thinking about all…

Let the public floggings continue ….

The flood of public embarrassments and public floggings never seems to end. Two of my most recent columns, Get it Right the First Time and The Keys to an Apology, summarize BPs woeful public gaffes, the transcendence of umpire Jim Joyce 'actions following an almost perfect baseball game ... and…

Vol. 68: The Keys to an Apology

Integrity, vulnerability and humility: keys to an apology

“Pride is concerned with who is right. Humility is concerned with what is right.” — Ezra Taft Benson

I was ready to return to our series on strategic finance after my last column about the integrity of umpire Jim Joyce and the accountability of BP… until I read a comment in the Washington Post by Jeffrey Pfeffer, a professor of organizational behavior at Stanford University.

Citing Henry Ford’s infamous quote, “Never complain, never explain,” as the preferred way for business leaders to deal with disasters like the Gulf oil spill took me by surprise.

BP is the poster child for a failed apology

In appearing to criticize BP’s CEO Tony Hayward for apologizing for BP’s actions, Mr. Pfeffer extols the value of being on the “winning side,” that people respect strength and diffidence does not convey winning or power. Research in social psychology, he continues, “shows that acting embarrassed or remorseful conveys less power and results in less favorable impressions than acting angry.”

In the context of BP’s PR debacle, those comments seem wildly misplaced. Does Mr. Pfeffer think BP would have won our hearts and minds by taking no responsibility, “never explaining,” and that he should have acted like he was angry that people blamed BP for this unexpected accident? I can’t imagine worse advice than if I recommended that you chase down every meal with a quart of engine oil.

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Why are you in business?

Everyone knows WHAT they're doing ... no exceptions ... and most know HOW they're doing it ... but few know WHY they're doing it! Simon Sinek argues that people make emotional decision to buy or follow someone only because they BELIEVE what YOU believe ... which is all about WHY…