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What makes leading so difficult?

The hardest part of leadership is knowing what’s really going on. We can’t bring people together to solve a problem or advance a goal if we don’t have shared understanding of what’s happening and what to do about it.  

Humans have a strong need to believe that what they understand and see is exactly how the world is. That means we are often clueless about how much what looks like Truth to us is really personal interpretation of what’s going on. It’s as if we are predisposed by Mother Nature to not know how much we don’t know. Why?

Human limits: We can attend to only a limited amount of information and experiences available. And our values, education, experience, cognitive capacities, physical abilities, and developmental limitations influence what we see. We register some things, ignore others, and draw conclusions. All this occurs quickly and outside of awareness.

The result: what leaders see and think can seem more like Truth and the way the world really is than the individual creations and interpretations that they are. The tacit nature of all this can blind leaders to gaps and inaccuracies. It also leaves little incentive for them to question their interpretations or retrace any of their steps from data selection through decisions about appropriate action.

Human need for certainty: We’d never be able to act if we had to think all the time about what we are missing. The big problem is when people create explanations of what things mean and assume that others either see things the same way or, if they don’t, are wrong. Here is the basis for conflict and confusion. 

From thought to action: People’s personal interpretations are prescriptions for how they and others should respond. If we see our unit’s budget problem as over-spending, we’ll cut expenses. If we see inadequate allocations, we’ll lobby for more. If we sense embezzlement, we’ll call the cops. You see the ease and the potential complications in all this. We’re often off and running before we’re even sure where we should be heading.

“We carve out order by leaving the disorderly parts out,” concluded eminent psychologist William James. How do we remind ourselves that this is what we are doing?

Successful leaders bring habits of the mind that make them deliberate information gathers who work to understand a situation from multiple perspectives. They respect the need for action, but know that the right response is better than a quick wrong response. They build relationships that enable others to feel safe  disagreeing with them. They listen to what other’s tell them and work to confirm (or disconfirm) the accuracy of their perceptions. They test interpretations and experiment with solutions.  

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Karen Tal: Strangers No More

An amazing leadership story is that of Karen Tal and her work launching the highly successful public school in Tel Aviv, Bialik-Rogozine.

Listen to Karen speak about the school and herself. http://www.tedxtelaviv.com/2010/07/18/karen-tal-thriving-on-turmoil/ 

I had the pleasure of meeting her recently; and Karen’s passion, commitment, and authenticity were palpable. You can also learn more about the school in the Academy Award winning short documentary “Strangers No More.”

Karen set out 7 years ago as a new principal to merge two failing schools in the poorest section. She brought strong belief that it is our duty to help all children to learn. She found within herself the courage to manage her own fears and doubts. She shared a clear vision with the teachers and school staff: in 5 years, the school will become an educational miracle where every student can increase his or her potential. She offered a challenge to the school, government agencies, and diverse partners: “Join me, support us, or I will support the closing of these schools.” 

Statistics show Bialik-Rogozine has more than succeeded by objective educational measures of retention, graduation rates, college admission, etc. Images of the diverse and caring community created for the 800 students from 48 nations and their families tell an even bigger story more.

Efforts are underway, working with successful entrepreneurs from the business community, to find ways to up scale this model of education and community building. Nothing could be more important as we confront the complexities of peace and harmony in an increasingly diverse and global world.        

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The Leadership Professor is back

It’s been a long year since The Leadership Professor has been active online. The reason: a time of major transition, change, learning, relearning, and settling into a new job, institution, city, home, life, and career stage.

The good news: not just surviving, but thriving and with a range of experiences that have deepened understandings of how and why we lead – and how we can (and must) better manage the inevitable stresses and strains in daily life.

From this last year, I am convinced more than ever that:

1. One person can change the world – and we’ll only solve those nagging, audacious problems when we each accept and act on that reality. 

2. The heart of leadership rests in the heart of the leader: we lead best when we find jobs that use our true talents and issues to which we can bring passion and energy.

3. We are stronger than we think – and accepting that gives us the courage to lead and the grace to manage the inevitable challenges along the way. 

As I prepare to work next week with a group of higher education leaders, I ran across a quotation from Ron Heifetz and Marty Linsky (Leadership on the Line, 2002) that captures the essence of leadership: offering hope, insights, possibilities, encouragement, and learning. 

“The hope in leadership lies in the capacity to deliver disturbing news and raise difficult questions in a way that people can absorb, prodding them to take up the message rather than ignore it or kill the messenger.”

Onward!   

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Jeremy Lin: A Teaching Case on Succeeding in a Complex World

I love the Jeremy Lin story – the humble, smart, sudden NBA superstar for the Knicks who until a few weeks ago was sleeping on his brother’s couch and wondering his future with the sport he loved. [If you need to catch-up on Lin-sanity, check out the Washington Post story on how his talent went unnoticed for so long or one of the many New York Times sport columns.]

This is a great basketball story – a living remake of the movie classic “Hoosiers.” It’s an American morality tale of hard work, immigrant family, humility, following a dream, and success against the odds. It’s also a teaching case about how to succeed in an increasing complex world.

Forbes columnist Eric Jackson identifies 10 lessons from Jeremy Lin to enrich our lives and work. Let me post and discuss.

1. Believe in yourself when no one else does. Only the 4th Harvard grad to make it to the NBA. One of only a handful of Asian-Americans to make it. Sent to the Knicks D-League team in Erie, PA 3 weeks ago. Already cut by two other NBA teams before. It’s easy to lose heart in the face of defeat – but where will that get you?  Look where faith took Jeremy.

2. Seize the opportunity when it comes up. Lin got to start for the Knicks because they had to start him: too many injured and missing players. Lin made the most of it. Opportunities arise when we least expect them. Will you be ready to make the most of them? Be strong and confident to rise to the new  challenge? How can you cultivate the inner strengthen needed for that? It’s not easy to sustain confidence in the face of rejection.  

3. Your family will always be there for you, so be there for them. Lin only got his contract guaranteed by the Knicks a few days. His family has been his support: they pick him up when he gets down on himself and make him “continue to believe.” If you want your family to believe in you like that, you’ve got to be there for them when they need it.

4. Find the system that works for your style. Context is everything in leadership – no one is perfect in all situations. Lin isn’t Michael Jordan or Kobe Bryant (whom he out-scored the other night, by the way). His style of distributing the ball didn’t work with his other NBA teams. It’s perfect for the Knicks. Know your strengths and find the job or organization that’s a good fit. If you don’t, people will overlook what you bring to the table.  Amen!

5. Don’t overlook talent that exists around you. You may have a Jeremy Lin working for or around you now. Pundits say Jeremy wasn’t helped by others’ stereotypes: he’s from Palo Alto High and Harvard. He’s Asian-American. Don’t let assumptions blind you to your other or others’ talents. My own belief: we are all capable of much more than we now show with the right opportunity and support.

6. People will love you for being an original, not trying to be someone else. I love the Judy Garland quotation: Always be a first-rate version of yourself, instead of a second-rate version of somebody else.

7. Stay humble. In interviews, Lin shows humility despite the media frenzy. May we all have the grounding and executive presence!

8. When you make others look good, they will love you forever. The Knicks are playing well because they are playing better as a team – and have been working harder to share the ball since Lin. Lin praises his teammates to the media. Take note!

9. Never forget about the importance of luck or fate in life. To quote Eric Jackson, “Whatever you believe in, be grateful for it.”

10. Work your butt off. Lin was ready to seize his opportunity because his skills were strong from a lot of hard, hard work. Hard work is not glamorous – but there are no short cuts in today’s tough, competitive world.

I add a #11 to the list:

11. Choose hope. Hope is the most powerful form of human motivation. But it is not wishful thinking. Real hope is informed by persistence, hard work, patience, and courage – as seen in the Jeremy Lin story. The New York Times quoted one of Lin’s favorite verses: Suffering produces character, and character produces hope, and hope does not disappoint us (Romans 5:3-5). 

Sustain faith in yourself, passion for the contribution you want to make, and the hope necessary to find the right place to make it. Onward! 

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Leadership, love, and authenticity: Howard Schultz and Starbucks

I just finished Onward: How Starbucks Fought for Its Life without Losing Its Soul for a chapter on compassionate leadership that I’m writing.  And I’ve fallen in love with the leadership of Howard Schultz. His philosophy — leadership is not just about winning, but about finding a right way to succeed that brings hope for a brighter future to others – is a reminder that if you love what you do and respect the people who help you do it, you’re on a good path.

On the day in 1987 that Schultz bought a local business in Seattle called Starbucks, he held an all-employee meeting. He had three talking points: “1. Speak from my heart. 2. Put myself in their shoes. 3. Share the Big Dream with them.” Schultz saw two requisites for Starbucks’ growth: (1) sustain the passion and personality upon which the company had been built; and (2) instill in every employee a reverence for the coffee experience – the capacity to recreate the transcendental “blend of craftsmanship and human connection” that Schultz encountered with the Italian barista who brewed his first espresso in Milan in 1983. Create a high-quality experience for people, and they will reciprocate with loyalty. Profits will follow.

To quote Schultz:  A company can grow big without losing the passion and personality that built it, but only if it’s driven not by profits but by people . . . The key is heart. I pour my heart into every cup of coffee and so do my partners [the company name for employees] at Starbucks. When customers sense that, they respond in kind … If you pour your heart into your work, you can achieve dreams others may think impossible. That’s what makes life rewarding. 

Starbucks is an amazing success story. In the 1990’s, it was opening a new store almost every day and is now the world’s largest coffeehouse company with more than 18,800 stores in 55 countries and more than 10 billion U.S. dollars in annual revenues – a ten-fold increase in a decade that also necessitated Schultz’s return as CEO (from his position as chairman) to address the company’s 2007 financial slide and reignite the innovation needed for continued success in an increasingly competitive global market.

Starbuck is also, by Schultz’s label, “a love story:” a testament to his love of coffee and of the work in growing a company and building a corporate culture that inspire and excite customers, vendors, and employees.

To quote Schultz again:  Infusing work with purpose and meaning is a two-way street. Yes, love what you do, but your company should love you back. As a merchant, my desire has always been to inspire customers, exceed their high expectations, and establish and maintain their trust in us. As an employer, my duty has always been to also do the same for people on the other side of the counter.

Schultz translated his personal philosophy into a company philosophy to treat all employees with respect and dignity and into company practices like affordable comprehensive healthcare for employees (even part-timers), flexible work hours, competitive wages, stock options, and other perks that repeatedly land Starbucks on Fortune’s “100 Best Companies to Work For” list – and got Schultz named Fortune’s 2011 Businessperson of the Year. 

So are you doing what you love?  Bringing your best self to the workplace so as to encourage others to do the same?  Walking your talk?  Creating a work environment that inspires your employees to create transcendental experiences for your customers?  Making contributions to a more hopeful future? 

If not, grab a cup of coffee and get out your pencil.  You’ve got some personal – and organizational – planning to do.     

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Leaders, Boost Your Creativity in 2012: Five Suggestions for the New Year

It’s resolution time. I’ve made my list and share five suggestions for yours to boost creativity in 2012.

Times are tough, and every industry is rethinking how it does business. Creativity and the capacity to think deeply and flexibly can pull an organization ahead of the crowd. How can you enhance your capacities and help your organization claim its competitive advantage?  Suggestions to boost your innovation brainpower:

1.  Read more fiction. There are plenty of benefits. Build new neuronal circuits. Deepen your knowledge of the human condition – and learn about yourself as your reflect on your responses. Improve your vocabulary, beef up those communication skills. Expand your cultural intelligence. Leadership is all about influence, communication, relationships, and seeing the simplicity on the other side of complexity. 

No time for major tomes? Try The Art of the Novella Series: short novels by some of literature’s greatest – Melville, James, Tolstoy, Chekhov, Twain, and more. The tiny classics tuck easily into a brief case, purse, or pocket – and their colorful contemporary covers are great conversation starters.

My first was a holiday gift – The Dialogue of the Dogs by Cervantes. Turns out the creator of Don Quixote also wrote the first talking-dog story. Ever wonder what your pet is really thinking, and what Fido can teach you about ethics and fairness?  I loved it: a quick read and deep ideas. I was hooked on the novella.

The Duel by Heinrich von Kleist (a 19th century German author I knew nothing about) was next. Read it, and let me know how your thinking about loyalty, everyday assumptions, and trust have changed.

I’m on The Lifted Veil by George Eliot now — her only work in the first person with eerie similarities to  Eliot’s claiming her public identity as a woman author. Next in line The Lemoine Affair by Proust — and a look at why humans are so easily conned!  Think shades of Bernie Madoff. 

2.  Discover the power and joy of quiet. We live in a world of 24/7 stimulation and news. We text, email, surf, and sit in front of screens (computer and TV) more and more (and Nicholas Carr in The Shallows: What the Internet Is Doing to Our Brains paints a dire portrait of the neurological, intellectual, and cultural consequences). Creativity requires quiet – the time and space to think. Find ways to build that into your day. Mindfulness is not a luxury for strong leadership.

3.  Break the work addiction. All work and no play makes for dull, burned-out people – and maybe even dead ones. The Chinese pictograph for “busy” is two characters: “heart” and “killing.” Loving your work isn’t the same as being a slave to it. You’ll work better and smarter when refreshed. Play is productive.

4. Think gray. It’s simple and counter-intuitive: train yourself to not make decisions quickly. You’ll fall into your regular thinking patterns easily: you need to push yourself to think slowly and carefully about what you’re not thinking about. That’s where you’ll navigate through the shades of gray to identify the best course of action. It’s hard to think gray: humans love binary, right-wrong, yes-no, black-white thinking. The concept comes from Steven Sample (the highly successful president emeritus of the University of Southern California) and is developed in his chapter in Business Leadership.

5. Embrace the novice role. Experience the world with new eyes. It’s good for mind and soul. A good way is to try something you’ve never done but have always wanted to or that you know you don’t do well. The process of learning slows life down, encourages mindfulness, and fine-tunes your skills as a reflective practitioner – a definite leadership plus. You might discover a new talent or passion in the process. 

Onward to a creative 2012 for us all! 

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Find Your Own Voice: 50 Years of Stupid Grammar Advice Revisited

If you’ve ever taken a writing course, you’ve probably read Strunk and White’s classic, The Elements of Style. A review of the book at its 50th anniversary – one of the most read articles from The Chronicle of Higher Education over the last two and a half years — is worth a read (and you’ll find it below). May it free your inner writer!    

Clear and compelling writing is essential for leaders – it’s a way to connect with others around a shared agenda. Equally important, doing it well is professional development. To write well you need to think well. Working to tighten and clarify your prose helps you tighten and clarify your thoughts. If you’ve ever worked to write a good executive summary of a huge report or an abstract for a complex piece of research or analysis, you know what I mean. The capacity to craft a persuasive written argument (or email, memo, or report) is a talent that will set you apart from the crowd.    

Advice from The Leadership Professor: work on your written communication skills. Don’t assume they are old hat in the Twitter age. Get some solid rules under your belt for how to form strong sentences, cogent paragraphs, and evidence-based arguments that sing. As you’ll see below, the rules of writing are worth remembering, but you may not have gotten all you need. The process of deliberately thinking about the choices you make in your writing and the impact you want to have will go a long way. 

My primary writing rule has stood the test of time, I’m proud to say: find your own voice and learn to use it to your competitive advantage. Finding your voice doesn’t mean letting it all hang out, IM style. It means  knowing how you like to connect with your audience through words, what makes your messages clear and memorable, and how you can best bring your understandings and perspectives to relevant others so that they can learn from them. All writing is personal and interpretive: how does yours acknowledge and reflect that?

Elements of style – fundamental. Style without voice – empty. Style + voice – impact. 

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50 Years of Stupid Grammar Advice[1]

By Geoffrey K. Pullum

April 16 is the 50th anniversary of the publication of a little book that is loved and admired throughout American academe. Celebrations, readings, and toasts are being held, and a commemorative edition has been released. I won’t be celebrating.

The Elements of Style does not deserve the enormous esteem in which it is held by American college graduates. Its advice ranges from limp platitudes to inconsistent nonsense. Its enormous influence has not improved American students’ grasp of English grammar; it has significantly degraded it.

The authors won’t be hurt by these critical remarks. They are long dead. William Strunk was a professor of English at Cornell about a hundred years ago, and E.B. White, later the much-admired author of Charlotte’s Web, took English with him in 1919, purchasing as a required text the first edition, which Strunk had published privately. After Strunk’s death, White published a New Yorker article reminiscing about him and was asked by Macmillan to revise and expand Elements for commercial publication. It took off like a rocket (in 1959) and has sold millions.

This was most unfortunate for the field of English grammar, because both authors were grammatical incompetents. Strunk had very little analytical understanding of syntax, White even less. Certainly White was a fine writer, but he was not qualified as a grammarian. Despite the post-1957 explosion of theoretical linguistics, Elements settled in as the primary vehicle through which grammar was taught to college students and presented to the general public, and the subject was stuck in the doldrums for the rest of the 20th century.

Notice what I am objecting to is not the style advice in Elements, which might best be described the way The Hitchhiker’s Guide to the Galaxy describes Earth: mostly harmless. Some of the recommendations are vapid, like "Be clear" (how could one disagree?). Some are tautologous, like "Do not explain too much." (Explaining too much means explaining more than you should, so of course you shouldn’t.) Many are useless, like "Omit needless words." (The students who know which words are needless don’t need the instruction.) Even so, it doesn’t hurt to lay such well-meant maxims before novice writers.

Even the truly silly advice, like "Do not inject opinion," doesn’t really do harm. (No force on earth can prevent undergraduates from injecting opinion. And anyway, sometimes that is just what we want from them.) But despite the "Style" in the title, much in the book relates to grammar, and the advice on that topic does real damage. It is atrocious. Since today it provides just about all of the grammar instruction most Americans ever get, that is something of a tragedy. Following the platitudinous style recommendations of Elements would make your writing better if you knew how to follow them, but that is not true of the grammar stipulations.

"Use the active voice" is a typical section head. And the section in question opens with an attempt to discredit passive clauses that is either grammatically misguided or disingenuous.

We are told that the active clause "I will always remember my first trip to Boston" sounds much better than the corresponding passive "My first visit to Boston will always be remembered by me." It sure does. But that’s because a passive is always a stylistic train wreck when the subject refers to something newer and less established in the discourse than the agent (the noun phrase that follows "by").

For me to report that I paid my bill by saying "The bill was paid by me," with no stress on "me," would sound inane. (I’m the utterer, and the utterer always counts as familiar and well established in the discourse.) But that is no argument against passives generally. "The bill was paid by an anonymous benefactor" sounds perfectly natural. Strunk and White are denigrating the passive by presenting an invented example of it deliberately designed to sound inept.

After this unpromising start, there is some fairly sensible style advice: The authors explicitly say they do not mean "that the writer should entirely discard the passive voice," which is "frequently convenient and sometimes necessary." They give good examples to show that the choice between active and passive may depend on the topic under discussion.

Sadly, writing tutors tend to ignore this moderation, and simply red-circle everything that looks like a passive, just as Microsoft Word’s grammar checker underlines every passive in wavy green to signal that you should try to get rid of it. That overinterpretation is part of the damage that Strunk and White have unintentionally done. But it is not what I am most concerned about here.

What concerns me is that the bias against the passive is being retailed by a pair of authors so grammatically clueless that they don’t know what is a passive construction and what isn’t. Of the four pairs of examples offered to show readers what to avoid and how to correct it, a staggering three out of the four are mistaken diagnoses. "At dawn the crowing of a rooster could be heard" is correctly identified as a passive clause, but the other three are all errors:

"There were a great number of dead leaves lying on the ground" has no sign of the passive in it anywhere.

"It was not long before she was very sorry that she had said what she had" also contains nothing that is even reminiscent of the passive construction.

"The reason that he left college was that his health became impaired" is presumably fingered as passive because of "impaired," but that’s a mistake. It’s an adjective here. "Become" doesn’t allow a following passive clause. (Notice, for example, that "A new edition became issued by the publishers" is not grammatical.)

These examples can be found all over the Web in study guides for freshman composition classes. (Try a Google search on "great number of dead leaves lying.") I have been told several times, by both students and linguistics-faculty members, about writing instructors who think every occurrence of "be" is to be condemned for being "passive." No wonder, if Elements is their grammar bible. It is typical for college graduates today to be unable to distinguish active from passive clauses. They often equate the grammatical notion of being passive with the semantic one of not specifying the agent of an action. (They think "a bus exploded" is passive because it doesn’t say whether terrorists did it.)

The treatment of the passive is not an isolated slip. It is typical of Elements. The book’s toxic mix of purism, atavism, and personal eccentricity is not underpinned by a proper grounding in English grammar. It is often so misguided that the authors appear not to notice their own egregious flouting of its own rules. They can’t help it, because they don’t know how to identify what they condemn.

"Put statements in positive form," they stipulate, in a section that seeks to prevent "not" from being used as "a means of evasion."

"Write with nouns and verbs, not with adjectives and adverbs," they insist. (The motivation of this mysterious decree remains unclear to me.)

And then, in the very next sentence, comes a negative passive clause containing three adjectives: "The adjective hasn’t been built that can pull a weak or inaccurate noun out of a tight place."

That’s actually not just three strikes, it’s four, because in addition to contravening "positive form" and "active voice" and "nouns and verbs," it has a relative clause ("that can pull") removed from what it belongs with (the adjective), which violates another edict: "Keep related words together."

"Keep related words together" is further explained in these terms: "The subject of a sentence and the principal verb should not, as a rule, be separated by a phrase or clause that can be transferred to the beginning." That is a negative passive, containing an adjective, with the subject separated from the principal verb by a phrase ("as a rule") that could easily have been transferred to the beginning. Another quadruple violation.

The book’s contempt for its own grammatical dictates seems almost willful, as if the authors were flaunting the fact that the rules don’t apply to them. But I don’t think they are. Given the evidence that they can’t even tell actives from passives, my guess would be that it is sheer ignorance. They know a few terms, like "subject" and "verb" and "phrase," but they do not control them well enough to monitor and analyze the structure of what they write.

There is of course nothing wrong with writing passives and negatives and adjectives and adverbs. I’m not nitpicking the authors’ writing style. White, in particular, often wrote beautifully, and his old professor would have been proud of him. What’s wrong is that the grammatical advice proffered in Elements is so misplaced and inaccurate that counterexamples often show up in the authors’ own prose on the very same page.

Some of the claims about syntax are plainly false despite being respected by the authors. For example, Chapter IV, in an unnecessary piece of bossiness, says that the split infinitive "should be avoided unless the writer wishes to place unusual stress on the adverb." The bossiness is unnecessary because the split infinitive has always been grammatical and does not need to be avoided. (The authors actually knew that. Strunk’s original version never even mentioned split infinitives. White added both the above remark and the further reference, in Chapter V, admitting that "some infinitives seem to improve on being split.") But what interests me here is the descriptive claim about stress on the adverb. It is completely wrong.

Tucking the adverb in before the verb actually de-emphasizes the adverb, so a sentence like "The dean’s statements tend to completely polarize the faculty" places the stress on polarizing the faculty. The way to stress the completeness of the polarization would be to write, "The dean’s statements tend to polarize the faculty completely."

This is actually implied by an earlier section of the book headed "Place the emphatic words of a sentence at the end," yet White still gets it wrong. He feels there are circumstances where the split infinitive is not quite right, but he is simply not competent to spell out his intuition correctly in grammatical terms.

An entirely separate kind of grammatical inaccuracy in Elements is the mismatch with readily available evidence. Simple experiments (which students could perform for themselves using downloaded classic texts from sources like http://gutenberg.org) show that Strunk and White preferred to base their grammar claims on intuition and prejudice rather than established literary usage.

Consider the explicit instruction: "With none, use the singular verb when the word means ‘no one’ or ‘not one.’" Is this a rule to be trusted? Let’s investigate.

Try searching the script of Oscar Wilde’s The Importance of Being Earnest (1895) for "none of us." There is one example of it as a subject: "None of us are perfect" (spoken by the learned Dr. Chasuble). It has plural agreement.

Download and search Bram Stoker’s Dracula (1897). It contains no cases of "none of us" with singular-inflected verbs, but one that takes the plural ("I think that none of us were surprised when we were asked to see Mrs. Harker a little before the time of sunset").

Examine the text of Lucy Maud Montgomery’s popular novel Anne of Avonlea (1909). There are no singular examples, but one with the plural ("None of us ever do").

It seems to me that the stipulation in Elements is totally at variance not just with modern conversational English but also with literary usage back when Strunk was teaching and White was a boy.

Is the intelligent student supposed to believe that Stoker, Wilde, and Montgomery didn’t know how to write? Did Strunk or White check even a single book to see what the evidence suggested? Did they have any evidence at all for the claim that the cases with plural agreement are errors? I don’t think so.

There are many other cases of Strunk and White’s being in conflict with readily verifiable facts about English. Consider the claim that a sentence should not begin with "however" in its connective adverb sense ("when the meaning is ‘nevertheless’").

Searching for "however" at the beginnings of sentences and "however" elsewhere reveals that good authors alternate between placing the adverb first and placing it after the subject. The ratios vary. Mark Liberman, of the University of Pennsylvania, checked half a dozen of Mark Twain’s books and found roughly seven instances of "however" at the beginning of a sentence for each three placed after the subject, whereas in five selected books by Henry James, the ratio was one to 15. In Dracula I found a ratio of about one to five. The evidence cannot possibly support a claim that "however" at the beginning of a sentence should be eschewed. Strunk and White are just wrong about the facts of English syntax.

The copy editor’s old bugaboo about not using "which" to introduce a restrictive relative clause is also an instance of failure to look at the evidence. Elements as revised by White endorses that rule. But 19th-century authors whose prose was never forced through a 20th-century prescriptive copy-editing mill generally alternated between "which" and "that." (There seems to be a subtle distinction in meaning related to whether new information is being introduced.) There was never a period in the history of English when "which" at the beginning of a restrictive relative clause was an error.

In fact, as Jan Freeman, of The Boston Globe, noted (in her blog, The Word), Strunk himself used "which" in restrictive relative clauses. White not only added the anti-"which" rule to the book but also revised away the counterexamples that were present in his old professor’s original text!

It’s sad. Several generations of college students learned their grammar from the uninformed bossiness of Strunk and White, and the result is a nation of educated people who know they feel vaguely anxious and insecure whenever they write "however" or "than me" or "was" or "which," but can’t tell you why. The land of the free in the grip of The Elements of Style.

So I won’t be toasting 50 years of the over-opinionated and under-informed little book that put so many people in this unhappy state of grammatical angst. I’ve spent too much of my scholarly life studying English grammar in a serious way. English syntax is a deep and interesting subject. It is much too important to be reduced to a bunch of trivial don’t-do-this prescriptions by a pair of idiosyncratic bumblers who can’t even tell when they’ve broken their own misbegotten rules.

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Geoffrey K. Pullum is head of linguistics and English language at the University of Edinburgh and co-author (with Rodney Huddleston) of The Cambridge Grammar of the English Language (Cambridge University Press, 2002).

[1] http://chronicle.com Section: The Chronicle Review Volume 55, Issue 32, Page B15

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Leadership Best Practices from Ronald McDonald

Every year the Hay Group does a study of the Best Companies for Leadership. I wasn’t expecting to find McDonald’s high on their list (#7).

Mea culpa, I wasn’t associating serious things like leadership best practices with Ronald McDonald. I stand corrected. We can all learn from looking at McDonald’s recipe for assuring the right leadership at all levels of the operation. The company emphasizes:

1. teamwork

2. proactive performance management with clear and consistent expectations and high standards

3. attention to education, training, coaching, and leadership development, and

4. leadership continuity through an impressive retention rate of over 95% of the graduates from the company’s internal accelerated leadership program.

The result is a strong, consistent corporate culture, with reliability in product delivery and innovation to stay ahead of the competition in a globalized, customer-centric, fast-changing, fast-food market.

How are you doing on important dimensions like teamwork, performance management, leadership education and training, and retention in your business? What could you be doing more or better?

To get you thinking, here are excerpts from the Hay report on how McDonald’s talks about the issues.

What are the leadership practices that differentiate McDonald’s?

It starts with having high standards. Performance management is at the core: we employ a 20/70/10 performance distribution model across the organization: 20 per cent at the exceptional level, 70 per cent significant and then 10 per cent needs improvement. We make sure we keep these standards high. Also, around talent, when we talk about people being ‘ready now’ and ‘ready future’, the ‘ready now’ candidate has to be someone who can be better than the incumbent over time. And, if every time you have an opening you put somebody in that’s stronger, you’re going to increase your organizational capability.

How is McDonald’s adapting to all the shifts that are happening in demographics, globalization and technology?

We’re a very team-based environment. So whenever we have a business issue, our natural inclination is to put together a team of people to look at it. It’s typically cross-functional and in some cases cross-geographic as well. This focus on team goes back to the restaurants. All you have to do is walk into a restaurant during the lunch "crush" and see 15 or 20 people working hard together. The whole culture revolves around working as a team. We’re preparing leaders for what they will face in the future, with two accelerated development programs for different levels of leader. There’s a heavy emphasis around technology, globalization and speed of change. The programs include a business simulation component; an action learning component, a lot of coaching, assessment, self insight and awareness.

Can you talk a little about what you’re doing on the goal setting and coaching side?

We have a pretty good process of cascading our major business goals to our business units. If there is one thing important at McDonald’s, it’s having this alignment of business strategies. I think our team-based approach helps immensely in this regard. We actually hire and promote people based, in large part, on their ability to be able to work effectively in teams. People are generally working at McDonald’s over the long haul. It’s not uncommon to find people at McDonald’s that have been with us 35, 40 years starting out at the restaurant level. So, I think the combination of all of these things drives a lot of alignment.

Beyond core financial results, how do you track the success of leadership programs?

We look at retention, which at 95 percent plus, is where we want it to be. And we look at the percentage of people who are promoted that come out of the accelerated development programs. This program has a big impact on retention. It’s actually one of the most visible signals of how much we are investing in you.

What are you working on for the future of leadership at McDonald’s, say 10-15 years from now?

Our CEO and COO have put together five strategy teams that we believe are going to help us continue our performance run. One is on talent management. We have a cross-geographic, cross-functional team that’s looking in particular at strategic workforce planning – anticipating what resources are going to be required to deliver against our business plans. We also plan to work more collaboratively as a senior team on developing top talent proactively. Third, we want to make sure that whenever we fill key jobs that we put a lot of discipline and rigor into the process. This helps us to improve our ability to make the right call on filling critical jobs – there is nothing more important than this. So far, this team’s work is paying off.

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General

Managing the Occupational Hazard of Leadership

Leadership is emotional work. “There’s no leading without bleeding,” Jerome Murphy, professor and former Dean of the Harvard Graduate School of Education, writes in the most recent Phi Delta Kappan.[1] “No matter what we call it — stress, agitation, loss, frustration, fear, exhaustion, shame, confusion, sadness, loneliness, hurt — there’s not an executive alive who can lead without experiencing emotional discomfort.” Anyone who has led – from the head or the foot of the table – knows exactly what Murphy means.

Leaders can’t escape this occupational hazard; however, they can be their own worst enemy in responding to it – turning inevitable job discomforts into personal anguish and self-doubt that erode focus and energy.

“In the privacy of our minds, we can make things worse by fighting our discomfort, getting hooked on our troubling thoughts, and scolding ourselves for falling short. As a consequence, we can sidetrack our work and lose sight of what really matters to us.”

The stage is set for unproductive denial (and an investment of psychic energy pretending we’re not uncomfortable) or negative self-talk (and worries about whether our discomfort is a sign that we’re a flop or, worse yet, no leader at all). “In the grip of mind chatter that sounds like a Greek chorus of naysayers, it’s not unusual to rehash the past, fret about the future, and hang ourselves out to dry,” concludes Murphy.

There are more productive ways to respond, and Murphy draws from psychology and Eastern thinking to suggest six.

1.  accept the emotional discomforts at the core of leading: “In doing so, we can hold them more lightly, believe them less resolutely, and take them less personally.”

2. acknowledge distress without clinging to it: “We can have our thoughts rather than be had by them.”

3. focus on changing behaviors, not feelings: “We can accept what we’re experiencing at the moment while still working to make things better.”

4. treat self with compassion, kindness, and care. “Both intuitively and through scientific research, we know that self-compassion is central to well-being.”

5. accept human imperfection: “Self-criticism is often accompanied by an irrational but pervasive sense of isolation — as if ‘I’ were the only person suffering or making mistakes.”

6. keep faith in core values: They remind us what’s at stake and put the inevitable discomforts in leading from and toward them in perspective.

Mindfulness training can help cultivate these habits of the mind. The leadership payback is clear: increased capacities for situational diagnosis, task focus, calm value-centered action, and resilience.

Our internal dramas may still be intense, warns Murphy, but we’ll witness them from a safe, nonjudgmental place where we can respond wisely.

[1] Jerome. T. Murphy. Dancing in the rain: Tips on thriving as a leader in tough times. Phi Delta Kappan (September 2011), 93 (1): 36-41.

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General

Lead like a Rebel: Be Your Greatest Self

Learnings, reflections, stories, and eulogies abound at the death of Steve Jobs. It’s no surprise. The guy really made a difference in how the world thinks about communications, beauty, technology, design, personal computers, telephones, music, virtual relationships, entertainment, movies, and more. Sure, he made plenty of mistakes – who doesn’t?  And by all accounts, Steve was headstrong, cantankerous, stubborn, a perfectionist, and a highly demanding (and sometimes over-controlling) boss. 

But he was also a visionary — a student of mindfulness who worked hard to be true to himself.  And at the end of the day, his authenticity drove his passions and creativity – and we all benefitted from that.

I repost excerpts from Nilofer Merchant’s reflection on Jobs’s real legacy: the reminder to design and live our own life. Interesting to think about why we so often forget that very important truth.  

What can you do right now to free your inner rebel? Focus your energies on the things that really matter to you?  Find the contribution that is yours alone to make?  No apologies. No excuses. No jumping through someone else’s hoop. No living someone else’s life.    

What are you going to do with your gifts and talents to make a difference?  I’m confident you’ll figure that out, and I’ll be cheering you on. I’d like someday to celebrate your impact and legacy of greatness, too.   

……………………………………………….

imageWhile there are many things worth celebrating of Steve Jobs’ life, the greatest gift Steve gave us is a way to design our own lives.

In our society, thinking for ourselves is not highly valued. Our education model was designed with the 19th century more than the 21st century in mind. It reinforces fitting in and suppresses much of the natural creativity we start with. That’s how we go from drawing and acting and make-believe to PowerPoint. If we allow creativity at all, it is limited to arts and sports. "Real work" has us looking like a Dilbert character. Between the pressures of our teachers, parents, and ultimately co-workers, we often give up any search for personal meaning as we aim to belong to a tribe. After a while, we may not even believe we have something unique to offer. Rather than figure out what we are each about, far too many of us live within the boxes others define.

To live in a box defined by someone else is to deny our uniqueness. Each of us is standing in a spot no one else occupies. That unique perspective is born of our accumulated experience, perspective, and vision. When we deny these things, we deny that which only we can bring to the situation, our onlyness. And that is surely not the way the world is made better.

I’m reminded of the ad copy Steve initiated when he returned to Apple:

Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify, or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do. (Apple Inc.)

The problem with being a rebel, a misfit, a troublemaker is that the masses will not be cheering you on. Rosa Parks might be a heroine today, but at the time, she lost her job. Mahatma Gandhi and Martin Luther King, Jr. both had huge dissension within their own communities. It took Jobs years to come up with a turnaround strategy that showed what Apple could do. People forget the years between 1996-2001 where much of the market called him more insane, than insanely great.

But he knew that his journey was to apply what only he could — from his meticulous design methodology, to reimagining computing, to building a different type of company. He realized — and showed us — that our real job is not to conform to what others think. Instead, we need to recognize that our life’s goal is to find our own unique way in the world.

That is the fundamental gift of Steve Jobs. His insane greatness was to find his own journey and to live his life this way. He didn’t worry about being weird; he only wanted to be himself.  He was competitive, sure, but mostly against himself.

So I ask you to join me in honoring Steve’s greatness not by trying to be Steve, but by trying to be your greatest self.