Author Archives: randy

Are Podcasts the new Blogs?

Last evening, I was with a group of folks who have been guests on podcasts, and a couple of podcast hosts that hosted these guests.  One of the podcast hosts, Jeff Crilley – who also happens to own the studio – told me that podcasts are the new blogs.  He had good arguments, including “people have trouble actually writing blog posts.”  Yep.  Even me – and I kind of love writing blog posts.  So many things to do; so little time, and such dwindling intellectual space and emotional energy,  to do it all…

So, yes, I take this a little personally… I write on a blog.  But, as I thought about things, I realized that I don’t actually read many blogs.  I used to.  Not so much anymore.  I read news sites, a lot of twitter feeds, but not blogs.  Just a couple.

But, I also don’t really listen to many podcasts (except for a few NPR programs).  I don’t even listen to the podcasts that I have been a guest on.  I’ve been on a couple, and I am especially impressed with Valerie Sokolosky, who is top notch.  (My podcast interview with Valerie, youtube capture version, is here: click over and watch/listen).

But, this is what is sinking in.  We really are in an era of massive information overload.  Make that massssssive information overload.  There is too much to read, to listen to, to learn and absorb.

I applaud every dispenser of information, using every kind of information dispenser:  blog, podcast, short video, …you name it.

But personally, I really do find myself ever more drawn to books.  Yes, I make my living reading books and presenting synopses of them.  But, books provide deeper dives into more lasting content; at least they do for me.

What about you?  Where are you getting your information these days?  And, which information seems to stick with you the longest, making the most lasting impact?

 

Pause; and Punch – Your Public Speaking Tip of the day

The Delivery Part requires a lot of practice (rehearsal) with deliberate practice/work on specific elements.  Start with your posture.  Then your voice.  Then your eye contact.  Then your gestures.
{Invention: invention involves finding something to say.  HAVE SOMETHING TO SAY!
Delivery: Delivery concerns itself with how something is said.  SAY IT VERY WELL!}
From my earlier blog post, 2 Ways to Guarantee a Failed Presentation

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Here’s one key rule for speakers: NEVER SPEAK IN A MONOTONE!  This post teaches a specific skill to help you not speak in a monotone.

I present a workshop titled simply Executive Public Speaking.  And I also teach speech at the community college level. I have the full spectrum of speech students. Some are very nervous, and they have difficulty getting through their speeches.  Others are very good, in every way, from what they say (what Aristotle called Invention) to how they deliver their speech (what Aristotle called Delivery).

Here is a really common problem, with a quite workable solution.  Many people have not learned how to pause between key words and key phrases. They say every word, every phrase, pretty much at the same pace, and the same volume, in the same way.  In other words, they speak in a monotone. Not good!

Yes, it is possible to have pauses that last too long.  But many (maybe most) speakers do not pause enough. And when they do, they don’t follow it with a “punch” of the next phrase.  Learning how to pause with just a short pause in order to emphasize (punch) a key word or phrase takes a lot of practice.  And, how you mark up your notes will help you learn to do this more effectively.

I call this technique “Pause; and Punch.”  Pause just before a key word, or phrase, and then verbally emphasize that next word or phrase with verbal punch.

For example, take a look at these familiar paragraphs from Martin Luther King’s I Have a Dream:

I have a dream that one day on the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood.

I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.

When Dr. King spoke these words, he inserted slight pauses that helped him “punch” the key phrases.  If we marked it to speak, it might look like this. (Note: / = pause; and — = pause):

 

I have a dream / that one day on the red hills of Georgia, / the sons of former slaves — and the sons of former slave owners — will be able to sit down together at the table of brotherhood.

I have a dream that my four little children / will one day live in a nation where they will not be judged by the color of their skin / but by the content of their character.

Until this Pause; and Punch becomes second nature, it is a very good practice to mark up your speaking notes with many such marks.  Practice, practice, practice; rehearse, rehearse, rehearse!

Learn to Pause; and Punch. This will help you never speak in a monotone, and thus it is one of the most important skills to learn to become a better, more effective speaker.

 

Do One Pushup; Read One Book – Starting Small, and Learning to Learn and Study Better

You know the current wisdom. Start small, then build to less small; then medium; then, keep adding.

Start small, but don’t stay small.

For example, there are books on developing good habits, and they say things like this:  “start with one push up.” This is the “nudge” idea.  It is good advice, with research attesting to its effectiveness..

I’ve tried it, and it has worked.  I started that way, with one pushup (actually, with 3 pushups).  Now, I do dozens pretty much every day; on my high day of the week, I do 110 pushups.  No, these are not Navy SEAL level pushups — I’m not training to be a Navy SEAL.  But, they are decent form, and I go pretty close to the floor.  And yes, I have more energy, and generally feel better since I have started doing these.  (I’ve kept this up for a couple of years now).

And, yes, I read about this in a book.

But, here’s the thing. You’ve got to keep at it.  Pretty much every day.  And, you’ve got to make small improvements – – and then, more small improvements – until you are doing enough to matter.study-time-starts-now

Now, let’s transfer this into the learning/study  arena.  I have an observation to report:

You don’t learn much from a tweet.
You don’t learn much from a blog post (yes – including from my blog posts).
You don’t learn much from reading a book summary.
And…and this is tough…you don’t even learn much from reading a book.

You learn the most from actually studying the books you read.  And, if fact, you seldom learn enough from any one book.  You need a cluster of books on the same topic to begin to learn about that topic.

That’s why we have experts, who read, and study, in depth, on one topic, over the long haul.

But…you can start small, and then build from there.  So, maybe, read a tweet or three; then a blog post; then look for an essay or two; and then finally find the best book on the subject you want and need to study.

And, I believe I can help.  I believe that my book synopses help in two ways.

#1 – Listening to one of my book synopses, while following along with my comprehensive handout, will help you decide:  “I need to read and study this book.”

There are so many books out there.  Good books.  You do not have time to read them all; even all of them on a specific subject that you want to master.  You need help picking out the best book for you at this moment.  My synopses can help you do that.

#2 – And then, after reading a book, revisit my synopsis, which will remind you of the key lessons and takeaways from the book.

In other words, you tackle my synopsis first to whet your appetite.  And then, after you read the book for yourself, you tackle my synopsis again for a deeper dive into the key themes, lessons, and takeaways.

Studying effectively is serious work.  Not hard; but serious.  And you can learn to do it better.  Start small; but start.  And then keep getting better at it.  After a while, you will have learned from what you have studied.  And that’s a good thing!

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Here’s the link to my latest synopses.  Check out a couple.

 

3 Essentials for Business Success: Competence; Chemistry; and Systems – Oh, and don’t forget…(OK; 4 Essentials)

As a final word of discouragement: a great culture does not get you a great company. If your What you Do is Who You Areproduct isn’t superior or the market doesn’t want it, your company will fail no matter how good its culture is.
Ben Horowitz, What You Do Is Who You Are: How to Create Your Business Culture

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Start here (the 1st actual essential):  you’ve got to have a product, or service, that the market wants.  And, your version of the product or service has to be really good to succeed in this modern-day, zero to one marketplace.

But, once you’ve got that, now you need a whole lot of other elements to be successful.  These might fall under a general category of “culture.”  With plenty of emphasis on team building.

Here’s how one person described it to me: I had a conversation with a very successful small business owner this week.  His business is flourishing, but he faces a challenge with building, and keeping, an effective team.  His team is not large; but essential to his business success.

He definitely provides a service that is needed in the marketplace.  And he provides a version of the service that is very good indeed.  But, the challenge of getting the team right, with team members striving for excellence always, is his challenge.

As we talked, we focused on three elements that are critical.

#1 – His team members have to be exceptionally competent.  This is a business where things simply must not fall through the cracks.  If they do, then the ripple effects are not good; not good at all.  So, attention to detail — competence — is critical.  And, the team members have to be competent all the time; in every interaction with the people/clients/customers.

#2 – His team has to have good team chemistry.  They have to work well together.  They have to be attentive to each other; helping each other all the time.  And they have to “enjoy” working together.

I was reminded of a line from the new Jim Mattis book, Call Sign ChaosWere the troops comfortable speaking in my presence? Did they nudge one another in appreciation of a wisecrack or incorrect remark? Did they feel at ease with their immediate superiors?

You can call this chemistry; you can call this team morale.  But the team members have to get along, enjoy working together, and genuinely have each other’s back, helping to make each team member ever-more effective. Because the team members have to “watch” for the possible cracks that have to be filled.  No “one” can do this without the help of good team members.

#3 – His team has to have the right systems in place, and follow those systems to the ”T.”  Yes, this is directly related to the competence issue.  But even if the individual is competent, if the system is deficient, the team will not be effective.

Here, the wisdom of W. Edwards Deming is worth remembering:

If you can’t describe what you are doing as a process, you don’t know what you’re doing.”
and…
“A bad system will beat a good person every time.”
and…
“Every system is perfectly designed to get the result that it does.”

 

So, these three are essential — competence; chemistry; and system mastery.

And, yes, hiring the right people – people who can get along with and work well with other team members; people who are reliably competent; people who can learn to work within a system, letting nothing fall through the cracks – hiring such people is always the critical need.

So, how’s your team doing?

(For Veteran’s Day) – Call Sign Chaos by General Jim Mattis – Here are My Six Lessons and Takeaways

Call Sign ChaosMy purpose in writing this book is to convey the lessons I learned for those who might benefit, whether in the military or in civilian life.
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“Does,” he asked, “the Colonel Have Another Outstanding Solution?” Thus did Chaos become my call sign.
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“Be polite, be professional—but have a plan to kill everyone you meet.”

Jim Mattis, Call Sign Chaos

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Today is Veteran’s Day.  And, this month at our First Friday Book Synopsis, I presented my synopsis of a fine book by a truly revered veteran.  This is not the first book I have presented written by veterans, but one would be hard pressed to find a better exemplar than General Jim Mattis, US Marine Corps (Ret.).

The book I presented is Call Sign Chaos: Learning to Lead by Jim Mattis and Bing West, Random House. 2019.  It is an exceptional book.

I realize that this is quite subjective, but this is the impression that I had as I read this book:  this man took his life and work assignments very seriously.  Which is exactly how it should be when a person leads others into life and death conflict.  Jim Mattis is a man worthy of the highest respect.  His substance, his gravitas, oozes from every page of this book.

I always ask Why is this book worth our time?  Here are my three reasons for this book:

#1 – This book will give you a pretty good history of recent decades of American military conflict, and action.  It is worth reading for this alone.
#2 – This book will help you understand the kind of decision-making that a leader is required to make.  And, it will help you know how to make better decisions.
#3 – This book will make you examine your own reading/studying habits.  We all need to study more thoroughly.

Here are just a few excerpts directly from the book; the best of my highlighted passages:

• In my view, when the President asks you to do something, you “just do it.” So long as you are prepared, you say yes. Whether asked to serve by a Democrat or a Republican, you serve. “Politics ends at the water’s edge.”
• It now became even more clear to me why the Marines assign an expanded reading list to everyone promoted to a new rank: that reading gives historical depth that lights the path ahead. … the Marine Corps’s insistence that we study (vice just read) history, paid off.
• Everyone needs a friend, a purpose, and a chance to belong to something greater than themselves.
• Everywhere we sailed, at every landing and every exercise in foreign countries, I was introduced to the enormous value of allies.
• The first is competence. Be brilliant in the basics. Don’t dabble in your job; you must master it. …That applies at every level as you advance.
• Analyze yourself. Identify weaknesses and improve yourself. …if you’re not a good listener, discipline yourself. Your troops are counting on you.
• Third, conviction. This is harder and deeper than physical courage. Your peers are the first to know what you will stand for and, more important, what you won’t stand for. Your troops catch on fast. State your flat-ass rules and stick to them. They shouldn’t come as a surprise to anyone.
• At the same time, leaven your professional passion with personal humility and compassion for your troops. Remember: As an officer, you need to win only one battle—for the hearts of your troops. Win their hearts and they will win the fights. Competence, caring, and conviction combine to form a fundamental element—shaping the fighting spirit of your troops. Leadership means reaching the souls of your troops, instilling a sense of commitment and purpose in the face of challenges so severe that they cannot be put into words.
• Nick’s example stuck with me: When tasked with supporting other units, select those you most hate to give up. Never advantage yourself at the expense of your comrades.
We have been fighting on this planet for ten thousand years; it would be idiotic and unethical to not take advantage of such accumulated advantage.
• If you haven’t read hundreds of books, you are functionally illiterate, and you will be incompetent, because your personal experiences alone aren’t broad enough to sustain you.
The Commandant of the Marine Corps maintains a list of required reading for every rank. … All Marines read a common set; in addition, sergeants read some books, and colonels read others.
At no rank is a Marine excused from studying.
• I knew from their ranks what books they had read.
• As Churchill noted, “To each there comes in their lifetime a special moment when they are figuratively tapped on the shoulder and offered the chance to do a very special thing, unique to them and fitted to their talents. What a tragedy if that moment finds them unprepared or unqualified for that which could have been their finest hour.”
• I don’t care how operationally brilliant you are; if you can’t create harmony—vicious harmony—on the battlefield, based on trust across different military services, foreign allied militaries, and diplomatic lines, you need to go home, because your leadership is obsolete.
• Note to all executives over the age of thirty: always keep close to you youngsters who are smarter than you.
• As S. L. A. Marshall, the noted Army historian, wrote, “It is by virtue of the spoken word rather than by the sight or any other medium that men in combat gather courage from the knowledge that they are being supported by others….Speech galvanizes the desire to work together. It is the beginning of the urge to get something done.”
• PowerPoint is the scourge of critical thinking. It encourages fragmented logic by the briefer and passivity in the listener.
• Dick Stratton, who was held in the Hanoi Hilton for 2,251 days as a “prisoner at war,” had taught me that a call from the field is not an interruption of the daily routine; it’s the reason for the daily routine.

Here are a few of the lessons from the book, that I highlighted in my synopsis:

  • Coach the people you lead:
  • You are not their friend. You are their coach and commander
  • Build morale…
  • Were the troops comfortable speaking in my presence? Did they nudge one another in appreciation of a wisecrack or incorrect remark? Did they feel at ease with their immediate superiors?
  • Point people to the lessons of history – which means, of course, that you must really know the lessons of history. 
  • Yes; yet again, work ethic. In both preparation, and execution.
  • the Marines threw rocks at Amtracs, simulating shrapnel
  • I and the assault element leaders practiced mechanized maneuvers until we could do them in our sleep.
  • My intent was to rehearse until we could improvise on the battlefield like a jazzman in New Orleans.
  • Make the Leader’s Intent clear – crystal clear – and communicate it to all the troops very clearly!
  • For this reason I came down hard on anyone who said, “Sir, my mission is to bring all my men home safely.” That’s a laudable and necessary goal, but the primary mission was to defeat the enemy, even as we did everything possible to keep our young men and women alive. 
  • Identify, and execute, your basics:
  • Regrettably, too many of the men I’ve seen killed or wounded failed to perform the basics.
  • You have to win with the team you have!
  • The battalion sergeant major told us lieutenants to focus on training the young Marines we had, not worry about the ones we didn’t have. — I would make do with what I had, and not waste time whining about what I didn’t have.
  • Throughout my career, I’ve preferred to work with whoever was in place. When a new boss brings in a large team of favorites, it invites discord and the concentration of authority at higher levels.
  • Cultivate your allies…
  • diplomats; other branches of service; military personnel from other countries – you need them all!
  • be willing to learn from the “others”
  • Look ahead… cultivate the ability to look ahead…
  • “There is a gift,” Napoleon wrote in his memoirs, “of being able to see at a glance the possibilities offered by the terrain….One can call it coup d’oeil [to see in the blink of an eye] and it is inborn in great generals.”

And here are my six lessons and takeaways from this book:

#1 – You need to read more. No; more than that…you need to study!
#2 – You need allies. Welcome them; embrace them; respect them; praise them; learn from them.
#3 – Go in, fully equipped, to fully accomplish the task at hand.
#4 – You need to spend lots of time with the “grunts.”  Listen to them.
#5 – People do best when they get to make their own decisions.  Set the vision (the “intent”), and then set the people doing the work a little more free.
#6 – Morale really matters.  Monitor the morale of your team.  Improve team morale in every way, every chance you can.

I have read, and presented synopses of, many, many books dealing with leadership issues and challenges.  This book by Jim Mattis may be one that I move to the top of my recommended list.  He described how he started at the bottom, and kept taking his preparation, his opportunities, and his assignments, seriously.  He learned to lead.  And, now, he shares what he has learned.  This is simply a terrific book!


My synopsis of this book, which includes the audio recording of my presentation, along with the pdf of my multipage, comprehensive handout, will be available soon from this web site  The “buy synopses” tab has a search box to search by title  And you can always check the newest additions by clicking here.

 

A Watchdog warns us; insight from Dave Lieber, the Watchdog for the Dallas Morning News – along with insight from Malcolm Gladwell

Dave Lieber and GladwellReading a good book is a learning experience; a thought-expanding experience; and , sometimes, a quite practical experience.

At the October First Friday Book Synopsis in Dallas, I presented my synopsis of the provocative new book by Malcolm Gladwell, Talking to Strangers. Well, I am in the midst of talking to some strangers myself.  Our house was damaged in the great tornado of 2019, and we are working with an insurance adjuster and contractors.

Dave Lieber writes the Watchdog Column for the Dallas Morning News, and he warned of people offering to do work that they weren’t fully qualified to do.  (And, yes, some are also out-and-out dishonest).  Putting the Dave Lieber column, and Malcolm Gladwell’s book together, I think my wife and I were able to make wiser decisions regarding the tornado-aftermath repair work we needed done.

So, after I shared a thank you in a tweet to Mr. Lieber, Dave wrote a column, quoting the Malcolm Gladwell book (and me):  How author Malcolm Gladwell’s idea about trusting people can help you avoid a scam(The print version – see photo – used a different title).

Here’s an obvious thought:  we should all know to do our homework about the people we work with.  But this book, and Mr. Lieber’s column, made the point so strongly, and effectively, that maybe I finally learned why this is important.

I think Mr. Lieber’s column is a good reminder and summary of some of the key content of the book Talking to Strangers.  You might find it useful.

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Talking to StrangersAnd, here is my earlier blog post with my lessons and takeaways from this good book: Talking to Strangers by Malcolm Gladwell – Here are my Six Lessons and Takeaways.