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I often get into the discussion of whether corporate mission statements matter.
I also wrestle with people on whether we are blowing hot air when we say we want to hire the very best talent we can.
The answer to all three of these questions for me is quite simple: It depends whether your answer is cursory or heartfelt, pat or authentic, expository or evangelistic.
You’re likely quite familiar with the expression Don’t Be Evil. It was the rallying cry of one of the most successful digital companies of our time in its offering prospectus. Here’s a tangent to that declaration I’d like to offer that can put to rest most questions around an empowering mission statement, talent that matters, and harnessing a change agent: Don’t Be Cynical. Today let’s call that DBC.
If you DBC when you speak to mission, you will find nothing more powerful to inspire people to do the best work of their careers. If you DBC when you speak to the impact of extraordinary talent, you will surround yourself with the real deal and reap the rewards. If you DBC when you identify a human change agent, you will open your doors to innovation and allow change to happen.
Fall back into corporate-speak on any of these borderline-highfalutin ideals, and you will suck all the life out of the room. No question. The spread between demoralization and inspiration is just that wide, but the line separating them is micropixel thin. Walk that line carefully. Fall to the wrong side of the balance beam and you lose; to the correct side, and you win.
That’s why I wrote Endless Encores.
What is cynical? Cynical is a poster in the lobby that reads “Our people are what we value most.” Then earnings are announced and miss expectations. Wall Street punishes your company’s stock. There is a layoff and a thousand people see that poster as they are walking out the door carrying boxes of work mementos.
What is DBC? DBC is the same lobby, same poster, but an announcement that because of a soft quarter, all senior management team members are deferring annual bonuses and taking a voluntary pay cut of 10% to cover the shortfall in earnings until the company regains growth momentum. No one walks out the door. The mementos stay on the desks. The boss holds a pizza party to reset the year’s goals. Everyone recommits to achieve growth together.
DBC can be extremely hard to master, mostly because we usually don’t set out to be cynical; we sadly roll ourselves into the muck tub. It’s great to say galvanizing words, but they inevitably have to be followed by felicity in our actions, and that’s when it becomes the greatest of all possible business challenges: to marry the power of intentions with the expectation of outcomes. Said another way: Can our delivered actions live up to our rousing words?
It’s not Utopian. It happens. It’s what matters. If you say it, mean it. If you mean it, do it.
Let’s make it harder. Can we do it consistently? Can we do it again and again? Can we have careers that span more than a single triumph, encompassing values that become us, delighting customers with outrageous excellence in good times and bad?
To invoke another catch phrase, Yes, We Can.
Speaking of catch phrases, if you’ve been following this blog for any amount of time, or even if this is your first visit, you’ll note in the blog’s description the words “People, Products, Profits—in that order.” Those are the business words I have tried to live by these last three decades, part rallying cry, part personal philosophy, part sanity meter. If you’ve worked with me you’ve heard those words way too many times and possibly even begun to repeat them. When I’m called to look at a creative company and I don’t see those words at play, they flow freely from my lips. There’s a reason. They work.
This book is about those words. It’s about how to have a career that matters, how to infuse those around you with passion, how to love your customers, how to innovate and reinvent without fear of failure, and how to avoid the trap of the one-hit wonder. That’s a lot to cover in so few words, and yet, the book is not a very long one (those who might have been concerned another volume like This Is Rage was on the way can breathe easy). Strangely, the book took me just as long to write, because as my wise editor, Lou Aronica, warned me in advance, writing simply about immensely complex ideas of discipline is no small trick. If you want to get people fired up about something that can change their lives without sounding like a soapbox pundit, you have to pick every word carefully, and that takes time.
Why condense a life’s learning into a book and share it with people I may never meet? I want you to succeed, over and over, and I know you can. I want you to understand why it will make you more productive to embrace the notion of DBC. I want you to master this framework, become a mentor, and pass on your good fortune to others. I want People, Products, Profits to be the worst-kept secret on the planet. I want you to take this little business parable, the story of Daphne and Paul, read it all the way through, and then keep it near your desk when you need a hit of pure oxygen.
You can repeat. You should repeat.
A few years ago I wrote a post called Dodging the Great Hits Graveyard. I had been at a Trans-Siberian Orchestra concert with my wife, sitting down front surrounded by fans who had come to hear the familiar tunes of their Christmas show. In the middle of the second set they stopped playing familiar tunes and introduced something completely new. There was an awkward pause, and it would have been easy to assume that the band had taken an immense risk and bit off a raw chunk of failure with the lost energy. Three years later, that song became the tent pole of a new album and tour, joyously celebrated by old fans as well as new. Somewhere in that window I knew I had to turn the fear of the new into a story of returning triumph, even if every triumph wouldn’t be a foregone conclusion. That’s when I knew I had to write about DBC. That’s when I knew I had to write Endless Encores.
I hope you’ll follow some of my recurring themes in the months leading up to publication, and once you have the book in your hands, please let me hear from you. Missions matter. Talent matters. Change agents matter. Don’t Be Cynical. Surround yourself with People, Products, Profits—in that order. You too can have a shot at a lifetime of repeat success, letting the moments of failure become learning opportunities, not endpoints.
Come meet Daphne and Paul. If innovation and reinvention are in your sights, their story might be your story. Below is an excerpt to give a sense of where this tale wants to take you. See you on the winning side of the balance beam. If you want to order, you can do so here.
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“Do you like music?” asked Daphne. “Contemporary bands, classic rock, pop tunes from various times?”
“Sure, of course,” said Paul. “Who doesn’t have a favorite band or two?”
“Those bands that are your favorites—did they have one or two hits, or a pretty decent run over the years?”
“You mean like the Eagles? The Rolling Stones? The Beatles? Obviously they had a string of hits, sometimes one after another.”
“How hard do you think it was for them to keep trying to top themselves?” asked Daphne.
“Hard,” conveyed Paul. “Very, very hard. In my business, hardly anyone repeats.”
“More like the one-hit wonders on the pop charts from the sixties, seventies, and eighties,” noted Daphne. “‘My Sharona.’ ‘Tainted Love.’ ‘Kung Fu Fighting.’ ‘Video Killed the Radio Star.’”
“You’re dating yourself a little,” chuckled Paul. “But yes, you nailed it. I don’t want to be a one-hit wonder. I don’t want to be like Friendster or Pet Rocks or the Cabbage Patch Kids. I want to make lots of hits, like you said, an endless series of hits. I want to be that guy. How do you make hits time after time after time?”
“A lot of us ask ourselves that question,” shared Daphne. “I wish I could tell you the answer. What I can tell you is that luck is not such a bad thing. It’s okay to embrace it.”
“Yeah, but can you repeat it?” asked Paul. “Can you make it happen again and again, predict it, make it repeatable?”
“From my experience, I think the best you can do is increase your odds. To build a career that allows for Endless Encores, you can never stand on your laurels. You have to be innovating all the time, not just when the clock is ticking against you. You do a little crowd pleasing with what they know, then a little thought leading by showing them something new.”
“It would be difficult to think about Endless Encores with a limited repertoire,” noted Paul.
“The only sure path to a limited repertoire is not to push yourself beyond the familiar. Your range is only gated by your courage to pursue the unknown, despite the doubters who relish the false safety of narrowing your path. You risk, you stretch, you can’t know what’s going to stick. No matter how much you know the familiar will carry you, you navigate the balance of old and new, constantly committing to reinvention. Repeat success is getting comfortable with the uncomfortable, knowing that luck will shine again, but never knowing when or how.”
Hey Good Men Project Readers! A Special Offer from our Chairman—Ken Goldstein. Click here to order, read an excerpt, and more.
This article originally appeared on Corporate Intelligence Radio
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