Category Archives: E Pluribus Partners

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Is China the Next Enron?

In his The New York Times column, Tom Friedman asks and answers the question: Is China the next Enron?  He argues that Chinese censorship of the web restricts knowledge flows and doing so diminishes the rate of innovation.  There is compelling historical evidence to support Friedman’s view.  As I explained in my book Fired Up or Burned Out:

The danger to nations that reduce knowledge flow is apparent throughout history. By isolating themselves and their countries, the leaders of civilizations have missed opportunities for innovation and growth. China in 1400 had the best and largest fleet of ships in the world (over a period of three years the Chinese built or refitted 1,681 ships). With their enormous fleet, the Chinese sailed to Indonesia, Arabia, East Africa, and India. Gradually, however, the Chinese emperor’s attitude toward the benefits of foreign travel shifted as he favored domestic agriculture over maritime interests. By 1436, the Chinese were diverting resources from maintaining the ships, and by 150o, anyone who built a ship with more than two masts was subject to the death penalty. In 1525, the Chinese authorities ordered all oceangoing ships to be destroyed and their owners arrested.

A period of Chinese isolation from the rest of the world began. At the time of the ships’ destruction China led the world in innovation. It had developed gunpowder, deep drilling, printing, paper, porcelain, cast iron, and the compass. China’s isolation, however, prevented it from knowing about developments beyond its borders, the ideas and information that had contributed to its high rate of innovation when Chinese ships were sailing the world. In recent decades, economic reforms and social freedoms have reconnected China to the broader world, resulting in increased Chinese economic growth.

Like the Chinese civilization, the Arab-Islamic civilization became isolated in the sixteenth century as its leaders adopted the view that the world beyond them had little to offer. As a result of the isolationism adopted by the Chinese and Arab-Islamic civilizations, both began a period of steady decline in innovation and economic output.

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Employee Engagement: Resources for the Movement

Here are resources I highly recommend to anyone who is interested in getting up to speed and understanding employee engagement as well as staying plugged-in to the emerging employee engagement marketplace of ideas.  I will continue to add to this post as I consider new resources and I encourage you to add resources you highly recommend to the comments section below.

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Honoring Dr. King: When U2 Wouldn’t Back Down

All that is necessary for evil to triumph is for good men to do nothing.

– Attributed to Edmund Burke

In honor of the Reverend, Dr. Martin Luther King, Jr., I’m posting an article I wrote that was published in The Economic Times in India and in the American Management Association’s Moving Ahead.  The article in part describes the time before a concert in Arizona when U2 received a letter that stated Bono, the band’s lead singer, would be killed if the band played the song Pride, which honors the life and legacy of the Rev. Dr. Martin Luther King, Jr.  The FBI told U2 it believed the threat was not a hoax.

Although I don’t know for certain, I suspect that Bono reflected on Dr. King’s choice to speak out in the face of death threats.  Dr. King had the courage of his convictions and was willing to risk death to push back the evils of prejudice.  Now, Bono had to decide if he too was willing to speak out against evil and risk death because of it.

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A Test of Google’s Character

I hope Google is considering what I presented at it’s Mountain View, California headquarters last summer as it decides how to respond to the Chinese government’s apparent hacking of Google’s servers to access information on Chinese human rights protestors. If evidence becomes clear that the Chinese government is responsible for the attack, Google’s response will have an significant effect on the firm’s reputation, consumer brand, employer brand and employee engagement. This is a test of Google’s corporate character and whether or not it will live up to its aspiration “don’t be evil” and its belief in supporting a free marketplace of ideas. Human rights abuses and censorship in China are no secret. To be indifferent to China’s actions in this instance, however, is to provide silent assent. What company or leader would want such a legacy?

The Chinese Government-Google showdown reminds me of a line from Elie Wiesel’s profound speech entitled “The Perils of Indifference.” In it, Wiesel states:

“Why did some of America’s largest corporations continue to do business with Hitler’s Germany until 1942? It has been suggested, and it was documented, that the Wehrmacht could not have conducted its invasion of France without oil obtained from American sources. How is one to explain their indifference?”

It would be wise for Google’s leaders to read Wiesel’s speech and consider how history will eventually record their decision. Some decisions reflect inflection points for a firm and for history itself. As historian David McCullough reminds us in the preface to his book Brave Companions,

“…while there are indeed great, often unfathomable forces in history before which even the most exceptional of individuals seem insignificant, the wonder is how often events turn upon a single personality, or the quality we call character.”

This can be said for corporate character too.

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Note: Above is a video of a presentation I gave on leadership, employee engagement, productivity and innovation at Google’s corporate headquarters, the Googleplex, last summer. On this rare occasion, I presented alone. Normally I present with my colleague Jason Pankau because better together.  As Jason says, “Mike’s the serious one, I’m the fun one.”

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The Indifferent Workplace

Recent research from the Corporate Advisory Board shows that 90 percent of employees are not engaged or their behavior is not aligned with organizational goals. Certainly, the recession and layoffs have contributed to this state of malaise in the workplace. It’s not the only cause, however. Jealousies, personal rivalries, silo behavior, and incivility have also harmed the spirits of people at work. The primary culprit, I believe, is indifference.

The Indifferent Workplace is one where people are so busy attending to tasks that they largely ignore one another. The predominant attitude in the Indifferent Workplace is that work is work and my real life is outside of work. Never shall the two meet. To adopt this mindset is to compartmentalize one’s life. Humanity is relegated to life outside of work. Work is all task. The problem is that life goes on at work too. We spend much of our waking hours at work. Recent neuroscience research shows that the environment we live in affects us down to the gene transcription level. For good or ill, we pass these changes on to our progeny. If our work environment doesn’t have meaning and healthy social interaction where we get to know the people we work with as human beings, rather than always interacting with them as human doings, it has a negative effect on our physical and mental health as well as our performance.

This year, I want you to join me in pushing back the forces of indifference at work. When you pass people in a hallway or see them in an elevator, make eye contact and say hello. Purchase a notebook and write down the names of the people you most frequently come in contact with at work. Periodically ask each person to go to lunch or meet you for coffee. Learn where they were born and grew up, what their interests are outside of work, who they admire and what movies, music and television shows they like and why? Also learn how you can help them. Write what you learn about them in your notebook and it will help you remember. If they are facing a difficult time in life, reach out to help or encourage them in some way. Send them a note or do something to delight them. One of my favorites is a gift card to Starbucks or something fun like a package of Ben and Jerry’s ice creams ordered through www.icecreamsource.com (they arrive in a box with dry ice).

As human beings the busyness of life can make us drift toward indifference. For that reason, we must be intentional about valuing people and fighting the creeping forces of indifference. Left unopposed, indifference breeds dehumanization, incivility and violence. Finally, I encourage you to read or listen to Holocaust survivor and Nobel Laureate Elie Wiesel’s speech “The Perils of Indifference.” It provides insight about indifference from one who has witnessed it at its extreme, felt it’s sting and thoughtfully reflected on its nature and dangers.

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Connecting With Clients

What makes you indispensable to a client?  So indispensable that she treats you as a valued partner and pays you well for a sustained period of time?  The obvious answer is to have clearly demonstrable expertise in areas she values. This alone will open doors and close deals for you.  It won’t ensure long-term loyalty, however.

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Culture, Not Who Pays, Is Real Problem in Healthcare

The New York Times columnist David Brooks just came out with his Sidney Awards for the best magazine essays in 2009.  I always read them because Brooks is among the very best writers/thinkers in journalism today.  One of the award winners is “The Cost Conundrum” by Atul Gwande, the surgeon, author and MacArthur genius award recipient.  Brooks describes Gwande’s essay as the most influential essay written this year.  I highly recommend that you take the time to read it.

What I found especially interesting in Gwande’s essay is that he concludes that culture — or more specifically, the values of doctors — is at the heart of America’s heathcare cost crisis rather than who pays the costs.  Gwande takes us to McAllen, Texas where in 2006, Medicare spent nearly $15,000 per enrollee, twice the national average, but achieved no better than average quality of care.  Like a good investigative reporter he roots out the truth by conducting qualitative interviews and looking into quantitative data.  He discovers that the average doctor in McAllen orders more procedures than the average doctor in America.  Upon further investigation he learns that in towns like McAllen it’s a handful of doctors who drive up the cost per patient by ordering unnecessary procedures. He explains how these doctors benefit financially from ordering unnecessary procedures. The financial benefits come in the form kickbacks to admit patients to hospitals and revenue to partnerships of physicians who own diagnostic equipment such as MRI and CT-scans.  He sums it up this way:

“When you look across the spectrum from Grand Junction to McAllen–and the almost threefold difference in the cost of care–you come to realize that we are witnessing a battle for the soul of American medicine.  Somewhere in the United States at this moment, a patient with chest pain, or a tumor, or a cough is seeing a doctor.  And the damning question we have to ask is whether the doctor is set up to meet the needs of the patient, first and foremost, or to maximize revenue.”

In some ways, this is a matter of identity.

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Connection Preserves Brain Power

Evidence continues to mount that social connections help us survive and thrive from the time we are infants to the twilight years of our lives.  This excerpt from an article I recently discovered that appeared in The New York Times earlier this year suggests that it may be the degree of cognitive function used during social interactions that strengthens and preserves cognitive ability:

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Obama Leads Learning Organization

In this morning’s New York Times, David Brooks in his column entitled “The Analytic Mode,” argues that President Obama leads a learning organization.  I completely agree.  In the past I’ve argued that President Obama is an intentional connector in part because he is a bridge builder who accords respect to his political opponents and because he solicits the ideas and opinions of his advisors then considers them before making decisions.  This leadership approach creates Connection Cultures that keep members of his administration feeling connected so that they give their best efforts, align their behavior with organizational goals and take the risk to communicate information, especially information the president may not want to hear but needs to hears. President Obama might also be described as an “integrative thinker” who employs a “design thinking” approach.  What do you think?

Here are links to resources that will help you consider the wisdom of President Obama’s approach in general and specifically with respect to the decision to commit additional troops to Afghanistan.

David Brook’s NY Times column entitled  “The Analtytic Mode”

Speech I recently gave at Google on Connection Cultures and the “The Force of Connection”

Dean Roger Martin of The University of Toronto’s Rotman School of Management on the Integrative Thinker and Design Thinking

For some perspective on a president’s decision to increase troops, listen to this Bill Moyer’s program that includes taped conversations President Johnson had with his advisors prior to committing troops to Vietnam.