The New Jounali$m
July 26, 2010
The following is an excerpt from a ‘Wall Street Journal’ interview with Randy Michaels, the CEO of the Tribune Companies. It reflects an attitude that will send a chill down the spine of local journalists everywhere and explains why these newspapers will never succeed as a group and will hopefully be sold off to revert to local ownership.
“WSJ: You’ve centralized the production of foreign and national news across your papers to save money and manpower. What have you done and why?
Mr. Michaels: Stories [are] laid out in modules — standard sizes with collections of headlines, content, images [reducing the need for layout and copy editors]. If you pick up the Allentown [Pa.] Morning Call, the foreign news was written in Los Angeles and the national news was written in either Chicago or Washington. It’s probably higher quality journalism than a local paper that size is going to be able to afford.”
In many ways I still consider myself a journalist – once it’s in your blood there’s not much you can do. I have seen too many newspapers ruined by this kind of number-crunching rationale and it pains me to see it repeated.
As a coach and managerial consultant it strikes me as exactly the wrong message to be sending to the employees who are working to get you out of the financial hole you put them in.
You can read the full interview here.
Share on FacebookFinding Your Vocation
July 12, 2010
Is it really this easy? I went to a Commonwealth Club lecture recently by Craig Nathanson, a coach and author, who’s main theme was to encourage people over 40 to find work that is not just a paycheck, but is a vocation -something that is fueled by an inner passion.
It was one of those lectures where the audience members left enthused and ready to follow his seven step approach to fame and fortune.
Unfortunately, while I agree that finding a job which provides more than an economic payoff is a great goal, I couldn’t help make a few observations based in the real world.
The concept of a fulfilling job is a relatively new concept. After World War II our parent’s generation found a ‘career’ with a company who would hire them. A higher calling was not even a consideration. Providing for the family was paramount.
The economy we face today is similar and while, as Nathanson says, the country might be stronger if we all found our vocation, the reality is that money is a necessity. During the Q and A session it was clear financial issues also concerned some audience members.
I have several clients who are perfectly happy working for a paycheck which allows them to support their family and pursue a raft of hobbies and interests which provide purpose to their lives. Nathanson suggested that they may be a rationalizing their situation and that it was not a long-term recipe for happiness.
I would also note that despite the seven-step approach Mr. Nathanson suggests, not everyone can be an entrepreneur and create a job out of their own interests. Not everyone has the ability to complete all the steps – liking writing an e-zine article – that will have the world beating a path to their door.
I have several other issues with many of Mr. Nathanson’s specifics but they would take too much room to detail. While I urge my clients to find their passion and explore ways to make it a career, I also know that enthusiasm has to be tempered with reality – especially in an economy with over 10% unemployment.
I have tremendous respect for the drive, creativity and passion of my clients but they cannot overcome the disappointment of a bad idea executed poorly.
Finding your passion may mean that you never have to work but you have to be realistic. One point I agree on with Nathanson -it’s a coaches job to help guide you toward the goals you set.
Share on FacebookBrains in Crises
June 7, 2010
Barbara Strauch wants Baby Boomers to stop worrying about their ’senior moments.’
Her latest book, “The Secret Life of the Grown-Up Brain,” attempts to explain what’s going on when middle-age men and women walk from one room to another but can’t remember why.
You’ll be happy to know that there are a raft of scientists and psychologists studying brain functioning and trying to figure out what’s going on. But Ms Strauch, who admits to being among the age group she’s trying to put at ease, wants everyone to know, it’s normal, and better yet, it’s nothing to worry about.
Her book, like many written by journalist is easy to read and well written. I’m not sure you’d call it scholarly but it accomplishes its purpose.
If you’re middle aged there are changes in your brain that make it tougher to learn, and remember. But, she notes, our mature brains are much better at number of things, such as recognizing patterns and putting things in context, that allow us to keep up with our younger co-workers.
She points out a number of factors which seem to impact better brain function and then spends the last chapter explaining what we can do about it. Unfortunately she notes there’s no real evidence that all those Brain Games, given away on NPR fund-raisers, really make any difference.
Fist of all, even those that have been rigorously tested in double-blind longitudinal studies, base their conclusions on self reporting. Additionally, only one of the games have even been subject to any testing – sponsored by the game manufacturers – and the rest are just basing their claims on marketing hype.
“The Secret Life of the Grown-Up Brain” is a followup to her book on teenager brain function. It’s an interesting read and should help a lot of Baby Boomers laugh at the endless collection of jokes about our absent minded antics.
It’s worth a read to find out what really going in our brain on as we age.
Share on FacebookDecisions, Decisions
May 6, 2010
“How We Decide”, a fascinating book by Jonah Lehrer, is another is the long line of texts trying to explain to the general public how our brains work.
Lehrer uses real life examples to illustrate science, helping us understand the split-second decisions made by NFL quarterbacks, airline pilots, and even soldiers in combat situations.
A good portion of the book retraces many of the points made by the now-popular science of behavioral economics – books such as “Freakonomics,’ ‘Predictably Irrational’ and ‘Nudge.’ In fact all these books seem to use the same set of experiments to prove their points.
As their most basic level they all help us understand why marketing works as well as it does.
But Lehrer’s biggest contribution may be his last few chapters as he explains the process that scientists think goes on in our brains as we make a decision. Using fMRI which measures brain activity, they can look at which sections of the brain are most active as we make various kinds of decisions. Everything from simple “either-or” choices to more complex moral decisions based on values that are ingrained at a very early age.
His conclusion,- that decisions are basically a three way battle – suggests that the best tactic is to let brain’s thought centers battle things out, while you take a break.
Unconsciously, your brain will make a decision and your conscious mind will announce it. It may seem like an unconscious act but you really have no idea what was going on in your brain.
One section I found particularly helpful is the explanation of what’s really going on when we’re positive we have the right answer to almost anything. From politics to predicting human behavior, Lehrer notes, if we’re that sure, we’re probably wrong because we tend to ignore facts that don’t support the decision we already made.
So if you’re looking for something that’s easy to read on the beach but has a little more substance than that romance novel or murder mystery, try ‘How We Decide,’ and see what’s really going on between your ears.
Share on FacebookBusiness Strategy
March 1, 2010
One of the largest hotels on the Big Island of Hawaii announced last spring that they would be closing for September and October for major renovations but that they would reopen November 1.
The announcement was a major blow to the many workers who depend on the hotel, but since the facility was among the oldest on the island, a closure during the year’s slowest season did not seem unreasonable.
The employees took the news in stride, more or less, but everyone watched anxiously to see what changes might be in store. As the two months progressed, what many assumed would be a burst of activity and employment for construction workers became mostly a bust.
No huge delivery of material or even new furniture was seen and as September turned to October the locals began to suspect the ‘renovation’ was nothing more than an excuse to cut costs during a slow period and get ready for the December-March season.
As no news was announced the employees grew increasingly nervous wondering if the hotel would indeed open. After all, with tourism down dramatically it wasn’t too much of a stretch to image the owners just throwing in the towel.
But in early winter, as the employees were allowed to return to work they breathed a sigh of relief as they cleaned, polished and readied to hotel for guests. The ‘soft opening’ saw 100 rooms occupied and the employees declared their personal recession over.
But it raises the question: Could your business just close up and hope for better times. Would your brand be strong enough to survive?
Share on FacebookMoney, Money, Money
February 27, 2010
Spent a day recently at the Money Coaching Institute in Petaluma California. Deborah Price and Steve Shagrin have developed a unique program to analyze how people relate to money.
Deborah and Steve have developed a series of archetypes which can help anyone deal with their tendencies. From a holistic coaching standpoint I was interested to see how money issues can impact virtually every aspect of your life.
I urge you to visit Deborah’s website and take the Money-Type Quiz. Just keep in mind that all the ‘types’ they outline are often present in all of us, although one type usually predominates.
The test is a good place to start and particularly with couples, can help resolve some difficulties that may surface in other areas.
If you need some help, drop me a note.
Share on FacebookWho Needs a Coach?
February 25, 2010
Sunday’s New York Times “Corner Office” feature included an interview with Jane Eggers, the CEO of a custom T-shirt company with offices in Germany and Boston.
The articles are usually pretty predictable and can’t help but leave the subject looking a bit self-satisfied. Only the very best have a realistic view of their own strengths and weaknesses, a key component of emotional intelligence. They offer a glimpse into how the CEO’s see themselves which probably leaves most of their employees smirking.
Last week, after the usual questions the interviewer asked what is the toughest part of the job and Ms Eggers noted that it was the loneliness. Not having anyone to bounce ideas off. Board members don’t really wan t to know and telling employees will only start rumors.
For many CEO’s the answer is coaching. That is exactly the reason many companies employ coaches for their top level managers. Coaches act like a mirror and while we may not have all the answers, we don’t have a stake in the business, so we can realistically help a CEO ponder the alternatives and at least ask the right questions.
That’s what coaches do. Maybe I’ll write Ms Eggers a note, it sounds like she could use some help.
Share on FacebookLaughing at Yourself
It’s probably not good to make fun of your own profession. but I couldn’t help myself when I was introduced the Liza the Life Coach.
But then you really can’t take yourself too seriously these days. It’s too easy to get carried away with our self importance.
I coach because I really enjoy helping my clients achieve their goals and make decisions for the right reasons, but I have to admit when I listen to some of my colleagues or read some ads for coaches, I wonder what these people are thinking.
There are way too many people in the world who are afraid to stand back and take an honest look at what they’re saying or doing. And that goes for more than coaching.
By the way you can see Liza on TV in ads for candy bars. Have fun.
Share on FacebookWho Needs People Skills?
February 22, 2010
A lot of executives seem to feel people skills are overrated.
Thankfully the trend is moving the opposite way. I came across a nice article from Harvard Business Review which explains why people skills are needed now more than ever.
Take a look and let me know what you think.
Share on Facebook‘Weird’ Photography
February 18, 2010
Sometime in the next week you will notice that my website photo will change. It’s no big deal but hopefully I will stop hearing comments about my tie.
But, like everything else, there’s a lesson here.
To get the new photo I went to a local photographer. I just needed an image for the page but I never thought to ask about whether the photographer, Nan Phelps in Kensington, CA, used a digital camera.
She doesn’t . Nan uses a Mamiya C330 – a model I used as a photographer 30 years ago. What ensued was a lengthy conversation about whether she should switch, or at least offer customers a digital option.
“Photography is about the process,” she said, “I see it as art, and when I hear about other photographers spending hours digitally retouching photographs I cringe. I don’t mind being called weird, or old fashioned, I have a niche, I’m doing very well, and I meet many starving digital photographers, all stressing the need for a faster and faster turnaround. I just want to say stop.”
She was unmoved by my suggestions, insisting she didn’t care if the digital shutterbugs raced to the bottom offering lower prices.
“I don’t need to update my software or computer every 18 months, and I’m very proud of my work and don’t have to worry about whether an image I took with a digital camera might be one I want to enlarge but can’t.
It was a wonderful discussion and I have to admit she may have won me over. You can decide for yourself when the new portrait is posted, but just maybe, we’d all be a bit better off if we just slowed down.
I know there would be less stress and that could only be good. Thanks Nan.
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