To A New Decade

With only a week remaining in the decade -- one that seemed to speed by, no? -- it's natural to look back over the 10-year period that helped define a new reality for this country and the world.

We can begin with September 11, 2001. We can end with the global financial crisis of 2008.

In between, we staged a preemptive invasion of a foreign country. The Supreme Court was needed to determine the outcome of a presidential election. Katrina revealed the dark underbelly of a government all too slow to come to the rescue of its poor. A devastating tsunami ravaged Southeast Asia. Viruses with peculiar names -- SARS, avian flu, swine flu -- scared us. We elected an African-American to the highest post in the land. Hundreds of thousands lost their homes; millions lost their jobs.

We watched space shuttle Columbia explode. We struggled with inequities (Wall Street vs. Main Street) and geography (the ability to see Russia from one's home). We observed as reputations were forever tarnished due to 'performance-enhancing' drugs and 'transgressions'. We learned to post, text, and tweet on our smart phones -- all while driving. We only talked as a famine and civil war decimated Somalia.

We said good-bye to far too many greats: Walter C., Peter J., Ted K., Eunice K., Paul N., Red A., Marcel M., Soupy S., Cyd C., Norman M., Bill W., Bea A., Arthur M., Michael J., Shana A., Richard P., Saul B., Betty F., Hunter T., Rona J., Zalman Y., Beverly S., Luciano P., Mary T., Robert M., Deborah K., George H., Johnny C. to name only a very few.

And in the decade's waning moments, we failed miserably in Copenhagen yet, somehow, created the framework to deliver health care to all U.S. citizens.

A horrific, tumultuous, maddening, life-changing decade. One with rays of hope sprinkled in, but only every so often.

I, for one, am ready for a new decade. One with a passion for helping those in need, strong economic growth, and a commitment to the planet. And a whole lot less death and destruction.

So, please, join me in a toast to 2010 and a new chance to show that we're capable of learning from the past. Here's to:

• Recycling, composting, tiny carbon footprints and the smell of fresh-baked bread

• Actually looking forward to reviewing your 401(k) statement and a return to affordable university tuition

• New jobs, less debt and genuine smiles

• A return to true investigative reporting and the FCC requiring Fox News to drop 'News' from its name

• 'Please', 'thank you', and holding doors
  

• A passion for helping others -- regardless of their continent -- and a commitment to consider those in need as family

• A return to the essence of banking as practiced by A.P. Giannini, the founder of Bank of America, who provided egalitarian banking services to the "little fellows", as he put it, in the mainstream and immigrant communities of California
  

• A real playoff system for college football and our teams being a part of it

• Driving less, walking more, and saying 'hello' to those you pass on the street

• Sharing good music, great books and fabulous wine

• Friends, family, joy and love

• Replacing 'no problem' -- as a reply to 'thank you' -- with 'you're welcome' or the very gracious 'with pleasure' (No problem?! I say "thank you" and you say "no problem"? You only filled my water glass or brought me the bill. I certainly hope it wasn't a problem!) (Sorry. I really don't like the expression. 'No worries' is only slightly better.)
  

• An eagerness to learn from others, especially those you most disagree with

• The Democrats for getting their act together on health care and the Republicans for completely and utterly missing the point that their job is to help people, and lastly
  

• The end to war and the beginning of a united fight to end hunger worldwide.
  

Let's get the next 10 years right, starting with 2010.

Happy New Year! Welcome to the second decade of the 21st century.

Wishes

The Trevi Fountain in Rome. The perfect place to make a wish. In this case, a set of wishes. We're nearing the end of the year, so it seems only appropriate, no?

But before we go there, let's identify those airports from last week. If you said, reading down the page:

• Beijing
  
• Denver
  
• San Francisco
• Paris's Roissy-Charles deGaulle
  
• Hong Kong
• Madrid

give yourself 5 points. (No point given for identifying SFO, since its name is clearly visible in the photo.) Give yourself 100 points if you've been to all of them. (Sorry. No partial credit given for having been to only some of these airports. It's my game and thems the rules.)

Back to Rome. We're standing before the magnificent Trevi Fountain with the opportunity to wish for anything as the New Year approaches. It's crowded and our time in front of the fountain is limited. We'll only have a few minutes to make our wishes. What do we wish for?

Here are our humble suggestions (listed in random order):

• The end to war. Haven't we seen enough already? On Wednesday, it took an entire page of the San Francisco Chronicle to report on a series of car bombings that took place around the world the previous day. (Please no jokes about the use of the words 'Chronicle' and 'report' in the same sentence. That would be way too easy.) And that was just Wednesday. It's absolutely amazing that religion has been and continues to be one of the primary reasons for bloodshed. We're all part of this. Indeed, Hanukkah is the commemoration of the first recorded fight for religious freedom. Of course, fighting for freedom is one thing. Fighting to oppress in the name of religion is quite another. And our country's attempt to end the fighting of others by fighting is a futile strategy we've seen all too recently. (Think Vietnam.) Will we ever learn? I wish we would.
  

• More people helping more people. If there was ever a time when a large number of people need help, this is it. Whether they be in the neighborhood, down the street or in a land far from home, we wish for more people to get involved to help. And it doesn't have to be in a big way. Small things from many people add up quickly and can have a huge impact. Providing health care for everyone in this country is another important step to helping those less fortunate. Isn't giving the true spirit of this season? Let's make giving what we do year-round.
  

• A commitment to address global warming. Despite what some would say -- Sarah, this is for you -- the 'so-called experts', as you put it, are indeed experts. They have the training, have done the research, have evaluated the data, and they conclude that we're in for a set of potentially catastrophic, cataclysmic events that will change our planet forever. Said simply so you'll get this, Sarah, we're killing Earth. And the effects are accelerating. (That means the bad stuff is speeding up, Sarah.) Doubt the experts? Stand with the polar bears as their world melts around them. Our wish is that we listen very carefully to the experts and do something about it. All of us. Now.

• Free the working millions. We wish for employers everywhere to allow their people to contribute more to their organizations. Transform culture so that winning, becoming world-class is the focus. More honest communication, more involvement in decisions, more latitude in dealing with customers, less hierarchy, more employee-lead teams, less reliance on supervision, more independent thought. Engage front-line people in solving your organization's most pressing issues and, surprise!, you'll find that you've got a lot of smart, resourceful people on your payroll. People who can make your organization thrive. And, of course, if you need help making this happen, give us a call. (Hey, we haven't had a shameless plug in weeks. We were due.)
  

Our top four wishes, submitted for your review.

I know, I know. What about things closer to home? Like people holding doors for you? Or slow drivers staying in the slow lane? Or Cal reaching the Rose Bowl or the San Francisco Giants winning the World Series?

Sorry. We only had a few minutes at the fountain and wanted to focus on things that seemed possible.

Actually, we do have one last wish. We wish The Job of Work's mom a very happy and healthy 80th birthday! The irreverence you read here is largely due to her.

Happy Birthday, Ma!

Have a very merry Christmas and see you next week.

Come Fly

It's been said -- at least from an architecture standpoint -- that if you've seen one airport, you've seen one airport.

Let that observation sit for a moment. If you've seen one airport, you've seen one airport.

Check out the photos and you might agree. (By the way, can you name the six airports? If you have trouble naming even one, please consider glasses, less alcohol and/or another blog. Check back next week for their identities.)

Indeed, if you spend any time at all in airports you know that no two airport structures are alike. Most are beautiful, evoking the wonder and romance of travel. A number seek to hearken to the days of the grand rail stations. Some remind us of our penchant for exploration and wonder.

If you have the time or inclination to notice the architecture, that is.

Unfortunately, despite the awe-inspiring buildings (LaGuardia aside), most airports fall significantly short of eliciting enjoyment and pleasure -- at least when the true customer experience is considered. Too bad, too, given that most airports are eager for you, the traveling public, to experience the luxury, convenience and excitement of air travel.

Ah, the joys of air travel. Right. You call this joy?

• Traffic cops, who seem to have lost all ability to smile or even say anything pleasantly, insisting that you can't stop for more than 10 seconds to unload even the most frail traveler.

• The wait -- and fees! -- to check baggage (not, of course, the fault of the airport).
  

• The lines and fun of security, an experience made even more wildly entertaining when it's raining and the floor is damp (love wet feet, no?) or when the person at the head of the line can't quite get the idea that you can't wear your overcoat through the magnetometer.
  

• The stop at the bathroom (Over/Under Bet: That there are more paper towels on the floor than in the receptacles).

• Standing in line at any concessionaire, few of whom make eye contact or seem to appreciate your business (Another Over/Under Bet: That not all cash registers are open despite a long line).

• Trekking to the gate, looking for an electrical outlet (almost always a lost cause).

• Trying to use your phone over the cacophony of constant and aggravating public address announcements throughout the concourse reminding us incessantly how to prepare for the security screen -- even though we've already survived it! -- or that "the white zone is for the loading and unloading of passengers only. No parking." And every PA announcement amp turned up to 11. (A gratuitous This Is Spinal Tap reference.)
  

• Finding out that the 'WiFi Here!' signs really mean 'Pay $9.95 for an hour and we'll let you find your (slow) way to the Internet, thank you very much'.

• Needing to get in line yet again to board your plane (Certainly there must be an alternative to forming boarding lines, no? Enough with the lines already!).

• Finally, once on board there's the joy of sitting behind someone who reclines into your face, nearly crushing your computer. And, if you're truly lucky, sitting beside someone who can't quite fit into the seat (if you know what I mean and I'm sure you do). All nice people to be sure, but people who you wish were sitting anywhere else.

• And, lastly, as we've mentioned here before, trying to enjoy the flight with the benefit of less-than-civil 'service'. Certainly nothing to eat. Maybe a second cup of water, maybe not. Maybe a smile, maybe not.
  

Is there any wonder, then, why the gorgeous airport architecture goes unnoticed? Or why the idea of traveling by bus seems, somehow, attractive?

As I've asked before: Whatever happened to service? To a little eye contact? To a smile? To -- are you sitting? -- some warmth? Is this all too much to ask?

It seems that when you enter an airport you should be transported -- at least emotionally -- to a world of amazing and vast possibilities. Where each gate leads to another, more exotic destination. (No Cleveland jokes here; too many family members live nearby.) Where exploration begins. Where the world gathers to find its way home. Where loved ones part and reunite. And where the airport staff -- whether they be bus drivers, traffic cops, baggage handlers, ticket agents, TSA, concessionaires, or airport employees -- take the time to help you relax, if just a bit, and create a gracious, welcoming environment equal to the structure you're in. (LaGuardia does this well. The ambiance the airport staff creates is, indeed, equal to its dismal terminal. Sorry, but true.)

After all, airports want and need you. Too bad they don't act that way.

Let me leave you with the opening scene of the wonderful movie Love Actually, which captures one huge element of what airports are and should be about. (Haven't seen it? Rent it today. You'll be glad you did.)

Happy Hanukkah!

It's About Leadership, True Leadership

The current edition of Fortune Magazine features, as its cover story, the building of great leaders. While it's always nice for Fortune to highlight and publicize the need for leadership -- winning in business is all about the people, after all -- their articles were infuriating on a number of levels.

Let's count the ways:

• Who's the dude to the right? Yes, it's Fortune's graphic representation of a corporate leader, borrowed from the magazine's cover. Am I alone in this, or might this portend a rather conservative, traditional, narrow-minded, 'corporate' approach to leadership? (I know, I know. Don't judge a book by its cover. But does anything scream 'old-school' more than that graphic?) While it's wise not to make too much of the illustration -- it does, indeed, telegraph the view Fortune has when it comes to what they call 'leadership'. It's so last century.
  

• The article describes how Fortune, with the help of Hewitt Associates and the HR services firm RBL Group, went about selecting those companies most successful at developing leadership. Here's how they did it:
  

  To create the ranking, we surveyed more than 500 global companies in search of the top businesses at attracting, retaining, and nurturing talent. After several rounds of analysis and interviews, we turned to a team of respected judges from around the world to help select the final list.

  By the way, reading the fine print about the study's process yields no additional information. Nothing about, say, criteria, definition of 'leadership', or, frankly, anything that would allow the reader to have any sense as to how these firms and the 'respected' judges selected their finalists. The judging on Dancing With The Stars, I'm told, has more rigor.
  
  The results were hardly surprising. Twenty-five companies are named. Terrific organizations, many with a long history of developing strong executive talent. Hard to find fault with this group. Of course, one wonders, why these companies were selected and not the other 475 or so that participated in the study. Ah, but why quibble. It's the usual suspects.
  
  And, finally, there are the findings about how these companies develop their next set of leaders. Developmental assignments, many of them outside of the United States. Some that stretch the individual's comfort zone, challenging the person to perform in uncharted territory, so to speak. Wow. So that's how they do it. Who would have thought?

What really bothers me about this -- and most articles about leadership, for that matter -- is that Fortune confuses management with leadership. No doubt these companies are developing strong, capable managers via developmental assignments. No doubt these people are able to oversee large, complex operations. No doubt these individuals produce healthy returns to their organizations. But, are these companies developing leaders? I wonder.

So, let's talk leadership. True leadership.

As a working definition, something Fortune, Hewitt Associates and the RBL Group seemed to overlook, I'd propose that:

Leadership is the ability to produce amazing results -- results not previously thought possible -- through people.

It's a mouthful, to be sure, but a good mouthful, no? Amazing results, results not previously thought possible, through people. Show me someone who can do that and I'll show you a true leader.

I'm glad you asked, because I have someone in mind.

This guy. Robert Mondavi.

Never have I known an individual who could instill more significantly a captivating vision, an urgency for unparalleled quality, and a drive for excellence in people than Robert Mondavi. He changed -- arguably created -- the California wine industry, redefined wine's place in the lives of millions, and became the icon and shining light for thousands of people lucky enough to have worked with and around him.

Robert built leadership daily. With a singular focus and a relentless passion for quality, Robert inspired everyone to produce outstanding results, whether it was in the rolling of the hoses in the cellar, the topping of wine barrels, the nurturing of vines, the washing of wine glasses, the gracious approach to visitors, the marketing and selling of wine, or in the hiring and development of top talent. He challenged, he stretched, he drove people. Everyone felt essential, everyone felt accountable, and everyone performed. Or they were asked to play elsewhere.

Robert would claim repeatedly to anyone within earshot that it was about producing wine that is "worthy of being in the company of the world's greatest wines". (Actually, 'repeatedly' does not begin to describe how often he voiced this mantra.) But I believe Robert had another goal: That of producing people who are worthy of being in the company of the world's greatest. For Robert knew that wonderful wine came from wonderful people. "Find me talented people, people filled with excitement," he'd tell us, and "we'll teach them how to make great wine."

And the people-related results of Robert's approach? The California wine industry is now filled with owners, CEOs, Presidents and other executives who were developed and, importantly, inspired by Robert Mondavi. Indeed, Robert's legacy is, in part, a who's who list of those who now lead the wine industry and those who remain in the business creating some of the world's most amazing wines. Taste his wines and you'll taste his passion for people.

For me, that's leadership. Producing results, through people, that are beyond what was previously thought possible. Find people who can do that and you'll be in the presence of true leadership.

Maybe next year, Fortune, you'll keep this in mind.

In the meantime, we miss you, Bob.

Earning Thanks

Finish the turkey, stuffing and desserts? (My guess: There are still leftovers from the meal, but the pies and cakes are long gone. Go ahead, admit it. It's okay. We know.) Ready to put Thanksgiving behind you, determined to lose somehow the weight you gained over the weekend? Eager to begin the Christmas/Hanukkah/Kwanzaa/Al-Hijira/Ashura holiday season?

Not so fast. There's still an important Thanksgiving question to consider.

Last week, true to the spirit of Thanksgiving, we considered those to whom we owe thanks. This week we ask a far more personal question:

What have you done this past year to have earned the true, heartfelt thanks of others?

A sobering question, no? The 50 people I asked that very question to over the last couple of weeks certainly thought so. Indeed, most were taken aback by the question, needing a few moments just to get their mind around the concept that they might have done something worthy of heartfelt thanks. Typically after a long pause, the responses I received were astonishing:

• The vast majority (88%) thought that they were a good partner to another, but that being thanked for this wasn't appropriate or required
  

• A large majority (85%) thought that they were a good parent -- and wished to be thanked -- but never thought they'd live long enough to hear true heartfelt thanks from their offspring
  

• Most (80%) consider themselves to be good employees, but few thought that they'd ever be thanked for the work they do or the sacrifices they make at work (with 65% absolutely confident that few at work even knew of their sacrifices)
  

• Most (78%) reported that they spend insufficient time volunteering in non-profit/community organizations or agencies, and, therefore, are not owed thanks; and, very sadly
  

• Nearly all (90%) said that they had not received a heartfelt 'thank you' from anyone in months, some in years.
  

What made these responses that much more surprising was the fact that these people were, indeed, highly worthy of gratitude. Wonderful partners, fabulous parents, terrific workers. Most were involved in their community, many giving freely to charities. And yet very few received heartfelt thanks (or thanks they believed to be heartfelt) or even considered their actions to be worthy of gratitude.

What's up with that? Are we becoming -- or have we become -- a society where giving thanks is a lost art? Where providing a warm, sincere, deeply felt 'thank you' is an endangered specie? Where we take each others' dedication, commitment and giving for granted? Based on the responses of the 50 people I surveyed, you certainly might think so.

Let's change this. Let's revive the beauty of giving thanks to those who deserve it. Let's also become worthy of the thanks of others.

Beginning now, I urge you to join me in this thanks giving and thanks earning crusade by:

1. Going out of our way to thank those who are closest to us for all they do to make our lives rich. Parents, partners, children, family. Co-workers, direct reports, leadership, others at work. People with whom you share religious beliefs. People who share your passions. People who serve you. People who support you.

2. Doing things worthy of heartfelt thanks. Not so much for the thanks. Instead, for the knowledge that you're making other lives rich.

And, for once, I'll start. Jorge, Sole y la familia magnifica (pictured above), muchas, muchas gracias para hiciendo mi vida tan rica. Espero saben que tienen un lugar muy especial en mi corazon.

That felt good. Try it for yourself. Especially during this holiday season. It's a wonderful gift to give. And it's more powerful and less expensive than an iPod.

Thanks Giving

Welcome to the week of Thanksgiving. Our designated day for giving thanks for all we have. It's also the day before Christmas, if you know what I mean and I'm sure you do. (Actually, it used to be the day before Christmas. Now it seems that Halloween serves that purpose.) Regardless, it's a quintessential American holiday, one we should take better advantage of. More about that in a minute.

Thanks to the many readers who appreciated the iPhone apps suggestions offered last week. While I'm still awaiting that call from Steve Jobs (must have been a busy week for him), your cards and letters were terrific. Several of you forwarded ideas about the need for an app for bad drivers. Not to disappoint, I present to you:

• It's the FAST Lane, Idiot! (Icon: Cha Sa-Soon, above, the 68-year-old South Korean woman who passed her country's written driver's-license exam on her 950th attempt) App allows user to photograph the license plate of any car impeding user's progress. Using the iPhone's GPS, app calculates speed and location of targeted car. If below the legal speed limit, app automatically sends license plate photo to local Highway Patrol office which, in turn, forwards a citation to car's owner. Version 2.0 (expected late 2010) will inform user's auto insurance company of user's concern for safety, resulting in an immediate lowering of user's premiums.

That was a bit wordy, but you get the point. And, hey, who wouldn't want that app?

Speaking of Cha Sa-Soon, she finally scored the 60% required after taking the exam nearly every day since April 2005. You might call that persistence. I call that lunacy! It took 950 tries to get 60% right? (Of course this made me wonder how often someone can take the exam to become a licensed surgeon, but let's not go there.) And they gave her a license to drive a car? On public streets? You say that she lives in South Korea, but think of her the next time you're in this. You know there's someone up ahead driving too slowly in the fast lane. Gotta develop that app. And soon.

In the meantime, let's consider the true purpose of Thanksgiving. A day to give thanks, to take a slow, soothing breath, taking in the joy of family and friends. It's also a day to appreciate the many things that make life grand. So, as a public service, I offer the following partial list of just some of the people and things that deserve our thanks:

• Those who are finally getting our attention about the urgency of global warming

• All who are working to feed the underfed here and abroad

• The possibility that everyone in this country will have access to health care

• The freedom to debate (Republican Party, take note: Holding formal discussions on a particular topic in a public meeting or legislative assembly, in which opposing arguments are put forward, is a basic tenet of democracy. You might inform Rush, Bill and Glenn and their Fox News colleagues. They appear to have forgotten.)

• Any teacher who inspires even one child to dream

• Our willingness to give beyond our means in times of natural disaster (This does not include George W and his administration's criminal unresponsiveness to the victims of Katrina.)

• The technology that allows us to stay close to family and friends wherever they live on this ever-shrinking (and ever-warming) planet
  

• Authors, playwrights, screenplay writers who make us consider new alternatives

• Investigative journalists, a quickly dying breed, who reveal truth (check out one of my favorites: Matt Taibbi of Rolling Stone)

• Anyone who creates music and other forms of art

• Researchers working namelessly in search of cures for disease

• All whose primary job duty is to keep us safe
  

• And, of course, those who take the time to read these rants
  

Like I said, it's only a partial list. But it's a start. Add yours below or forward them to me. I love hearing from you.

Have a wonderful Thanksgiving. And, please, do take the time to give thanks.

There's (Not) An App for That (Yet)

In a surprise only to my mother -- who thinks I should have won the award and has canceled her subscription as a result -- Steve Jobs was named 'CEO of the Decade' by Fortune Magazine this week.

Who better to honor, I wonder, as my iPod plays, my iPhone recharges (damn short battery, that), and I type this blog on a MacBook? And just because I touted Apple's use of its standard-setting vision statement to help the company outperform Microsoft in last week's blog doesn't mean in the least that I'm not impartial.

Actually, I'm not, but this isn't Fox News where you expect impartiality. This is my blog.

As I consider, as does Fortune, how Apple has changed how we listen to music, what we consider a 'telephone', and, most importantly, how we interact with technology, let's also give Apple credit for adding a new, useful expression to our language. Say it with me:

There's an app for that!

And app(lication)s there are! At last count, there were over 85,000 apps available for download. For those of you who are familiar with the amazing array of possibilities, you know that there are apps for just about everything -- each more mind-boggling than the next. Don't know the name of a song or who sang it? Don't know where you parked your car? Don't know the 3rd line in Act II of Othello? Don't know how to make the perfect margarita? Don't want to have to type (how terribly last century!) someone's contact info from their iPhone? Don't know who gives AAA discounts in this neighborhood? Don't know how to calculate a 15% tip? (Hey, you know who you are.)

Not to mention the games, the business apps, music apps, networking apps, news apps, cooking apps, language apps. And then there are apps that aren't free.

Check it out sometime. It's astounding.

But for all of the brilliance of the tens of thousands of apps, there's an important void in Apple's offerings. I feel it my duty to outline for you now how Apple's app development efforts are failing us, and failing us badly.

So, Mr. CEO of the Decade, consider dedicating some energy to these suggestions for new apps. If you really want to change the world, here's how to do it.

• Not Again, You Fool! (Icon: Mother-type wagging a finger) So as to prevent embarrassment, app warns you verbally -- 'Don't do it again, you fool!' -- when you're about to repeat a bone-headed, idiotic thing you've done before. Ignoring the warning leads app to scream 'You idiot! Didn't I tell you not to do that?'
  

• I Can't Believe I Just Said That (Icon: Glenn Beck) App provides small electric shock to user when a truly stupid, insensitive, and/or inflammatory thing is said in public. (Warning: For some, app may cause rapid decline in iPhone's battery life.)

• Furlough Calculator (Icon: Coins falling through fingers) App calculates personal impact on weekly, monthly and annual salary of having to take furlough days. Advanced version calculates impact on retirement benefits.
  

• Corporate-speak (Icon: Man laughing hard) App translates memos and other corporate communication pieces into English. An initiative is underway to explore the potential efficiency gains of a shared services model. becomes You and your job are toast. (Non-English versions soon to be available.)

• Tell The Truth (Icon: Unidentifiable person holding mirror up to user) While holding iPhone, app provides mild vibration when a full truth is not being communicated. Text of 'the truth' is shown on screen. Vibrations turn to electric shocks if text on screen is not read aloud. Example: "Your performance at work this last year has been good." will, when appropriate, become "I'm a wimp and haven't told you the truth about your work. It sucks." Federal approval for use in relationships is pending.

• You Call That Service? (Icon: Woman being ignored while seated at table) App provides a dozen choice expressions in English, French, Spanish and an array of Asian languages for use when appropriate service is not rendered. User selects desired expression and language and taps screen. Expression is played sufficiently loud for target individual to hear. User makes point but is not identified as speaker. Additional expressions available for download, though proof of age is required. Particularly useful on airplanes and at just about any cafe in Paris.

• I Was Listening! (Icon: Man facing woman, her hands on hips) App assists user in recalling what was said in a previous conversation. Appropriate detail is shown on screen. App particularly useful in assisting in the recall of dates, times, names, clothing worn, and upcoming appointments. App not yet able to determine answers if discussion never occurred, despite absolute conviction of other party.

• You're Okay, You Really Are (Icon: Stuart Smalley) App provides verbal uplifting reminders to user that "I'm good enough, I'm smart enough, and, doggonit, people like me." Frequency of reminders determined by user. App intended for those in the throes of a difficult job search.

Have any suggestions for apps you'd like to see? Take your best shot in the comments section below.

So, get to it, Steve. Time's awastin'.

Winning Isn't Easy

Winning isn't easy. Winning consistently is even harder.

Just ask the Philadelphia Phillies who almost became the first National League team since the 1976 Cincinnati Reds to repeat as champions. Just ask the New York Yankees who did win the World Series last week, but hadn't for nine years. Nine years.

For them, that's a drought of biblical proportions. It's just one of the reasons they had a $201.5 million payroll this year. (That's base comp, by the way.) And spent another $1.2 billion on a new stadium.

As a passionate fan of the San Francisco Giants -- a team that hasn't won the World Series since 1954 (that's 55 years and counting) and never in San Francisco -- I often wonder what separates winning teams from the pretenders.

On a related note, I also often wonder why most of us can't change our sports allegiances to other, more successful teams. Why expend such emotion on an also-ran when there are winners to support? Why not, say, trade in the black and orange for pinstripes? A nine-year drought should be easy to endure, especially when compared to one that's 55 years long and will likely continue until dinosaurs again roam the Earth. Or later. But most of us can't. Love, I guess, will keep us together, to quote Captain and Tennille, which I can't believe I just did. (Admit it: You're humming it now, aren't you? You know you are. Nothing to be ashamed of. It's a catchy tune. Just don't start singing, okay?)

Back to the topic at hand. As a student of the wild, wacky world of business, I'm frequently asked what it takes to forge a contender and, hopefully, an organization that consistently outperforms the competition. Asked in non-Corporate speak: What's it take to win?

And while there's no absolute formula, there are some things that all marketplace winners have. These include:

• A terrific vision. Something that captures the heart, creates exciting possibilities and, in the process, attracts top talent. Let's take the visions of two fierce competitors. Which one of the following better achieves the objectives of a terrific vision?
  

To help people and businesses realize their full potential




To change the world

• Leadership. The kind that sets a compelling agenda, outlines how the agenda will be accomplished, enlists and entrusts many to help achieve the agenda and is not satisfied until the agenda is accomplished.
  

• Talent. Rock-star quality if you can find it but, for sure, solid talent up and down the organization. Here's where the vision can be huge. On Microsoft's Jobs page, they ask:

  "How do you see the future?"

  Nice. But then check out Apple's Jobs page:

  "Part career, part revolution." "License to change the world." "Less a job, more a calling."

  If you could choose, in which company would you rather work? (Any wonder that Apple produced the iPod and iPhone while Microsoft couldn't quite get Windows 7 launched?)

• A set of strategic initiatives. Objectives that, if achieved, will help achieve the vision and, in the process, lead to consistent wins in the market. Objectives, by the way, that everyone in the company knows, believes in, and fights to achieve.

• A culture of winning. Some would dismiss this as an 'intangible', the 'soft' part of business. Fine. Those that do probably aren't winning, for this is one of the most critical requirements for consistent success in the market. Such an environment attracts the best, motivates people to perform at a superior level, creates the need for outstanding teams, drives productivity, inspires service and, critically, establishes that elusive 'winning tradition' that so many sports coaches seek. Customers know which companies have it and which don't. Plain and simple, it's the difference between the winners and the pretenders, the difference between the Yankees and the Giants.

And from these things come wonderful products, great service and profitability. Consistently.

One last point on baseball. Now that the Series is over, there are a little more than 100 days until pitchers and catchers report to Spring Training. Maybe the Giants' drought will end in 2010. (Seen any very large reptiles in your neighborhood? If so, bet the farm on the Giants!)

Have fun this week.

Trick Or Treat?

Happy Halloween! A wonderful holiday, no? A chance to knock on a stranger's door in pursuit of sweets. A day of parties. And, maybe most importantly, an opportunity, at least for a day, to dress up as who we'd really like to be.

Indeed, there's something special about the license to release one's inhibitions that brings out the best in many. Especially since most of us live our lives, likely our work lives, unable to speak with complete freedom and true expression. Unable to be who we'd really like to be. Too bad there aren't more Halloweens during the year. We certainly could use them.

Just ask the newest super hero: Sh- Sh- Shower Man.

Speaking of kids who don't know what to do when someone answers "Trick or treat?" with "Trick!", I offer a number of ruminations on the state of things:

• Who are these people who insist that everyone in this country must speak English? I have my theories about such people (starts with 'r' and rhymes with 'a cyst'), but I'll leave that for another day. Instead, I suggest that we demand that everyone in this country speak at least two languages with some fluency by the end of 2010 and three by the end of 2011. Maybe then we'll be able to connect with more people in this country and with those around the world. (And, no, slang does not count as a language, unless that slang is in one of your non-primary tongues.)

• People who can touch their elbows to the steering wheel while driving should be asked politely to take mass transit. Forever. A hypothesis: The speed that a car is driven on the open road is directly proportional to the distance the driver sits from the steering wheel. Just another reason to revoke the licenses of those who drive while resting their chin on the wheel. They're the ones going 45 mph in the fast lane.
  

• A terrific example of the brilliance of Rupert Murdoch: Naming his network Fox News. Is it any wonder then why people who watch Fox News actually believe that everything they see and hear on that network is, indeed, news? Of course these people also think that Rush Limbaugh and Glenn Beck speak the truth. I guess Rupert knew that with just enough scrolling text, flashing lights and nice colors, he could fool a large segment of the population. I bet his pets are also amazingly well-trained.
  

• Why aren't rank-and-file employees given the chance to participate more in decisions their companies make about efficiency, productivity, and customer service? Is it as one CEO once told me, "Why involve our customer service reps in improving the customer experience? They're just hourly workers."? Or, just possibly, might it be that those closest to the problem, those closest to customers, know best? Really. Why not opt for the Toyota model where factory line workers are asked regularly to find ways to improve efficiency? There, those who do the job are considered experts. For many companies in this country, that's a novel -- possibly a radical -- concept. One that could pay huge dividends (read: cost-savings, performance gains, customer service improvement and so much more) if operationalized.

• Company 'visions' are significantly under-utilized, under-communicated, and under-valued. And many fall short of serving their purpose: Galvanizing a workforce in the pursuit of a compelling dream. Those who think that the game of business is best played without emotion don't believe Jack Welch and scores of others who have written eloquently on the topic. They also overlook the obvious fact that people, those emotional life forms, do your work, serve your customers, and help you win in the marketplace. Why not tap into that vast emotional reservoir, ignite passion, instill pride and create an urgency that together may, if done well, help your organization achieve ever-greater performance? Why not, indeed.

• Why do many executives elect not to use specific metrics to track the success of their organization? Think fear has something to do with it? Are these the same people who took all of their college classes Pass/Not Pass? Want to motivate people to perform better? Set high goals (enough with 'stretch goals' already!), establish simple metrics to measure those goals and track your progress regularly. Here's a little secret to success: Let your people define the appropriate metrics. Without metrics, how else will your staff know if your company is winning? And know this: They want to know because winning is very important to them.

Enough ruminating. Remind me to eat less chocolate next year.

Enjoy the rest of your Halloween candy. But, please, don't put that costume too far away. You might try wearing it again soon. Your friends will get a kick out of it and you'll feel good. Sh- Sh- Shower Man knows these things.

See you next week.

It's Time

Welcome to that time of year when Fox TV insists that playoff baseball games be played only at night. It matters not that it gets rather cold in late October and, gasp, early November. Even so, Fox is in it for the money and all of those prime time advertising dollars. Where, I ask you, is the fair play in that?

Years ago, half of the fun of the World Series for us old enough to remember -- and young enough to be able to remember -- was trying to listen to the games surreptitiously on our transistor radios with those little, tinny ear phones while at school. Being able to follow the game, pay attention to the teacher and not get caught was a terrific skill, one that earned us high praise from those unable to do two things -- any two things -- simultaneously.

Some of us, who had been previously considered less than worthy by our peers (I believe 'dork' was the technical term often used to describe us), suddenly became needed, wanted and, most importantly, admired. At least until the end of the Series. Ah, but for those 7 to 10 days we were kings!

So, for all of you in elementary and junior high schools across the country who could use a temporary elevation of social class, I say it's time for Fox TV to get it right and return playoff baseball to daylight. Do it for the kids, Fox, especially the dorks. They -- we -- need all the help we can get.

Speaking of needing help, it's time for companies to kick it into gear. Especially those that have delayed dealing with issues undermining their productivity and/or profitability. And especially those companies that need talented employees and delighted customers to win in the marketplace. (If your company does not need employees and customers, count yourself among the very lucky! And, please, tell me your secret.) Enough already of the "woe-is-me, times-are-hard, we're-just-trying-to-get-through-this" rationalization.

It's time to act.

Here's a short list of the actions we'd recommend:

1. Update your Strategic Plan and share it with everyone. Your people, customers and investors should know -- especially now -- that you have a good plan to grow your company, that the plan is being executed, and that you have a way to track your progress. Don't have a Strategic Plan? Get in touch with us now.

2. Involve your employees in the implementation of the Strategic Plan. Strategic plans have typically been the purview of executive management. Strategic plans also tend to collect dust on someone's shelf. Coincidence? You be the judge. We advocate a different approach: Enlist teams of high-performing, high-potential employees to help guide the execution of key components of the plan. Have these teams help drive the communication of the Plan, the internal implementation of the Plan, and the metrics required to track the effectiveness of the Plan. Also use these teams to help drive the Plan down through your organization until every employee has Strategic Plan goals in their annual performance objectives. When this comprehensive approach is used, implementation of the Plan is significantly more effective and company performance improves.

3. Develop metrics to track progress against the Strategic Plan. Want something to improve? Measure it. In this case, develop a scorecard to assess your company's progress against the Strategic Plan. Then develop a scorecard for each department/division of your company that is aligned with the company scorecard. Assign a high-performing, high-potential employee team to help develop the metrics, collect the data, and report results to executive management quarterly. Immediately thereafter, have the team communicate the results throughout the organization. It's not as simple as it sounds, but it's a thing of beauty when done well.

4. Address low-scoring areas of the Strategic Plan. Where is your organization failing to achieve the goals of the Strategic Plan? What must be done to close those 'gaps'? Here's another assignment for a select team of employees. When the ideas for performance improvement come from within -- rather than from above -- the recommendations tend to be more strongly embraced and, subsequently, more effective. The key learning: A capable cross-functional team can often identify useful ways to improve operational performance -- ideas that can lead to significant performance gains. Another key learning: Getting employees involved is essential if you want to achieve the goals of your Strategic Plan.

5. Leave no stone unturned. This is a great time to take aggressive steps to improve your company, its culture, and its ability to compete. Your Strategic Plan is a terrific vehicle to drive change. If your Plan is a good one, you can use it as a catalyst for improvement throughout the organization. Process enhancement, cost reduction, service delivery, organizational effectiveness, customer service are just some of the areas to explore.

You've got your hands full. There aren't enough hours in the day. These times are challenging. Even so, you know now is an ideal time to take action. Don't miss the opportunity. They don't come around all that often.


Another good-bye

Last week we lost a prince of children's television. Soupy Sales was a hero to many youngsters in the 50's and 60's. An entertainer, teacher, pioneer and friend. A man who took an untold number of pies to the face. And a guy who arguably had one of the greatest ad-libs of anyone ever on live TV. Even if you don't remember him, appreciate the inspired lunacy of him asking kids to sneak into their parents bedroom and find "green pieces of paper with pictures of guys with beards". Brilliant. We'll remember you fondly, Soupy. Even those of us who got caught 'borrowing' from our parents wallets and purses for you.

Enjoy Soupy's retelling of the event and see you next week.

Smart People Doing Smart Things

A couple of weeks ago, I ranted about the litany of amazingly insensitive, counter-productive and energy-deflating things 'smart' people at work do all too regularly. Thank you to those who wrote to remind me of the many other dumb things smart people do. Quite a list, to be sure. A few worth noting:

• Insisting that processes -- no matter how flawed or inefficient -- be followed to the letter "because that's the way we've always done it"

• Confusing a high-gloss, monthly employee magazine produced by your Corporate Communications department with 'timely communication'
  

• Using rumor and/or innuendo to incite internal competition between departments

And my favorite, undoubtedly the most insensitive and stupid thing of them all:

• Leaving drawings of revised organization charts on conference room white boards for anyone to see (Incomplete erasures qualify for this crime.)
  

A special shout-out to RZ who offered the logical possibility that my premise itself was wrong. Maybe people who do dumb things aren't particularly smart. As he put it, in not so many words, "You are what you do -- especially if you do it a lot." Point taken.

Which made me think of The Office's Dwight Schrute's brilliant advice.



To be fair (but not nearly as fun), let's consider the other side of this coin. There are numerous examples of smart people actually doing smart things at work to help their organizations in these challenging times. Some of these include:

• Using a company-wide voice mail message to kill a rampant rumor in real time
  

• Creating cross-functional 'design teams' to address an urgent business issue and, in the process, reducing the damaging effects of 'silos'
  

• Holding 'town hall' meetings, led by executives, to discuss, in frank and direct terms, the state of the company and its plans to improve performance

• Revamping and/or eliminating inefficient, time-consuming processes (e.g., purchasing, performance appraisal system)
  

• Dealing aggressively with poor performers

• Executives reducing their pay and perquisites before asking their people to do the same (yes, there are good examples of this)
  

• Using a strategic plan to engage employees at all levels and to drive aggressive performance improvement (more on this next week)

• Asking internally and/or externally for help when important problems can't be solved
  

• Implementing a creative process to identify top performing - high potential employees and then working with those people to build and execute a career development plan

• Involving customers in the design and execution of improved customer service delivery mechanisms (shocking but true!)
  

• Expanding the concept of 'business partnership' to internal and external customers, key vendors, public constituencies and even the press

• Ensuring that everyone is accountable for customer service

• Creating a 'scorecard', updated weekly, so that company performance against key success criteria is known by all
  

See, I told you it wouldn't be as fun to consider the positive. But admit it: It made you wonder about possibilities, no?

Intelligence does exist in the workplace -- even if you see little or no evidence of it where you work. Sadly, our evidence suggests that your experience is more the norm, given that the frequency of observed Stupid Behavior far outweighs that of Smart Behavior. If true, many companies will have a much more difficult time emerging from these times strong, healthy and capable of continued growth. They'll also have a harder time keeping you and, alas, their customers.

Speaking of the egocentric and self-absorbed sometimes getting it right, congratulations to the National Football League for not allowing Rush Limbaugh to pursue partial ownership of the St. Louis Rams. Although Rush was quick to blame everyone but himself, the league recognized that his comments bordering on racism might, just might, undermine the NFL image.

NFL 1, Rush 0. Nice.

See you next week.

Hidden Fees

When was the last time you bought a ticket to anything -- especially on-line -- and incurred no additional, hidden fees? A rhetorical question. I'm too angry for you to give example after example that will undermine my frustration. I'm enjoying the anger, so don't even try to talk me down.

Without going into too much detail, I was recently charged $12.50 to buy a $40 ticket on-line to a local music show. $12.50 for a $40 ticket! A 'convenience' charge. For what convenience? The convenience of buying a ticket to the show?

And get this: There was only one type of ticket for this particular show: General Admission. No seat selection, no options. $12.50 for the convenience of buying a General Admission ticket without talking to a live human being. (I wonder: Would that $12.50 have gone up or down had I needed a live human to help me? Too many good lines there, but all would make me laugh. And I'd prefer to stay mad as hell.)

So I called the venue and found out that I could buy tickets at the door -- for $40 + a convenience fee of $6. Of course I asked what convenience they were providing. My mistake. Here's how the conversation unfolded:

Lady: "What do you mean, 'what convenience'?"

Me: "You're going to charge me $6 to buy the ticket at the door. What is the $6 for?"

"It's for the convenience of buying a ticket."

"And again I ask, what convenience? Do I get to come to the front of the line? Are you going to escort me into the theater? Help me work my way through the crowd to the bar? Order my first drink? Wash my car while I'm inside? Certainly I'll get something for the $6 you're charging."

"Have you been drinking?"

"It's 9:30 in the morning."

"So?"

"No, I haven't been drinking. Though I am rethinking that position. Regardless, please tell me what I'll get for the $6."

"You'll get a ticket to the show."

"But isn't that what the $40 is for?"

"Yes, the show costs $40."

"So why do I have to pay $6 more?"

"Because you'll need a ticket to get in."

"BUT THAT'S WHAT THE $40 IS FOR! What is the $6 for?"

"For the convenience of buying a ticket."

"Oh, my. Who's on 1st?"

"Who's on first? First what? You have been drinking, haven't you?"

"No. Instead I'm considering a life of crime. One that may very well begin with you."

"That's very sweet of you to say. Please make sure you ask for me when you pick up your ticket."

"Oh, you can be sure I will."

"Good. By the way, we take credit cards."

"Is there a charge for using my credit card? It's convenient, after all."

"No, but if you don't pay your bill on time, the bank will charge interest."

"Don't get me started."

"Oh, I forgot to tell you. I can e-mail your ticket to you and you can print it at home."

"Great. Now that's convenient. I'll do it."

"I figured you would. There's an additional $4 charge for at-home printing."

That's when I hung up. And paid a Convenience Fee of $12.50 to buy my ticket on line. Home printing was free. Woo-hoo.

This venue isn't alone in finding ways to charge more for whatever we're buying. The airlines, for example, add a 'Segment Fee', a 'Passenger Facility Fee' and a TSA-mandated 'Security Fee' to every ticket. Rental car companies add a 'Daily Facility Use Fee' and a 'Concession Recovery Fee' to their daily rates.

Does the expression 'nickel and dimed to death' come to your mind? It does to mine.

I say enough already! If it costs $40 + $6 to buy a ticket, tell me the cost of the show is $46. If the fully-loaded daily rate for a mid-sized car at Avis is $45.50, tell me it's $45.50 -- not $29.95 + taxes and fees. I get that increasing revenue now is important but this deceptive approach is NOT the way to do it.

Because I -- like many customers -- won't forget how badly we're being treated during these challenging economic times. I promise.

And while we're on the topic of the Nobel Peace Prize (I'm told that my segues often cause whiplash), many are questioning the validity of President Obama's selection as this year's recipient of the world's top award. (Yes, the Nobel Peace Prize scores a bit higher than the MTV Music Awards -- even the one for Best Video By a Male, Female or Other Newcomer With Little or No Talent.)

The concern, of course, is that Obama hasn't done enough to warrant the prize. I beg to differ. Obama has changed the conversation. Globally. The role of the United States in world affairs, honoring the importance of all religions, our shared responsibilities for global warming, the need for a peaceful coexistence of a Palestinian state and Israel -- these are just some of the topics of conversation that Obama has influenced on a global scale. He's created a new, refreshing, optimistic vision for how we can live together on this increasingly crowded planet and, more importantly, how we, together, can solve our most important problems.

Given that many of us can't even change the conversation in our own homes, it seems that such a feat is worthy of this tremendous honor.

And by the way, you think, sir, that the Nobel Peace Prize is a 'call to action'? (To steal from Saturday Night Live:) Wasn't that what the election was?

Congratulations, Mr. President! Now, please, get something done, okay? Check your mail for my list. Due dates are included. Health care reform should be easy compared to #3 on my list: Having the Giants win next year's World Series. But, hey, if you can change the conversation globally, surely you can pull off this miracle.

Have fun this week.

Smart People Doing Dumb Things

It's continually amazing to me how well-educated, insightful, experienced, thoughtful people can do such amazingly ignorant things. And while 'best intentions' serves as a useful blanket excuse, the fact remains that we're all capable of doing dumb things, often at the least opportune time. Like now.

And I'm not talking about a pre-emptive invasion of a certain country in search of weapons of mass destruction. That was way, way, way beyond dumb.

At least, that mistake was made only once. So far.

In contrast, here are mistakes made repeatedly at work by smart, well-intentioned people:

• Workers getting the best information about their company from the Wall Street Journal or, worse, the local Penny Saver
  

• Being told in a performance review that something you did months ago -- and something that could have been easily corrected -- hurt your performance rating

• Believing meetings are productive

• Thinking people, especially now, won't be scared when you say, "We're looking to increase efficiency anyway we can."

• Saying anything about pay for performance

• Overlooking the short- and longer-term toll long hours, expanded workloads, and high pressure are taking on you and your people

• Trusting that people will be able to 'read between the lines' of a memo you've distributed
  

• Clinging to the notion that people can distinguish between 'rumor' and 'fact'
  

• Believing that your intent is what counts

• Thinking that saying it once is enough

• Considering yourself to be an effective leader because you tell people what to do

• Betting that your people are committed to your goals because they nod their heads when you talk

• Believing that secrets can be kept at work (Ha!)
  

• Thinking you can grow by cutting (unless you're a gardener)

• Avoiding performance issues, hoping that they won't be noticed and will eventually go away
  

• Believing your customers will forget how they've been treated during this very difficult period
  

• Believing your employees will forget how they've been treated during this very difficult period

Times like these are unforgiving, as are the people who inadvertently get in the way of dumb things. So, assuming mistakes happen, we suggest the following:

• Stay close to your people, asking regularly what's working and what's not

• Listen fast, so as to identify rumors and to truly hear what's being said and how it can impact your business

• Give authority to others to solve important problems, because that's what leadership is about and, importantly, actually works to achieve process and performance improvement

• Set a goal that captures the hearts of your people, because most employees want their company to win and because emotion is a terrific motivator -- and because you probably don't have a huge bucket of money lying around to reward outstanding performance

Doing these things well, in some cases, may help counteract the impact of dumb things done by smart people. If not, a number of your people may end up like the hero from Office Space. Listen closely as he's interviewed by a couple of consultants (no relation, I assure you) looking to 'increase efficiency anyway we can'.



You think Peter's views are unique? Something only in a movie? Oh, my. Please reconsider. Or I'll be forced to add that to the list above.

Have a good week, please.

Otis Was Right

Welcome back. We hope your weekend was a good one. Ours, on the other hand, was especially difficult given our passion -- idiotic and unrequited as it might be -- for the San Francisco Giants, the California Golden Bears and the San Francisco 49ers. If you're a sports fan (like these guys from Chicago), you know of what we speak.

Which of course makes me wonder aloud why most of us are locked into being fans of certain teams. We know for fact that our hearts are going to be ripped painfully from our body on an annual basis, if not more regularly. Why can't we become fans of teams we know will have a higher probability of winning? Are we somehow unable to control or change allegiances due to an obscure genetic flaw? Or, perhaps, is there something else in play here? Something that transcends inflexibility and genetics? Are we, gasp, fools?

No need to answer. The pain screams, "Yes, of course! You're an idiot!"

Speaking of something we can control, let's return to the topic we broached a couple of weeks ago: Our prediction that many top performers will consider leaving their current jobs for other companies as the economy begins to improve. And, critically, what to do to help prevent this impending exodus.

Let's make a few assumptions:

1. You're an enlighted leader -- even if you only lead a few people.

2. You're interested in keeping your top performers in your organization rather than having them defect to a competitor.

3. You've got credibility.

4. You have no line item in your budget for "retaining top performers".

If any of these are not true, please get in touch immediately. We've got work to do.

For the remainder of you, the following steps should be effective in lowering the number of people who will elect to leave you for greener pastures as the economy improves. Please note that none of these ideas cost a penny and all can be implemented immediately. That said, don't hesitate to get in touch if we can be of any help.

• Speak the absolute truth about the state of your company. You're being judged daily on your ability to step up to the plate (oh, the pain of watching the Giants try to hit!) and provide honest information. For most, honesty = respect. And if you think you can withhold the truth, think again. Your company -- regardless of its size or geographic reach -- is a fish bowl. Everybody sees everything. So, be honest, even if the truth hurts.

• Show concern for the issues most are facing. Not since the Great Depression have things been this challenging economically. Everyone knows someone who has lost a job, lost a home, struggled to pay for the basics, and/or is scared about the future. Times are not good and to overlook this will suggest to many that you are insensitive, egocentric or simply daft. (Trust me, none of those are good attributes.) Ask regularly how things are at home. Check in with your people often to see if there is anything you or the company can do to help make things a bit less stressful. Make sure your people know you care. It's an intangible, but caring goes a very long way when people consider leaving a job for another.

• Define what 'top performance' looks like. When times get tough, insecurities emerge in many -- even among top performers. So, anticipating this and to counteract the potential debilitating effects of insecurity at work, discuss with your people what you expect of them and, in particular, how you define outstanding performance. Don't assume they know; take the time to ensure that they know how to move downfield and take the ball across the goal line. (Ugh, just when I was forgetting about the 49er game.) When times are uncertain, people become uncertain and a discussion of this type will help create the solid foundation many need during these times. It may also help improve the performance of your team. If you haven't had this conversation in the last 2 months, do it this week.

• Encourage people to leave work at a decent hour. Of the 4 main attributes of success -- ability, effort, task difficulty and luck -- only effort can we control. Thus, when times are hard and layoffs abound, many elect to increase their effort to improve their ability to perform and, even more importantly, to demonstrate their dedication to the job and the company. Alas, that discretionary effort rarely generates increased productivity. Indeed, in a comprehensive study we conducted at a telecommunications company some years ago, the only significant gain produced by a longer work day was...any guesses?... the number of pounds of coffee consumed in their cafeteria. And while any leader's heart will be warmed by the vision of the team working long hours, we strongly suggest that you encourage your people to leave work at a reasonable time and enjoy the rest of their day elsewhere. Your concern for that balanced work life we hear so much about will go a long way to instilling in your people the belief that your first priority is their well-being. (More on the benefits of a shorter work day/week next time.)

• Discuss career goals with everyone -- especially top performers. This is an ideal time to meet with every member of your team (that was not a sports analogy) to consider their career aspirations. Regardless of when HR tells you it's time to have this conversation, consider holding individual meetings now. One of the top reasons people leave companies is their dissatisfaction with their manager. Another top reason is the belief that career goals can be better met elsewhere. For this reason, talk with all of your people about their career goals and how you can help achieve them. If you haven't already done so, work with your people to develop a career plan. Becoming a partner in helping them achieve their career aspirations should undermine the interest many may have in looking for work elsewhere.

These may sound "soft" to some of you. Regardless, they are effective actions to help lower your turnover in the months ahead. And none cost a penny. Spend the time now to avoid the high cost later of losing your top people.

Our word isn't enough? Need some external validation? Consider the advice of Otis Redding. The dude could sing and he knew how to keep people around. (A bit of trivia: This is the song Crash tries to teach Nuke on the bus in Bull Durham.) (Sorry. That's my last reference to sports. Ever. Or until next weekend.)

Check it out and see you next week.

Really Bad Behavior

The plan for this week was to outline specific steps your company could take to recapture the hearts of your people and, ideally, keep them around for awhile as the economy rebounds. I know you haven't slept all week waiting breathlessly for a number of brilliant insights, useful ideas or even something that might work. But, as we all know, stuff happens and some of it requires immediate attention. So, please forgive me as I take a few minutes of your time to rant about bad behavior.

Because there's been a ton of it of late.

Let's start with Joe Wilson, a member of the House of Representatives, calling the President of the United States a liar during a joint session of Congress.

LaGarrette Blount, a football player, cold-cocking a rival after being taunted.

Kayne West, an entertainer, taking the microphone during an acceptance speech to tell everyone that the award recipient was not the rightful winner.

Serena Williams, a champion tennis player, describing to a line judge in graphic, anatomical terms where she was planning on inserting a tennis ball.

Then there's Glenn Beck, of Fox News, who accused President Obama of being "a racist".

Let's also give a shout out to selected districts in Texas, Illinois, Minnesota, Missouri, Virginia and Wisconsin for electing not to show President Obama's speech to school children, saying that the speech was "Promoting a political agenda and overstepping the boundaries of Federal involvement in schools."

But the best, most amazing example of bad behavior goes to State Senator Steve Russell of Oklahoma who said of Obama before the President's speech to the school children of this country, "As far as I'm concerned, this is not civics education -- it gives the appearance of creating a cult of personality. This is something you'd expect to see in North Korea or in Saddam Hussein's Iraq."

A 'cult of personality'? Anyone, anywhere know what that is? And how might you expect to see that, whatever it is, in North Korea or in Saddam Hussein's Iraq? I didn't realize Russell was an expert in cults of personality, nor of North Korea or Iraq. Clearly, he's an educated man. I've simply got to get him to come over for dinner.

What's astounding is that all of this happened in the last few weeks. Taken together, it's an epidemic of truly atrocious behavior.

Maybe this is Swine Flu, if you know what I mean and I'm sure you do. If so, it seems to be contagious and quite virulent. (That means, medically speaking, 'highly infective, malignant or deadly'. Got that Senator, Congressman, and Glenn? Or should I write slower?)

The symptoms of this Swine Flu include:

• An absolute lack of common decency
• Espousing a position and claiming it as fact without concern for accuracy
• A self-centered, completely egotistical belief that you can say anything to anyone at anytime because of who you are
• Intentionally causing harm and/or embarrassment to another in public, and/or, given the opportunity,
• Demonstrating a complete disrespect for the Office of the President of the United States.

Too many big words for you, Joe, LaGarrette, Kayne, Serena, Glenn, Steve? Okay, let me say it in a way you can understand: It's being embarrassingly stupid, rude, and hurtful. And did I mention rude? In other, other words: Acting like a pig. In public.

Unfortunately, only LaGarrette has to pay the price for having Swine Flu, even after apologizing profusely. He's been suspended from his team for the year (an admirable move by the University of Oregon).

Given the way this country works, the rest have gotten hundreds of thousands of dollars of donations (Joe), plenty of publicity (Kayne, Serena, Steve), and the opportunity to continue speaking unabashedly and without substance to millions (Glenn).

And here's the kicker, making this spate of bad behavior even worse to swallow: There's a segment of our population that's clearly drawn to people who have Swine Flu. Maybe because they admire people who have it. Or, possibly, because they have it, too.

Regardless, it's been a bad few weeks but let's hope next week is better. Get your rest, drink plenty of liquids and avoid anyone who behaves badly. You wouldn't want to catch Swine Flu, would you? It's nasty. Just look at the people who have it.