Who Rocks Your World?

Every year at this time, Time publishes its list of 100 most influential people in the world. Always an eclectic group, the list includes: artists, activists, reformers, researchers, heads of state, captains of industry, entertainers and a host of others. According to Time, these people 'spark dialogue and dissent and sometimes even revolution'. Barack and Michelle Obama, Oprah, Hillary, General David Petraeus, Joe Biden, Julian Assange, Prince William and Kate Middleton, Gabrielle Giffords, Amy Poehler, Mark Zuckerberg, Amy 'Tiger Mom' Chua, Michele Bachmann, Sting, Patti Smith, Rain, Colin Firth, Jonathan Franzen, a teary John Boehner, Chris Colfer (Glee is huge), and Justin Bieber. (Yes, Justin Bieber.)

Nowhere to be found: Glenn Beck, a certain ex-Governor of Alaska, Charlie Sheen.

Also nowhere to be found: People who have truly influenced me. And, likely, those who have influenced you.

For while Time's 100 may be newsworthy, including many powerful and some even truly influential people in the lives of millions, the question this week is one far more personal: Who in your life has had the ability to effect your character, impact your development, alter your behavior?

Asked another way, who rocks -- or has rocked -- your world?

Who are the people who have been a significant influence in your life? Who has helped shape who you are, provided guidance, been a motivator, a role model, an inspiration? Who has lifted your spirit, filled your heart, opened doors to new possibilities?

When you accept the award for The Best You Of All Time, who do you thank? (Will the music begin before you've completed thanking everyone?)

If you were an actual work of art -- and who isn't? -- what signatures would appear at the bottom of your canvas?

Might your 100 most influential people include: parents, siblings, offspring, friends, teachers, coaches, managers, colleagues, employees, mentors, religious leaders, authors, entertainers, artists, athletes, politicians, musicians, and/or a playwrights? A parent demanding excellence? A homeless person you pass each morning who smiles and wishes you a good day? A co-worker who gets it done with never a complaint? A manager who has taught you how to work, how to excel? Your bus driver who hums show tunes? That disabled guy at your gym who can out-lift nearly everyone? A friend who has returned to college at night to complete a degree? A teacher from years ago who lit a fire where no fire had burned before, who pushed you without mercy? An author whose character was you -- or could be you? A band that makes your heart soar? A woman who once said 'yes'? A man who once said 'no'?

Who are your influencers? Can you name them? Can you describe how they've changed your life? Equally important, do they know they're on your list?

Take a few minutes to create your list of top influencers. Be discerning, including only those who did, indeed, help define you. Since no one will see your list, avoid including politically-correct names. And no worries if you can't find 100 people; few of us can or will. Ten true influencers is a good list.

[Insert music to think by here and, please, not Jeopardy.]

Finding this difficult? Many undoubtedly will. We typically don't take the time to consider important topics of this ilk often. No muscle memory, so to speak. Don't let that deter you. Let your mind go; the names and experiences will appear.

Once your list is complete, consider these questions:

1 Does your list include a teacher? If so, why?
2. Does your list include anyone from work (past or present)? If so, who and why?

On a related note, ask yourself:

3. Might you be on someone's list? If so, why?

By definition, those on your list provided you powerful support, guidance and, likely, inspiration. Each person, in his or her own way, gave you direction and hope. Each taught you in some way how to approach the world, how to aspire to something great. Each taught you how to express who you truly are, how to be who you truly are, how to realize your dreams. Some may have even helped you dream. All helped you live large.

Your homework for this week, class, has two parts: First, complete your list. Take the time to get it right, to include everyone who has helped shape you. Then, and this is very important, honor those who are on your list by telling them the role they've played in your life.

We know this may be a difficult assignment. Even so, admit it, it's a worthy one. Especially when you consider the joy you will provide when talking with those who have done so much in your life. And who knows? Maybe someone will tell you about the value you've provided. Imagine how that might fill your heart.

Next week: An introduction to something quite cool, something we call FUSION.

Getting Your Strategy Right: A Rebuttal

In the recent edition of Fortune (April 11, 2011, page 42), Verne Harnish, CEO of Gazelles Inc., outlines five ways to ensure that a company's strategic plan is effective. His five guidelines:

1. Play to win
   
2. Ask customers for ideas...
   
3. ...But know which customer ideas to ignore
4. Involve middle management
5. Set fewer priorities

Nice, simple, safe, ideas. Yes, of course play to win. Yes, of course involve your customers. And, yes, of course limit the number of priorities you establish. But, Verne, don't you think these guidelines are a tad old-school, a bit myopic, and, possibly, fatally incomplete? More importantly, are they really the keys to driving sustained performance gains -- which, at its heart, is the ultimate purpose of a strategic plan?

We think not.

As a rebuttal, we offer the following set of requirements to ensure that a strategic plan has a fighting chance of successfully improving performance on both a short- and longer-term basis. Each is essential. To think otherwise is an error that can cost a company market share and limit its ability to compete effectively. To think otherwise may also cost a company a segment of its top talent -- a loss that can be extraordinarily expensive in so many ways.

So, as a public service, we offer our requirements for developing and executing a strategic plan with verve, efficiency and success. We call it, humbly, The Schnur Consulting Group's Keys to Strategic Plan Success.

The Schnur Consulting Group's Keys to Strategic Plan Success

1. Play to win it all. It's one thing to win, it's something much more compelling to strive to win it all, to be the best, to be the industry leader, to be the firm that all others compare themselves to. Aiming for anything less is aiming too low. An effective strategic plan sets a high, aspirational bar. Shooting for the stars can make winners. Don't take our (learned) word for it; ask the shareholders, management, employees and customers of any B-level company. They'll tell you that lower goals make for lower performance.

2. Engage your people. Assuming you've set a number of lofty goals for the next year or two, bring together a cross-functional group of your resident experts -- your management and non-management employees -- and ask them to define how best to accomplish the goals of the strategic plan. More than that, seek specific recommendations from them for performance improvement throughout your company, including:

• Faster ways to market
• Better customer service
• Enhanced efficiencies
• Process improvement
• Speed of decision-making

and any other areas that can make things easier, more streamlined, while elevating productivity and quality.

Engaging your people has a number of valuable by-products. You'll get highly useful options, avoid the huge cost of an army of consultants, and will accelerate the change process needed to achieve significant performance improvement. And you won't be surprised to learn that we have a terrific process to make this happen. We call it FUSION.

3. Let others execute. Do you need to have complete control? Must you hold all of the reins? Drive a wagon. Instead, if you want significant and sustained performance improvement, give at least part of the plan to your people to execute. Indeed, if you desire -- require -- an organization capable of sustained growth, allow others to execute. In many organizations, given the rigors associated with executing a plan and the limited opportunities to do so, this involves some training. Execution training is part of FUSION and results in a cross-functional group of people able to conceive and develop comprehensive project plans, track progress statistically, report effectively, and revise as necessary to achieve and ultimately surpass objectives. An important byproduct: The development of a group of people capable of assuming leadership roles.

4. Solicit input. Start talking to your key stakeholders and don't stop. Ever. It's the dialogue that's critical. Make sure no stakeholder group is overlooked, including your employees. Continually seek ideas about how to improve, about how to enhance the experience of working with or for your firm. Find ways to share findings and use them to inform, to improve.

5. Measure, measure, measure. Whatever your goals, track them statistically. If you can't or won't assess numerically, don't include them as a goal -- because that which isn't measured won't likely happen. And here's a novel idea: Form a team of cross-functional employees to collect, analyze and report findings directly to you and your leadership team and, subsequently, communicate them to all stakeholder groups. This will broaden buy-in, hasten performance improvement, and drive growth. Just ask any company that's used FUSION.

There you have it. Our five essentials to an effective strategic plan. Thanks, Verne, for your thoughts and to Fortune for publishing them. And thanks to all of you for being able to identify brilliance when you see it (assuming, of course, that you find this to be brilliant).

One last thing: FUSION is an amazing process. Get in touch and we'll show you what it can do.

When Conversation Ends

April 12 marks the 150th anniversary of the beginning of our Civil War. On this day in 1861, Confederate forces fired on Fort Sumter, a military installation flying the flag of the United States in the harbor of Charleston, South Carolina, a state that was the first to secede from the Union. The bombardment lasted until April 14, when the fort surrendered. It was the first victory for the Confederate army and the beginning of the most devastating conflict this continent has ever know.

The war between the states would involve over 10,000 battles -- the largest and most deadly being three days at Gettysburg, resulting in 46,000 - 51,000 casualties -- and would last nearly four years, ending on April 9, 1865. Casualties for the war totaled nearly 1,030,000, representing roughly 3% of the population. Approximately 620,000 were killed. The Civil War accounted for nearly as many deaths as in all American-fought wars combined.

On April 14, 1865, a final casualty was recorded: President Lincoln was shot by John Wilkes Booth, a Southern sympathizer, and died the following day.

For those who fear that this will be a detailed history lesson with midterm and final to follow, let me put your mind at ease. This is not about the Civil War (though I'm still considering the idea of a final, so do pay close attention). Nor is it about the horror of war or a discussion of the causes of the Civil War. (Regardless of what you read, don't look beyond the obvious: Slavery.) Nor is this week's blog about the debate regarding the relative power of a centralized national government versus decentralized state governments. No, as compelling as these topics might be, we'll leave them for another time.

Instead, we'll consider what happens when people on two sides of an emotional issue stop talking. More specifically, we'll explore something even more debilitating: The deliberate, calculated and, sadly, increasingly successful attempt to prevent debate about our most pressing issues. This diabolical effort to inhibit meaningful dialogue is, in our opinion, creating a civil war of an entirely different, but no less dangerous sort. (Hello Sarah Palin. Hello Michele Bachmann. Hello and good-bye, Glenn Beck.)

Attempts to short-circuit debate

When conversation ends, bad things nearly always result. Not always in war, involving death and destruction -- like the one we're commemorating this week -- but in the creation of significant, powerful barriers between people. Barriers that, in turn, promote ignorance and hostility and segment entire populations. And all too often, especially of late, it appears that these barriers are being erected for the sole purpose of fermenting a dangerous division in our society, not unlike that which led to our civil war.

Of what do I speak? I'm glad you asked.

Let's begin with the highly emotional inference -- promoted by high-ranking Republicans and many in the Tea Party -- that President Obama was not born in this country and is not Christian. When was the last time a sitting president's nationality was questioned? When was the last time his religion was questioned? When was the last time this country had an African American president? Think there's any relationship between these questions? (Think four questions -- now five -- in a row is excessive?) Of course there's a relationship. Questioning the president's birthplace is a deliberate attempt to undermine his credibility, to promote anger, to rouse opposition. To suggest also that he is Muslim is designed specifically to alienate and undermine even further. This is all done to prevent Obama from being part of the discussion about the direction of this country. To create factions. To divide. Racist tactics have that effect.

That Obama's birthplace was ever questioned in the first place is amazing. That his birthplace is still a topic is more amazing. That House Speaker John Boehner can say, in regards to Obama's birthplace, "It's not my job to tell the American people what to think. The American people have the right to think what they want." is beyond amazing. That Boehner -- and many others -- can get away with it is simply astounding.

But consider this: In a recent poll reported in the Los Angeles Times (February 16, 2011), 51% of likely Republican primary voters believe that Obama was born outside the United States. More than 80% of the likely voters with a favorable impression of Sarah Palin do not believe the president is a citizen. Think the numbers for supports of Michele Bachmann are even more skewed, given her vitriol? Probably.

By the way, Winston Churchill once described fanatics as those who "can't change their mind and won't change the subject." Seems apt, no?

Let's consider another example of an emotional topic with insufficient discussion, one dividing us: Global warming. The scientific data is overwhelming and indicates two clear, incontrovertible truths:

1. Global warming is real and is happening.
2. Humans are to blame.

For a great many, though, overlooking science is an option. A steadfast belief that global warming is a cause célèbre of the Leftist tree-huggers, as some would describe them, is preventing us from discussing this serious issue productively. And while we avoid the debate in this country -- especially the options we have to slow the effects of global warming -- the planet's climate continues to change. (Interested in a very good read? Try Mark Hertsgaard's Hot.) Such is the impact of electing to ignore data and, in the process, inhibiting dialogue.

A more emotional example of data being ignored and dialogue prevented: Evolution. Try to have a conversation about evolution and you'll likely find yourself on one side of a huge wall, regardless of your religious views. You'll also find yourself labeled and assigned, unfairly, to an undesirable segment of the population: Those who do not believe, those who do not care, those who do not feel. All unfair and all designed to eliminate a good, healthy conversation about our origins.

Yet another example of a deliberate method to curtail if not fully prevent discussion is seen in the workplace in the form of the oft-heard and innovation-killing mantra, "But we've always done it this way." What a conversation stopper! What a motivation squelcher! What a terrific way to prevent growth! And, without doubt, a brilliant way to create factions -- those who defend the tried and true versus those who seek to create new traditions -- and doom an organization to long-term mediocrity. (Ah, but this is can be remedied and we can help.)

Our message: Beware those who would prevent discussion. Identify those who alienate, create factions, and work to divide us, for they are, without doubt, suppressors of freedom. Open, honest dialogue is our raison d'être, our guiding principle, our core value. Question the motives of those who would undermine the conversation, for their heart is dark and mind suspect. We are one people with many viewpoints. And should our ability to debate be taken from us by others within this land, have fear for our future as the end of conversation inevitably leads to bad things. Keep this squarely in mind as we remember the war that was fought on this continent 150 years ago.

* * * * * *

That said, let's hope you were paying close attention.

The Final Exam

1. On what fort did the Confederacy fire, marking the beginning of the Civil War?

A. Fort Sutter
B. Fort Night
C. Fort Sumter
D. Fort Lauderdale
E. Fort Knox

2. On what day did the Civil War end?

A. April 9, 1965
B. April 9, 1856
C. April 9, 1865
D. April 9, 1855
E. April 9, 1857

3. Which state was the first to secede from the Union?

A. New York
B. Virginia
C. Tennessee
D. Georgia
E. South Carolina

4. What was the primary difference in belief between the northern and southern states that led to the Civil War?

A. Slavery
B. Slavery
C. Slavery
D. Slavery
E. All of the above

5. At the signing of the Emancipation Proclamation, on January 1, 1863, approximately how many slaves existed in both the North (yes, there were slaves in the north, even in New York) and South?

A. 4,000,000
B. I didn't know this was going to be on the test
C. This is unfair to ask since you didn't cover this in your blog
D. Hard to know, but I bet a lot
E. Damn. I should have watched Ken Burn's brilliant documentary The Civil War

Scroll down for answers.



















1. C, 2. C, 3. E, 4. E, 5, A (but do seek out Burns' The Civil War)

See you next week.

The Presentation: A Play in Two Acts

ACT I

Curtain rises, lights come up. A ubiquitous corporate conference room. Sally and Mark, mid-level managers and colleagues, prepare for a presentation to their executive management team. They sit together, reviewing their material and obsessing about what's soon to come.

Sally

(Seeking assurance.) We're ready, right? This recommendation is perfect. It's right in our wheel house, exactly our sweet spot. We're good, no?

Mark

Yes, we're ready. That said, you never know what kind of curve ball they're bound to throw at us. You know they will. They love that game, that intimidation game.

Sally

That's what I'm afraid of. No way can we strike out on this. There's simply too much riding on it.

Mark

Agreed. After all, this is the major leagues. Solid hits are expected.

Sally

I know, I know. This isn't the minors. (Flipping to a new page in the presentation.) Our line-up is very strong and our bench is deep. We've certainly got the resources we need to deliver.

Mark

Yes, with Ed we have a proven lead-off hitter. Theresa can always be counted on to deliver in the clutch and Jose is a terrific slugger. No way we get shut out.

Sally

So why do I feel like we're about to approach the plate without a bat?

Mark

(Laughing.) That's what's great about you, Sally: You're one of the most feared hitters in the game and, despite your track record of perfect games, you act like a rookie who's just been called up from Des Moines. (After a pause.) You're the ideal person to make this pitch and to lead this team. We'll win this, Sally. After all, it's our World Series.

Sally

(Visibly relieved.) Thanks, Mark. I don't think I've ever had a more supportive teammate. Let's knock their socks off.

Mark

My thought exactly.

Unnamed Assistant

(Opening conference room door.) They're ready for you. (Quietly, to Mark.) I hope you're ready for them.

Mark

(With concern, while gathering materials and standing.) What do you mean by that?

Unnamed Assistant

Just to warn you: They're in a foul mood. The presentation before you did not go well. That team got no-hit. Worse than that, really. They never even got to first base.

Mark

(Leaving conference room, to Sally:) Sounds like me in high school! (Sally snickers.) But, seriously, it's all the better for us. We've got our A-game. We'll blow them away.

Sally

(Again looking tense.) I hope you're right, Mark. Let's hit this one out of the park.

Mark

(As they enter the adjoining conference room, with sounds of voices in the background.) If you insist, Sally. If you insist.

Male Voice From Inside Executive Conference Room

So, you're up next?

Lights dim, curtain falls.

ACT II

Curtain rises, lights come up. Executive conference room after a lengthy meeting. Water bottles, coffee cups, and papers litter the large, elegant table. Twelve high-backed leather chairs are at all angles, its occupants having left them askew. A screen covers a far wall. Sally and Mark sit at one end of the table, each holding a partially-filled water bottle. Both appear spent.

Mark

(Slowing shaking his head.) Well, that happened.

Sally

(Dejectedly.) Yes, that certainly did.

Mark

What was up with Sam? We're not 3 minutes into this and he throws a high fastball right at your head.

Sally

I don't have a clue. I have no idea why he'd do that. I'm not even sure if it was a message pitch. That bean ball completely surprised me. But, I must say, Mark, you saved the day. What an amazing diving catch you made! It was gorgeous!

Mark

Don't know about that, but no way was I going to let his backdoor slider effect our approach at the plate. No way was I going to let him mess with our timing or balance. We were ready for his squeeze play.

Sally

Well, you were an all-star, Mark. I always knew you were a great fielder, but I had no idea you were that fast. Dude, you played that one like a hall of famer! (Conspiratorially, in a whisper.) You been doing 'roids? Again?

Mark

(Laughing, striking a body-builder pose.) Why, does it look it? Is my head bigger?

Sally

After this meeting, it just might be. Sam throws that pitch and is clearly expecting you to swing right through it, get no wood on the ball, maybe, if you're lucky, foul it off into the stands. But what do you do? You, our Babe Ruth, our Ichiro, you smack it right back up the middle, right through the box. You're standing on second before he even knows what's happened --

Mark

-- and then you drove me in with that home run of a comment about winning the division, making the playoffs, and kicking ass in the postseason. They absolutely loved it!

Sally

(Allowing herself to smile.) They did, didn't they. You scored standing up (quickly holds up a hand to Mark) -- and no cracks about high school! -- and that was the ballgame. That was all she wrote.

Mark

You're right. No way they could come back from that. It was a no-doubt-about-it grand slam. It won the game for us, Sally. It probably also put Sam back in the bullpen. Hard to imagine him being a trusted starter in that rotation anytime soon.

Sally

Fine by me. I've always liked Sam, but he's got some nasty stuff and has his own ways of forcing errors. I've seen him reduce veteran ballplayers to Single-A journeymen with just one inside fastball. The man knows how to play the game.

Mark

You're right. I've seen that happen. One heater, some high cheese, and your knees are buckling and then you're throwing balls into the stands.

Sally

But, not us. Not today. We came into their ballpark, quieted the crowd, and swept 'em.

Mark

Swept 'em at home. That's got a nice ring to it. Let's see how long the good feeling lasts.

Sally

Let's enjoy it now. But, remember, we have another game tomorrow.

Mark

Fair enough. Not to worry. I'll be ready, coach.

Sally

Hey, speaking of having a game tomorrow, I have tickets to the ball game tomorrow night. Good seats. Any interest?

Mark

Baseball? Sweet of you to offer, Sally. But I hate baseball. I don't know a thing about it.

Sally gives Mark a shocked look as the lights fade and curtain falls.