Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts

Sunday, March 30, 2025

Are You a Wishy Washy Leader?

 

Strong Leaders!


Much on line has been focused on Susie Wiles. President

Trump's White House Chief of Staff. And the Book

The Gatekeepers by Chris Whipple. And there have been

interviews galore with former Chiefs of Staff.


This leads to the backstory.


In Court, in Rumpole of the Bailey, Horace Rumpole in his

internal monologue says of his Senior Chair, "You've violated

the first rule of interrogating a witness: Never ask the witness

a question unless you, yourself, know the answer.


Hence: Are you a wishy-washy person?

To understand this question, we hearken to Kasper Gutman

who asked Samuel Spade, "Are you a closed mouth person?

Spade: No, I like to talk.

Gutman: Better and better. I don't trust a closed mouth man.

They generally choose the wrong time to speak and say the

wrong thing when they do."


Wishy-washy people generally choose the wrong time to

act an do the wrong thing when they do. ~ Slim Fairview


The Toxic Boss is not a strong leader. And the Strong Leader

is not the Toxic boss. It is the wishy-washy leader, feeling

weak, indecisive, unqualified who chooses the wrong time

to assert himself/herself. And they do the wrong thing when

they do.


Best wishes,

strong

Slim.


The Quotations of Slim Fairview

Copyright © 2024 Robert Asken

All rights reserved


Susie Wiles POTUS TRUMP CNBC United States Attorneys'​ Offices Office of the Press Secretary

Saturday, October 28, 2017

Delegating. Do & Do Not




What to do when you have to delegate authority.


1. Delegate authority to the person(s) with a proven track record.


2. Allow that person to pick his or her own team


3. Set Deliverables and Measurables.


4. Set a fair and transparent means for reassigning individuals in the group who are disruptive.

NB   Disruptive is not creative. Creative is not disruptive.


5. Receive regular updates on progress. (If necessary, offer validations)


6. Insure that the team has the resources necessary. For example:

Do not assume that the supervisor is smart enough to know that when the number of packers rises from 4 to 10 then the number of scissors should rise from 4 to 10. Or from 3 to 10 if he had 4 people working with 3 pair of scissors because 1 pair broke.


7. Establish the protocols in your company to insure that another manager does not feel comfortable usurping your prerogative to assign projects and staff by interfering with the project because he needs help, or supplies, because he is incompetent yet still works for you.


8. Communication: Make sure that a disruptive person has the opportunity to speak to you directly. He may not be the problem. Follow up on the information you receive.


Regards,

Slim.

Slimfairview@yahoo.com

Slimviews@gmail.com

Copyright (c) 2017 Bob Asken All rights reserved.

Wednesday, April 20, 2016

Social Eugenics


by

Slim Fairview


Social Eugenics, in its most benign form, is the attempt to study a productive group or team, analyse it, replicate it, and reproduce similar results.

This, of course, is based on a faulty premise and on a well-intentioned but ultimately evil paradigm.

"Social Eugenics is the dehumanising field of study that reduces people to a list of component traits in order to organise them into groups to achieve a desired result." ~ Slim Fairview


Also From the Quotations of Slim Fairview

1. "Leaders are defined by their followers."

2. "Look behind you. If people are following you, you're a leader. If they're not, you're not."

3. "You can't lead if you can't manage."


The entire initiative is based on reducing individuals to individual components.

Various individuals are defined by isolating social genes--or demographic DNA.  Each may be valid and defensible in its own right. But it is not the skills that are being called into question. It is the end to which they are employed.

Such may include but are not limited to

Sympathy
Empathy
Listening skills
Validation
Etc.

Others may have more objective criteria--math skills, for instance.

There are reasons why some people become accountants and other people become artists.  One and perhaps most significant reason is that "They Want To."  Similarly, some people work better in groups, others work better alone, still others in pairs.

When used, however, to create a perfect team or group, even when the goal is to organise people to work together to be successful, they have dehumanised the people and have created a contrived arrangement.

Some of the tools are

Teach Consensus Building.  Aside from my having defined consensus building as group-think built by a consultant, Consensus Building is really influencing the members of a group to embrace a shared value or a shared vision to validate a preconceived ideal.

Leadership Training.  This is a series of exercises (where there are no right or wrong answers) to teach people presumed to have management skills how to lead people in such a way that will justify blaming the employees for any failures to meet standards or to achieve goals.

There is still the observer effect.

When a man is at the checkout at the supermarket sees an attractive young cashier, he stands up straight, sucks in his gut, and smiles.  When his wife is with him, not so much.  The observer influences the behaviour of the observed.

Appearance of Science.  With the rise of Social Eugenics, people attempt to portray opinions as facts so they can challenge facts by defining them as opinions. (SF.)

Who's to Say What's Right or Wrong?

"Circumstances if not consequences will determine who's right and who's wrong--too often when it's too late to benefit from the answer."


In an article I am writing about "personal robots" I pointed out that people who are affluent enough to afford a PSR (Personal Service Robot) will become desensitised to people in the service industry.  A robot can replicate a human, but a human won't replicate a robot.

Social Eugenics is based on an analogous principle.  That people are components in a group; and by analysing those individual traits, people can organise the component people into groups or teams that will become successful at achieving the desired results.

If you find anything here to be helpful, please don't hesitate to send me a really tricked out Mac Book and to tuck a few dollars into the envelope along with the thank you note. Sincerely, Slim.

Bob Asken
Box 33
Pen Argyl, PA 18072


Warmest regards,


Copyright(c) 2016 Bob Asken
All Rights reserved.

Sunday, February 28, 2016

Consultant: Pro or Con?




As Glinda the Good Witch said to Dorothy, “The Munchkins want to know, are you a good consultant or a bad consultant.”

To which Dorothy replied, “I’m not a consultant at all…….”

“The Munchkins are laughing because, you see, I am a consultant. Only bad consultants are mean and ugly.”

Years back, I did a short stint as a teacher.  On parent teacher night, Mrs. Parent came in because she was not pleased with her son’s performance on his first math test.

Mrs. Parent was not accusatory. She did not lay blame. In fact, it was worse.  Apparently she must have attended one of those

“How to talk to your child’s teacher.” Programmes held by the Social Service Ladies in the basement of the Community Centre.

“I’m not saying it’s your fault.”

“I’m not blaming you.”

"But….

“Perhaps because you are a new teacher you haven’t acquired all the skills you need.”

“I’m sure you’re a very intelligent person and you will make a good teacher.”

Now, I heard this rhetoric before Mrs. Parent was born. Which is why I said,

“First of all, Mrs. Parent, the first test of the year is a review of last year’s work. This way I can tell how much the students remember, so I can be sure everyone is on the same page.”

“Second, the first 2 or 3 questions are always easy questions. This is to help the students’ confidence so they don’t have any math anxiety.”

Now…God is with me.  And I can say that because this is a Parochial School and there is much less censorship.  Not is what we are not allowed to say, but less of what we are required to say.  Which means I can tell you, Mrs. Parent came in with Mrs. Friend and Miss Daughter.   

I said to Miss Daughter, “What grade are you in?” She replied, “Sixth”.   I wrote the first problem on the board and handed her a piece of chalk.  She solved the problem.  I turned to Mrs. Parent.

“Now, your friend’s daughter solved the problem and she’s only in the sixth grade.  And this is the beginning of the year, so she didn’t get to some of this material yet, so she learned it in the 5th grade.  And she didn’t know there would be a test tonight, so she didn’t study for it.  There is no excuse for your son getting this question wrong.”

She thanked me and they left.

Long story short. 

“My parents had me up til 3 in the morning. They didn’t cut me no slack. [Any slack. He’s not listening.] They didn’t cut me no slack. I got to bring my grades up."

The Mrs. Parent’s cherub turned out to be one of my best students. If he wasn’t the top 3 he was the top 2.  I can’t say he was my number one student because every student in the class has the right to think that he or she is the best student in the class.

Where would that student have ended up if I'd listened to, allowed myself and my student to become victims of bad advice?


Consulting


In teaching there came the incumbent return to college to be certified to teach.   

One of the courses was a curriculum development course.  We were divided into groups and had to teach the class a “lesson plan” that could be used in class.

Two of us were non-traditional students.  We were returning to school. The others were younger.  Needless to say, we were unprepared. (Crisis). The professor sent us out of the room to prepare to present our lesson. We were not ready.  What to do?

Well, the purportedly hysterical member of the group said, “Let’s go back in, tell the Professor we’re not ready,  do our lesson next week, and take a drop in grade. (The paradigm du jour.)


I said, “No, we’re going to go back and teach a lesson.”

“We can’t write up a lesson in 5 minutes.”

“We don’t have to. The class will do our lesson.”

“I don’t understand what you’re talking about. We can’t…”

The rest of the group, in a panic over a one letter grade demerit, became my allies. ;-)

“We’re not going to write the lesson.  The class is going to write the lesson.  Our lesson is going to be “How to Write a Lesson Plan.”



I will give the introduction. 

You, tell the class, they have to decide on a lesson.
[The corporate objective of the team]

You tell the class, they have to decide on the supplies.
[Resources available or needed]

You tell them, they have to come up with a procedure.
[A Corporate plan or strategy]

You tell them they have to decide on how to determine if the class learned the lesson. [Deliverables and Measurables] 

We went in, we delivered the lesson on how to come up with a lesson plan. They worked at developing a lesson plan—Nailed It! Losing neither face nor grade.

In your organization, there will be those who are not focused on the goal.  

Others who become hysterical.   

Some, desperate, who will look to a leader.  

At a moment of crisis, the group will look to someone. That person may or may not be the boss. In either case, that person is the leader.

“Leaders are defined by their followers.”

“Look behind you. If people are following you, you’re a leader. If they’re not, you’re not.”

“You can’t lead if you can’t manage.”

The Quotations of Slim Fairview. © 2016.

People seem to have little grasp of the concept:
 
“A team is not a committee. A committee is not a team.”

That is why I wrote:

Teamwork is for Teams

Teamwork or a Team


“Committees don’t solve problems, they cause them.”

“More people, more words. More words, more bad.”

In an article outlining how Emerging Nations could better deal with Industrialized Nations, I wrote:

“There are only two reasons they [Industrialized Nations] want to “talk about it.”

One, is to bully you into doing what they want you to do.

The other, is to bully you into doing what you don’t want to do.


In that article I outlined the tricks used by Industrialized Nations to control Emerging Nations. Those same tricks are used in the corporate world.  From a section of the Article




DO NOT SURRENDER POWER

Old Chinese Saying

"Never underestimate the power of a symbolic gesture."


The Quotations of Slim Fairview

"The power of the symbolic gesture resides with the people making the gesture."



WESTERN TRICKS TO CONTROL EMERGING NATIONS


Click the above link to the article for a complete explanation.
Also:




 

Warmest regards,

Slim.





Copyright © 2016 Bob Asken
All rights reserved.