Art Petty on Management

Art Petty on Management Has Changed and Moved

I don't like to do things small or simple, so in what I sincerely hope is the absolute last time I put myself and you through this, I have moved and changed the name of my blog. 

You will now find me at www.artpetty.com and the new name of the blog is Management Excellence.

As I'm writing this and realizing that most people that have moved blogs have basically had to start over from zero to build traffic, this seems like taking two steps in the wrong direction.  However, sometimes you have to step back to grow, and I've got some compelling reasons for making the move, including:

• Integrating my former corporate web site and my blog under one content management system.

• Creating a simpler url (artpetty.com...12 characters versus the almost 40 for this site).

• Gaining the tools and the control through a hosted blog so that I can easily add planned podcasts, webcasts, forums and other tools that I will roll out this year.

• Aligning my blog's name: Management Excellence with my personal mission to promote high performance, great leadership and the pursuit of excellence in business.  

All of the posts and hopefully, all of the comments have been moved to the new site, so 14 months,  160 plus essays and a tremendous number of thoughtful comments on best practices in leadership and strategy, project management, product management and marketing and sales, all remain part of the library. 

For those of you that subscribe via your favorite Reader or happen across this post via Search, please take the opportunity to visit the new Management Excellence site and click on the site's feed.  And don't forget to check out some of the new tools, including the live polls, free down-loadable tools and links and references to many other great resources.

Thanks so much for reading and referencing Art Petty on Management, and I hope to earn your confidence many times over in my new home at the Management Excellence blog!

Managing Resistance to Change

At the risk of showing my inner-nerd, one of the more memorable sayings from the Star Trek series of shows (post Kirk & Crew) is: “Resistance is Futile.”  This of course was the mantra of the Borg, a race of part-human, part machines that sought to assimilate all life-forms into their collective.  Of course, their fatal weakness was that they were only able to operate as a collective…and lacked the many characteristics that ultimately serve as advantages and that make us distinct as humans.  (OK, I suspect that I’ve gone beyond showing my true nature and nerdiness.)

Resistance to Change in corporate life is a very real force, and of course, the bane of existence of the many advocates of change challenging you to put aside your fears and embrace the new way of doing things. 

H. James Harrington, writing in Quality Digest in an article entitled: Managing Resistance to Change—How to handle the inevitable, offers some insights and perspectives on dealing with this very powerful and limiting force in pursuit of a shift away from an organization’s status quo.  He writes:

“Sponsors who drive change tend to think of resistance as an inexplicable but avoidable force that affects people. When resistance occurs, they believe it’s actually a result of somebody’s failure. Typical responses are, "What’s wrong with that person? What’s wrong with that group? Why won’t they support our change effort? There must be something wrong with those people." In fact, such a perspective is a major barrier to successful change.”

Most so-called change agents when faced with resistance will adopt the universal tool for breaking through…the organizational sledgehammer.  Instead of finesse and psychology, resistance is often met with arguing, imploring, and something a bit more insidious…political approaches to gain compliance or eliminate the roadblocks.  Alternatively, Harrington offers: “Expect resistance and manage it, either through a preventive or healing approach.” 

His fine and short article reflects a “seek first to understand and then be understood” philosophy to dealing with this inevitable characteristic of organizational life.  Check out the rest of the article for his prescriptive guidance on dealing with resistance.

The Bottom-Line for Now:

Resistance to your agenda for change might seem futile to you.  After all, who can argue with the expected benefits that you’ve so eloquently and logically outlined.  As Harrington indicates, you are going to pay for resistance up-front by dealing with it, or your going to pay during the life of the initiative.  Some resistance can be overcome through training and education and the rest will only be solved with accountability measures.  Proper investment up-front will hopefully minimize the cost and pain as the initiative unfolds.

The Dollar Auction and a Failure of Rational Judgment

One of the more fascinating social experiments that I have observed is a game credited to Martin Shubik, called The Dollar Auction.   My context for this auction has been in groups of senior leaders (classrooms of 30 or more) during Executive Development events.  In these settings filled with lofty titles carried by people driving nice cars and wearing expensive suits, the auction is actually for a $20 dollar bill…not just a lowly $1.

The game works like this:

-Everyone in the room is eligible to bid on the $20 bill.  The bidding starts at $1.00.

-The second place bidder must pay the amount of his/her losing bid.

Things start out as expected.  Someone opens the bidding, it quickly escalates to the risk-free level of par value and then pauses for just a second as the players ponder their strategy.  Often, the  $19 bidder recognizes their risky situation and decides to stick it to the fool willing to pay $20 to get $20.  After a momentary pause, this group of executives is off to the races. 

I’ve personally witnessed corporate executives of all types escalate the bidding into the hundreds of dollars.  I’ve also watched as groups came back to their senses and stopped short of $100.  I’ve not yet witnessed any group stop at $20 or below.  (Full disclosure: you should know that the executives were told in these settings that the winning bid above par will be donated to charity and the losing bid payment used for drinks that evening.)

Shubik commented on observing the same behaviors above that, “game theory alone will probably never be adequate to explain such a process.” 

While I am unqualified to offer clinical commentary on this pathological behavior, we don’t have to look far to see it at work in the current financial crisis.

• AIG is admitting on the day following the $85 billion (billion with a “B”) federal government bailout of this global giant that they had no idea how bad things really were.  I thought that firms that dabbled in insurance had a good handle on risk. 

• The overnight dissolution of Lehman, Bear and billions of dollars in partner equity was created on the back of exotic mortgage-oriented financial instruments that are so complicated that few understand them.  Hmm, how many over-educated people willing to bid more than a dollar for a dollar does it take to destroy a financial system?

• The housing industry and mortgage financiers built the real-estate bubble and catalyzed the credit crisis by effectively enticing unwitting individuals into paying more than a dollar for a dollar.  Hey, I’m all for caveat emptor, but why did the builders and mortgage bankers/brokers/underwriters think that they could extend this auction indefinitely without someone or something calling a sudden, rude halt to these people printing their own money?

The Bottom-Line for Now:

The common outcome of The Dollar Auction offers an interesting perspective on human behavior.  We are seeing similar manifestations of this behavior at work in what we are slowly learning about the events leading up to this historic (not in a good sense) financial crisis.  For some reason, common sense, prudence and good, old-fashioned principles of  risk management fly out the window when it appears that the magical money-making machine has been turned on.  Whatever happened to making money by developing goods and delivering services that meet and exceed customer needs?

I’ve long spoken openly about my perspective that the destruction of a business and the abuse of stakeholder trust are crimes punishable by imprisonment.  Ditto that for the destruction of a financial system.

Looking for Leadership Lessons in the Wake of Wall Street Crisis

The greatest spectator sport available the past few weekends has been the systematic dismantling and reassembly (of sorts) of many of America’s financial icons and of America's capital markets. 

In case the return of college and pro football the last few weekends kept you from paying attention to the financial news, the American financial infrastructure (or at least the world’s confidence in the American financial infrastructure) has teetered on the brink of disaster.  Last weekend, the U.S. effectively bailed out the FNMA and Freddie Mac and this weekend, we watched as Lehman Bros. was sent into oblivion, Merrill Lynch was sold (at 66% less than a reported buy-out offer in 2007) and AIG, the venerable insurance giant scrambled for liquidity.

I’ve chatted with a number of my financial friends and I ask my naïve and still unanswered question: “How did this happen?  After receiving some elegant explanations backed by all sorts of terms like derivatives and mortgage backed securities etc., etc., I invariably derail the discussion by saying, “Oh, so you’re saying that greed run amuck is at the root of this problem.”  I’ve yet to receive anything other than shoulder shrugs and comments like,  “Yeah, that’s the bottom line.”  And while we should take comfort in the fact that humans are at least predictable and consistent, I’m still left wondering where the true leaders were during the build-up of this mortgage-backed house of cards.

I’m left wondering how some of the world’s supposedly smartest and best educated professionals managing the firms that have created the world’s most effective, efficient and liquid capital markets allowed this mortgage-driven disaster to systematically destroy confidence and credibility in their firms and in large part, in the U.S. financial system.  What happened to risk management?  Heck, what happened to sanity? 

Where were the leaders making the hard calls on their firm’s activities?  Whose job was it to take away the punch bowl? How did the activities of quasi-public and private but accountable publicly traded institutions seemingly operate in a black box?  Who was writing and approving the compensation plans that said that the laws of finance and risk were suspended and it was everyone’s right to crank up the money machine.  Who forgot to highlight that there are no money machines?  Where was the accountability?

The Bottom-Line for Now:

While leadership on Wall Street seems to have taken most of the decade off, there are some remarkable opportunities for new leaders to stand up, deal with the crisis and begin restoring confidence by imposing accountability and sanity on their practices.  Additionally, the tendency of society and government will be to potentially move too far in the wrong direction towards regulation and governmental intervention.  The credibility and ultimately the liquidity afforded by the American capital markets are at stake.  The implications for global economic health are significant the implications for health on Main Street profound.  While I take comfort in my naïve faith in the long-term survival and success of a free market system, prudent and deliberate leadership is required to keep this system free and effective.