Sniff for Myth

The mantra of modern business decision-making is often tied to the basic concept of data-driven reasoning. If you hold a leadership position within an organization, you know that understanding data is a mandate. Data is the foundation for supporting a thesis, building consensus around a point of view, or building an argument for change. Data won’t tell us everything we need to know, and data can easily be misinterpreted, but if we aren’t looking at objectively collected data in forming an analysis, we might be better off buying lottery tickets than investing our company’s money in a resource-heavy plan.

If we know that data is essential to our success, and we know that critical decisions are better informed with data than without it, how is it that so many myths creep into the workplace? By myth, I mean a widely shared belief in a set of rules that a company has adopted without a sufficient test or challenge. In the worst of all circumstances, that myth may have no foundation at all.

As companies grow and practices become routine, repeated behaviors can be handed down from one generation of managers to another. I’ve often written about the notion of “but we’ve always” to point out the routines we come to follow without question, long after the reasoning for those practices has become obsolete. Most companies are guilty of this in one form or another. The good ones find a way to eliminate obsolete practices before they do real damage. Failed companies often find themselves immersed in a death spiral because they stopped questioning what made them successful and found it more expedient to repeat the same actions long after their relevancy left the playing field.

Each year in our cycles of strategic planning, we ask ourselves what is working and what isn’t. Data is often a great indicator in both directions. When we see metrics trailing downward and don’t ask ourselves why, we allow passive behavior to perpetuate itself. Often when we dig into that data, we find there are reasons something that was working no longer is creating the value that was expected. Several things could be going on: a once solid practice has become obviated, a proven practice that was working is no longer ardently being followed, or a practice has emerged from grassroots innovation to replace an existing practice because the people who created the variation come to believe it works — without proper data to support it.

Any of these cases for decline are possible, as are a host of others. All of them allow myth to replace math. When myth in a company takes over workflow, nothing good is likely to happen. It is always our job to sniff for myths — to question existing practices when data reveals a negative trend that must be corrected. Bringing deliberate change is what effective leaders do. Allowing myth to perpetuate is how once-great companies join the dead brand graveyard.

We are always fighting myths. We discover practices we put into place a decade ago were never updated for new technology. We discover a practice we reinvented to drive better results is quietly being rejected by staff members who either don’t like it or don’t understand it, but are sure they are helping matters by covertly sticking to the old practice.

Perhaps we observe a decline in KPIs and temporarily conclude something must be wrong with raw materials because we know the processing methodology we put in place is sound, only to discover that methodology has been misunderstood by the team members utilizing it. We may discover that a team’s interpretation of methodology widely differs from the guidelines developed, not because the guidelines are unsound, but because they have been explained poorly.

In each instance, a myth of what we are doing and why we are doing it overtakes what should be standard operating procedure. It could be an honest set of mistakes. It could be a misunderstanding. It could be a lack of rigor in reevaluating once-proven practices. Regardless of cause, data tells us if we are winning or losing in the form of metrics and dollars. If those signals are getting worse and we fail to delve into the practices behind the decline, we let the myth of proper functioning triumph over the innovation required to unseat the myth.

Company culture is highly efficient at enforcing rules. Veterans in companies are eager to tell rookies “how things are done here.” Sometimes rookies learn existing processes, immediately convince themselves there is a better way, and think they are doing us a favor by doing things that better way without a proper framework for evaluating results. Sometimes company culture is our ally and creates peer reinforcement of best practices. Sometimes company culture invents its own set of operating principles assuring the peer group everything is going as planned when that is not true.

Organizations function from an agreed set of rules, but often the origination of those rules is long-forgotten while the perpetuation of those rules lives on. Myth-busting makes old rules go away, ad hoc rules become exposed, and misunderstood rules become clarified. If we’re looking at data that tells us something is wrong, our intuition in identifying wrongness is only a first step toward correcting it.

Ask yourself if there might be a myth undermining your success. Then go look for it, and without embarrassing anyone, quickly build a consensus to reveal the misapplied rule. Do this often enough and the myths you sniff will be systemically corrected. No company can eradicate all its myths, but companies in constant learning mode can shorten the longevity of misconceptions and revitalize broken practices by reconciling conjecture with data.

That’s how teams get past myth and win together with shared understanding.

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Image: Pixabay

Wishes for Spring

Spring offers a time time of hope. The metaphor of winter cold easing to the warmth of spring is powerful, with leafless branches returning to bud break and darker days becoming brighter. It is a time when vast numbers of people around the world celebrate some of the most important religious holidays. Inspiring themes of resilience and renewal surround Easter, Passover, and Ramadan. It should be a time of joy, a stage for diverse perspectives that open our minds to new goals we can share.

In the aftermath of the Covid-19 crisis, it would seem that sense of possibility could be real. While good fortune has transpired for some, we know too well there are shadows on our highest hopes. We long for justice that too often remains elusive. Where is the rainbow breaking through our current clouds?

Here are four aspirational wishes I hold this spring, that I hope can unite us, that seem tangible if we put our differences aside for the greater good, but clearly are a long way from our reach:

May we soon achieve a peaceful resolution in Gaza, with all of the hostages released, an end to the violence, and a new beginning for Israeli-Palestinian cooperation.

May we soon achieve a peaceful resolution in Ukraine, with self-determination of the Ukrainian nation supported by the global community, and an end to the invasion brought on by an autocratic despot.

May the U.S. Congress set aside petty bickering and short-term political volleying to establish a reasonable, sustainable, practical, empathetic, and humane policy for immigration.

May the U.S. Presidential election not deteriorate into chaos, hyperbole, manipulated falsehoods, dishonest rhetoric, and instead show the world that representative democracy can be conducted with integrity and is still possible as a respectable form of government.

Those lofty wishes have consumed my consciousness all through this troubling winter. May that heartfelt meditation now turn to collective imagination, with spring in the air and visions of hope always worth our dedication and service. I wish to be writing with increasing hope as spring turns to summer and we discover the best in ourselves and always each other.

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Photo: Pixabay

The Miracle of 18 Years

This tribute to the life of David P. Coon was delivered live by the author on February 4, 2024 in St. Alban’s Chapel at ‘Iolani School in Honolulu.

I’m standing in his spot. I remember sitting in any number of locations in those pews starting at about age 12. When he stood here, my eyes were transfixed. This was his spot. The chaplains stood here. Many of our teachers stood here. Years later I even stood here a time or two. We were borrowing the space ever so briefly. He belonged here. This magnificent structure was all our home, but this spot was his.

Much can be said about presence. When that presence transcends the ordinary, everyone knows it. Whether speaking as the Revered David P. Coon, Headmaster Coon, Dr. Coon, Father Coon, even the impossible to say “Dave,” this beloved gentleman embodied presence. That baritone voice, that solid handshake, that unforgettable laugh – presence doesn’t even begin to describe him.

This is where I first learned about original sin. I didn’t even know what it was. He stood here and taught us that we had fallen and didn’t even know it. Redemption would be our lifelong mission. What in the world did he mean by that?

That’s heavy stuff I’m still digesting in my 60s. Imagine being 12 and trying to make sense of the homily. It made sense because he always made sense. It was like listening to an opera star. Could be Italian. Could be French. I just wanted to listen.

I loved coming to chapel. Really. For 5 of the 6 years I was a student here, I was the only Jewish kid on the roster. When we became co-ed my senior year, I was no longer solo in that regard, diversity was blossoming at every level. It had been every year prior. The women who joined this community as students and graduates did so in the culmination of this headmaster’s vision. He saw it as necessary before anyone else and he made equality reality.

This was a place of learning and truth. This was a place of inclusion This was a place of love. I’ve never felt more at home than I did on this campus.

Dave Coon insisted on that. Dave Coon made it so.

I’ve been awarded the honor of speaking today on behalf of the ‘Iolani alumni in tribute to a man we respected, admired, emulated, and loved. It’s an impossible task and I have been asked to keep it brief. If you know me, you know that’s even more of an impossible task.

Brevity is required so I will do my best to honor it. Representing the breadth and depth of alumni that walk up here each Spring and get a diploma? I’m just going to admit failure right now and try instead to tell you what I think Father Coon did better than anyone else in all my years and travels.

Ready?

He planted seeds.

Not ordinary seeds. Seeds of excellence. Seeds of change. Seeds of diversity. Seeds of integrity. Seeds of the impossible. Fragile, vital seeds that sprout in young minds and grow stronger and steadier for a lifetime.

I’m a grandparent now. It’s a bit eerie. It’s caused me to think about the arc of childhood in ways I never imagined. Those baby seeds take shape in enormously deep roots, inescapably revealing insights in the most unpredictable contexts. We all start out in the same place. Completely vulnerable. Non-conversant. Utterly dependent. Absent memory. Even Dave started that way. Hard to imagine.

What happens next, I’ve come to think of as The Miracle of 18 Years. This was a revelation for me, a daunting moment of transformation.

Years ago, I was interviewing an impressive high school senior for college. I do this each year as a volunteer. This particular young adult was blowing me away with knowledge, analysis, ambition, humility, graciousness, kindness – she even made me laugh.

So I’m sitting there marveling at this 18-year-old laying out a portfolio of observations eons beyond her years and a game plan to make the fast track to a Nobel prize, and I’m wondering, how did that happen? How did that barely cognizant infant compound knowledge over a period of just 18 years and come to utilize a vocabulary that sent me paging through the Oxford English Dictionary?

It seems impossible to believe that could happen. I’ve been trying to put that together for the better part of a decade, how that arc works, the impossibility of diapers to Dostoevsky in an 18-year sprint. 18 years, it’s nothing, it flies by, and suddenly you’re an adult human being. Who figured that out?

In that moment of clarity, all I saw was Father Coon. This was his gig. This was his normalcy. He never thought twice about it.

Each year another group of us would arrive, each of us a small lump of pizza dough. We could be 6-year-old pizza dough, 12-year-old pizza dough, it didn’t matter to Dave. This man knew how to turn pizza dough into pizza.

And here was the secret trick. He knew each of us was unique. No two of us would be the same. I think he loved that most of all. It wasn’t his job to mold us into what he wanted us to be. He wanted to mold us into the best version of ourselves that we could be. What mattered to Dave was that we would become what we wanted to be.

Were there a few values we should share? You bet. Did we have to know when a sentence ended where to place the period? Oh, yes. Did 2 + 2 equal five? No, it did not. The rest? Mostly up to us.

That’s where he planted the seeds. In our hearts. In our minds. In our souls. We were not finished goods. Those seeds needed to grow inside us for the rest of our lives. That’s what he understood better than anyone I’ve met. That was what he did better than anyone I’ve met. He helped us become who we needed to become, and he taught us to care for each other more than ourselves.

Parents do it. Of course, they do. Once, twice, in the extreme maybe six or eight times. He might pray for you if that were the case. He did it hundreds of times each year for decades. You want to talk about leverage and scale? You want to talk about consistency? Imagine creating that miracle of human development over and over again – never losing energy, never losing interest, never losing faith. Imagine the odds of that kind of repeat success.

There’s a word that comes to mind: indefatigable.

You know what else? He did it quickly. We didn’t see it coming. We didn’t even know it was happening. He knew The Miracle of 18 Years was a ticking clock. When we came up here in the Spring to shake his hand, that clock had mostly run its course. Another clock was starting. His day job was done, but its impact was only beginning.

Dave Coon led this astonishing institution from its storied past to its celebrated future. On this campus where we gather today, he made that miracle purely routine.

I had the good fortune at one point in my career to work at Disney where we talked a lot about magic. That dialogue dates back to Walt.

If you’re into science fiction, you know that Arthur C. Clarke wrote, “Any sufficiently advanced technology is indistinguishable from magic.”

Neither Walt Disney nor Arthur C. Clarke had anything on Dave Coon. Dave Coon worked his magic perfecting and normalizing The Miracle of 18 Years. They might have failed his class. He probably would have asked for more specificity.

Okay, we’re in the home stretch, I promised brevity, and this is not the kind of place to tell lies. Here is the most important part.

It didn’t stop when he left. The seeds were planted all around this place. There were teacher seeds who shared the magic with other teacher seeds. There were leadership seeds that in this room right now are evangelizing inspired leadership. There were math seeds and sports seeds and music seeds and poetry seeds. They all just keep growing.

Father Coon stepped off this lectern when he thought it was time to do other things, to nurture a church on the Big Island, to spend time with his family, to counsel another generation of educators. The seeds were deeply embedded. Their magic kept blossoming.

The Miracle of 18 Years continued. It continues to this day, while he watches and listens to us from a different place of presence.

We embark as youngsters naively on The Miracle of 18 Years with hopes of accomplishment, hungry to achieve goals, eager to find fulfillment in the relationships we traverse. When there are more years behind us than there are ahead of us, we may start to think instead about legacy.

Legacy is not something we can direct; it is left for others to decide. The legacy of Dave Coon is the perpetuation of his presence in this beautiful place where he lived and worked and touched each of our lives.

It is a legacy of love, which is the one lesson he taught repeatedly, sometimes in the classroom, sometimes on the lawn, sometimes standing in this place. He is still here and will be forever. This is still his place. I am a seed of his legacy as are we all. The love of this alumni for Father Coon is boundless. He taught us to love each other, to welcome the stranger, to honor every life we would be privileged to encounter.

How can any presence be more profound than that?

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Photo: ‘Iolani School

Why We Focus

There’s a theme running through our workplace this year. It’s as simple as it is profound. It’s not revolutionary; it’s more of a reminder.

It’s all about focus.

Focus matters. Focus works. Focus wins.

The “what” and “how” of focus are somewhat obvious. We need to set clear priorities, narrow our agenda to initiatives that significantly elevate performance, add resources to projects that will have an impact, and let go of distractions that dilute our effectiveness.

The “why” of focus might be less obvious. We focus out of necessity. To the extent we choose to believe this is not a necessity, we either overwhelm ourselves in the endless regression of task lists or we embark on so many things with so little precision that we risk accomplishing little at all.

Focus requires us to make critical choices, to sort our many priorities into real priorities. When we ask why we are forcing ourselves to focus, the answer becomes clear. It’s the best chance we have of testing a bold thesis against a data-driven outcome. When we have evidence something works, we can double down on it. When the data shows otherwise, we can comfortably move on and reallocate always-limited resources.

When talking to musicians, you often hear there is as much importance in the notes that aren’t played as those that are. A composition is a series of choices. It even encompasses a structured use of rests. Poetry and rhetorical speech are similar. There are words left in and words extracted in the creative process to keep the emphasis on the words that remain.

Work is similar. We have endless choices for tasks, but time is forever in short supply. Not focusing is the same as not applying discipline to our business plans. It’s somewhat ironic that working oneself to exhaustion can be a reflection of lazy planning. Pick the wrong projects, pick too many of them, put in endless hours, and you might come up with nothing.

That’s another reason why we focus  — to have confidence that the hours we invest are in fact invested for a prescribed return and not squandered on trivial contributions.

When we fail to focus, we nibble around the edges.

When we focus, we apply editorial selection to our competitive obsession.

I recently corresponded with a colleague on how easy it is to get lost in the day-to-day. Yes, a text will pop up every few minutes, email is without end, the phone will ring with the latest crisis when we least want to be interrupted. If we start the year with focus and then look back on the year with an evaluation of that focus, it becomes clear if those interruptions derailed us from critical focus. We have to anticipate interruptions — they are unavoidable — but if we did the hard work of applying focus upfront and then did the even harder work of staying focused on those priorities, the interruptions are unlikely to derail us.

I say it all the time: Do less, do it better.

How sure am I? Very, very sure. Each year I compel a process of goal-setting with our teams where we actively debate what things matter more than others. Throughout the year, we periodically stack rank these priorities as technology quickly evolves and business pressures change. Leaders in the company have the freedom to motivate their teams as they will, but once we have agreed on areas of focus, it is expected that those tasks will be accomplished with as much detail as necessary to equal or exceed the expected results.

At the end of the year, we look back on what got done and the impact it had. Of course, priorities shift in real-time due to current events and market forces, but I have never ended a year with a totally derailed team and no significant impact on our success.

It is true we can’t do everything and no one should believe we can. We do get a lot done. We improve processes. We align data with suppositions. We help each other get better at our jobs. We mandate exceeding the expectations of our customers.

A lot of people talk about focus. A lot fewer make it religion. If you look at the prized cohort of companies moving ahead of the competition, you are likely to see the embrace of focus.

Bring focus to bear and the year ahead will be clearer, brighter, more satisfying, and more rewarding. The alternative is often burnout and unmeasurable results. Think about next year’s review cycle and make the right commitments now. It’s not too late to get going on a breakthrough, just focus on that breakthrough and don’t let it get away from you for anything less.

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Photo: Pexels