Consider Communications
June 6, 2017
Like many of my generation, I have a love-hate relationship with advances in communications technology.
I love it when, during a single day, my wife and I can have important career conversations by text with one son in China, chuckle at dog photos from another son in Texas, message with a "daughter" in South Korea, and watch videos of a "granddaughter" in California. I need it for heart-to-heart emails with my sister in Oregon. I love it for talking with and seeing many of these people in real time, face to face through Skype.
I enjoy the freedom that this technology provides me to keep in touch with both work and family when I travel, or escape to the cottage on summer weekends. It makes me far more productive than I was able to be years ago.
And that's a good thing because, with all of the convenience has come the expectation that everybody is "on call" every minute of every day.
Which is but one of the many downsides of our technological progress. Another is that people can communicate so quickly that they are prone to do so without thinking.
Another is the frequency of solicitations and the stupidity of most social media that tends to swamp my inbox. The "unsubscribe" feature cannot cope with the flood of foolishness.
I recall reading a biography of John Adams, masterfully created in large part from the letters written by his wife Abigail. It amazes me that when she wrote a letter to a person in Europe, she knew the letter would not be received for several months, and that she would not get a reply for half a year.
That was not necessarily a better time, but I imagine each word was given greater consideration as it was penned and posted.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.