Musings on a Monday Morning from Mike Mullin…

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March 30, 2020 – Stay (Become) Optimistic!

Good morning!

A gorgeous sunrise is shaping up here in Central Minnesota. Looks like March will go out as it arrived, like a lamb — if considering only the weather, notwithstanding Saturday’s 4″ of sudden snow. The #1 most important thing right now is to remain (become) optimistic — and to express and demonstrate optimism with and among all those around you. I’m not talking about delusional or Pollyannish optimism, I’m talking about Apollo XIII can-do, we’re in this together optimism. Let’s move forward together — keep your distance — and don’t do dumb things. Tell the truth, tell it all, tell it now, tell it OFTEN…

• I know etiquette doesn’t allow for the telling of grandchild stories in a business environment, but maybe the COVIDs have changed the rules just a bit.
  • Our granddaughter in Washington City, 18-months old, says crocodile with a few additional syallables:  croca-ca-ca-ca-ca-dile… and she gets extra points from her pediatrician for having mastered seven syllable words.
  • And by the way, how did they do it in 1918 with no Face Timing devices?!
• Are you keeping a detailed list of those you need to thank on the other side of these COVIDs?  Start now if you haven’t already — and then follow through.
• I’ve fond of asking, “What are you reading?”  But, to it I should add, “To what music are you listening?”  Same old, or something new and different?
• I don’t care what they say, I’m going to vote in favour of the COVIDs being NOT as virulent in warm(er) weather.
• Some ask me, “Why are you so optimistic?”
  • In reply I will ask you, “What do you hope to gain from pessimism?”
  • Seems to me we have only one option — and we will need all the optimism — with intelligent action — each of us can muster.
  • We’re only at the very beginning of this — and let me again proclaim, I hope I’m wrong.
• With apologies to all others, this is a shout-out to my good friend Dan in West Virginia:
  • “I usually don’t believe politicians, but everything the Canadian prime minister says is Trudeau!”
• About thirty years ago I was crossing a bridge over the Zumbro River north of Rochester.
  • Suddenly I slammed on the brakes to the expressed protestations of my family.
  • I thought I had spotted a Bald Eagle soaring over the river and I wanted to see if I was right.  I was.
  • I watched that Eagle soar for a few minutes while the others in the van witnessed one more dumb thing Dad did.
  • I recall this moment in history because a few days ago I observed six Bald Eagles soaring over the Mississippi River near our home — six.  Who would’ve thought — or hoped?  The return of the Bald Eagles is one of the success stories in the midst of various environmental tragedies, embarrassments, and failures.
    • Another success is the California Condor; my family and I watched in awe for hours as those giant vultures surfed the air currents in the vastness of the Grand Canyon sixteen summers ago.
• Two people with whom I’m acquainted, I will spare them the embarrassment, recently waited patiently for fifteen minutes in a Starbucks drive-up lane.  Eventually a courteous and sympathetic passerby said to them, “You know it’s closed, right?”  Is this an example of the Pavlovians at work?
• The neighbor suffered a heart attack, but survived.
  • He was scheduled for open heart surgery early the next morning.
  • The chest was opened by the highly-skilled and experienced surgical team and everything was proceeding well according to plan and protocol.
  • The surgeon had graduated first in her class from Johns Hopkins.
  • A few more hours of focus and perfect execution would result in a prognosis for a full recovery.
  • Suddenly, into the sterile environment burst the hospital administrator — not scrubbed, not gowned or masked — to proclaim, “Wrap it up, I want everyone in my office for a meeting within the hour!”
• Here is a true story from a good friend, as told to her by her late Great Aunt:
  • “I remember my mother, Vivian Nyman Chubb, telling about the flu of 1918.  For three months her mother, brother, and she were quarantined in their home here in Cumberland (WI).  My grandfather was exposed (nursed his sister to her death) but never became ill.  The only doctor in Cumberland ordered my grandfather, Will Nyman, to build coffins, deliver supplies in Barron County, and be his right-hand man for three months.  My mother remembered her father’s visits from the end of the sidewalk, never coming near his family for those three months, determined to spare them the flu.  He did just that!  Social (Physical) distancing works.”  (Blessings in peace as we all shelter in place — please.)
• Are you leading or managing during the crisis?  There is a crucial difference.
• If you are thirsting for something more substantive, applicable, relevant, and practical, here from the world experts at McKinsey and Co. for leaders during a time of great crisis:

1. Take a breath — Pause and take a breath, literally.  Giving yourself a moment to step back, take stock, anticipate, and prioritize may seem counter-intuitive, but it’s essential now.
   • Reality anecdotal connection:  Captain Sullenberger who famously saved all his passengers and crew by choosing an unconventional path he determined best.
2. Involve more people — Amid uncertainty generated by a crisis, leaders often feel an urge to limit authority to those at the top, with a small team making the big decisions while huddled behind closed doors.
   • They should reject the hierarchical model… and instead involve many more stakeholders, encouraging different views and debate.
3. Make the critical small choices — Some choices leaders make in the short run could look very large over the long term as the crisis unfolds.  They can be hard to spot, but leaders must look for them.
   • In an example related to the COVIDs, Netflix has gone to lower-resolution streaming in some locations to ease the data load… most people won’t notice the difference in quality… could mean the internet doesn’t crash.
4. Set up a nerve center — Leaders will have to make more big-bet decisions than before and also will be worried about their people… important to be able to focus attention on the issue at hand… minimizing distractions.
   • Focus on the strategic decisions rather than the tactical ones.  The tactical arena has far fewer risks and can be handled by others on your team.
5. Empower leaders who possess judgment and character — Leaders with the right temperament and character are necessary during times of uncertainty.
   • In wartime, you want a Winston Churchill, not a Neville Chamberlain.
   • Business as usual leaders are ill-suited to lead in a landscape crisis of uncertainty.  Leaders with the right temperament and character are necessary… they stay curious and flexible but can still make the tough calls, even if that makes them unpopular… they have the best interests of the organization (not their own careers) in mind… they do not seek power, but use it for the good of all.

Keep your distances — take care of each other — don’t do dumb stuff

• What do you get when you work with Without a Vision Consultancy LLC?
  • We listen, we learn, and then we customize our response to deliver:
  1. Confidence
  2. Clarity
  3. Coaching
  4. Companionship on your journey… sometimes it gets lonely and it’s good to have a friend.

Please remember to tell others about me; I sure appreciate it.I work with individuals, governance structures (Boards), non-profits, and busineses wanting to be bigger, better, stronger, healthier, happier… yes, all five are possible and best done in concert, but it typically requires a coach (consultant) or a companion to help illuminate the path.At Without a Vision Consultancy LLC — www.withoutavision.org — we LISTEN, we LEARN, we LISTEN some more, and only then do we suggest strategic directions unique to your situation.  We do not bring a one-size-fits-all template, nor the latest flash-in-the-pan solutions, to working with you.As we work with you we deliver and provide an increase in your CONFIDENCE, and CLARITY while providing coaching and companionship for your journey.We bring more than fifty years of experience from all sides of the Board table in thirteen different leadership roles — 26 of those years as a CEO.

Everyone loves taking little quizzes; here’s one for you right now:  could you benefit from leadership coaching?

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