Wednesday, November 10, 2010

An Interview with Wendell Berry, by Thomas Healy in CounterPunch

November 8, 2010

An Interview with Wendell Berry

"Everything Worthy is Under Fire"

By THOMAS HEALY
Wendell Berry will be in Bloomington, Indiana from November 9 –11 to read from his work and participate in a discussion with Wes Jackson and Scott Russell Sanders as part of the Patten Lecture series. Details:patten.indiana.edu/ Berry spoke with Healy from his northern Kentucky farm prior to the November elections.
TPH: You're going to be giving the Patten Lecture in Bloomington, IN and I wanted to see if you’d given any thought to what you’d be discussing in that lecture.
WB: To tell you the truth, I haven’t. There are a number of possibilities, I’m not going to write a lecture, I’ve already told them that, and I may be reading a piece of fiction. I just don’t know.
TPH: Given all the problems that are in the world do you still have a grateful heart? Do you still have things that you’re thankful for?
WB: Of course. In spite of all the damage we’ve done to it, it’s still a good world. To live in it as long as I have without being imprisoned or persecuted for my publications is something to be grateful for. I’ve had a good life, and was born to and among people I’ve admired and loved.
TPH: It’s been five years since we last talked, when you were up in Frankfort, IN at Bill Caddell’s library.
WB: That was quite a deal. I was impressed by Bill’s library.
TPH: Libraries are under fire these days.
WB: Of course they are. Everything worthy is under fire.
TPH: I just had a lengthy conversation with Scott Russell Sanders about this general topic. He talked about how important libraries were for him as a young person to visit and have free, open access to the knowledge of the world; how it opened doors and what it meant to him. That kind of vision is increasingly being called socialist.
WB: Why is it being labeled socialist? Because the public is furnishing it?
TPH: Yes. Why should we allocate taxpayer dollars to libraries, parks & public schools?
WB: I know that the whole concept of the public is under attack.
TPH: Just the notion of the greater good or the commonwealth that Scott writes a lot about. You talk and write about this notion of being in community and what that means on a very fundamental level. It’s not something abstract, it’s palpable. It’s libraries & parks, it’s fertile soil, it’s clean air, it’s potable water. It’s a liveliness that comes about from human intentions to gather together and enjoy each other’s company and enjoy that company within an environment. That’s also a degraded concept.
WB: These things you mentioned are gifts. Whether you’re an atheist or a religious person you have to see that they are gifts in the sense in that we couldn’t have made them. And they are moreover good gifts to the extent that they’ve allowed us to live and be healthy—to the extent that pollution and degradation permit us still to be healthy. But the atmosphere, the earth, the water and the water cycle - those things are good gifts. The ecosystems, the ecosphere, those are good gifts. We have to regard them as gifts because we couldn’t make them. We have to regard them as good gifts because we couldn’t live without them. And we are extraordinarily guilty, industrial society as a whole, is guilty of not receiving them as good gifts or respecting them as gifts, but instead degrading and wasting and destroying them. We are, in the midst of all this goodness, destroying the world.
TPH: Many people who seem to have a contrary nature want to argue that point, saying it’s sunspots or you can’t say that the temperature fluctuations we’ve seen over the past 50 years are anything attributable to human beings.
WB: Well, the destruction of the mixed-mesophytic forest of the Cumberland plateau by mountain top removal is not the results of sunspots. Pollution of the whole water cycle is not the result of sunspots. Sunspots didn’t make acid rain and they didn’t pollute the rivers. And they didn’t cause soil erosion. To try to blame it on sunspots is colossal ignorance.
TPH: Well, ignorance seems to be gaining some currency in the culture these days.
WB: Of course we’re all ignorant by definition. But to brag about it is a perversity.
TPH: But this ignorance is also being used as the basis for making public policy.
WB: That means that people are taking other people’s ignorance for granted and then abusing them in their ignorance. If you are a crook, then other people’s ignorance or innocence is your stock in trade. It takes the lowest depravity to make a stock in trade of other people’s weaknesses.
TPH: If I could be so bold, I’d suggest you’re talking about a lot of the political class in this country.
WB: There’s a difference between the sinner and the sin. We’re all complicit in the things we may be trying to oppose. I’m complicit in the things that I’m trying to oppose. In the morning I’m going to get on an airplane and fly to Wyoming. Is what I’m going to do out there worth the expenditure of petroleum and the addition to air pollution that it’ll take to get me there? Some day somebody’s going to make a judgment about that. It’ll be my grandchildren or their children. They’re going to make their minds up about me and I fear their judgment.
TPH: I would think the work you’ve done over your lifetime: the writing, the lecturing, the political stances you’ve taken on principle; that they would…
WB: (laughs) …that that would get me forgiven?
TPH: Well, that your grandchildren would look back and say, ‘Grandpa was all right.’
WB: I’ll be lucky if they decide that it comes out even. Listen, we’re all petroleum dependent…
TPH: But we didn’t choose to have that life, it was thrust upon us.
WB: No, we didn’t choose it. But we’ll always be subject to the question whether or not we’ve done enough to stop it. Whether or not we’ve taken it too much for granted. After all when I started driving in 1950 nobody had even raised any of these questions. So our fossil fuel addiction was begun in a kind of innocence, but also in a kind of ignorance. And that ignorance has come to a drastic kind of enlightenment by now, so we do have to raise these questions about our own behavior.
TPH: That’s sort of the burden of consciousness: the guilty knowledge that while we don’t know everything we do know some things yet still persist in our folly. How do we keep asking the question: Can I do better? The culture doesn’t seem to foster that kind of introspection and that kind of thoughtfulness.
WB: We’re coming up to problems that are going to cause more introspection, I think, and more questioning. The era of cheap energy is over. The minerals, the fuels, the fossil fuels that were easy to recover have been recovered. Now we’re drilling holes a mile deep in the Gulf of Mexico, and in Pennsylvania and New York and other places we’re drilling a mile deep after natural gas. These technological feats are wonderful in a way, but they are also costly and ecologically suspect, dangerous to people and to their places.
TPH: Since our last conversation you were arrested for civil disobedience at the White House...
WB: No. The only time I’ve been arrested was in opposing the Marble Hill nuclear power plant in Indiana. That was in 1979. I did take part in a demonstration in Washington, DC on March 2, 2009. The protest was supposed to involve civil disobedience and the police were supposed to cooperate. We were to step over a line - pretty much what we did at Marble Hill. At Marble Hill we climbed over a fence and the busses were waiting to take us down to be booked. In March, 2009, maybe 3000 people were there to be arrested, and I was one of them. People asked if I wanted to be arrested and I said, "Hell No." but I was willing to be. It was a miserable day and a lot of people gave gawdawful long speeches. Finally the police decided that they wouldn’t cooperate with us. I think the idea of booking so many people was too much. That’s a guess. I don’t know what would have happened under different circumstances, but they couldn’t have looked upon us as much of a threat to the peace and tranquility of the United States. When they said they wouldn’t cooperate, I was, I confess, happy to be unarrested.
TPH: That takes a lot out of a body to put yourself on the line like that. A lot of other people have just sort of given up and are watching TV.
WB: You’d be surprised how many people are willing to be involved. There were a lot of people at an anti-coal demonstration in Louisville on September 28. We’ve just had enough of the coal companies and their rationalizations and their destructiveness. The great resource in the Appalachian coal fields is not the coal, it’s the forest. And the forest with good use could last forever. The coal obviously can’t last.
TPH: You pulled your papers from the University of Kentucky.
WB: Yes, I did that. I did it - I had been at odds with the University over its policies on research among other things. But the reason I finally decided to remove my papers was that, in return for a gift of $7 million to the university from the coal industry, the University agreed to call its new basketball dormitory, Wildcat Coal Lodge.
TPH: Part of my question about this centers around your involvement in opposing Marble Hill. You put your principles in action, and were successful in stopping that particular ill-considered undertaking...
WB: The question of our success there is complicated, I think. We did oppose it and it was stopped. But whether it was stopped because it wasn’t economically feasible in the first place is a question we have to leave open. The opposition, though, was strong, and it went on for a long time, and it involved a lot of good and worthy people.
TPH: Now, all these many years later, nuclear power is being touted as some sort of green alternative.
WB: It’s not a green alternative, of course. The question of disposal of the waste is still unanswered.
TPH: The half-life of plutonium is, what, forever?
WB: A friend of mine, Carol Rainey, wrote a very good book on the nuclear sites along the Ohio River from Portsmouth to Paducah called One Hundred Miles From Home and it’s a horrifying record. Nuclear science, as everybody hastens always to say, is “elegant science.” But in application it results in really terrible messes that are dangerous, as you suggest, for unimaginable lengths of time.
TPH: Clean coal is also a euphemism that’s being used as is the notion that nuclear power is somehow green because it doesn’t add CO2 to the atmosphere (at least according to its proponents.) That kind of rhetoric has currency in the current cultural debate.
WB: Clean green, natural, organic, those are bumper sticker words. Such words come into vogue and have power only after the failure of actual discourse. So you have one side screaming green and the other side screaming clean. And that is not discourse. We’re losing the ability to speak clearly and in good faith and responsibly to each other. It’s possible to have a responsible disagreement but that means that both sides have to come into the clear and state their case, fully and in good faith.
TPH: What has degraded this current public discourse to the level that it is right now where it’s basically people on all fours screaming?
WB: I don’t think such intellectual good manners are taught in colleges and universities any more for one thing. For another thing, politicians have degraded it. The speeches of Thomas Jefferson and Abraham Lincoln were painstaking, eloquent and clear. I just don’t see that in our politicians any more. I’m saying that at the risk, since I’m an old man now, of talking about “the good old days.”
TPH: Well, let’s go back to even older days - my summer reading program was Ralph Waldo Emerson and he made his living by and large besides writing essays by lecturing.
WB: Yes. Emerson was going around lecturing and he was making as much sense as he could, as carefully as he could. You may disagree with him, and I think that’s quite possible. Henry David Thoreau was doing the same thing, and you can find grounds for disagreeing with him. If you can find grounds to disagree, you should. But the point that you’re making, and that I would second, is that those people were talking carefully to people willing to sit still for an hour or so and listen. I don’t think you can dismiss the possibility that they had that kind of attention span because they were, for one thing, used to listening to careful discourse and, for another thing, a lot of them were readers who were capable of sitting down with a book and reading for 2 or 3 hours at a time. Or maybe even until they finished.
TPH: Do you see yourself in that Emersonian tradition of the Transcendentalists? Early on they were observing what the commercialization of the American culture was doing to the natural world, to women, to the native inhabitants of the continent and they were raising the alarm. Do you see yourself in that trend of American alternative thought?
WB: I see myself I suppose in that lineage of critics. I don’t know that I’m down the line a Transcendentalist, I’m probably more conventional and conservative in some ways than the Transcendentalists were. I think I’m part of the Agrarian tradition and I belong to that inheritance. I belong to the tradition of people who’ve read the Bible. I have a certain commitment to the Gospels. I am interested in the imperative to be a good neighbor, and I’m really interested in the question of what being a good neighbor might involve. Now when the neighborhood may be polluted by one of your neighbors, or you might be polluting it yourself, those issues are increasingly urgent.
TPH: The Transcendentalists embody a bit of the social gospel; the notion that what we do here on the earth has effects on our neighbors and we should be mindful of that and that’s how we embody the teachings - that’s my understanding.
WB: Well, there’s a lot more individualism among those people. When I was a high school student, Emerson’s essay “Self Reliance” really got to me. But it’s not just one’s self. Thoreau spoke with a very strong sense of individualism and he needed to. But Thoreau was a young man, he died young. I think now we’ve grown up in to a kind of knowledge, you can call it ecological knowledge, that says that we are to use the biblical phrasing, “members” of each other. St. Paul used that phrase to mean Christians.
TPH: The members?
WB: Yes. But I would use that language to mean that whether we care to be or not, we’re members of each other. The question is whether or not we’re willing to act like members. The whole ecosphere is a membership: the air, the soil, the rocks, the water, the living and the non-living, the living and the dead - all are members one of another. And this is the heavy knowledge that we’ve got to try to get our minds around and learn to live by.
TPH: The son of a family friend wrote you to ask if there is a future in organic farming, and what can a young man do? You responded to him and he was so taken by your response he became an apprentice at an organic farm in California.
WB: Well, I’ve gotten a lot of people in trouble I’m afraid...
TPH: Do you think it’s still a viable way to make a living? I see these people at the farmers markets and see how hard they work - is it still a viable thing to do?
WB: Of course it’s a viable thing to do and it does involve hard work, but the important question is about work and who you’re doing it for and whether or not you like to do it. If you’re working for yourself, working hard for yourself and your family on a little farm, that’s quite a different thing from working hard for a boss or working hard at a job you despise—which most people seem to do. Why else would they keep saying, “Thank God it’s Friday?” So the right questions are, who you’re working for and what the work is and whether or not you are in some sense called to do it.
TPH: The calling?
WB: Calling - vocation—that’s another idea that has declined maybe disastrously among us. The decline of the idea of vocation into the idea of “a job” is really a catastrophe in a way. “Vocation” suggests that all of us have some work that we’re called to or fitted for. “A job” means some way to earn a living whether we like it or not - whether we like the work or not - or even whether the work is damaging to the world or our neighbors or not.
TPH: So based on that, your calling was not only to write poetry and essays and fiction but also to farm with horses and to lecture and practice civil disobedience. Were you called to do all that?
WB: I don’t think so. I don’t feel much of a vocation about taking a political stand or being involved in a protest - I just think that’s a citizen’s duty. So sometimes you do your duty when you’d rather not. I don’t like crowds. I don’t have much liking or much respect for large crowds making a protest even when they’re on my side - but I’ve been in number of them and I think they may be necessary. I feel that’s a duty. I don’t feel any vocation to be in a crowd or to make speeches to crowds.
TPH: So when you oppose mountaintop removal or you speak out about coal ash...
WB: I live in the world and I’ve begotten children who live in the world and they’ve begotten children who live in the world. I’ve got one married granddaughter and soon will have another. All this is a good thing. It’s a good thing but it exacts certain obligations. If I played my part in bringing those people into this world, then I have a duty to do what I can to see that it’s a livable world.
Thomas P. Healy is a journalist in Indianapolis. He can be reached atthomasphealy@sbcglobal.net

Tuesday, November 9, 2010

Six Ways Leaders Can Fuel Excellence At Anything, by Tony Schwartz

Six Ways Leaders Can Fuel Excellence At Anything:

In August, I posted a blog titled 'Six Keys to Being Excellent at Anything.' Over the subsequent three months it has become one of HBR's most widely read blogs ever.

The notion that we can be excellent at anything prompted passionate debate. On the one hand, it's empowering and inspiring to believe that excellence is within our reach in any area to which we devote ourselves with sufficient diligence — something the researcher Anders Ericsson calls 'deliberate practice.'

Just think of how many movies — often based on true stories — tell the story of inspiring teachers, coaches and mentors helping undervalued kids become extraordinary performers: The Blind Side, Stand and Deliver, Lean On Me, Mr. Holland's Opus, The Bad News Bears, and Dangerous Minds, among many others

At the same time, it's daunting to consider that when we ourselves fall short of excellence, it's not that we lack talent but rather we haven't put in the right kind of effort.

There is precious little scientific evidence to suggest that genes are our destiny — and more and more evidence of neuroplasticity — the capacity to influence the way our genes express themselves. So what, then, can leaders do to most effectively inspire and nurture excellence in those they lead? Here are six keys:

1. Ban words like 'talented,' 'gifted,' and 'special' from your vocabulary. Well meaning as these words may be, they tend to give people credit for something they did nothing to earn, while also suggesting that others don't have equal potential. Consider replacing these words with ones like 'effective,' 'determined,' 'accomplished,' 'skilled,' 'persevering,' and 'masterful,' all of which give due credit to effort.

2. Regularly, genuinely, and specifically acknowledge and appreciate people's successes. Believe deeply in their potential, enthusiastically encourage their passions, and don't be overly fazed by their failures. There may be nothing more motivating to the people you lead than to notice what they're doing well, and to express your appreciation with detail and specificity. Likewise, there may be no single more powerful act than to handwrite and mail someone a personal note of appreciation.

3. Provide constant feedback. Annual or semi-annual reviews are vastly insufficient and often worthless. Most people don't improve their skills over time, in large part because they don't get consistent, specific feedback. That's different than judgment or criticism. As often as possible, resist pointing out people's deficits, and focus instead on where you can help them improve or take it to the next level in any given area.

4. Create and protect periods of uninterrupted focus. Don't demand instant responses from your people all day long. Interruptions fracture their attention, and absorbed focus is a prerequisite to high quality work, especially on the most challenging tasks. Stop measuring your people by how many hours they work, and assess them instead based on the value they produce.

5. Encourage and model intermittent renewal throughout the day. Great performers, the research shows, work intensely for periods no longer than 90 minutes and then stop to recover and refuel. Create a 'renewal room' so people have a place to truly chill out. Nothing better fuels productivity in the afternoons than a 20-30 minute nap between 12 and 2 p.m, and encouraging people to exercise at midday runs a close second.

6. Tie the pursuit of excellence to a larger mission. Excellence requires enormous effort. You need to give your people a compelling reason to push beyond their comfort zones. What most of us hunger for is evidence that what we're doing truly matter and serves something beyond the bottom line. CEOs such as Alan Mullally at Ford, John Chambers at Cisco, and Steve Jobs at Apple have done a great job rallying their people around a higher mission. Start by defining what you truly stand for, share with others what gets you up in the morning as often as you can, and encourage people to go through the same exercise for themselves.




Enough Is Enough, by Michael Josephson

Enough Is Enough 696.3:

What does it take to make you happy? How much do you have to have to be grateful?



To the barefoot man, happiness is a pair of old shoes. To the man with old shoes, it's a pair of new shoes. To the man with new shoes, it's more stylish shoes. And, of course, the fellow with no feet would be happy to be barefoot.



This leads to the ancient insight: If you want to be happy, count your blessings, not your burdens. Measure your life by what you have, not by what you don't.



Yet in our modern world where we're continually exposed to endless increments of more and better – others with more money, better TVs, and bigger houses – this is very difficult.



For some people, the pleasure of having something good is drained as soon as they see someone else with something better. Our sense of contentment is created or destroyed by comparisons.



A life consumed with unfulfilled wants is an affliction. The antidote is the concept of 'enough.'



This starts by thinking more clearly about the difference between our needs and our wants, between sufficiency and abundance.



Don't get me wrong, there's nothing wrong with wanting more and striving to fill our lives with things and experiences that give us pleasure, so long as we don't believe we need whatever we want.



When we think we need what we really only want, we make our desires preconditions to happiness, thereby diminishing our ability to appreciate and enjoy what we do have.



It's easy to think happiness is achieved by getting what we want when it's really a matter of wanting what we get.



In the end, enough is enough.



This is Michael Josephson reminding you that character counts.

"

Monday, November 8, 2010

I Just Have to Outrun You, by Michael Josephson

I Just Have to Outrun You 696.2:

During a camping trip, Sam and Tom saw a bear coming their way. Sam started to take off his backpack and told Tom he was going to run for it. When his surprised friend said, 'You can't outrun a bear,' Sam replied, 'I don't have to outrun the bear. I just have to outrun you.'



Sadly, this look-out-for-number-one mentality is common in business, politics, and sports. Everywhere, basically good people engage in — and justify — selfish, short-sighted conduct that treats coworkers, colleagues, and teammates as competitors rather than comrades.



Steven Carr Reuben, author of Children of Character, speaks about a very different social vision in which people find greater meaning and satisfaction in their lives by creating caring communities. To make his point, he tells of nine youngsters in the Special Olympics who were about to run the 100-yard dash.



Right after the start of the race, a young boy stumbled badly and began crying. The other eight heard him and looked back. First one, then another, then all of them stopped and went back to help their fallen comrade. A girl with Down syndrome bent down, kissed the boy, and said, 'This will make it better.' Then all nine linked arms and triumphantly walked together to the finish line.



'That's what being part of a community is about,' Reuben writes. It's a lot better way to live than trying to outrun each other.



This is Michael Josephson reminding you that character counts.

"

7 Truths for Bosses, By Michael Josephson

Tuesday, November 2, 2010

How To Deliver Great Presentations, by Bruce Upbin


How To Deliver Great Presentations

Oct. 18 2010 - 5:22 pm | 2,963 views | 1 recommendation | comments
3. Martin Luther King, Jr., a civil rights act...
Image via Wikipedia
Nancy Duarte’s new book “Resonate” is technically about how to give great presentations, written by a designer whose firm makes great presentations. But the book is really about communicating, and is one of the best on the topic you’ll ever read. It is simple (deceptively so), clear and tells great stories. It takes you places where you want your head to be. This, it turns out, is the point of her book. Great presentations work on you like great stories: They carry you away for a little while in a well-crafted net of structure, contrast, emotion, suspense. Then you’re returned to your old self, utterly convinced what the speaker said is true. That’s how it’s supposed to work. Many books about public speaking or communicating are themselves failures at communicating effectively. Duarte’s book is a highly effective presentation.
The best part of the book are the diagrams called “sparklines” (an Edward Tufte-ism) that Duarte uses to deconstruct into small elements key speeches or talks by Martin Luther King, Steve Jobs, Richard Feynman, Silicon Valley pastor John Ortberg and Boston Philharmonic conductor Benjamin Zander. Each sparkline shows changes in emotion and delivery, shows where and how the audience reacted and shows when and for how long the speaker ferried the audience between a state of understanding “What is” (or where their heads are probably at) and “What could be” (or where you want them to go). It’s highly instructive to follow Duarte’s sparkline of Steve Jobs’ 2007 iPhone launch presentation while watching the video. Duarte says she used three reams of paper to annotate Jobs’ presentation. In his sparkline, Jobs spends most of his time in the realm of “What could be” and only comes down to the realm of “What is” to show how his products are superior to those of his rivals. He repeats the word “cool” so often it begins to color the audience’s perceptions (as if they needed any assistance there).
Duarte said she spent two years working nights and weekends on the book, synthesizing the work of all the usual sources in storytelling and narrative structures: Aristotle, Robert McKee, Syd Field and Joseph Campbell. Duarte puts the ideas to work in her day job, running the firm Duarte Design in California, which produces presentations for the likes of Cisco, Twitter, Google, Nokia and General Electric as well as politicians and pundits. Duarte Design worked with Al Gore on the “Inconvenient Truth” presentation and is a go-to advisor for several of the presenters at the annual TED conferences.
Duarte calls “resonate” a prequel to her last book “slide:ology,” which tackled the craft of visual presentations. The new book is engaged more with theory. The points she makes about emotion and structure would be obvious to a (decent) Hollywood screenwriter or (serious) second-year M.F.A. student, but they’re not well-known to a regional vice president for sales. The conclusions are: Don’t be too cerebral. Tell stories. Figure out what the audience cares about. Create common ground with them. Move back and forth between opposing ideas to create energy. Deliver facts but put them in context and make them shocking if possible. Find inspiration anywhere you can.
If you have 18 minutes to spare, you absolutely must watch Benjamin Zander’s 2008 TED talk on the joys of classical music. Duarte analyzes it in her book. Even if you hate classical music–especially if you hate it–you cannot help but be persuaded to love it after Zander is done weaving story and emotion into his talk.

Friday, October 29, 2010

The Seven Deadly Sins of Leadership, by Michael McKinney


The Seven Deadly Sins of Leadership

Drucker on Leadership
Peter Drucker never wrote a book about leadership, but his thoughts about it are sprinkled throughout his 40 books and hundreds of articles. Bill Cohen has extracted these ideas and presented them in Drucker on Leadership.

To Drucker, leadership was a calling and he set very high ethical standards for those that chose to lead. Character traps like losing sight of why you are leading, selfishness and the abuse of power often derails leaders. Drucker hoped, writes Cohen, “that by making these traps explicit he could help leaders avoid falling into them.” Cohen gathered Drucker’s thoughts about these shortcomings together and categorized them as the seven deadly sins of leadership:

The Leadership Sin of Pride. “The sin of pride is usually considered the most serious of the seven deadly sins.” Being proud of one’s accomplishments is one thing. “The problem comes when leaders believe themselves so special that ordinary rules no longer apply. Generalized pride—as opposed to being proud of specific things—is the most serious leadership sin because it can easily lead to the other six.”

The Leadership Sin of Lust. “There is unfortunately a feeling among some leaders that they have ‘arrived’ and are ‘entitled’; sex is seen as some sort of fringe leadership benefit….In any workplace, it creates jealousies, feelings of favoritism, and lack of trust, damaging people and relationships and more….Drucker thought that leaders did not pay enough attention to avoiding this particular deadly sin, and thought that leaders could do a better job of avoiding problems that affected their ability to lead.”

The Leadership Sin of Greed. “The sin of greed is a sin of excess. It frequently starts with power. Leaders have power, and unfortunately having power has a tendency to lead to corruption if the leader isn’t careful. This may start with the acceptance of small favors and grow into accumulating vacations, bribes, or worse.”

The Leadership Sin of Sloth. “For the leader, the sin of sloth is associated with an unwillingness to act. More often, it is an unwillingness to do work the leader considers beneath the dignity of the office.”

The Leadership Sin of Wrath. “This sin has to do with uncontrolled anger. There is a time for anger in leadership when it serves a definite and useful purpose….Drucker taught leaders to analyse their environment and to determine what actions that had already occurred, meant for the future before taking action. Using anger as a single response to all leadership challenges precludes doing this analysis.”

The Leadership Sin of Envy. “With the sin of envy, the leader is envious of what is enjoyed by someone else.” This may cause a leader to “attempt to destroy another’s reputation, or in other ways attempt to feel better by lowering the status of another.”

The Leadership Sin of Gluttony. Of all the deadly sins, gluttony is the one that most frustrated Drucker. We typically associate gluttony with food, but it applies to excessive consumption of any kind. “Drucker did not win many friends among high executives with his injunction about too high salaries….It’s easy to rationalize—and a status issue. However, there was no question in Drucker’s mind but that executive hypercompensation was an accurate example of the sin of gluttony and was to be avoided for good leadership.”

The Lonely Hickories, by Gene Logsdon


The Lonely Hickories

In Gene Logsdon Blog on October 27, 2010 at 8:52 am

From GENE LOGSDON
Along the one lane country roads in our county, the traveler encounters an occasional roadside tree, all by itself at the edge of the endless fields of corn and soybeans. The casual passerby may see nothing unusual about the trees but those of us who have lived here almost as long as these trees have, think of them as quite remarkable. They stand as monuments commemorating the passing agrarian life we cherish.
These trees are hickories, already bearing when I was born seventy some years ago. To understand why they are precious, visualize this landscape when these trees first sprouted at least a hundred years ago. Much of this land was originally forested, and was still in the process of being cleared. All through the 20th century, more trees vanished every year. By the time I worked in the fields, there were still a few sentinels of the old forest dotting the grain fields and pastures. They were left there mostly for shade. In those days farmers spent a lot of time in the blazing sun, not in tractor cabs, and all of you who have felt the July sun bearing mercilessly down on you know what a pleasure it is to be able to rest a bit in the shade. Worth losing a little bit of corn for. A few trees in the pastures were spared for the same reason— shade for the livestock.
One by one, these silent sentinels from the past were cut down or died. It was not much of a bother to dodge a field tree with two-row equipment, but when corn planters grew to the 12-row, 20-row and 30-row size, dodging a tree could mean that many crooked rows or double- planted rows, two things no corn farmer can abide.
Finally, today, only the lonely hickories at the edges of the fields along the roads remain (see photo). They are bothersome to farmers too, and to understand why they remain, one must know a bit about hickories. Rarely do you find two of them exactly alike in the woods. They do not come true to seed. Two next to each other can have quite different nuts in size, shape, thickness of shell, and ease of nutmeat extraction. Only a few specimens have really good nuts for fast and easy cracking. So when the forests were cleared away, farmers deliberately left the best hickories, since the nutmeats were highly prized for table use back when people could not or would not buy nuts in stores. Invariably, the old trees that still stand along the roads have been spared for a hundred years because they bear the choicest nuts.
Farmers steeped in the old culture know this. Even though they may not themselves gather the nuts anymore, they remember how Momma and Grandmother treasured them. They cannot quite bring themselves to cut the trees down. They continue to honor their ancestors and the culture that bore them.
Every year nut-lovers who know the secret of these trees stop along the road to gather the nuts. They are always older people. They mostly live in town now, retired, but they remember the rural life of their youth. For them, for all us who love the taste of hickory nuts, gathering them has become a kind of ritual. We spend fall evenings cracking and picking out the nutmeats for baked goods that we give for Christmas presents to younger generations too busy to know the pleasure of a hickory nut pie.
I have planted nuts from the lonely hickories on my land in the hope of keeping them going until another human generation comes along that might appreciate them again. Some of these young trees have started to bear now— it generally takes about twelve years from sprouting. Since they don’t come true from seed, mine produce nice nuts but not quite as choice as those from the parent trees. At least so far. But many of mine have not come into bearing yet.
As the lonely hickories slowly die off, few mourn their passage because the mourners are also dying off. But I have hope. Our neighbor, right across the road, has an ancient hickory in his yard along the road that produces excellent nuts. One of my young trees comes from a nut from his tree. As I passed his house last week, I saw a wonderful sight. A group of young people were gathering the nuts. Perhaps I do not need to mourn. Perhaps a hundred years from now, people will still be gathering hickory nuts— in what was once my yard.
~~

The Next Two Year, by David Brooks

President Obama is likely to suffer a pummeling defeat on Tuesday. But the road map for his recovery is pretty straightforward.
Josh Haner/The New York Times
David Brooks
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David Brooks and Gail Collins talk between columns.

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First, the president is going to have to win back independents. Liberals are now criticizing him for being too timid. But the fact is that Obama will win 99.9 percent of the liberal vote in 2012, and in a presidential year, liberal turnout will surely be high. On the other hand, he cannot survive the defection of the independents. In 2008, independent voters preferred Democrats by 8 percentage points. Now they prefer Republicans by 20 points, according to the latest New York Times/CBS News poll. Unless Obama wins back these moderate, suburban indies, there will be a Republican president in 2013.
Second, Obama needs to redefine his identity. Bill Clinton gave himself a New Democrat label. Obama has never categorized himself so clearly. This ambiguity was useful in 2008 when people could project whatever they wanted onto him. But it has been harmful since. Obama came to be defined by his emergency responses to the fiscal crisis — by the things he had to do, not by the things he wanted to do. Then he got defined as an orthodox, big government liberal who lacks deep roots in American culture.
Over the next two years, Obama will have to show that he is a traditionalist on social matters and a center-left pragmatist on political ones. Culturally, he will have to demonstrate that even though he comes from an unusual background, he is a fervent believer in the old-fashioned bourgeois virtues: order, self-discipline, punctuality and personal responsibility. Politically, he will have to demonstrate that he is data-driven — that even though he has more faith in government than most Americans, he will relentlessly oppose programs when the evidence shows they don’t work.
Third, Obama will need to respond to the nation’s fear of decline. The current sour mood is not just caused by high unemployment. It emerges from the fear that America’s best days are behind it. The public’s real anxiety is about values, not economics: the gnawing sense that Americans have become debt-addicted and self-indulgent; the sense that government undermines individual responsibility; the observation that people who work hard get shafted while people who play influence games get the gravy. Obama will have to propose policies that re-establish the link between effort and reward.
Fourth, Obama has to build an institutional structure to support a more moderate approach. Presidents come into office thinking that they will be able to go ahead and enact policies. Then they realize that they can only succeed if there is a vast phalanx of institutions laboring alongside them.
Liberals already have institutions. To be a center-left leader, Obama will have to mobilize independent institutions as well. These don’t exist in Washington, but they do around the nation. Civic organizations, local business groups and municipal leagues run from Orlando to Kansas City to Seattle. These groups are filled with local leaders who lobby for balanced budgets, infrastructure plans and other worthy causes. If Obama can mobilize these groups, he would not only build coalitions, but he would help heal the venomous rift between the White House and business, which is a cancer on his presidency.
Over the next few months, the Republicans will have their time in the sun. On Tuesday, I’ll offer some thoughts on how they can seize the moment. But if Obama is to rebound, he is going to have to suppress his natural competitive instincts. If he gets caught up in the Beltway fight club, the Republicans will emerge as the party of limited government and he’ll emerge as the spokesman for big government — surely a losing proposition.
Instead, he will have to go out and do his own thing. That means every day reinforcing the following narrative: the Republicans are only half right. They want to cut things; I want to cut but also replace things. They want to slash government; I want to restructure it. They want destruction; I want renovation.
Companies like Ford cut wasteful spending while doubling down on productive investment. That’s exactly what the nation has to do over all. There have to be cuts, the president could say, in unaffordable pension commitments, in biofuel subsidies and useless tax breaks. But there also have to be investments in things that will produce a vibrant economy for our children: a simpler tax system with lower rates on investment; more scientific research; a giant effort to improve Hispanic graduation rates; medical courts to rationalize the malpractice system and so on. Instead of being disjointed, as he has been, the president will have to reinforce this turnaround story day after day.
The problem is not that America lacks resources. The problem is that they are misallocated. If Obama can establish credibility as someone who can cut and replace, Election Day 2012 will be rosier for him than Election Day 2010.