Playing In A Different Mode

We haven’t done music here on the screed in a while so how about we take on modal music? For those of you without the benefit of music theory classes, modes are types of musical scales that create very specific sounds. Not much of an explanation, but if you play a “C” major scale (all the white keys on a piano) while playing in the key of “D” rather than using a typical “D” scale, you’re playing modally.  If you know the Metallica song “Sandman” you’re hearing modal music.  Same thing with Led Zep‘s “Dancing Days.”  To your ear they’re not exactly in a major key or a minor key and they create a very specific sound, and no, it’s not just heavy metal bands that use it.

Interesting, but what’s it doing here on a business blog?

As I see it, we should all think about playing modally in our businesses.  Ask yourself what happens if you continue to play a certain way but do so in a different environment:   a “C” scale in the key of “D” has a business equivalent of transforming content cross-platform for example.  It can also involve how one creates a specific feeling that might not be as straightforward as, say, a major or minor scale.  In other words, maybe we need to spend less time thinking linearly and a lot more time thinking modally.

Modes aren’t just musical either.  There are modal verbs in English which we use when we want to express our intentions and attitudes, talk about necessity and possibility, or make offers, requests, or suggestions.  ”Can, may, will, would” and others are all examples.  They’re “helper” words.  ”Can you shut the door?” is a good example and points out that modals often bring confusion along with them.  I raise this because while we’re adjusting our musical modal thinking we can bring about the sort of confusing jumble that modal verbs can cause (in the previous example, you don’t know if the speaker is asking for someone to close the door of if they have the ability to do so).  When we start to do business in different ways, staying focused on clarity needs to go along with the effort.

You know it when a business is playing modally.  You take notice of their marketing because it sounds different and yet is very clear. The real question is how do we all get to that place?  Thoughts?

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The Big Mouth

I had the pleasure of being a mentor at Startup Weekend Stamford last weekend. If you haven’t heard about or been a part of one of these, the site gives a pretty good explanation about what the weekend is about:

Business Model Triangle

(Photo credit: Alex Osterwalder)

All Startup Weekend events follow the same basic model: anyone is welcome to pitch their startup idea and receive feedback from their peers. Teams organically form around the top ideas (as determined by popular vote) and then it’s a 54 hour frenzy of business model creation, coding, designing, and market validation. The weekends culminate with presentations in front of local entrepreneurial leaders with another opportunity for critical feedback.

My job was to wander around and help the teams refine their thinking (without doing the thinking for them) and their products.  In the process, I saw a lot of interesting group dynamics at work and that’s what I want to blog about today.  Actually, it’s less about the group than it is about one very large mouth and the negative effect it can have on an enterprise.

Now as someone who has, over the years, been accused of owning exactly that sort of intrusive, large pie-hole, this might be a case of the pot calling the kettle black. However, one group in particular had a guy who brought his vision to the table and was extremely insistent that his was THE vision for the business.  When others would raise points that conflicted with or negated something in his mind, there was head-shaking and an insistence that if only they could understand HIS vision they would succumb to its brilliance.  It got to the point where one part of the group split off and under the guise of putting together a rough presentation managed to refine the product taking everyone’s input into account.

I’ve seen this a lot in business.  One person – the one with the big mouth and the even larger cache of certainty – can derail an entire group.  In this case, several of the quieter participants has a lot of good things to say yet until I asked them to speak out hadn’t been able to interject.  As a manager, you need to make sure all voices are heard – even those who might not have much to contribute.  As a team member, you need to listen to all points of view and consider them.  Ask fact-based questions until the wisdom of the point becomes clear or falls away.

Part of what ails us these days, both in and out of business, is the shouting.  We need big ears, not big mouths, if we’re to succeed.  You agree?

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How Many, Not How

Mondays are no fun.  As you might know if you’ve been on the screed on a Monday, I spend most of my weekends when the ground isn’t covered with snow playing golf.

English: Golfing in Ontario golf course, Oregon.

(Photo credit: Wikipedia)

Mondays are the days when my obsession with the game (and my lack of golfing prowess) usually shows up here.  This Monday, it’s about a thought I had while I was playing in a tournament on Saturday.  I was playing on a team with a person who had clubs that were at least 10 years old.  Golf technology changes very rapidly, and his driver was the size of my five wood (meaning it was way smaller than any modern driver).  The shaft of the club was slightly bent down by the club head and I had no clue how he could hit the ball.

Hit the ball he did – some of our team’s best drives came off that club.  In fact, he hit some amazing shots both good and bad.  My favorite was a worm-burner that rolled and rolled and rolled maybe 150 yards until it stopped rolling 10 feet from the pin.  Which reminded me of the old golf adage “it’s not how, it’s how many” which is my business thought today as well.

It seems to me we spend a lot of time thinking about and discussing the tools we use in business just as there’s an equipment obsession in golf.  Those are really about the “how.”  No matter what tools you’re using, none of them matter if you’re not being consistent and clear about what you’re trying to do with them – the “how many.” It’s easy to get caught up processes and in so doing you miss a focus on achieving the real goal.   If you haven’t clarified the things you want to accomplish over time, there’s little chance of success.  The tool or app is less important than the way you use it.  The process isn’t the business.

We’ve all had bosses who focused on when a report was delivered and then never read it to see what was inside.  Woe be to those who missed a deadline, even if the work was crap.  That’s “how”, not “how many.”  Take an extra day and achieve perfection is my preference.  Hit one long and straight with a crooked driver.  Make a par with an awful shot that winds up next to the pin.  There are no pictures on the scorecard, folks.

You with me?

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