Your Business Is Pasta

Our Foodie Friday Fun this week is pasta.

English: Strozzapreti pasta

Strozzapreti pasta (Photo credit: Wikipedia)

I’ve expressed my love of Italian food on many episodes of the screed and there’s nothing more Italian than macaroni. There are dozens of shapes and types . Long noodles, short noodles, extruded shapes, rolled shapes. Most are associated with a particular region and the type of sauce dictates the type of pasta.  My personal favorite are the Strozzapreti – the Priest Stranglers of Roman cuisine.

Walking into a fresh pasta store in Italy is a mind-blowing experience. There are so many choices and what isn’t available can be made for you using the array of dies they have. Yet the basic building blocks are very simple – flour, eggs, maybe some oil, maybe some water. There are add-ins like spinach and squid ink but the basic as always the same. What does this have to do with your business?

First, many of us get frustrated in our attempts to “be different.”  We tend to focus on being radically different when the reality is that the basic ingredients are, in many cases, the same.  The little alterations – a pinch of salt, the cheese used in the filling – are what separates good from great and the same old same old from the fresh.  If you change things up too much, like badly made pasta it falls apart.

So what are the basic business ingredients?  The same ones we discuss all the time around here.  A plan, an open mind, a focus on facts, a great team, and an ability to listen to everyone – customers, markets, and staff.  Like flour and eggs, dozens of outcomes are possible depending on the circumstances. We determine which pasta to make base on the sauce we’re creating – delicate noodles with delicate sauces, ridged pasta to catch the sauce.  In business we need to think about the sauce – the market  – as we consider the pasta – your business.

If your business was a pasta, which one and why?  Something to ponder!

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The Smartest One In The Room

We all like to believe that we’re smart.  I always used to ask that as an interview question of potential employees – “are you smart?”  No one ever said they weren’t and I certainly wouldn’t have expected them to.  Me?  I sometimes feel as if I’m not the smartest guy in the room even when I’m alone.

I bring this up today because I came across a study that I found interesting and thought you might as well.  It’s about how we evaluate one another as well as how we represent ourselves (hence the above interview question).  It’s in the Journal of Personality and Social Psychology which I don’t make a habit of reading but the study popped up in my news feed.  Here is the abstract:

When people seek to impress others, they often do so by highlighting individual achievements. Despite the intuitive appeal of this strategy, we demonstrate that people often prefer potential rather than achievement when evaluating others. Indeed, compared with references to achievement (e.g., “this person has won an award for his work”), references to potential (e.g., “this person could win an award for his work”) appear to stimulate greater interest and processing, which can translate into more favorable reactions. This tendency creates a phenomenon whereby the potential to be good at something can be preferred over actually being good at that very same thing.

In other words, we much prefer hearing job candidates talk about how they are empty vessels capable of greatness than about how many deals they’ve closed.  I think that’s why I used to ask the “smart” question – it gets to a candidate’s potential.  The thing is that the raw intelligence – the potential – has to be married to a respect for the intelligence of those around you.  No matter how smart you may be, you need to seek out people smarter than you are to keep yourself growing.  If you can’t find an individual, the odds are that the collective wisdom of co-workers and peers can serve the same purpose.

You think that’s smart?

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Good Results

There’s an expression one hears in sports sometimes that a final score is a good result.  It doesn’t pertain to your team winning (which I guess is always a good result).  Instead, it means that the outcome of the match is in line with the way the game was played. The team that dominated the game won even if it was a sloppy match or something unusual like an own goal kept it closer than it should have been.  Ugly play didn’t get in the way of the outcome.  You hear the expression in boxing too.  It means that there was no lucky one-punch knockout or the fight was stopped by a cut on the person who was winning.  The “right” guy won.

I had the same thought when the whole controversy about Jordyn Wieber happened during the Olympics.  Even though she finished fourth during the qualifying round she couldn’t compete for the all-around gymnastics gold because international rules only allow two competitors per country in the finals.  This was seen as a bad result – she played well and yet she wasn’t allowed to continue (one could ask why no one complained about the rules in advance of the Games when the US had such a deep squad but hindsight is always perfect…).

Maybe it’s the notion of fairness that’s inherent in thinking something is a good result.  That’s certainly part of it but I think it’s a bit of a misplaced focus too.  There’s a golf expression – “it’s not how, it’s how many.”  That means it doesn’t matter if you hit a soaring perfect shot to 3 feet or if you skull it along the ground to the same place.  All that matters is the final score.  As Bobby Orr said, forget about style; worry about results.  Here’s the thing: business outcomes often aren’t fair.  Idiot self-promoters get great jobs and smart, quiet people languish.   There’s a lot of focus in business on style, on “how” instead of “how many.”  Are those a “good result?”

We might ask ourselves how many good people or excellent opportunities are we overlooking because they don’t fit into our idea of perfect.  Winning ugly is still winning, right?

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