The Soft Stuff is the Hard Stuff

"I have also a flower," declared the little prince as he tried to describe his planet to a geographer.
"We do not record flowers," said the geographer.
"Why is that? The flower is the most beautiful thing on my planet!"
"We do not record them," said the geographer, "because they are ephemeral."

-Excerpt from The Little Prince
Authored & illustrated by Antoine de Saint-Exupery
(1900 - 1943)
Writer, Poet and Aviator

As individuals, we tell stories to each other, and about each other as a means of gaining, sharing and transmitting insight into who we are, how we operate and what kind of people we are. It's the same with companies. Culture is ephemeral - a living thing which must constantly be refreshed then passed from one person to another preserved in the form of stories.

"Corporation" is a generic business structure. The hottest ad agency is a corporation. So is a sleepy bank, so is a funeral home. We can usually tell the bank from the funeral home, and certainly from the ad agency - not so much by their corporate documents - but by the atmosphere, the attitude, the culture.

As managers, we often find it difficult to create the distinction between our [generic] firm and the [generic] competition. We suggest that this battle is begun and won first in the hearts and minds of the employees (not the customers) and it is won through culture, then through stories. If you win the "battle" with the employees, they will bring the customers and the marketplace along.

Our first job as leaders is to establish the basics: legal form, financial assumptions and structure - building, desks, chairs, etc. But maybe we're missing something. What if the new employees walked in and discovered an office filled with Red Phones - only Red? Of course, there'd be questions - "What's with the Red Phones?" [Step One]

Now the manager says: "Only one thing will make us successful: Getting on the Phones! I want you guys to eat, sleep and dream about getting on the phone with our prospects, then with our clients - to generate the business! It's so important for us that we live and die around how much business you can bring in - hence the red phones. Don't forget this! It's our life blood! Now get calling!" With that, Mark picks up his own handset and makes the first call... [Step Two]

When a recruit later joins the firm, she has a list of questions at lunch: "Where's the Accounting office? Who should I emulate? What's with the Red Phones?" The senior teammate tells the story... "I remember my first day... Red Phones everywhere... and Mark explained the deal... 'Now get calling!'... and he picked up his own handset and started dialing... there was maybe five seconds of stunned silence and then in a rush, we all sat down and started punching in numbers!" [Step Three]

Here's the formula for establishing a culture: Define, Demonstrate, Pass Along

[Step One] DEFINITION
In order for a culture to take form and shape, it must first be defined - laid down in the succinct forms of shell documents, but also as mission and purpose statements. At first it's merely a dream.

[Step Two] DEMONSTRATION
Once defined in writing, the culture must come to life in demonstration - and be proven in practice - by senior players - converting definitions and assertions into fact. Now it lives, but it's ephemeral.

[Step Three] PASSING IT ON
For proven Ideas and Actions to assume the stature of Cultural Cornerstones, they must become immortal in the form of stories - passed along from one generation to the next. Now it can live forever in the retelling.

Most companies define their point of view, their reasons for existing in their charters - where they remain buried in the generic documents that issue from the attorneys and go directly to the secretary/treasurer for burial. Seldom read, rarely understood, they don't rise to the level of getting anyone awake, much less excited. Many management teams let go of the reins right there, never taking the firm beyond the generic state. It's difficult to be loyal to a corporate form.

But what if something made that form unique? Perhaps easier to get with the program? Then what if the management demonstrated the proposition - proving its usefulness? What if they showed a little style, a little fire? Now the employees have an idea, a proven process and a story to tell - and perhaps treasure. They have a shared culture. It's ephemeral yes; but it's also immortal.

There are manuals for policies, networks for electronic communication, and departments for sales, product development and actuarial planning. There are generally accepted rules for accounting, scheduling and ways for treating the boss and the shoeshine guy, and of course; software applications for everything. We need all that concrete stuff to set us up! But to set us apart; it's all about ephemera - culture and stories.

The soft stuff is the hard stuff! Pass it on!

When the Heart Sings

"It's in Apple's DNA that technology alone is not enough. It's technology married with liberal arts, married with the humanities, that yields us the result that makes our hearts sing."

-Steve Jobs
(1955 - 2011)
American Technologist, Entrepreneur
Co-Founder and CEO of Apple

Would you rather know "What the man said;" "What he meant;" or "How he felt about it?

"What he said", might be useful in a contract dispute – lawyers thrive on that stuff – the words on the page. "What he meant," might be more useful in forming an alliance, or a service business. But in founding a partnership, managing, coaching, leading a team – or endowing a marriage – it's a big help to know how the other person feels – in addition to the rest.

Words... FAIL!
Our thesis here is that words – wonderful though they are – are merely approximate indications of what a person is experiencing. Your words don't fully convey your intentions, or state of mind. And the other person is similarly hobbled by the inexactitude of words, numbers – text. The written word approximates and abstracts spoken language; and spoken language with all its conventions, grammar, syntax, emphasis and idiom – is but a gross harmonic of actual consciousness – as it existed seconds before the process of composition and transcription began. Text is an archaeological artifact, an attempt to exhume a state of mind that no longer exists.

The challenge? "Thought" is chaotic, unsystematic, holographic, intuitive, logical, visual/pictorial, emotional, instantaneous, then as slow as molasses... Attempting to "freeze thought" into language turns something dynamic into something static. For this reason: "What are you thinking?" may be the most dangerous question in the world – both to ask and to answer. Just as you attempt to describe what you were thinking ten seconds ago, the accuracy of the description fades as the ink dries...

Description relies on Abstraction: (from the Latin "abs," meaning away from; and "trahere," meaning to draw) which is the process of taking away or removing characteristics from something in order to reduce it to a set of essential characteristics.
Thought abstracts experience.
Words abstract thought.
So, right at the outset, we're already twice removed! In "communicating," we're actually manipulating abstractions – not always getting at the true intention or underlying meaning. Language and words are but the carrier waves of meaning – not the meaning itself. We tend to get lost in the words, the facts, the details and our abstractions become obstructions. (For proof of this concept, re-read the last two paragraphs...) Words Fail.

More than Words
Successful speakers are great with words of course, but getting at intentions and feelings, requires one to transcend text and demonstrate! ("Don't tell me that you love me, SHOW me!") This demands a complete array of tools: pictures, graphics, props, music, theatrical performance, electronic aids, emotion, staging, the vaunted and powerful eye contact and sometimes pure physicality and Gesture.

Do it in layers
1. What you say explains what you think: the text is a solid foundation.
2. What you intend is contained in the main idea and the next step.
3. Finally, your depth of feeling is expressed in the delivery of the message.

When you write, rehearse and deliver, don't let the words get in the way. Seek to make the heart Sing! Tell me what it is. Tell me what it does. Show me how it'll make me feel.

Applications:

1. Personal:
Words can't get it done, but it all starts with text. So don't ignore it or short change it, Love the text! Over a few centuries of trying, we've accumulated quite a lexicon of nuances – The Oxford English Dictionary. We both salute and recommend a regular communion with this cultural repository of elected meanings. Put your feelings into words, then writing. "Send an Artifact" to a friend to show how much you care. Cards Count!

2. Familial:
A sad commentary on our culture, is that we have come to rely on texting and email to such a degree that a phone call or (horrors) an actual in-person conversation – is deemed too extreme, too tedious, too demanding...even at home. "Texting, Updating Facebook, Surfing and Streaming while in proximity to each other" does not define a family dinner! Mandate a "Technology Free Zone" and enjoy the ups and downs of real family communion! (Well, at least once a week...)

3. Professional:
When was the last time you touched a colleague? If you want to share your feelings, your intensity, your depth of intention; reach for a hand, a shoulder or an all out hug and be seen as the intense, genuine leader and human being that you are! Yeah, it's a sterile workplace out there; but that's all the more reason to step out of the "Envelope of Acceptability" and Take a Risk! Hug someone!

Also, stand as you deliver, move, gesture and modulate! Give your team someone to watch as you present. Remember, communication is a whole body activity. They won’t be able to gauge your commitment until you show them.

Excellent communication begins with the words, the text and moves on to include the speaker's intentions and desired outcomes, but only achieves its highest ends when the heart sings!


Thanks Steve, for making our hearts sing. Godspeed.

Instant Karma

"And in the end, the love you take is equal to the love you make."

-The Beatles
British Pop Music Group
"The End"
From: Abbey Road
Apple Records, London,1969
George Martin, Producer

"What goes around, comes around!"

-American Colloquial Phrase

"If you wait by the river long enough, you'll see the body of your enemy floating by."

-Japanese Proverb

"Do unto others, as you would have them do unto you."

-The Golden Rule

So what about Karma?

From ancient times, the belief has persisted that there is a form of "karmic balance" operating in the universe – that what we put out; ultimately comes back to us. What we think; becomes real. Our actions rebound and come back around to haunt or help us. Like begets like.

Maybe you believe it, maybe you don't. It's one of those things that's not easily measurable with an egg timer. So why discuss it?

Hang in here for a moment. What if we had the sustained focus and mental stability of a monk or a Saint and concentrated? Would we likely see that "evil" tends to play out and be overcome? And that "good" tends to pass along from one person to another until, when you least expect it, someone is there looking out for you in a tough patch? Perhaps if we lived longer, we might become more aware of the cyclic nature of things and be more knowledgeable about that larger cosmic machinery. But we don't. And because of either "religious persuasion", or short sightedness, we undertake to sit in a restaurant and argue the reality of past lives or accumulated bad karma – while ignoring (or stiffing) the waitress.

We think such discussion gets too highfalutin and completely misses the point. Let's just be really practical. There's no way one can answer these great questions from the viewpoint of a single lifetime! So don't try. Instead, let's get really low down and practical...

If you do good to your colleagues, there's comparatively less need to look over your shoulder. If you do well by and for your Boss, it'll take some heat from under his pot. If you treat your spouse/partner with love and respect, there's a greater likelihood of calm affectionate cruising ahead. It's not guaranteed, but if you radiate warmth, respect, firm intentions and clear communication; it's likely you're going to get more of that in return. Not later when the cosmic boogie man comes to balance the scales; but right now.

Maybe that's the real "Instant Karma" that John Lennon was referring to: you get it back in exchange right now. And a life of repeated good exchanges is: Pretty Good Karma.

It's a big universe out there. From our vantage point, we can't see the entire thing at work. Maybe someone else's bad juju has slipped over into your fairway. It happens. So rise above it! Maybe it isn't "yours." Decide, without provocation, to demonstrate the greatness of spirit required to rise above the indignity and behave with style and grace. Oh and don't forget – rising above adversity may be the best way to build up positive karma.

Don't start with the undebatable, "No proof of past lives!" canard. Of course there are past lives…yesterday. Get with it. Get out of your head and get down into being both realistic and practical. Of course there's Karma! And while you've been wondering and arguing, you've made more of it to clean up!

Here are some Instant Karmic applications for the Individual, the Family Member and the Business Person:

1. Individuals
Start with the waiter. Make great eye contact. Smile. Speak slowly and clearly. Get into their space. Ask their advice – really. Recognize that there's a person in there trying to get an acting job, college degree, make ends meet… Notice the more substantial service that ensues. And leave a better tip. Then check it out when you return. Karma, neh?

2. With the Family
Go ahead, kick the dog and yell at the cat. See how that works out for you. Growl at the kids and be sarcastic with your mate. Then take notice of the character of the responses. Notice the forming low pressure in the kitchen – how's that singed microwave meal? Feel free to make your case: No karma at home? We don't think so…

3. At the Office
Help a subordinate with a project. "Listen them off the ceiling" with a personal issue. Check in with your boss and ask for some cogent coaching about your career. Ask how you can help the enterprise. Notice the simple arithmetic of favors and strokes given and accepted that makes the office a winning environment or an endless exchange of hostile gestures.

Truth is, it doesn't take a hundred lifetimes to see karma in operation. It's going on all around you, all the time. Next time someone does you some harm or gives you a dirty look; ask yourself: "Have I given that same feeling to someone else?" The realization can be painful. But the real lesson is that you can start creating positive Karma - and a much more complementary workplace… Simply start this second, this moment and send out only the kind of emotion, attitude and vibration that you wouldn't mind getting back. It doesn't matter if you "believe" in it. Act on it anyway. Starting now, remake your Karma!


"In the end, the love you take, is equal to the love you make."

Returning Decorum to Discourse (Spoken Word Division)

"What I lack in decorum, I make up for with an absence of tact."

-Don Williams, Jr.
American Novelist and Poet
(1968-)

"Discourse on virtue and they pass by in droves, whistle and dance the shimmy, and you've got an audience."

-Diogenes of Sinope
(c. 404 - 323 B.C.E)

"Remember this, that there is a proper dignity and proportion to be observed in the performance of every act of life."

-Marcus Aurelius
Roman Emperor
(121 - 180)

Time was, one stepped to the lectern, and delivered one's carefully written, and painfully rehearsed remarks to people who paid careful attention and remained respectfully silent throughout - with the occasional outbreak of spontaneous applause. That was before the Time of the Great Circus.

We're on a dark path here...

How it is...
How it oughta' be...
How to get there...

How it is...

Well, it's not good. The tenor of public discourse has gone south, way south. We're not respectful of one another, or our audience. We're not polite. We don't listen. We're poised for outrage. Everyone seems to be demanding their own private stage (in the middle of the public arena). We are too quick to pigeonhole the other side into a mockery of their actual position. We do not allow one to finish before starting our own pre-planned opposition. It has become a smack down; a mockery of civilized discussion. It's not talk; not discussion or debate. It's something entirely worse. We demonize those who disagree; we steal, dilute and eliminate their humanity. We destroy the notion that we have anything in common... actually we agree about more than we disagree. It really is an embarrassment of bad manners - for all of us. It's enough to make one choose to turn off the media and retire to Walden Pond. There's a complete absence of decorum in discourse.


How it oughta' be...

Many of us can still remember what it sounded like to hear two or more people discussing something important. There was a sobriety about it. People focused their whole attention on what was being said, and did not interrupt. They thought about it for a moment before leaping to a response. They respected the other person, if not their idea: but they gave "the distinguished opponent" the benefit of the doubt; knowing that after the debate, they were going to share dinner at the local grill - as friends and colleagues. We thought better of one another in those days. We granted each other a certain credibility and stature. But enough of the past.

We've lost it. But we can get it back. We can do those things still. There's nothing in the rule book that demands that we behave like a mob. (Actually, the rule book - though dusty - demands just the opposite.)

So what's ideal?
We suggest the middle of the road - not either/or - not an extreme on either side. It's easy to believe that since one is the Honcho of the Home, that one is also Monarch of the Mall and Queen of the coffee bar. It. Just. Isn't. So! We're still in this life, this country, this company, this city/county, family - TOGETHER. The ideal is to respect the whole, more than the sum of the parts; or a single part. You can win an election with a hair-thin majority; but you can't accomplish anything unless everyone gets on board. Ladies and Gentlemen: It's time to remember that we need each other - and we all have to contribute to what's best - each of us. Not just those with corporate jets, Everyone.

How to get there...

It begins with you. Yes, YOU!
Stop pointing at others with blame and outrage as you tune to your favorite brand of defamation. Tuning it out doesn't work. Shouting it down doesn't work. What can work is a simple two-part process:

A. Making yourself felt.

B. Managing yourself and your own corner of the universe to a higher standard.
(Details and applications follow...)

As it took us years to allow our culture to descend this far, it will take years to get it right again.

The sooner we begin...

1. Personally
a. Resist the urge to tune out or shout it down. Call the station and politely tell them how their broadcast made you feel. Write the Congresswoman a letter and tell her how your respect would grow if she behaved in a loftier way. Congratulate your friend at Starbucks for having the courage of his conviction, and tell him he'd be more convincing if he polished up his politeness. (Make yourself felt.)

b. Recognize that the true damage begins when we "think the worst" of any other person or group. The "holocaust" begins in the mind before it comes to the streets. When we consider a living, breathing, human opponent to be somehow undeserving of respect, and begin seeing them as the label we impose; we're on the road to Darfur. Start by seeing your opponents as opponents - not enemies. You'll raise your game, and theirs. (Brighten the corner where you are!)


2. At Home
a. Tell the kids coolly and honestly how their behavior makes you feel - sad and a little embarrassed. Tell them what you'd like to see instead (and model the behavior). Tell your partner coolly and calmly that though you understand there's an upset; the outrage may not achieve the desired result. Maybe there's a softer way to go forward together. (Make yourself felt.)

b. Manage your own perceptions. They're your loving family - not sub-humans. They are not the enemy. See them as the slightly confused, occasionally thoughtless humans they really are - and then notice that you may have given them cause. (Make sure you work from the higher ground.)


3. At Work
a. Reviews happen perhaps once a year, or once a quarter. They're always painful for all concerned, perhaps because of the pent-up truth telling that would more rightfully happen moment to moment or day to day. (Make yourself felt.)

b. Make sure you're seeing your team not through the lens of your last job, or the lens of last year, but through the just cleaned lens of this moment. If you're not sure where they stand just now, invite them to put it out there for you. Look out - honesty begets honesty. (Brighten the corner where you are.)


4. In the Public Sphere
a. No guilt, no blame, no flame. But make yourself felt to your congress, your president and your city council. Let them know how they're doing, and they'll likely do better.

b. When all else fails, try speaking. Brighten the corner where you are and step up to the lectern. Give us something to follow and don't be surprised, if having raised the level of debate, we don't start following you.


Diogenes was looking for an honest man. Make yourself easy to find!

How do you get to Carnegie Hall?

He's cool! He's hip! He's with it! He's a young man with a trumpet case in one hand while the other snaps out the beat as he sashays down the street. Sporting a beret and shades, he's the embodiment of jazz. Whoa, he stops - comes face to face with an elderly couple (Tourists!): "Excuse me young man, can you tell us the way to Carnegie Hall?" A slow smile of understanding and over his shoulder he replies, as he re-commences the walk, "Practice Man, Practice!"

-Anonymous New York Story

"From fear to familiarity. I move from not knowing the work, to knowing, then loving it. Finally the work and I become one. Practice is both the doorway and the journey."

-J.R. St. John

Almost everyone comes to presentation training under duress. "Mastering something you hate" - is not something one thinks about with longing, but instead, something a superior mandates. "Ah joy! I get to plumb the depths of the art of presentation in front of my colleagues while failing to handle my field clients and follow-up calls. So while I'm embarrassed in the field; I can also be embarrassed in conference!"

Truth is, you may suffer a little, but we haven't lost a participant yet.

Know what? You're not likely to master the art and science of presentation in three days. Not gonna happen. Black belt? Out of the question! But - together, we just might get you to the point where you can practice freely without fear of embarrassment, and you can catch sight of Mastery off in the distance. The lesson; Nobody wins without climbing the hard stairway of Practice. For beginners, we focus on three things: What to practice, Why and How to practice.


What to Practice: "Ready, Set, Go!®" and Focus

"Ready, Set, Go!"

1. Establish the Objective! It's not about you, it's about them! Know what you want them to do. If all else fails, you simply look at them and tell them! An approach both straightforward & genuine - Great Combination!

2. Analyze the Listener! If you've analyzed his motivations, you can leave out what isn't relevant. Shorter is always better. Since he knows you've built it for him, you've earned his respect and attention.

3. Organize Your Remarks! Good structure makes it easy to deliver, easy to follow and easy to recall. Every part of the box diagram is there for a reason. Practice a little; the boxes become second nature, and their usefulness reveals itself more with each iteration.


Silence & Focus

"Your focus needs more focus." (Mr. Han in The Karate Kid)

Mr. Han may have had it right: to silence the mental monkeys and get a clear interior workspace, you simply focus on what's really important - the listener. Focus on their eyes, and before you know it, you're not thinking about mental noise or nerves; you're involved in a conversation. The direct contact you may fear is the very thing that will set you free.


Why Practice: Discovering Mastery

* It's one thing to understand the concepts: Student.
* Another thing entirely to demonstrate the understanding: Practitioner.
* Doing it endlessly, effectively and effortlessly while enjoying it: Master.

Every hour spent in practice yields its own special reward. As the hours increase, the fears decrease. Practice is the reward. Mastery, which resides beyond the horizon - comes a little later.


How to Practice:

Refinement in the absence of Criticism

We often avoid practice knowing that we're going to beat ourselves up... Who would subject themselves to that? Learn to discriminate between bad, good, better and best without becoming critical. OK, the first cut may have been a little rough, but keep going and get ten more versions out there for comparison. Then breathe and refine some more. Practice is about improving on the next run, not giving yourself pain for the last one. Good practice always looks ahead.


Practice in Sequence

1st Run: Structure... Make sure the flow and transitions are correct.
2nd Run: Content... Make sure everything is accurate, correct and reflects your "author's intent."
3rd Run: Delivery... Make sure the hands, voice, body and visual aids function and collaborate.
4th Run: Fun... Let 'er rip! Find the fun and enjoy your own stellar performance.

The guy who practices ten times is always better than the guy who didn't. No exceptions.

Practice Man, Practice!

Applications:

1. Personally:
You don't get known as a dynamite presenter, manager, facilitator or executive without eons of practice. Put aside a place at home as your practice space. There you do your dry runs. No interference, no bosses, no phone calls, no interruptions. Practice! Run through the presentation. Once, Twice, Three Times. Now you're getting a glimpse of how it might look as you make it right. Keep at it. One night, two and a Sunday afternoon - Hey, you're gonna kill 'em on Tuesday!

2. At Home:
The apparency of our microwave popcorn culture is that “anything good can be had in moments," while you're watching a first run movie on satellite. In reality this ancient truth has not changed: "Anything of substance must be mastered one slow step after another - until in the fullness of time Mastery is achieved." Mastery is not a thing, but a moment - evinced by the surrender to endless practice. Teach this to your family and see them rise at school, church and community.

3. At Work:
Find a practice partner: someone who gets it, and will trade their support in exchange for yours as you both practice for the tough meetings, the difficult presentations and the hard confronts. You have to anticipate all the possible outcomes; then prepare the optimum responses and practice each one until you can handle any eventuality as if you had pre-planned the whole thing... Which, in fact, you did! Give your old coach at Fusion a call, just for confirmation.


Practice is the doorway, and the bridge.
Mastery is surrender to endless Practice.

Next stop, Carnegie Hall!

Red or Black?

A British Officer manned an individual post in Africa. A fellow officer came to join him from London. They meet for dinner, the guest in his road khakis and the officer in dinner jacket and starched white shirt.

The guest says, "I daresay no one would know if you don't dress for dinner here in Africa..."

The Reply: "Surely not old man, but I'd know."





Fusion's Signature Colors? or Double Entry Bookkeeping?

For years, bookkeeping was done with a debit column (entered in Red Ink) and an income column (entered in Black). History - such a wonderful teacher...

Today of course, we do our entries on the keyboard, and all in one color. But the power of noticing that you were "in the red" was once enough to send shivers down the spine of a generation taught never - ever to be in debt. (Of course, that too has changed...)

We chose the colors because of their historic symbolic importance, to remind us that every communication interaction is going to leave you in the black; or in the red. You're either going to be better off, with a new or enhanced relationship; or you've lost ground. One almost never communicates without any outcome or result.

Red or Black. Plus or Minus. Each communication - all day long. Every day.

It's a little scary to contemplate the compounding power of excellent communication, presentation, negotiating and sales skills. Factor in the added impact of aligning all the people in the sales force telling the same story(s). Then add the multiplier of the entire sales desk, then marketing, the executive team, and the adjunct sellers in the retail world and you can see why we believe "the story is an asset." Tell it once and the value is small. Tell it three, four, ten times, and deposits begin to accumulate. The value of the stories compounds with the re-telling. Imagine an army aligning the activities of the cavalry, infantry and artillery in a coordinated attack. Imagine a football team realizing the power of alignment with its defense, offense and special teams creating a coherent game strategy. Think of a symphony pulling together the strings, brass, woodwinds and percussion. Music! Rock and Roll: Sales Organizations using communication skills to get "in the black" by selling (or writing) "tickets."

So much for the Black. If we pull ourselves together and deliver a structured memorable and repeatable presentation, we win. If we tell it again, we win. If we ask for the order every time? We win. If our teammates join in, we win. If other departments join in, we win. If we persist over the years, we win by creating a winning culture.

What about the red? Lost opportunities. What if we don't show up for the presentation looking like a consummate pro? We lose. What if we don't structure it for optimum memorability and repeatability? We lose. What if we just have a perfectly pleasant conversation with no particular outcome? We lose. What if we go a few days or a week without sticking to the structure and focusing on the outcome each time? So what? Who's to know? What's the big deal? - it's just this one time... Multiply that by the number of teammates who also didn't take the trouble this time, this week, this month. We don't notice it right away. But every lost opportunity is a failure to gain. (Of course, our teammates might not know how many opportunities we failed to convert in the field; but then again, they might.) Even if we're selling, we're not building an aligned sales effort. We're in the red. We might win a small sales battle, and lose the big battle for brand identity and integrated team communication. We're in the red.

Put yourself, your team and your organization firmly in the black - every time, every day, all the time. Fusion.

Applications:

1. Personally:

Before you sound off next time, ask yourself; "What is my intention with this diatribe? Will it enhance my relationships, or reduce people's respect for me? Is there a way I can preface this, so people will be able to put it in context and make some space for my unfortunate humanity?"

2. At Home:

Too often we turn off the filters and our partners, spouses, children - even the pets get more honesty and heat than they bargained for - or deserve. Opinions, upsets, outrage, rolled eyes (this one's for you teenagers...) and sarcasm are usually better presented in a private room as individual servings. Filtering your communications can be a blessing and preserve that familial tranquility. At the same time, considering the perspective of the audience can often cause you to alter your message and/or delivery in a way that get you the result you're looking for. Imagine the power of a united family front at school, scouts and the neighborhood.

3. At Work:

Red or Black? Your choice. Sticking with the story, the structure, the standard, and the next step can put you and your team in the plus column once, regularly or for the long term. Nobody will know if you don't stick with Fusion every time, but why give away the extra points? Sure it's tough, but then - weren't you hoping to be a champion?


"I daresay no one would know if you don't dress for dinner here in Africa..."

The Reply: "Surely not old man, but I'd know."


(And so goes the Empire...)

Of Course it's Acting

General Patton: "If we're not victorious, let no one come back alive!!"

Lt. Col. Codman: "You know something General? Sometimes they can't tell when you're acting and when you're not."

Patton: "It's not important for them to know. It's only important for me to know!"

- George C. Scott as General George S. Patton
Patton
(1970)

Directed By:
Franklin J. Schnaffner

Production Company:
Twentieth Century Fox

Story and Screenplay By:
Francis Ford Coppola
Edmund H. North

Acting? Of Course it's Acting!
But it's genuine nonetheless.

Acting is the bridge between the spirit and the physical. Acting and Action are required to provoke a result, a reaction, a response. If you don't act, nothing will occur. So you must act. The challenge: Calibrate your actions so as not to underwhelm or overwhelm your listeners. The absence of this skill results in acting badly and bad acting. The presence of this skill connotes acting well and a good performance.


Bad Acting

"You are going to try and turn me into something I'm not!"
-Anonymous Participant Pre-call

Many people resist going to training; fearing that something "false and unnatural" i.e.: "Acting" will be imposed on them. They are uncomfortable thinking that they'll be expected to generate unreal emotions, or turn on the histrionics. So they stay home and avoid the terrible training. Then, to protect themselves from unwelcome interaction in meetings, they sit quietly at the table, hands folded in their laps, looking gravely at their computers. Well, no danger of over-acting there... But if ever there was an example of "bad acting" - this is it.

Who would want to attend that meeting? You delivered the entire presentation in a painful monologue. How do we know which ideas you find interesting and valid? Is there a code? How do we tell what you think we should do? Sure you said something about a recommendation; but the way you said it indicated that you didn't really believe we should act on it - not for a second. The delivery fell flat. Bad acting, in a nutshell.

It's a riddle, isn't it? We protect ourselves from "seeming false" or doing anything bad by not doing anything at all... and we come off in the perception of our listeners as boring, dull, disinterested and listless - over-controlled even.


Good Acting

"Good Acting" is how one makes the self "Known."
An act. A single act; a gesture perhaps - is how you signal an intention or a perspective. We know it's you by checking your actions and your speech patterns against what we already know of you. When we register what you say with how you appear, we get a conclusion: "Hey, it's really you and you're genuine!" OK then, we might just take you seriously and respond in kind.

Action and "acting" are the beginning of course, but a series of aligned actions can demonstrate a continuity of purpose. A year of continuity demonstrates sincerity, honesty and commitment. A lifetime of continuity with thoughts, words and deeds aligned, is integrity.

Acting is how you tell us what you think, what you want and how badly you want it. It can be false (witness the summer of our discontent in Washington D. C.) but it can also be true, honest, and deeply genuine.

Make it so. And make yourself - known.


Training and Practice

"Acting is not being emotional, but being able to express emotion."
-Kate Reid
Canadian Actress
(1930-1993)

Good acting is learned. And practiced, and polished. It doesn't happen "naturally." No, it happens because you think it's worth learning. TRUTH: If you want people to attend to your remarks, you must attend to how you deliver them. Listeners have an internal bull**** detector that reacts to dis-alignment between content and delivery... "I heard what you said, but I didn't get the impression you really meant it."

You have to want people to understand not only the pure content of your message, but the intentions behind it and your degree of desire to be understood. Acting makes the connection.

Take the course. Practice. Rehearse. Then do it some more - until it works and "sings!" Sure the learning is going to be a little edgy and a little weird, that's what learning feels like. After the training, your "acting" will become more and more genuine, until what was "learned behavior" in the beginning becomes and appears as natural and as genuine as breathing.

All professional skills - though they appear eventually to be natural and genuine - first had to be learned.

Applications:

1. Personally
The calibration of manifestation (Telling it Like it Is!) is a requirement for being taken seriously. If someone shouts everything, we think they're annoying. If someone whispers everything, perhaps a basket case. So get some training and get your "act" together.

2. At Home
Think before you speak, before you raise your voice - or lower it. What you say has an impact, but how you say it impacts your believability and the sense that others have of your sincerity. Take it seriously, and you'll be taken seriously.

3. At Work
Of course it's drama. It's just better if you underplay it a little. Be really organized but put it across as if you just got it together in the hallway. People will shake their heads and wonder how you got your columns aligned and presented in such a quiet way. "No Drama" is drama - but really classy drama.

It's all acting. Lousy Acting leaves us sad to be in the room as it goes down. Good Acting makes us take you seriously enough to follow - and even elect you. Decide to leave people moved, proud and inspired when you speak. Then go attain that result. It may take years, but it'll be worth it.

Of course it's acting. But it's genuine - and so are you.