Are You Lucky?

When he appeared at The Masters Forum, author Dan Pink told of a conversation he had with an HR executive he met at a conference. When talk turned to unusual interview questions, she shared her favorite:

"Are you lucky?"

Dan immediately thought, "I'm so going to steal that." And, he did.

I heard a great story about luck several years back. It came from Cliff Havener and concerned a consulting project he had just finished at 3M. Cliff included the story in his book - Meaning: The Secret to Being Alive - which was published two or three years hence. I quote from the book:

The general manager of 3M's Occupational Health and Safety Products Division once asked me to conduct a broad-scale study. The flagship of his line was disposable face masks.

The two questions he wanted answered were: Why was this product successful? and Will it continue?

If you didn't know how and why it would work, how did you get into the business?

Here's what he told me:

Once upon a time there were two R&D scientists experimenting with a technology to mold paper into various shapes and have it stay that way. Once they got it to work, they asked each other, 'Now what can we do with this?' One suggested paper dresses. 'Nah!' said the other, 'That's been done.' But, being on the subject of women, he added, 'But what about paper bras? A woman could wear the bra for a few days and throw it away. She'd never have to wash it.' That was their idea of the product's reason for being. Each asked his wife what she thought. Being supportive, loyal wives, they answered, 'Oh honey, you're so smart. What a great idea!' They just didn't mention they wouldn't wear one on a bet. Having completed their market research, the two convinced management to build a pilot plant. It consisted of die-cutting machines stamping out everything from 32As to 44Ds.

They named the product, packaged it, and gave it to the sales force that called on department stores. These guys usually called on the stationery buyer about tape and such. They made a detour to see the lingerie buyer, who, of course, was a woman. The roars of laughter that erupted from the lingerie buyers' offices caused the sales guys to slink out without bothering to open the door. With bright red faces, they called headquarters: 'Did you clowns ever check this out? That was the worst experience of my life.' The home office cheered! One possible application of the technology had been eliminated. They were one step closer to finding a home for it.

'O.K., the bra idea didn't work. Now we've got all those die-cut machines. What can we do with them?' someone asked. 'Well, if we cut the bras in half and add rubber bands, we'll have face masks,' someone offered. That's what they did. Industry bought them, like crazy. That's how we got into this business. The thing is, we don't know why industry bought 'em like crazy - or if they're gonna keep buying them like crazy.

What I found out was that while Tweedledum and Tweedledee were playing with the bras that became face masks, the Occupational Safety and Health Administration (OSHA) changed its primary focus from accident prevention to air quality. Manufacturing plants found themselves equipping workers with canister masks. Canister masks are heavy. They restrict breathing, induce fatigue, and interfere with vision. Morale and productivity plummeted. Adding insult to injury, plants had to sterilize the masks every night further increasing costs.

Into this situation blindly stumbled a product that was lightweight, induced far less fatigue, and interfered less with vision. It provided a way for companies to comply with OSHA’s regulations without destroying their profit. That’s dramatically superior usefulness. No wonder industry bought ‘em like crazy.

The company had provided dramatically superior usefulness – without consciously intending to do it, knowing how to do it, or knowing it had done it.

This is also a story of prototyping. Send something into the market. Find out if it works. If it does, great. If it doesn't, regroup and try again. Typically, though, a company will make a much smaller bet on the front end.

Conversation:

• Are you superstitious?
• Do you believe in karma?
  
• Are there some people who are just plain lucky and others who are unlucky?
  
• Who is the luckiest person you know? Unluckiest?
  
• How has luck - good or bad - made a difference in your life and career?
• Is good luck simply a matter of being in the right place at the right time? If so, how can you know when you're standing in the right spot?
  
• What can you do to increase the chances you'll be lucky?
  

Afterwords:

"No matter what our character, no matter what our behavior, no matter if we are ugly, unkind, murderers, saints, guilty sinners, foolish, or wise, we can get lucky." - Mario Puzo, author of The Godfather

"Luck or tragedy, some people get runs. Then of course there are those who divide it even, good and bad, but we never hear of them. Such a life doesn't demand attention. Only the people who get the good or bad runs." - John Steinbeck

"My luck is getting worse and worse. Last night, for instance, I was mugged by a Quaker." - Woody Allen

We're All Just Cavemen with Briefcases

Muhammad Yunus is a Bangladeshi banker and founder of Grameen Bank, which trades in microcredit or small loans. These loans are given to entrepreneurs too poor to qualify for traditional bank loans. In 2006, Yunus and Grameen Bank were jointly awarded the Nobel Peace Prize "for efforts to create economic and social development from below."

During an interview aired November 22, 2006, on PBS' The News Hour Yunus said:

"All human beings are entrepreneurs. When we were in the caves we were all self-employed ... finding our food, feeding ourselves. That’s where human history began ... As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs."

Primeval memories of our entrepreneurial nature are being stirred as we speak, though. Dan Pink has poked at us with his book Free Agent Nation: The Future of Working for Yourself.

And, Richard Florida believes the sooner our inner entrepreneur wakes up and gets moving the better, because the new world of work will be dominated by those with an entrepreneurial spirit and creative juices flowing in their veins. In The Rise of the Creative Class he says:

"Access to talented and creative people is to modern business what access to coal and iron ore was to steelmaking."

Companies agreeing with Florida will battle hammer and tong to find and keep top talent. But, does getting the best-of-the-best to pull up a stool at your saloon matter all that much? Why not save a little time - and more than a few Benjamins - by hiring next-to-the-best talent? One answer comes from Nathan Myhrvold, former chief scientist for Microsoft:

"The top software developers are more productive than average software developers not by a factor of 10x or 100x, or even 1,000x, but 10,000x."

Another from Ed Michaels, author of the The War for Talent:

"Steve Macadam at Georgia-Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years."

If you decide you want to attract and keep the best-of-the-best, you'll have to ante up the following just to get in the game:

• great job
  
• great location
  
• great company
  
• great compensation and benefits
  
• great boss
  
• great coworkers
• great everything
  

Beyond that, you must provide a convincing answer to the question Stan Davis and Chris Meyer say superstars will be sure to ask, and keep asking; it's from their book Future Wealth:

"If I invest my mental assets with you, how much will they appreciate? How much will my portfolio of career options grow?”

If you already have some of these folks on board and want to keep it that way, you should have the following conversation with each of them on a regular basis.

Conversation:

• How are you being challenged? What other responsibilities would you like to assume?
  
• How fast are you learning new things? How important are the things you've learned?
  
• What are you best known for today? What else? Another?
  
• What would you like to be able to add to that list by this time next year?
  
• What are you doing to gain public recognition for your capabilities and accomplishments?
  
• How many significant names have you added to your list of contacts in the last 6 months?
• What changes have you been able to make in your resume over the last year?
  

Afterwords:

"Why was Solomon recognized as the wisest man in the world? Because he knew more stories (proverbs) than anyone else. Scratch the surface in a typical boardroom and we’re all just cavemen with briefcases, hungry for a wise person to tell us stories." - Alan Kay

"The real source of wealth and capital in this new era is not material things ... it is the human mind, the human spirit, the human imagination, and our faith in the future." - Steve Forbes

"For a moment he was completely befuddled, but this is a condition which can never exist for long in a mind like Khaavren's, a mind which acts like a fallow field, in which it is only necessary for a seed to touch it before this seed will sprout, although with what fruit is not always apparent." - Steven Brust, The Phoenix Guards

"Intrinsic motivation lies at the heart of Deming’s management philosophy. By contrast, extrinsic motivation is the bread and butter of Western management. A corporate commitment to quality that is not based on intrinsic motivation is a house built on sand." - Peter Senge

"Creativity comes from freedom." - W. Edwards Deming