What Do You Know of What You Speak?

In early 1838, Ralph Waldo Emerson, a Unitarian minister at the time, was asked to address the graduating class of the Harvard Divinity School. The address was to be given on July 15th. Ironically, he got the invitation only a few days after he had decided to leave the ministry because he felt that organized religion could no longer command respect. Still, Emerson accepted the invitation, and on a beautiful July evening in Boston he spoke to the audience of seminarians about to enter the active Christian clergy. Most of what he said that night was the standard stuff of commencement addresses. One thing, though, stood out. He told a story about bad preaching.

“I once heard a preacher who sorely tempted me to say, I would go to church no more. Men go, thought I, where they are wont to go, else no soul entered the temple in the afternoon. A snow storm was falling around us. The snow storm was real; the preacher merely spectral, and the eye felt the sad contrast in looking at him, and then out of the window behind him, into the beautiful meteor of the snow. He had lived in vain. He had no one word intimating that he had laughed or wept, was married or in love, had been commended or cheated, or chagrined. If he had ever lived and acted, we were none the wiser for it. The capital secret of his profession, namely, to convert life into truth, he had not learned. Not one fact in all his experience, had he yet imported into his doctrine. This man had plowed, and planted, and talked, and bought, and sold; he had read books; he had eaten and drunken; his head aches; his heart throbs; he smiles and suffers; yet was there not a surmise, a hint, in all the discourse, that he had ever lived at all. Not a line did he draw out of real history. The true preacher can be known by this, that he deals out to the people his life - life passed through the fire of thought. But of the bad preacher, it could not be told from his sermon, what age of the world he fell in; whether he had a father or a child; whether he was a freeholder or a pauper; whether he was a citizen or a countryman; or any other fact of his biography. It seemed strange the people should come to church."

Emerson's preacher failed - at least in Emerson's eyes - because his discourse left Emerson asking himself: "What does he know of what he speaks?"

In today's world, we are bombarded by preaching - religious and otherwise. And, as the words rain down, a lot of us never think to ask "What does she know of what she speaks?" If we would, though, we could quickly separate the preachers who truly know from the legion who don't. One way to approach this issue is to simply ask anyone who's preaching to you "How do you know that?" Another is to use a simple tool - The Bullshit Detector - from author and economist Thomas Sowell:

"Much of the self-righteous nonsense that abounds on so many subjects cannot stand up to three questions: Compared to what? At what cost? What are the hard facts?"

There is a flip-side to this coin, of course, and it concerns our own preaching.

Conversation:

• When you are teaching or preaching or selling or otherwise giving advice, do you routinely provide evidence that you know of what you speak? If so, how do you do it? Is what you provide sufficient? How do you know?
• If not, what is a case you can make for doing so? If you are able to build a strong case in favor of doing this, how would you go about making it a habit?
  

Afterwords:

"I am not ignorant that when we preach unworthily, it is not always quite in vain. There is a good ear, in some men, that draws supplies to virtue out of very indifferent nutriment. There is poetic truth concealed in all the common-places of prayer and of sermons, and though foolishly spoken, they may be wisely heard." - Ralph Waldo Emerson

"Some people do not listen to a speaker unless he speaks mathematically, others unless he gives instances, while others expect him to cite a poet as witness. And some want to have everything done accurately, while others are annoyed by accuracy. Hence one must be already trained to know how to take each sort of argument." - Aristotle

"After having propounded his famous theory of relativity, Albert Einstein would tour the various Universities in the United States, delivering lectures wherever he went. He was always accompanied by his faithful chauffeur, Harry, who would attend each of these lectures while seated in the back row! One fine day, after Einstein had finished a lecture and was coming out of the auditorium into his vehicle, Harry addresses him and says, 'Professor Einstein, I've heard your lecture on Relativity so many times, that if I were ever given the opportunity, I would be able to deliver it to perfection myself!' 'Very well,' replied Einstein, 'I'm going to Dartmouth next week. They don't know me there. You can deliver the lecture as Einstein, and I'll take your place as Harry!' And so it came to be ... Harry delivered the lecture to perfection, without a word out of place, while Einstein sat in the back row playing 'chauffeur', and enjoying a snooze for a change. Just as Harry was descending from the podium, however, one of the research assistants intercepted him, and began to ask him a question on the theory of relativity ... one that involved a lot of complex calculations and equations. Harry replied to the assistant 'The answer to this question is very simple! In fact, it's so simple, that I'm going to let my chauffeur answer it!'" - Source Unknown

Helter Skelter

Vincent Bugliosi spent much of his career working as a prosecuting attorney in the L.A. County District Attorney's office. He is best known for the prosecution of Charles Manson and several members of his "family" for the 1969 Tate-LaBianca murders. His book Helter Skelter* is based on the Manson case. To watch Bugliosi talk about this case click here.

I had the pleasure of attending one of Vince's lectures a few years ago at the University of Texas at Austin. He spoke there about his book, Outrage: The Five Reasons Why O.J. Simpson Got Away With Murder, which is a highly critical assessment of the work of the district attorney and prosecutors - among others - in the acquittal of O.J. Simpson for the murders of Nicole Brown Simpson and Ron Goldman. And, of the many things I remember from that evening, there is one comment he made that stands out. He said the first thing he does when prosecuting a case is to do the best job he possibly can of building the defense's case. Then - and only then - does he start to prepare his case. He went on to say that if he'd have been prosecuting the Simpson case, he'd have put in up to 500 hours just preparing to give his closing argument. Of course, a good deal of that time would have been spent preparing to give the defense's closing argument. The prosecutors in the Simpson case, he said, prepared their closing argument the night before they presented it.

Now, even if prosecuting a capital murder case is not in your future plans, you can still use Bugliosi's idea to great benefit. Give it a twist in one direction, and it's a fail-safe device. Joseph L. Badaracco, Jr. explains in a story from his book Questions of Character:

"When former Treasury Secretary Robert Rubin heard someone suggest a course of action, he often asked what the strongest alternative was and the strongest reasons to pursue that alternative. Rubin knew the danger of rushing to judgment on complicated issues, and he wanted to see how carefully recommendations had been thought through."

Twist it in a slightly different way, and it's a sales training program. My former boss Larry Wilson said it first:

"Never talk about your product or service until you have demonstrated that you fully understand your prospect's needs."

Twist it again, and it's the secret to becoming a world-class communicator. Stephen R. Covey:

"Seek first to understand, then to be understood."

There are a few more rabbits I can pull out of this hat, but it's probably as good a time as any to let you have a go at it.

Conversation:

• What are some ways you might apply Bugliosi's idea - or some variation thereof - in your work or life?
  

Afterwords:

"He who knows only his own side of the case, knows little of that. His reasons may be good, and no one may have been able to refute them. But if he is equally unable to refute the reasons on the opposite side; if he does not so much as know what they are, he has no ground for preferring either opinion." - John Stuart Mill

"As a child I received instruction both in the Bible and in the Talmud. I am a Jew, but I am enthralled by the luminous figure of the Nazarene. No one can read the Gospels without feeling the actual presence of Jesus. His personality pulsates in every word. No myth is filled with such life." - Albert Einstein

"When we sleep on someone else's pillow, we sometimes find ourselves having that person's dreams." - Tom Robbins

*The title of Bugliosi's book - Helter Skelter - came from the title of a song in a double album - The Beatles - which was recorded and released in 1968. It is more commonly known as The White Album, because it has no text besides the band's name on its all white jacket. The White Album is, perhaps, best known for attracting the attention of 60's counterculturists looking for hidden meanings in the music of The Beatles. One of those searching for subliminal messages was Charles Manson, who Bugliosi said used words contained in many of the album's songs - and generous helpings of hallucinogens - to persuade members of his "family" that the album was in fact an apocalyptic message predicting a prolonged race war and justifying the murder of wealthy people. Manson named the war he saw coming Helter Skelter.

Jim Collins Is Curious George

I interviewed Jim Collins - author of the best-selling books Built to Last and Good to Great - after a Masters Forum session and asked him what drove him to put several years of research into writing each of his books. This was his answer:

"The ultimate driving force is curiosity and contribution. And the curiosity part really ties into this notion of what we jokingly call the Chimp. Be like Curious George, start with a question and look under the yellow hat to find what's there. To see, to truly understand, and go 'Ooh, that's really interesting.' And then second, to make a lasting contribution."

I might add that instead of doing research, writing books, and giving lectures to make enough money to live the good life, Jim writes books and gives lectures to fund his next research project and make his next contribution.

Two years after Built to Last became a best-seller, Jim was asked a question - by a management consultant during a dinner in San Francisco - that spawned Good to Great:

"What advice do you have for mediocre companies that want to dramatically improve themselves? Are they doomed forever to second-class performance?"

Jim rephrased the question slightly:

"How can I help people and companies go from mere goodness to greatness?"

And, set out to find the answer.

First, he set up a research lab in his hometown of Boulder, Colorado. Incidentally, the lab is housed in the same building where he attended grammar school and his conference room is his old first-grade classroom.

Then, he assembled a research team - made up of young graduate students from the University of Colorado - to walk with him on what turned out to be a five-year journey to answer his question. But, he didn't simply pick the first warm bodies that showed up on his doorstep; he chose bold, curious students - like himself - who wouldn't settle for just any answers. The team he chose took on the name Chimps, because of Jim's chimpanzee-like ways. And, it wasn't long before pictures of Curious George began to show up around the lab. In total, some 20 Chimps worked on the project at a rate of four or five a year. Their work involved: analyzing stocks, conducting interviews, collecting and coding articles, and fact checking numbers in the book. They were - to a person - fully and passionately committed to the idea of greatness. They were - as a team - willing to take full responsibility for the conclusions they drew from their research.

In addition to curiosity, Jim was looking some other characteristics in the people he hired to be Chimps. They had to be:

• Smart
  
• Willing to death march
  
• Genetically encoded to be irreverent
  
• Willing to tell him when he was wrong

Conversation:

• Which, if any, of the five traits Collins looked for are also important to you? Why?
  
• If any, some, or all of them are important to you, how are you making sure this is accounted for in your recruiting and selection process?
  
• If you are able to find and hire people who possess the traits you say are important, are you capable of leading and retaining them? Are you sure?
  
• If not, what can you do to either develop the necessary capabilities, or make sure you are not hiring people you can't keep?

Afterwords:

"Curiosity, especially intellectual inquisitiveness, is what separates the truly alive from those who are merely going through the motions." - Tom Robbins

"Strange is our situation here upon earth. Each of us comes for a short visit, not knowing why, yet sometimes seeming to a divine purpose. The important thing is not to stop questioning. Curiosity has its own reason for existing. One cannot help but be in awe when he contemplates the mysteries of eternity, of life, of the marvelous structure of reality. It is enough if one tries merely to comprehend a little of this mystery every day. Never lose a holy curiosity." - Albert Einstein

"An accident is perhaps the only thing that really inspires us. A composer improvises aimlessly the way an animal grubs about. Both of them go grubbing about because they yield to a compulsion to seek things out." Igor Stravinski, Poetics of Music

"Freethinkers are those who are willing to use their minds without prejudice and without fearing to understand things that clash with their own customs, privileges, or beliefs. This state of mind is not common, but it is essential for right thinking;" - Leo Tolstoy

Knowledge Arbitrage

Rich Karlgaard is publisher of Forbes Magazine. In a blog post from 2004 he said:

"Most business books are big fat bores, except for those that are skinny bores - those trite little tomes involving whales and cheese and lessons learned from kindergarten. Unless I know the author personally, I won't read a business book. If I do know the sucker, I like to drop the book on the pavement - in his presence - and back my car over it. I spent too many years reading such piffle, underlining and highlighting 'salient' points, taking notes and promptly forgetting everything I'd read within a week. Lessons from business books never stick. Much better learning tools are novels, history books and biographies. For me, at least, these can really teach. Why? I suppose it's because when your imagination is engaged, when you dig the lessons out yourself and connect them to your own life, the learning goes much deeper."

Then he named the best book on entrepreneurship, business, and investment he'd read in quite some time, and it wasn't a business book per se; it came from the field of religion. The book is The Purpose Driven Church. It was written by Rick Warren. Here's what Karlgaard says about it:

"Warren - in 1980 and from scratch - launched Saddleback Church in Orange County, Calif. Under his leadership, the church has become the fastest-growing one in America. (Saddleback is a Southern Baptist evangelical church, by the way.) Weekends bring in an average of 15,000 worshipers. Saddleback has spawned dozens of so-called daughter churches throughout the country. Were it a business, Saddleback would be compared with Dell, Google or Starbucks."

He went on to underscore some of Warren's advice for growing a church, substituting the word business for the word church as he went along. For example:

• Don't try to make your business grow. Instead, work to make your business healthy. Because if it's healthy, it will grow.
• Don't compete for market share. Instead, compete with non consumption. "The church [business] must offer people something they cannot get anywhere else," Warren says.
• Full list here.
  

In the example above, Rich is using the simplest form of an idea that is best tabbed knowledge arbitrage; taking ideas and concepts that work in one situation and applying them to another. A second example - this one spectacular - is described in a 2007 article in The New Yorker by Atul Gawande, M.D. The article is titled The Checklist. It tells the story of how a young critical care specialist from Johns Hopkins Hospital, Peter Pronovost, borrowed the idea of a pilot's checklist - originally conceived by the U.S. Army Air Corps in 1935 - and used it as a vehicle to remind the doctors and nurses working in the I.C.U. of the steps they needed to take in order to avoid infections when putting a line such as a catheter into a patient. The results? According to Gawande:

"Pronovost and his colleagues monitored what happened for a year afterward. The results were so dramatic that they weren’t sure whether to believe them: the ten-day line-infection rate went from eleven per cent to zero. So they followed patients for fifteen more months. Only two line infections occurred during the entire period. They calculated that, in this one hospital, the checklist had prevented forty-three infections and eight deaths, and saved two million dollars in costs."

You must be a curious sort to apply the concept of knowledge arbitrage. If you are, begin by scouring the non-business landscape to find an individual, organization, or idea that has been singularly successful. You should roam far and wide. In fact, the further out you get, the better the chances you'll make a connection your competitors wouldn't think of in a million years. Here are a handful that jump out at me:

• The U.S. Army National Training Center, Ft. Irwin, CA
  
• The Delancey Street Foundation
• The Lewis and Clark Expedition
• The U.S. Constitutional Convention
• Alcoholics Anonymous

When you land on one, study its history to learn as much as you can about the reasons for its success, and then ask yourself if there is anything useful you can import to your situation.

Conversation:

You can do knowledge arbitrage by yourself, but it's usually much more fun and fruitful when you involve others. Here are some suggestions for working as a group.

• Find an unusual place to hold the conversation. Use your imagination.
  
• Create intentionality by working on a big problem worth solving, creating a new business or reinventing an old one, transforming your culture, or some other such thing.
  
• Let the conversation create the path on which you travel. Roam far and wide, think abstractly, make up your own words, try not to use business jargon, make absurd connections, have fun, laugh, etc.
  

Afterwords:

"A great thought begins by seeing something differently, with a shift of the mind's eye." - Albert Einstein

"I try to vary my reading diet and ensure that I read more fiction than nonfiction. I rarely read business books, except for Andy Grove’s Swimming Across, which has nothing to do with business but describes the emotional foundation of a remarkable man. I re-read from time to time T. E. Lawrence’s Seven Pillars of Wisdom, an exquisite lyric of derring-do, the navigation of strange places and the imaginative ruses of a peculiar character. It has to be the best book ever written about leading people from atop a camel." - Michael Moritz, venture capitalist

Take a Metaphor and Call Me in the Morning

I love metaphors! They open our eyes by showing us how something we can't understand is pretty much akin to something we can. For example, Albert Einstein used a metaphor to explain the difference between two communication technologies:

"The telegraph is a kind of very long cat. You pull his tail in New York and he is mewing in Los Angeles. Radio operates in exactly the same way, except there is no cat."

And, if you ever watch the television show House, you'll find the show's lead Dr. Gregory House - played by Hugh Laurie - using metaphors of all shapes and sizes to help him and his team diagnose and treat one mysterious illness after another. This one is from an episode titled Autopsy:

"The tumor is Afghanistan, the clot is Buffalo. Does that need more explanation? OK, the tumor is Al-Qaeda. We went in and wiped it out, but it had already sent out a splinter cell - a small team of low-level terrorists quietly living in some suburb of Buffalo, waiting to kill us all. It was an excellent metaphor. Angio her brain for this clot before it straps on an explosive vest."

Metaphors also help us to remember ideas and concepts. Here is an excellent example from Paulo Coelho's December 19, 2009 blog post. It's The Story of the Pencil taken from a work of his titled Like a Flowing River.

A boy was watching his grandmother write a letter. At one point he asked: "Are you writing a story about what we’ve done? Is it a story about me?"

His grandmother stopped writing her letter and said to her grandson: "I am writing about you, actually, but more important than the words is the pencil I’m using. I hope you will be like this pencil when you grow up."

Intrigued, the boy looked at the pencil. It didn’t seem very special. "But it’s just like any other pencil I’ve ever seen!"

"That depends on how you look at things. It has five qualities which, if you manage to hang on them, will make you a person who is always at peace with the world."

"First quality: you are capable of great things, but you must never forget that there is a hand guiding your steps. We call that hand God, and He always guides us according to His will."

"Second quality: now and then, I have to stop writing and use a sharpener. That makes the pencil suffer a little, but afterward, he’s much sharper. So you, too, must learn to bear certain pains and sorrows, because they will make you a better person."

"Third quality: the pencil always allows us to use an eraser to rub out any mistakes. This means that correcting something we did is not necessarily a bad thing; it helps to keep us on the road to justice."

"Fourth quality: what really matters in a pencil is not its wooden exterior, but the graphite inside. So always pay attention to what is happening inside you."

"Finally, the pencil’s fifth quality: it always leaves a mark. in just the same way, you should know that everything you do in life will leave a mark, so try to be conscious of that in your every action."

A reader of the post added a sixth quality:

"The pencil continues to serve its purpose till its last bit. Time and age does not affect its basic characteristics and its ability to leave a mark. You do not have to stop being yourself or act any different just because you’re growing old!" - Amruta

Conversation:

• What is a metaphor for the way you live your life?
  
• The way you approach your work?
• The contribution you and/or your business makes to others?
  
• The value you place on your most important relationships?
• The way you deal with obstacles, hardships, or fear?
• The way you handle acclamation or success?
• The legacy you want to leave?
  

Afterwords:

"The highest human capacity is the capacity for metaphor." - Aristotle

"By indirections find directions out." - William Shakespeare, Hamlet II

"You don't see something until you have the right metaphor to let you perceive it." - Thomas Kuhn

"The American mind is not even close to being amenable to the ideogram principle as yet. The reason is simply this. America is 100% 18th Century. The 18th century had chucked out the principle of metaphor and analogy - the basic fact that as A is to B so is C to D. AB:CD. It can see AB relations. But relations in four terms are still verboten. This amounts to deep occultation of nearly all human thought for the U.S.A. I am trying to devise a way of stating this difficulty as it exists. Until stated and publicly recognized for what it is, poetry and the arts can't exist in America. Mere exposure to the arts does nothing for a mentality which is incorrigibly dialectical. The vital tensions and nutritive action of ideogram remain inaccessible to this state of mind." "With most cordial seasonable wishes for you and Mrs. Pound." - Marshall McLuhan, in his 1948 Christmas letter to poet Ezra Pound

"If an organization is narrow in the images that it directs toward its own actions, then when it examines what it has said, it will see only bland displays. This means in turn that the organization won't be able to make much interesting sense of what's going on or of its place in it. That's not a trivial outcome, because the kind of sense that an organization makes of its thoughts and of itself has an effect on its ability to deal with change. An organization that continually sees itself in novel images, images that are permeated with diverse skills and sensitivities, thereby is equipped to deal with altered surroundings when they appear." - Karl Weick

"I have stolen more quotes and thoughts and purely elegant little starbursts of writing from the Book of Revelation than anything else in the English language - and it is not because I am a biblical scholar, or because of any religious faith, but because I love the wild power of the language and the purity of the madness that governs it and makes it music." - Hunter S. Thompson

Six-Word Memoirs

There's a literary legend that the great American writer Ernest Hemingway was once challenged in a bar to write a story in six words. He wrote:

"For sale: baby shoes, never worn."

A couple of years ago, Smith, an online magazine dedicated to personal storytelling, picked up on the Hemingway legend and started a contest in which people - celebrities and just plain folk - wrote and submitted six-word stories of their own - as memoirs. The magazine received over 15,000 stories and selected a few hundred to publish in a book, Not Quite What I Was Planning: Six-Word Memoirs by Writers Famous and Obscure. Among those published are:

"Longed for him. Got him. Shit." - Margaret Atwood

"Well, I thought it was funny." - Stephen Colbert

"Liars: hysterectomy didn't improve sex life." - Joan Rivers

"After Harvard, had baby with crackhead." - Robin Templeton

"Seventy years, few tears, hairy ears." - Bill Querengesser

"Found true love. Married someone else." - Anonymous

Conversation:

• Do you think it's possible to sum up your life in just six words?
  
• Are there some possible statements, questions, or ideas that speak to who you are?
  
• Can you think of a single poignant moment, for example?
  
• Is there a song - or movie, poem, book, story, speech, quote - that is particularly meaningful?
  
• Can you recall a time when you were at a crucial juncture in your life, and the decision you made then? How might your life have turned out, if you'd made a different choice?
• What is your six-word memoir?
  

Afterwords:

"Everything should be made as simple as possible, but not simpler." - Albert Einstein

"The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers." - M. Scott Peck

“Only barbarians are not curious about where they come from, how they came to be where they are, where they appear to be going, whether they wish to go there, and if so, why, and if not, why not.” - Isaiah Berlin - The Crooked Timber of Humanity

"I didn’t have a 'mission statement' at Burger King. I had a dream. Very simple. It was something like, 'Burger King is 250,000 people, every one of whom gives a shit.' Every one. Accounting. Systems. Not just the drive through. Everyone is 'in the brand.' That’s what we’re talking about, nothing less." - Barry Gibbons, former CEO