First Friday Book Synopsis

"…like CliffNotes on steroids…"

Charles Dickens, Twyla Tharp, Steve Jobs – Focus; Focus on the Core, the Spine

The first steps of a creative act are like groping in the dark:  random and chaotic, feverish and fearful, a lot of busy-ness with no apparent or definable end in sight.  There is nothing yet to research.  For me, these moments are not pretty.  I look like a desperate woman, tortured by the simple message thumping away in my head:  “You need an idea.” 
You need a tangible idea to get you going.  The idea, however miniscule, is what turns the verb into a noun – paint into a painting, sculpt into sculpture, write into writing, dance into a dance.
…Spine, to put it bluntly, begins with your first strong idea.  You were scratching to come up with an idea, you found one, and through the next stages of creative thinking you nurtured it into the spine of your creation.  The idea is the toehold that gets you started.  The spine is the statement you make to yourself outlining your intentions for the work…  If you stick to your spine, the piece will work. (emphasis added). 
Twyla Tharp — The Creative Habit:  Learn it and Use it for Life (A Practical Guide)

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Charles Dickens

I was listening to NPR the other day.  It was the 200th birthday of Charles Dickens.  Any author that receives a segment on his 200th birthday (plus a birthday party at Westminster Abbey) qualifies as a significant author.  But we didn’t need NPR to tell us that.

In the midst of the story by Linda Wertheimer (Dickens At 200: A Birthday You Can’t ‘Bah Humbug’), this paragraph jumped out.

Novelist Jennifer Egan is a fan who came back to the books and unexpectedly found that Dickens felt modern.
“The way that Dickens structured his books has a form that we most readily recognize now from, say, the great TV series, like The Wire or The Sopranos,” says Egan. “There’s one central plot line, but then from that spin off all kinds of subplots. And so he would go off in all sorts of directions and create these amazing secondary characters who would go in and out of focus. But then there was also this sort of central spinal column of a plot that he would return to.”

“This sort of central spinal column of a plot…”  When I heard this, I remembered the section about “spine” from Twyla Tharp’s The Creative Habit.  To Tharp, you need an idea!  And then, that idea has to be attached to the “spine,” and the “spine” is what centers the piece, centers the project, centers the “idea.”

This idea of “spine” reminds me of the Steve Jobs decision, upon his return to Apple.  Apple had too many products in the pipeline.  They were too unfocused.  They had lost their spine.  Jobs got rid of practically every project except the core two or three.  Jobs helped them re-find and remember their spine.

Call it backbone, but don’t think just of courage; think of connection to the core, connection to the central idea.  Consider the dictionary definition of spinal column:  “constituting a central axis or chief support.”  Everything is connected to, and supported by, the spinal column.  You can’t have a body, a structure, a company without that central axis or chief support.

The word spine is also the word used to hold the pages of a book together.  No spine, no book – just a loose connection of pages.

Business books use many words to describe this concept:  focus; core product…  but here is the clear principle:  have a solid, sound, unshakeable core.

In the devotional classic, John Bunyan’s Pilgrim’s Progress, the main character, Christian, is trying to cross the river.  The water is moving rapidly; the water is rising, and he is about to go under. But Hopeful calls out from the midst of the same dangerous river:

Then they addressed themselves to the water, and entering, Christian began to sink, and crying out to his good friend Hopeful, he said, I sink in deep waters; the billows go over my head; all his waves go over me.
And Hopeful calls out:  “Be of good cheer, my brother, for I feel the bottom, and it is sound.” 

“Feel the bottom.”  Get the spine right.  Get the core product, the core principle, the core service right.  Don’t go off chasing anything that is not utterly connected to your core – your spine.

Dickens, and Tharp, and Jobs, and Bunyan had it right.

What is your spine?

Tuesday, February 14, 2012 Posted by | Randy's blog entries | , , , , , , , | Leave a comment

Wanted: Idea Fusers

Here is an excerpt from an article written by Bronwyn Fryer for the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.

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It’s become pretty much common knowledge that great innovation springs from the ability to pull two unlike things together to create a beautiful third. Steve Jobs famously shifted a paradigm when he fused calligraphy with technology to create the Mac’s graphical user interface. Many great inventions fuse something very simple, cheap and widely accessible — say, a small piece of paper — with something expensive and complex — say, a medical laboratory test — to come up with a marvelous solution, such as George Whitesides’postage-stamp sized diagnostic tool.

And though not always disruptive, many innovations spring from the fusion of business models. Consider Rent the Runway, a mashup of high-end fashion and Netflix-style rental scheme. Sometimes a fusion of two ordinary objects creates an interesting, if not necessarily beautiful, third: Kristen Murdock makes cowpie clocks from dried, varnished cowpies and, well, clocks. Apparently they’re selling like hot … pies.

As Hal Gregerson and Jeffrey Dyer, authors of The Innovator’s DNA, have observed, the ability to associate unlike ideas is fundamental to innovation: “Overall, associating is the key [innovative] skill because new ideas aren’t created without connecting problems or ideas in ways that they haven’t been connected before.” But I wonder — why is it so difficult for companies to hire and promote people who are good at associative thinking?

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To read the complete article, please click here.

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Bronwyn Fryer is a contributing editor to HBR.org.

 

Tuesday, February 14, 2012 Posted by | Bob's blog entries | , , , , , , , , , , , | Leave a comment

7 signs of a dysfunctional company

Here is an article written by Steve Tobak  for CBS MoneyWatch, the CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the website’s newsletters, please click here.

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(MoneyWatch)  I was just reading about how Barack Obama and George W. Bush are the most polarizing presidents of the past 50 years, meaning they had the largest gap in approval ratings between democrats and republicans.

Some think there’s a chicken and egg aspect to the question of which came first, our divisive leaders or our divided nation, but I think it’s entirely a function of leadership. If Obama and Bush were effective leaders, the nation wouldn’t be so divided.

That’s because, by definition, leadership is about somehow getting people with disparate views to coalesce and execute on goals and plans they would never agree to on their own. Clearly, that’s not happening in Washington and that’s why America’s so divided. Makes sense, right?

Now, it’s tempting to paint all ineffective leaders with the same brush. You can get away with that in politics. Just label the incumbent a big fat loser, vote the bum out of office and call it a day. But when it comes to the corporate world, that’s not entirely practical because, well, it’s often hard to tell the losers from the keepers.

For example, I’ve worked with micromanaging control-freak jerks who were remarkably effective leaders. They united people and accomplished great things. On the flip side, I’ve known good executives who were well liked but, nevertheless, couldn’t get everyone moving in the same direction.

While companies may not have political parties to deal with, polarizing leadership and divisive management are real and entirely common issues that destroy organizational effectiveness and ultimately lead to operating failure in companies big and small.

Since we can’t really solve a problem without identifying it first, here are [three of] seven signs of a dysfunctional company with polarizing leadership:

1. Ivory tower effect. When self-important executives make decisions in a vacuum or otherwise barricade themselves in their expansive corner offices, that creates a nasty cultural divide between management and employees. On the contrary, I knew one executive VP who insisted on sitting in a cubicle with his people. Good man.

2. Warring factions. You hear it all the time: “There’s a natural tension between sales and marketing”; or “Come on, everybody hates HR,” like it’s an inevitable feud between warring factions. That’s bologna. There’s nothing natural or inevitable about it. It’s dysfunctional, it’s divisive and it fosters rivalry instead of alignment.

3. Strategy du jour. When dysfunctional executives consistently overreact to a single data point and take the entire organization in a new direction. Often the result of hallway or ad-hoc meetings in obscure places and making decisions in the absence of those who are actually responsible for that sort of thing.

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To read the complete article, please click here.

Steve Tobak is a consultant and former high-tech senior executive. He’s managing partner of Invisor Consulting, a management consulting and business strategy firm. Contact Steve by clicking here, follow him on Facebook, or connect on LinkedIn.

 

Tuesday, February 14, 2012 Posted by | Bob's blog entries | , , , , , , , , , | Leave a comment

   

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