See What You Say
July 31, 2012
Edward Morgan Forster is an English novelist who died as I was graduating as an English major at Dartmouth College in 1970.
Like many creative writers, E. M Forster traveled the world; and of his six novels (each of which was made into a film), it is A Passage to India, written in 1924, that was most popular.
He also wrote many short stories, plays, film scripts, essays, literary criticism, two biographies and even a libretto. He was, to say the least, a prolific writer.
The secret of his productivity is probably the genius and tortured soul which drives so many great authors. However, there is one quote from E. M. Forster that may be especially revealing. He said: “How do I know what I think until I see what I say?” He was a writer in order to be a better thinker.
I have neither genius nor a tortured soul; but what has driven me to write throughout my administrative career – and what has kept me blogging twice a week for three full years as of today – is that I cannot be sure what I know – or what I believe and will stand behind – until I can see it in writing and know that it will be read by others. That’s when I begin to know what I really think.
Driving Lessons
August 19, 2014
Many millions of us this summer took to the expressways of North America, and most of us reached our destinations safely. I find myself amazed at how few the accidents are when highways are crowded with hunks of metal traveling at 60, 70 and even 80 miles per hour.
There are three actions on a fast-moving expressway that jeopardize the health of travelers that are like three actions that jeopardize the health of organizations.
- First, if any number of drivers defies heavy traffic or wet pavement, then the well-being of all the others is at risk.
- Second, if just a single car ahead of a crowd of others slams on the brakes, then a chain reaction collision is likely to follow.
- Third, if a driver fails to look around and indicate the intention to change lanes, then those around that car must take evasive actions to escape trouble.
Likewise, organization leaders who move forward too fast without regard to their environment, leaders who suddenly slow down or stop their forward motion, and leaders who fail to consult with those around them and clearly signal their intentions to make a change, put their enterprise at risk.
Lessons for the office, learned on the road.