The Spoken Word

May 18, 2012

It’s that time of year again, when school and college graduation speakers and their speeches make news.  That time of year when I think most about public speaking.

I enjoy a great speech.  I don’t have to agree with the content:  if a speech is well constructed and both articulately and passionately conveyed, I’ll listen intently and get pleasure from hearing it.

Sadly, in much the same way that written communication is being castrated by the likes of texting and tweeting, full-bodied speeches are being reduced to a series of soundbites to fit television newscasts and even briefer “reporting.”  Because politicians or comedians (if there’s a difference) tend to pounce on and poke fun at one line of a speech, today’s most articulate public speakers seem reluctant to chance a creative metaphor or to stretch an argument beyond conventional thought and expression.

I do recognize that it is important to not confuse rhetoric with results, or worse, to miss the follies that have often flowed from fine words and flowery phrases.

But still, l like the spoken word.  Where the speaker has spent time thinking about how the words sound, alone and in combination.  A speaker who uses stories to tell a story.  A speech that draws from other places and times to help us understand here and now, and to help us consider where we’re headed next.  And of course, a speech that’s brief – one when the speaker finishes just before the listener, who still has something to ponder when the speaker leaves the podium.

Values Trump Rules

November 19, 2013

The last two postings, which were about rules and rule-making, have quoted from how:  Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.

Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.

He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.

This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”

It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”

Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”