"Criminal Minds" is a police procedural television show produced by CBS. Reruns are shown on Ion Television as well as other cable networks.
The show deals with the FBI's Behavioral Analysis Unit as they work to solve difficult crimes and crime sprees. Even thought the cases can be painful and gruesome, the dialog and bookend quotes can be very reflective.
In Season 6, Episode 2 ("JJ", September 29, 2010) agent Jennifer 'JJ' Jareau is being transferred away from the team. The transfer makes no sense to the team since they are on the top of their game, mainly due to great unit chemistry.
In her exit interview, JJ talks about the aspects of change and uncertainty.
I'm thankful for my years spent with this family, for everything we shared, every chance we had to grow. I'll take the best of them with me and lead by their example wherever I go. A friend told me to be honest with you, so here it goes. This isn't what I want, but I'll take the high road. Maybe it's because I look at everything as a lesson, or because I don't want to walk around angry, or maybe it's because I finally understand. There are things we don't want to happen but have to accept, things we don't want to know but have to learn, and people we can't live without but have to let go.
I really like the line:
things we don't want to know but have to learn
In personal growth, quite often we must overcome some knowledge we fear. We do not want to hear other give us criticism. We do not want to find our weaknesses. We do not want to find our mistakes. However, we must learn these shortcomings to step beyond them.
Monday, October 29, 2012
Leadership: Take a risk with a promotion
Often a manager must decide upon a promotion of a candidate that may not be ideally ready. If at all possible, take the risk and promote the candidate.
Few people are completely ready for a promotion. However, they will rise to the situation and surprise you with their desire to success. They will be more appreciative of the opportunity and be more dedicated.
You may need to mentor this newly promoted candidate more. As a leader who develops other leaders, this is by the best way to invest your time. John Maxwell says that developing leaders is the fastest way to grow your organization.
In the mentoring process, connect back to the new manager's background. Often, this background was the reason she was promoted. Military background, college athlete, and challenging childhood are often good sources for leadership reflections.
Few people are completely ready for a promotion. However, they will rise to the situation and surprise you with their desire to success. They will be more appreciative of the opportunity and be more dedicated.
You may need to mentor this newly promoted candidate more. As a leader who develops other leaders, this is by the best way to invest your time. John Maxwell says that developing leaders is the fastest way to grow your organization.
In the mentoring process, connect back to the new manager's background. Often, this background was the reason she was promoted. Military background, college athlete, and challenging childhood are often good sources for leadership reflections.
Saturday, October 27, 2012
Los Angeles Art: Allen Harrison at Lois Lambert Gallery
Allen Harrison exhibition at Lois Lambert Gallery in Bergamot Station in Santa Monica. Exhibit ends 11 November 2012
Lois Lambert Gallery website: http://www.loislambertgallery.com/
Harrison's paintings use texture and pattern which are visible close up. As you back away, impressive sunsets appear.
Bergamot Station Art Center is an incredible collection of art galleries, museums, and art stores.
Harrison's paintings use texture and pattern which are visible close up. As you back away, impressive sunsets appear.
Bergamot Station Art Center is an incredible collection of art galleries, museums, and art stores.
Friday, October 26, 2012
Critical Thinking and Creative Thinking--Maxwell
Great excerpt from John Maxwell's Put Your Dreams to the Test.
As you work to remain flexible, remember that while the dream may stay the same, everything else is subject to change: timelines, resources, assumptions, plans, and team members. Comedian Bill Cosby's quip, "Nothing fits a pigeonhole but a pigeon," is humorous but true. Remain flexible and be ready to change. And be ready to employ two skill sets:
Critical Thinking that asks, What needs to be changed?
Creative Thinking that asks, How can we change it?
If you can remain flexible and use such thinking, you have a good chance of facing challenges and overcoming obstacles.
Leaders often get stuck on one side of the balance. They may use too much Critical Thinking and not look into innovative actions. Or they may use too much Creative Thinking but not tackle the correct problem. It is best to approach challenges using both modes.
As you work to remain flexible, remember that while the dream may stay the same, everything else is subject to change: timelines, resources, assumptions, plans, and team members. Comedian Bill Cosby's quip, "Nothing fits a pigeonhole but a pigeon," is humorous but true. Remain flexible and be ready to change. And be ready to employ two skill sets:
Critical Thinking that asks, What needs to be changed?
Creative Thinking that asks, How can we change it?
If you can remain flexible and use such thinking, you have a good chance of facing challenges and overcoming obstacles.
Leaders often get stuck on one side of the balance. They may use too much Critical Thinking and not look into innovative actions. Or they may use too much Creative Thinking but not tackle the correct problem. It is best to approach challenges using both modes.
Sunday, October 21, 2012
Leadership: Putting all your eggs in one basket
One of Napoleon Hill's principles of success is to find your Definite Chief Aim. In his book Law of Success: The 21st-Centry Edition, Revised and Updated (2003, edited by Ann Hartley and Bill Hartley), he touch on why a Definite Chief Aim is important to a leader.
All great leaders base their Leadership on a Definite Chief Aim. Follower are willing followers when they know their leader is a person with a Definite Chief Aim who has the courage to back up that purpose with action. Even a balky horse know when a driver with a Definite Chief Aim takes hold of the reins, and it yields to that driver.
Andrew Carnegie's advice was: "Place all your eggs in one basket adn then watch the basket to see that no one kicks it over." By that he meant, of course, that we should no dissipate nay of our energies by engaging in sidelines. Carnegie was a sound economist and he know that most people would do well if they harnessed and directed their energies so that some one thing would be done well.
Leaders always have numerous demands on their time. They have to decide when to say "no", when to say "yes", and when to say "more!" Having a Definite Chief Aim is important in guiding those decisions.
All great leaders base their Leadership on a Definite Chief Aim. Follower are willing followers when they know their leader is a person with a Definite Chief Aim who has the courage to back up that purpose with action. Even a balky horse know when a driver with a Definite Chief Aim takes hold of the reins, and it yields to that driver.
Andrew Carnegie's advice was: "Place all your eggs in one basket adn then watch the basket to see that no one kicks it over." By that he meant, of course, that we should no dissipate nay of our energies by engaging in sidelines. Carnegie was a sound economist and he know that most people would do well if they harnessed and directed their energies so that some one thing would be done well.
Leaders always have numerous demands on their time. They have to decide when to say "no", when to say "yes", and when to say "more!" Having a Definite Chief Aim is important in guiding those decisions.
Make Yourself Sick of Communicating--De Pree on Leadership
"If you're a leader and you're not sick and tried of communicating, you probably aren't doing a good enough job."
Max De Pree, Leadership Jazz
Most leaders have several constituencies to communicate with. Make a list of those groups and track how often you communicate with them.
Often, you will find that you are overlooking one or more groups. Maybe long term clients? Maybe long term employees. Maybe vendors and collaborators.
Here is a list of potential groups that a leader should try to communicate with on a regular basis.
Max De Pree, Leadership Jazz
Most leaders have several constituencies to communicate with. Make a list of those groups and track how often you communicate with them.
Often, you will find that you are overlooking one or more groups. Maybe long term clients? Maybe long term employees. Maybe vendors and collaborators.
Here is a list of potential groups that a leader should try to communicate with on a regular basis.
- Inner circle: John Maxwell talks about a leader's inner circle of close advisors. Do you routinely communicate with them. Do they feel that you listen to them?
- New Employees
- Veteran Employees: Long time employees are often key to an organization. However, they may feel that their voices are no longer heard. Ask for their insight on changes.
- New Clients
- Long Term Clients: The marketplace is constantly changing. Your clients are being approached by other service providers with new deals and new products. Communicate why these clients should stay with you. More importantly, why should they refer new business to you.
- Vendors
- Community Leaders: Most successful organizations have strong connections to the community. Think beyond an annual donation to a national charity. Find out the needs of local non-profits and local schools. Can you provide a local college with an intern opportunity?
Wednesday, October 17, 2012
The Shining by Stephen King: a couple of excerpts
There is one paragraph in The Shining where Stephen King describes the psychic occurrences at the Overlook hotel. Very imaginative.
In wasn't a perception of sight or sound, although it was very near to those things, separated from those senses by the filmiest of perceptual curtains. It was as if another Overlook now lay scant inches beyond this one, separated from the real world (if there is such a thing as a "real word," Jack thought) but gradually coming into balance with it. He was reminded of the 3-D movies he'd seen as a kid. If you looked at the screen without the special glasses, you saw a double image--the sort of thing he was feeling now. But when you put the glasses on, it made sense.
All the hotel's eras were together now, all but this current one, the Torrance Era. And this would be together with the rest very soon now. That was good. That was very good.
I love the analogy of the old 3-D movies.
The novel was originally written in 1977. In the 2001 introduction to the novel, King commented about his interaction with Stanley Kubrick. They discussed how the story blurs the supernatural and the psychotic.
My single conversation with the late Stanley Kubrick, about six months before he commence filing his version of The Shining, suggested that it was this quality about the story that appealed to him: What, exactly, is impelling Jack Torrance toward murder in the winter-isolated rooms and hallways of the Overlook Hotel? Is it undead people, or undead memories? Mr Kubrick and I came to difference conclusions (I always thought there were malevolent ghosts in the Overlook, driving Jack to the precipice), but perhaps those different conclusions are in fact, the same. For aren't memories the true ghosts of our lives? Do they not drive all of us to words and acts we regret from time to time.
In wasn't a perception of sight or sound, although it was very near to those things, separated from those senses by the filmiest of perceptual curtains. It was as if another Overlook now lay scant inches beyond this one, separated from the real world (if there is such a thing as a "real word," Jack thought) but gradually coming into balance with it. He was reminded of the 3-D movies he'd seen as a kid. If you looked at the screen without the special glasses, you saw a double image--the sort of thing he was feeling now. But when you put the glasses on, it made sense.
All the hotel's eras were together now, all but this current one, the Torrance Era. And this would be together with the rest very soon now. That was good. That was very good.
I love the analogy of the old 3-D movies.
The novel was originally written in 1977. In the 2001 introduction to the novel, King commented about his interaction with Stanley Kubrick. They discussed how the story blurs the supernatural and the psychotic.
My single conversation with the late Stanley Kubrick, about six months before he commence filing his version of The Shining, suggested that it was this quality about the story that appealed to him: What, exactly, is impelling Jack Torrance toward murder in the winter-isolated rooms and hallways of the Overlook Hotel? Is it undead people, or undead memories? Mr Kubrick and I came to difference conclusions (I always thought there were malevolent ghosts in the Overlook, driving Jack to the precipice), but perhaps those different conclusions are in fact, the same. For aren't memories the true ghosts of our lives? Do they not drive all of us to words and acts we regret from time to time.
Tuesday, October 16, 2012
Approaching Resolutions: Who and Where--Covey
In Principle-Centered Leadership, Stephen Covey emphasizes resolutions and how to approach them. He starts by highlighting the two common mistakes with resolutions.
First, we don't have a clear knowledge of who we are.
Second, we don't have a clear picture of where we want to go
Covey talks about the power of others in breaking bad habits and moving towards a goal. Having someone to keep you accountable helps keep you responsible. "Accountability partners" are uses in many coaching situations. They could be your mentor, your managers, your workout buddy, your AA sponsor, your Weight Watchers group, or a family member. In leadership, accountability to others is key.
First, we don't have a clear knowledge of who we are.
Second, we don't have a clear picture of where we want to go
Covey talks about the power of others in breaking bad habits and moving towards a goal. Having someone to keep you accountable helps keep you responsible. "Accountability partners" are uses in many coaching situations. They could be your mentor, your managers, your workout buddy, your AA sponsor, your Weight Watchers group, or a family member. In leadership, accountability to others is key.
Sunday, October 14, 2012
Challenge of Mentoring; Sticking to it
“I am not a teacher, but an awakener.”
― Robert Frost
One challenge of leadership is mentoring. A good leader strives to help each team member develop and reach her potential. Some people are easy to mentor. You share a few observations and make some suggestions. They ask a few questions and they start following your suggestions.
Many people, however, are difficult to mentor. They forget the saying "when you point one finger at someone, you have three fingers pointing back at you." They want to blame their struggles one someone else. It takes patience and consistency to mentor these people. As a mentor, you may see the internal problem the person has. But it may take a long time for them to admit to it.
A relationship based on trust and transparency is a great starting point for mentoring. If the person to be mentored does not trust you, they will be looking for underlying motives behind your suggestions. You can build that trust with the small acts of service over time.
― Robert Frost
One challenge of leadership is mentoring. A good leader strives to help each team member develop and reach her potential. Some people are easy to mentor. You share a few observations and make some suggestions. They ask a few questions and they start following your suggestions.
Many people, however, are difficult to mentor. They forget the saying "when you point one finger at someone, you have three fingers pointing back at you." They want to blame their struggles one someone else. It takes patience and consistency to mentor these people. As a mentor, you may see the internal problem the person has. But it may take a long time for them to admit to it.
A relationship based on trust and transparency is a great starting point for mentoring. If the person to be mentored does not trust you, they will be looking for underlying motives behind your suggestions. You can build that trust with the small acts of service over time.
Saturday, October 13, 2012
Communicating A Leader's Values; Gunning
In The Leadership Challenge, Kouzes and Posner discusses the need for Clarify Values. They point out the need to have your communications on all levels reflect your values. Important to this is the choice of words, phrases, and metaphors.
Mixed messages can happen when some leaders try to motivate. Often, motivational talks use aggressive sports and military analogies. Sport and military fields have many very powerful stories and messages, however they can conflict with the values of many businesses and organizations.
In constrast, several positive examples are given from a speech made by Louis Gunning of Unilever. He focuses on the value of service and caring.
"The core insight about great leadership comes down to service. Somehow it humanizes us."
"People want to live meaningful lives; . . . .they want to grow and they want to be part of an organization that helps them to contribute to something that is far bigger than they could ever create on their own."
"Caring for the community needs to be in the heart of all our actions. Once we get this right, then the rest will come into place."
Sports and military fields have many great figures that business leaders and non-profit leaders connect to. A well-rounded leader should balance these greats with other greats known for compassion, service, and integrity.
Balance Vince Lombardi with Mother Teresa
Balance George Patton with Martin Luther King
Balance Michael Jordan with Mohandas Gandhi
Balance Sun Tzu with Eleanor Roosevelt
Mixed messages can happen when some leaders try to motivate. Often, motivational talks use aggressive sports and military analogies. Sport and military fields have many very powerful stories and messages, however they can conflict with the values of many businesses and organizations.
In constrast, several positive examples are given from a speech made by Louis Gunning of Unilever. He focuses on the value of service and caring.
"The core insight about great leadership comes down to service. Somehow it humanizes us."
"People want to live meaningful lives; . . . .they want to grow and they want to be part of an organization that helps them to contribute to something that is far bigger than they could ever create on their own."
"Caring for the community needs to be in the heart of all our actions. Once we get this right, then the rest will come into place."
Sports and military fields have many great figures that business leaders and non-profit leaders connect to. A well-rounded leader should balance these greats with other greats known for compassion, service, and integrity.
Balance Vince Lombardi with Mother Teresa
Balance George Patton with Martin Luther King
Balance Michael Jordan with Mohandas Gandhi
Balance Sun Tzu with Eleanor Roosevelt
Friday, October 12, 2012
Leadership Communication: Little Things; Kinder
One great book on managing a life insurance agency is Building the Master Agency: The System is the Solution by Jack Kinder, Garry Kinder, and Val Ivanov (2002). In talking about communication, they provide a list dealing with the "Might of Little Things." Consistency with little things in the area of communication can have a major impact.
Some of the items they list include:
Some of the items they list include:
- Pay attention to detail
- Be available
- Be an idea person
- Instill "advisor" mentality
- Make meetings mean money--inform, instruct, and inspire
- Expect the believe in self-development and personal growth
- Encourage appropriate family involvement
Monday, October 8, 2012
Learning About Opera; Rigoletto
We may go see our first opera next month. In preparation, I decided to learn more about opera. I picked up the following book as a starting point:
Fred Plotkin, Opera 101: A Complete Guide to Learning and Loving Opera (New York, Hyperion, 1994)
One quote from Plotkin:
To me, opera is about consideration of the human experience. Opera audiences become so involved with performances because they face emotional truths most of us don't confront in daily life. The late twentieth century, with its rapid-fire information flow, does not make room for the reflection that opera affords. During a three-hour operatic performance one can focus on the issues that opera explores and find personal meeting in them. Every human emotion and activity--love, lust incest, hatred, fidelity, bravery, fear, humor, is enacted in opera, but on a grand scale. It's like going to an amusement park and looking at yourself in one of those elongated fun-house mirrors. What we see in opera is ourselves, as long as we are honest enough to admit it.
The first opera they recommend learning is Verdi's Rigoletto. I found the following version at the North Hollywood Branch Library.
Giuseppe Verdi, Rigoletto, Carlo Maria Guilini, conductor
starring Placido Domingo, Piero Cappuccilli, Ileana Cotrubas
Deutsche Grammophon Gesellschaft 1980.
Fred Plotkin, Opera 101: A Complete Guide to Learning and Loving Opera (New York, Hyperion, 1994)
One quote from Plotkin:
To me, opera is about consideration of the human experience. Opera audiences become so involved with performances because they face emotional truths most of us don't confront in daily life. The late twentieth century, with its rapid-fire information flow, does not make room for the reflection that opera affords. During a three-hour operatic performance one can focus on the issues that opera explores and find personal meeting in them. Every human emotion and activity--love, lust incest, hatred, fidelity, bravery, fear, humor, is enacted in opera, but on a grand scale. It's like going to an amusement park and looking at yourself in one of those elongated fun-house mirrors. What we see in opera is ourselves, as long as we are honest enough to admit it.
The first opera they recommend learning is Verdi's Rigoletto. I found the following version at the North Hollywood Branch Library.
Giuseppe Verdi, Rigoletto, Carlo Maria Guilini, conductor
starring Placido Domingo, Piero Cappuccilli, Ileana Cotrubas
Deutsche Grammophon Gesellschaft 1980.
Sunday, October 7, 2012
De Pree Questions for Leaders, Part III
In a previous post about Leadership Jazz by Max De Pree, a list of questions was provided. This list is questions that leaders should expect from their followers. One of those questions is:
Are you ready to be ruthlessly honest?
Stepping back, when looking for people to add to your organization, look for people who ask hard questions. Good followers and good leaders ask hard questions and will want ask follow up questions to dig deeper. Good followers will also appreciate the honesty and sincerity; if you disclose personal or corporate details about a difficult decision, they will not share it with every employee, every newspaper, and every social network the moment they leave your office.
Be ruthlessly honest. Most hard questions require complex answers. Give the full honest answers. Notice if most of your answers are a few words, a few sentences, or a few paragraphs. Most answers to complex questions will requires a few paragraphs. You may need to develop your ability deliver answers that build trust.
Connect back to core principles. Both leaders and organizations have core principles, visions, and missions. Connect the answer to complex questions from followers back to these core principles. Often, being ruthlessly honest is the most difficult when a question is about deviation from core principles.
For example, a certain decision may be completely in the interest of short term revenue but completely against the interest of long term employee development. If a follower ask about this, be honest about this. A good follower or fellow leaders will be more interested in the answer to the next questions: How do we prevent this or change this in the future?
Some leaders only give partial answers. Avoid this when possible. However, some information may be confidential due to personnel matters, confidentiality, or legal issues. In these cases, simple state these boundaries. If you use these issues sparingly, and have the demonstrated honesty in other matters, followers will respect these boundaries.
Are you ready to be ruthlessly honest?
Stepping back, when looking for people to add to your organization, look for people who ask hard questions. Good followers and good leaders ask hard questions and will want ask follow up questions to dig deeper. Good followers will also appreciate the honesty and sincerity; if you disclose personal or corporate details about a difficult decision, they will not share it with every employee, every newspaper, and every social network the moment they leave your office.
Be ruthlessly honest. Most hard questions require complex answers. Give the full honest answers. Notice if most of your answers are a few words, a few sentences, or a few paragraphs. Most answers to complex questions will requires a few paragraphs. You may need to develop your ability deliver answers that build trust.
Connect back to core principles. Both leaders and organizations have core principles, visions, and missions. Connect the answer to complex questions from followers back to these core principles. Often, being ruthlessly honest is the most difficult when a question is about deviation from core principles.
For example, a certain decision may be completely in the interest of short term revenue but completely against the interest of long term employee development. If a follower ask about this, be honest about this. A good follower or fellow leaders will be more interested in the answer to the next questions: How do we prevent this or change this in the future?
Some leaders only give partial answers. Avoid this when possible. However, some information may be confidential due to personnel matters, confidentiality, or legal issues. In these cases, simple state these boundaries. If you use these issues sparingly, and have the demonstrated honesty in other matters, followers will respect these boundaries.
Saturday, October 6, 2012
Leadership Poem: Pleasing everyone; Robert Lax
Leadership often involves deciding between conflicting desires. Billy Cosby has a quote that touches on this idea.
"I don't know the key to success, but the key to failure is trying to please everybody."
Robert Lax wrote a poem entitled "The Alley Violinst." In the poem the violinist has to decide between conflicting desires.
if you were an alley violinist
and they threw you money
from three windows
and the first note contained
a nickel and said:
when you play, we dance and
sing, signed
a very poor family
nd the second one contained
a dime and said:
i like your playing very much,
signed
a sick old lady
and the last one contained
a dollar and said:
beat it,
The violinist must decide on which group to please. Like in life, the easy path, to beat it, has the best short term compensation.
Robert Lax, "The Alley Violinist," as found in Good Poem, edited by Garrison Keillor (New York, Penguin Books, 2002).
"I don't know the key to success, but the key to failure is trying to please everybody."
Robert Lax wrote a poem entitled "The Alley Violinst." In the poem the violinist has to decide between conflicting desires.
if you were an alley violinist
and they threw you money
from three windows
and the first note contained
a nickel and said:
when you play, we dance and
sing, signed
a very poor family
nd the second one contained
a dime and said:
i like your playing very much,
signed
a sick old lady
and the last one contained
a dollar and said:
beat it,
The violinist must decide on which group to please. Like in life, the easy path, to beat it, has the best short term compensation.
Robert Lax, "The Alley Violinist," as found in Good Poem, edited by Garrison Keillor (New York, Penguin Books, 2002).
Tuesday, October 2, 2012
Reading Watchmen
I saw the movie "Watchmen" when it was released in 2009. I liked the movie, but felt there was more background that I was missing. I added the graphic novel to my "to read" list.
I recently finished the book, which is a collection of twelve graphic novels which were initially published by DC Comics in 1986.
A few observations.
Special Thanks to Neil Gaiman
I was surprised to see a dedication to Neil Gaiman. For me, it was one of those situation that once you are aware of a person or thing, you see them everywhere. I only recently became aware of Gaiman's vast body of work. I first saw the novel Good Omens. Then I watched the movies "Stardust" and "MirrorMask". In connection with "Watchmen," Gaiman is a good friend of Alan Moore with connections to DC Comics and other projects.
Rorschach discovering the heinous crime of the child kidnapper
In Chapter VI, "The Abyss Gazes Also," a lot of Rorschach's back story is given. In particular, the steps of him finding the burned clothes, the butcher tools, and feeling the cut marks on the butcher board is very well done. No text is needed in these panels.
Background Information
Rorschach's childhood case files. Excerpts from Hollis Mason's book Under the Mask. Interview with Adrian Veidt/Ozymandias. Quote from Bob Dylan's "All Along the Watchtower". Letters and news clips from Sally Jupiter. Article on studying owls and other birds.
I recently finished the book, which is a collection of twelve graphic novels which were initially published by DC Comics in 1986.
A few observations.
Special Thanks to Neil Gaiman
I was surprised to see a dedication to Neil Gaiman. For me, it was one of those situation that once you are aware of a person or thing, you see them everywhere. I only recently became aware of Gaiman's vast body of work. I first saw the novel Good Omens. Then I watched the movies "Stardust" and "MirrorMask". In connection with "Watchmen," Gaiman is a good friend of Alan Moore with connections to DC Comics and other projects.
Rorschach discovering the heinous crime of the child kidnapper
In Chapter VI, "The Abyss Gazes Also," a lot of Rorschach's back story is given. In particular, the steps of him finding the burned clothes, the butcher tools, and feeling the cut marks on the butcher board is very well done. No text is needed in these panels.
Background Information
Rorschach's childhood case files. Excerpts from Hollis Mason's book Under the Mask. Interview with Adrian Veidt/Ozymandias. Quote from Bob Dylan's "All Along the Watchtower". Letters and news clips from Sally Jupiter. Article on studying owls and other birds.
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