As a law student, professors trained me to spot flaws in an argument. Someone would argue a point, and inevitably one of my ears would listen to the argument, while the other listened for mistakes to highlight.

As a young lawyer, everything reinforced this. Memo after memo returned to me filled with edits written in red ink.  As I matured, the edits dropped off, but they still graced each memo.  Everything was a contest.  There was a winner, and a loser. A flaw..any flaw...could not go unaddressed. 

As a manager, part of the job is to review work.  We look for flaws. For ways to improve a document or process.  

At some point in the day, your job ends and you return to the world.  Unfortunately for me, a lifetime of being trained to look for flaws often follows me out the door. 

A restaurant has terrible service.  My wife suggests a household purchase.  A friend recommends something.  And it kicks in.  I start critiquing things in my head.  And sometimes those thoughts turn into words. I go back into Chief Operating Officer mode, trying to improve something or someone. 

Pretty annoying, eh?

I need to remember to turn it off. 

Have a great weekend, guys.  

The written word has been a big part of my life. I penned a column for Penn State's Daily Collegian.  The Lewistown Sentinel.  And I've started two blogs here at NAFCU. 

One of these days, I'll get it right.  But not today. 

A reader took the time to send me a nice note recently.  It certainly fit into the category of "constructive feedback." Here's what she wrote:

I am an avid Musings reader. Most of the time you make the grade. But, today you missed the mark.

I debated offering feedback. But in the spirit of today's post, I decided, were I you I would want to hear it.

Reflective questions, first. How would you characterize your average reader? Who do you want as a reader? And, most importantly, what is your overarching goal?

I ask this to frame feedback. Perhaps you might want to know the in depth sports analogies can be exclusive to the good old boys club. As can references to deeper voices and bald heads. A bit of the male gender lens is OK. Too much seems dismissive. Far from what the credit union movement is about. 

Clearly, to this reader, I was dismissive in my writing.  Was I?  I didn't think so.  But it doesn't matter what I think. I called her, and we had a wonderful chat about the blog, among other things.  

When I first started writing, such notes or conversations would ruin my day.  I remember stewing over letters-to-the-editor, emails, and hand-written notes that critiqued my writing. 

I've grown to love them.  Here's why:

Writing, life, and just about anything else is improved by experience, learning, and generally rolling around in the "mud" that life offers.  I never write to offend.  To mislead. Or to sound dismissive.  But if you create things long enough, eventually you will step out on a ledge that gives way.  

Every time that ledge gives way, I've become better. 

The reader mentioned something that really struck me.  While I have my own "world view," it is mine, and mine alone.  Each person has their own world view. And it flows from their life.  Their experiences. And no two are the same.  

If you want to lead people, that is important to remember.

Her feedback and our conversation, broadened my world view.  Most good conversations do. Now, will I stop writing about sports, or things that I find interesting?  Of course not. But I've tucked her feedback away into my life experience.  And I'm the better for it. 

Have feedback for me?

• I'm on Twitter at @ademangone.
• Visit the Musings Facebook page. 
• Email me at ademangone @ nafcu.org

Have a great week, guys.

***

I'll be in Asheville, North Carolina this week for NAFCU's Board of Directors and Supervisory Committee conference.  If you'll be there, or know someone who will, let me know.  I'd love to meet you/them. 

***

Five years ago last Friday, I married my sweetheart.  This is one of my favorite pictures of the day, taken late into the evening.  

My wife and I love the mountains, our National Parks, and the fresh air.  In the past, my wife volunteered to help maintain trails along the Appalachian Trail. And we cross the "AT" every time we visit Old Stony Man in Shenandoah National Park. 

Why all this talk of the AT?  To set up an idea: trail magic.

The AT is more than 2,100 miles long.  From what I've read, it tests the mettle of the most seasoned hikers.  What seemed fantastic in Georgia in April (when most hikers start the trek), may not seem so great hiking up a hill in West Virginia in July.  That's a lot of blisters.

Enter Trail Angels, who are the people that distribute "trail magic."  I read a number of stories, and here's the best description I've seen so far:

When I hiked the Appalachian Trail in 2000, I was the lucky recipient of something commonly referred to in the hiking community as "trail magic." Trail magic can manifest itself in many ways. In early March barely 50 miles into my trip, I met a woman named "Coosa" at a place known as Unicoi Gap in north Georgia. She was handing out cookies and candy to hikers - including me! People like "Coosa" are commonly referred to as "Trail Angels." Trail Angels are the folks who dispense trail magic. Needless to say, I was thrilled and delighted at her generosity. Two days later a group of elderly men from Toccoa, Georgia who were out on a day hike found me sitting despondently on the side of the trail just north of Kelly Knob. (Don't get me started about Kelly Knob!) I was trying unsuccessfully to dress some deep heel blisters that had formed days earlier. They asked me how I was and I said, "not very good." With that, two medical doctors stepped forward and offered me advice, bandages, and some ibuprofen. They also loaned me a cell phoneto call a family member to fetch me so my blisters could heal properly. It was the tonic that I needed at just the right moment.

My wife and I hope to hike the AT after we retire.  We use the term "trail magic" quite a bit.   If some stranger helps us in an unexpected way, one of the two of us inevitably will use the term. 

But why wait for the AT? Why not spread some trail magic at work?  Bring in some cookies, and just leave them in the lunch room.  Send a colleague a nice note after a job well done.  Or send a note of encouragement to a colleague who is having a bad day. 

Here are three reasons to spread trail magic at work:

1. It can make a huge difference to a colleague.  Perhaps more than you know. I would guess that all of us can recall some time when a word of encouragement or kind deed came along at just the right time. Those gestures can turn around your day, or your week.  They are powerful. 
2. Trail magic is a win-win situation.  You'll feel better about yourself.  I guarantee it.  If you make a habit of being kind, you'll be amazed at how much it improves your state of mind. 
3. Finally, trail magic is a wonderful reminder that there are good people out there. That not everyone is out to play angles or win at any cost.  In my mind, every drop of trail magic makes the world a better place.  

So, here's to the Trail Angels, to trail magic, and making the world a better place.  And here's the best part.  If you're not a trail angel now, there's an easy way to remedy the situation. 

Have a great weekend, guys. 

***

Recently, I asked a successful credit union CEO if he had any advice for a new CEO.  He mentioned a number of things, but one of them really struck me.

As a new CEO, you'll be temped to move the furniture around.  But remember this: The furniture might be where it is for a very good reason. 

And that leads me to Van Halen, the legendary rock and roll band.

Legend has it that Van Halen had a clause in its contract that demanded a bowl of M&Ms.  But the clause demanded that all brown M&Ms be removed from the bowl. 

What jerks!  Just another example of a star losing touch with reality. Right?

Wrong.

The M&M clause was real.  Van Halen did use it.  But not to be jerks.  The following (Huffingtonpost.com) comes from David Lee Roth, the lead singer in the band.

“Van Halen was the first to take 850 par lamp lights -- huge lights -- around the country,” explained singer David Lee Roth. “At the time, it was the biggest production ever.” Many venues weren’t ready for this. Worse, they didn’t read the contract explaining how to manage it. The band’s trucks would roll up to the concert site, and the delays, mistakes and costs would begin piling up.

So Van Halen established the M&M test. “If I came backstage and I saw brown M&M’s on the catering table, it guaranteed the promoter had not read the contract rider, and we had to do a serious line check,” Roth explained.

Well then. That paints a different picture, doesn't it?

So often, we jump to conclusions.  We see something we don't understand, and we assume it was done randomly...without thought.  But the furniture, and the M&M clause, might be there for a reason. 

Have a great week, guys. 

***

And so it begins.

Recently, my lovely wife celebrated a birthday.  I bought cupcakes, not knowing that Kate and Briggs were making their own with Grandma.  Of course, we ate theirs, and I put my cupcakes in the cupboard. Kate saw me store them, which she filed away for later.  Fast forward a day or so.

Kate:  Daddy, can we have one of the cupcakes you bought for mommy?
Me: No, Kate.  I already heard mommy say no a few minutes ago. 

(Pause)

Kate:  Maybe we could just eat them and not tell her? 
Me: (Sigh.) 

My little creative thinker...

When I've read one-too-many spreadsheets, or when the thought of another decision turns my stomach, I turn to sports radio.

It is simple.  Enjoyable. And perhaps mindless.  The perfect island get-away when I need to clear my mind. 

Earlier this week, Mike and Mike graced my radio dial. The discussion concerned the quarterback of the Dallas Cowboys.  He just signed a $108 million contract extension.  And believe it or not, the dollar amount didn't catch my attention.  It was this comment from team owner, Jerry Jones.

Jones said he and Cowboys coach Jason Garrett would love to see Romo spend the majority of his waking hours at the team facility.

“If Tony, for instance, would be here Monday through Saturday . . . from seven in the morning to six o’clock at night all over this place then that’s better than the way it’s been,” Jones said. “We’ll have more success, and Jason believes that. It’s certainly at quarterback but he believes it at the other positions. Tony is going to have more time, more presence, not only in the offseason but when the season starts, beginning Monday, assuming we played Sundays. He’s going to have more time on the job. A part of what we agreed with was extra time on the job, beyond the norm.”  

One of the sports radio hosts raised a good point, which I want to repeat.

If you read that comment, it smacks of a left-handed compliment.  If Tony Romo spends more time in the facility, the Cowboys will succeed.  And they had to put that extra level of effort into the contract from the sound of it. 

The radio host argued that Tony Romo is who he is.  He's been in the league 11 years.  His commitment, the way he trains, the way he interacts...it is likely set in stone. Or something nearly as inflexible.

Are the Cowboys making a mistake?  Are they trying to improve Tony Romo, or create a new Tony Romo that doesn't exist.  And won't exist.

And so it is with us.  We read articles and seek self improvement.  But are we trying to improve ourselves, or re-invent ourselves? 

Personally, I think the key to success is working toward the best version of ourselves.  Reinventing ourselves?  I think there is a risk there - a risk that the new you will ring hollow.  Come off a bit insincere.  Or worse yet, it could lead to eternal tension as you repeatedly try to stab a square tab into a round hole. 

Thoughts?  

***

At NAFCU, we're busy preparing for our annual conference, which takes place July 9-13, in Boston, Massachusetts.  Early bird pricing ends May 10th, so be sure to take advantage of that price break if you're coming.  

And you should come.  We'll send Fred Becker off in style.  The speakers will be great. And Boston is a great city. 

I'm going to make a few presentations, but I'm very excited about one in particular:  20 Ideas in 60 Minutes.  

My theory is that if you can walk away from a conference with one or two good ideas, it likely is worth the price of admission.  My goal in this talk?  Discuss 20 big ideas in 60 minutes.  While it will be fast-paced, I'll provide a detailed handout that should allow folks to sit back and listen. 

Here's a presentation that I did along those lines a few months ago.  I'll certainly update it for this year's conference. Anything you'd like to see me add?

If you are coming, let me know.  I'd love to see you there!

NAFCU held its CEOs and Senior Executives Conference last week.  I want to share a fantastic idea that John Spence shared during his leadership workshop. The four levels of decision making.

Most organizations struggle with decisions.  Can I make this decision?  Do I need to consult with my boss?  A good delegation of decision making can really help get things done.  But how do you do that? 

Enter John Spence with a clever idea.  He created a matrix of decision making authority.  The following from one of his blog posts. 

Level 1 = Delegation

This is the kind of decision that I do not need to be involved in at all. You do not need to tell me about it – just make the decision completely on your own and implement it right away. You own this decision.

Level 2 = Discussion

Talk to me, or someone else in the organization, to get input, information and suggestions, but make the decision completely on your own. You also own this decision.

Level 3 = Consensus

On a decision like this let’s get the team together and talk it through. Let’s get everybody’s ideas, expertise and input, then we will make the decision together as a management team. We all own this decision together and will do whatever the team agrees is the best course of action.

Level 4 = My Call

A level 4 decision is ultimately my choice as the leader.  I will get everyone’s input, ideas, suggestions and expertise. We will talk it through together. But at the end of the day I will make this decision for the entire organization and it will be completely my responsibility. I own this decision 100%.

Simple.  Yet pretty powerful.  John noted that once he organized this system, he rarely encountered any level-4 decisions.  People became comfortable with making decisions, and things got done.  

Please read his post, and give it a shot.  Again, a pretty simple and powerful idea. 

I'm in Sonoma, California for NAFCU's CEOs and Senior Executive's Conference.  I know, tough life.

The view from Gundlach Bundschu Winery. 

Yesterday, I toured two wineries.  Both were fantastic, as each guide shared a good deal about the business side of making wine.  I'm no wine expert, so some of what I learned surprised me.

If you plant grape vines, you'll wait three years before the vine bears fruit.  But the winery I visited won't use grapes from their vines for two or three years after that. (I guess younger vines don't produce the same quality of grapes.)  

Think about that. This winery plants a vine and has to wait six years until that vine produces grapes worthy for its wine.  Six years.  Talk about the need for patience.  And vision.  Imagine working in that environment - what you do today will determine where you are in six years. 

I shook my head.  I was glad not to be in the wine business.  

But then I thought again.   Whether we like it or not, we're in the same boat.

We plant vines every day.  We make decisions.  Create policies.  Set examples.  Give guidance. 

Where will be in six years?  Will our wine be worth drinking? 

Here are a few interesting articles.

• You'll make more money if you sound like James Earl Jones. (Wall Street Journal)

The median CEO, with a  125.5 Hz vocal frequency, earned $3.7 million, ran a $2.4 billion company and was 56 years old. You can listen to a variety of frequencies here. (For perspective, Duke researcher Bill Mayew says that James Earl Jones’s voice is around 85Hz, and Gilbert Gottfried’s tops 200Hz.)

Not bad, but researchers found that executives with voices on the deeper (that is, lower-frequency) end of the scale earned, on average, $187,000 more in pay and led companies with $440 million more in assets.

• So, what's hanging on your walls? (Gallup Business Journal.)

But the biggest thing we filter for is cultural fit. Those tools help us, but it can get down to more subtle things. Peggy Eddens [WSFS' executive vice president and chief human capital officer] and I consider what people keep in their offices. If there are lots of pictures of friends and family and things that speak to teamwork and organizational accomplishments, it means they're relationship- and teamwork-oriented, and that bodes well for fitting in our culture.

If their office is filled with mementos of personal achievements, that probably means they have a lower likelihood of success at WSFS. If they determine what's going on by looking at reports, numbers, charts, and information from their direct reports, that's not a good sign either. But if they talk to people on the front lines and develop trusting relationships so they can hear firsthand what's going right and what's not, that means they'll likelier be successful in our organization.

• It pays to be tall. (Gladwell.com)

I polled about half of the companies on the Fortune 500 list--the largest corporations in the United States--asking each company questions about its CEO. The heads of big companies are, as I'm sure comes as no surprise to anyone, overwhelmingly white men, which undoubtedly reflects some kind of implicit bias. But they are also virtually all tall: In my sample, I found that on average CEOs were just a shade under six feet. Given that the average American male is 5'9" that means that CEOs, as a group, have about three inches on the rest of their sex. But this statistic actually understates matters. In the U.S. population, about 14.5 percent of all men are six feet or over. Among CEOs of Fortune 500 companies, that number is 58 percent. 

OK, I'm getting nervous.  But...then there's this.

• Being bald is a business plus.  (WSJ.com)

Men with shaved heads are perceived to be more masculine, dominant and, in some cases, to have greater leadership potential than those with longer locks or with thinning hair, according to a recent study out of the University of Pennsylvania's Wharton School.

So, is there anything to any of this?  Thoughts?

It is easy to smile when you're winning.  When the ball bounces your way.  Success puts a skip in your step. You have an extra dose of patience, and you glow with self-confidence.

Everyone loves being around a winner.

But winning streaks end.  Bad days are always a part of life, and you'll have them as a manager.  

String a few bad days together, and those smiles can be hard to find.  That skip in your step?  Gone. 

But not everyone.  There are some folks who push through adversity with a smile.  It isn't the smile of ignorance.  Rather, it's the smile of a professional who knows it is time to roll up one's sleeves and get to work. 

I've always been impressed by leaders who confront those bad days, and simply shrug them off.  They let go of the negativity and stress, and focus on fixing the problems before them.  Good or bad, these leaders don't change.  That steadiness can serve as a wonderful foundation for the rest of the team.  

And since it is baseball season, I'll throw out an old name - Chuck Tanner.

He managed the Pittsburgh Pirates in the 70's and 80's, and guided the Buccos to a World Series championship in 1979.  I grew up a fan of all things Pittsburgh, and I worshipped the Pirates...then known as the Lumber Company.  

I read an article about Tanner recently.  One of the best parts of growing up is learning more about the heroes of your youth. And it is all the sweeter when they turn out to be stand-up guys.  In the article, Phil Garner, who played second base for those Pirates, spoke about Tanner. 

“He never met a day he didn’t like,” Garner said. “His famous deal was you could get beat 15-0 in the worst conditions under the sun – snowing, sleeting and hailing – and he’d come in after the game and say it was great. He’d say, ‘Just think what else we could be doing? Nothing else is as good as playing baseball.’ We’d say, ‘Yeah, right, Chuck,’ but his attitude permeated everybody’s spirit.

“Chuck loved life every day. You know when you saw Chuck Tanner there wasn’t going to be any sourpuss. No matter what he was doing in his life, he put it aside and was happy to see you.”

Just how optimistic was Tanner?  During the 1979 World Series, the Pirates fell behind the Baltimore Orioles three games to one.  Clearly, the Pirates were in big trouble.  Before game five started, Tanner learned that his mother had passed away.  She had suffered a stroke weeks earlier, and her health had deteriorated. I can only imagine how he felt. Before the game started, Tanner gathered the team together. 

“My mother was a great Pirates fan,” he was reported to have told his team before Game 5. “She knows we’re in trouble, so she went upstairs to get some help.”

The Buccos went on to win three games in a row, and win the World Series. 

So, here's to the optimists.  Here's to those who let go of the bad, and get to work.   

So, a question for you all.  When you hit a rough patch, how do you power through?  How do you maintain that positive outlook?

Have a great weekend, guys. 

You've got to ask yourself one question: "Do I feel lucky?" Well, do ya punk?

    - Harry Callahan, played by Clint Eastwood in Dirty Harry

JCPenney recently sacked Ron Johnson after only 18 months on the job.  He was brought in with trumpets and streamers after his work at Apple.  But things simply went from bad to worse. 

Daniel Gross wrote a nice piece (The Daily Beast) that puts it into perspective.  Here's what really caught my eye.

Sometimes people prosper and thrive because they happened to be at the right place at the right time. That’s not to say Johnson wasn’t a smart retail mind, or that anybody could have done what he did with Apple. Rather, a big chunk of his success may have lain in having the good fortune to run Apple’s retail chain in a period when the company’s designers and engineers were cranking out a series of world-beating, irresistible products. And that wasn’t a skill Johnson could easily transfer to a listing middle-market department store chain.

It gets you thinking.  How much of any one person's success is driven by luck?  How much of my success is driven by forces and variables outside of my control? 

I don't know if there's an easy way to answer that question, but I bet the answer would shock you.

Thoughts?

***

You might be interested in the following:

• Was Steve Jobs lucky, successful, or both? (Musings)