All posts by MICHAEL PEARSON

Old Man in Coveralls

Jist Do It Right

I once attended a party precinct meeting leading to a presidential primary in Texas. The chair was a young man in his early 20’s. He was obviously very full of himself and considered himself a political expert.

About half way through the meeting, he started to by-pass some of the time-consuming procedural steps.

Suddenly, someone yelled from the back of the room, “Jist do it right!”. Turning around, we see a grizzled old white-haired man with a five day growth of beard, wearing dirt-stained coveralls.

The startled young man said, “Well…alright.” and led the group through the correct steps.

Two weeks later, a court ordered a group of other precincts to re-meet to correct their procedural shortcuts.”

Moral: It is usually better and faster to “Jist do it right” the first time

Values Redefined

Until now, I have defined the term value to mean a constraint in the Problem-Vision-Mission-Strategy planning framework. In that framework, values are boundaries that limit your possible strategies and actions. For example, a value might be, “We will not break any laws” or “We will do no harm.”

However, when developing a personal mission statement, you can define value to mean “Something I hold valuable”, implying that you strive for that condition. They become your personal vision and mission. Continue reading Values Redefined

How to Say Yes While Saying No

Many business gurus are touting the ability to say, “No” as a sign of a great leader. Just search the web or Amazon for “say no”. Warren Buffet says that saying, “No” to almost everything is a key to his success. Even I have proclaimed saying, “No” to be an important technique.

But there is a better way. Continue reading How to Say Yes While Saying No

Three Case Studies – Delegating to Teams

We introduced the concept of Completed Staff Work in a prior post. Wikipedia Completed Staff Work defines as:

…a principle of management which states that subordinates are responsible for submitting written recommendations to superiors in such a manner that the superior need do nothing further in the process than review the submitted document and indicate approval or disapproval.

Not only do they need to know what you want, but they must also know what you do not want; what will cause the recommendation to be rejected.

Case #1 Delegating to an Existing Team

Continue reading Three Case Studies – Delegating to Teams

Asking Questions – A Fundamental Leadership Skill

A common view of leadership involves an omniscient guru sitting at the top of a mountain, dispensing answers to the questions brought by admiring supplicants.

However, many leaders view their function to be asking questions instead of dispensing answers. Continue reading Asking Questions – A Fundamental Leadership Skill

John Boyd's OODA Loop

A Real-life OODA Loop Example

OODA loops are an aspect of decision-making that is brain-dead simple but has wide-spread daily implications.

OODA stands for Observe, Orient, Decide, and Act. It’s called a loop because it is a recurring cycle.

The OODA loop was created by Col. John Boyd to describe the necessity for fighter pilots to execute the loop faster than the enemy. The slower one always dies.

Continue reading A Real-life OODA Loop Example

Faro Card Game

Overcoming the Self-Bias Error

All of us have a strong tendency to evaluate our decisions in the way that is most favorable and least damaging to ourselves, based on the outcome.

My favorable outcome proves my wisdom and skill.
My unfavorable outcome is just bad luck.

However, when we evaluate other’s decisions and their results we say:

Their favorable outcome is just good luck
Their unfavorable outcome shows a lack of wisdom and skill.

Continue reading Overcoming the Self-Bias Error