Everybody, Somebody, Anybody and Nobody

This is a story about four people named Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

Widely quoted, but here is one source: https://abbiedeloachfoundation.com/which-are-you-somebody-anybody-everybody-or-nobody/

Quod tegitur

Simpliciter pateat vitium fortasse pusillum:

Quod tegitur, magnum creditur esse malum

Let a defect, which is possibly but small, appear undisguised.

A fault concealed is presumed to be great.

 

Variant translation: Conceal a flaw, and the world will imagine the worst.

https://en.m.wikiquote.org/wiki/Martial

My own take on this is:

• Secrecy breeds Suspicion
• Transparency breeds Trust

Thumos

Thumos likewise constitutes the “seat of energy that can fill a person,” and serves as the active agent within man. It is the stimulus, the drive, the juice to action — the thing that makes the blood surge in your veins. Philosopher Sam Keen got at the idea with his concept of “the fire in the belly.”

Got Thumos?

Brett & Kate McKay • March 11, 2013 Last updated: November 11, 2018

 

step right up

"success goes to the man who’s still able to step right up to the threshold of risk, conflict, and challenge – who can talk to people face-to-face, have difficult conversations in person, ask directly for what he wants, put himself out there."

source: Sunday Firesides: Shorter Weapons; Longer Boundaries

Brett and Kate McKay • June 22, 2019

It didn't matter how smart my plan was if the team couldn't execute it.

"It didn't matter how smart my plan was if the team couldn't execute it."

From the book: Turn the Ship Around! A True Story of Turning Followers into Leaders
By: L. David Marquet ©2013

resulting: One Mistake Never to Make When Leading a Meeting

Full article One Mistake Never to Make When Leading a Meeting

Resulting is when you judge the quality of a decision by its outcome.

After you’ve made a decision, if you base its quality or “rightness” solely on its outcome, then you might misjudge what was in fact a good decision that simply turned out poorly due to luck. You may hesitate to continue making the same kinds of decisions based on this short-term loss, this single toss of the coin, when in the long-term, over the course of many tosses, it would actually be to your advantage to do so.​
If in preparing to make a decision, you already feel 100% certain that you know the best possible outcome, then you’ll stop looking for alternative information and options, and, sensing that your mind is made up, other people will be unlikely to share contrarian opinions with you.

So, what does all this have to do with running a meeting?

When you offer what you think is the best possible solution to a problem, before soliciting your team’s feedback. By sharing your opinion first, you create a result in their heads. You give them the outcome.

So when you’re leading meetings in which you hope to solicit engagement and feedback, follow this simple rule: Do not share your opinion on possible solutions before asking for input from your team.

If you notice people are still hesitant to engage, you can say something like “I don’t have any set opinions on this, folks, so please don’t hesitate to throw out your craziest ideas.” Encourage people to think in terms of probabilities — “Even if you’re just 40% sure of something, share that idea anyway.”

Robin Olds: great pilot and leader

Book: Fighter Pilot: The Memoirs of Legendary Ace Robin Olds

Robin Olds was a great pilot and leader admired by many.

"Know the mission, what is expected of you and your people. Get to know those people, their attitudes and expectations. Visit all the shops and sections. Ask questions. Don't be shy. Learn what each does, how the parts fit into the whole. Find out what supplies and equipment are lacking, what the workers need. To whom does each shop chief report? Does that officer really know the people under him? Is he aware of their needs, their training?"

"Does that NCO supervise or just make out reports without checking facts? Remember, those reports eventually come to you. Don't try to bullshit the troops, but make sure they know the buck stops with you, that you'll shoulder the blame when things go wrong. Correct without revenge or anger. Recognize accomplishment. Reward accordingly. Foster spirit through self-pride, not slogans and never at the expense of another unit."

"It won't take long, but only your genuine interest and concern, plus follow-up on your promises, will earn you respect. Out of that you gain loyalty and obedience. Your outfit will be a standout. But for God's sake, don't ever try to be popular! That weakens your position, makes you vulnerable. Don't have favorites. That breeds resentment. Respect the talents of your people. Have the courage to delegate responsibility and give the authority to go with it. Again, make clear to your troops you are the one who will take the heat."

Mosaic

People are more like mosaic tiles than pieces of a puzzle. Puzzle pieces fit just right and make a clear picture. Mosaic tiles are broken and have rough edges. The picture they construct is best seen from a higher perspective. But there is a beauty and flexibility and creativity made possible by the ragged forms.

These are the times...

These are the times in which a genius would wish to live. It is not in the still calm of life, or the repose of a pacific station, that great characters are formed. The habits of a vigorous mind are formed in contending with difficulties. Great necessities call out great virtues. When a mind is raised, and animated by scenes that engage the heart, then those qualities which would otherwise lay dormant, wake into life and form the character of the hero and the statesman. -- Abigail Adams

On Influence

The art of persuasion depended mainly on a marshaling of facts, clarity, conviction, and the ability to think on one's feet. - John Adams

On Persuasion

"The art of persuasion depended mainly on a marshaling of facts, clarity, conviction, and the ability to think on one's feet." - John Adams