The Bryce is Right

The Perils of not Knowing Your Responsibilities

November 2, 2015 by TimBryce

BRYCE ON MANAGEMENT

– “Nobody is driving officer, we’re all in the back seat.”

I recently read an interesting survey made by the Gallup organization titled, “Obsolete Annual Reviews: Gallup’s Advice” (Sep 28, 2015), which studied how cognizant workers are of their assigned duties and responsibilities. Interestingly, they found only 50% really understood this. The rest only had a mild interpretation or no idea at all. Gallup’s study was based on 50 organizations and 2.2 million employees. In addition to employees, managers also were not sure of their worker’s duties. This may help explain why companies are lagging in productivity. The Gallup report contends productivity gains of 5% to 10% can be realized simply by having workers understand their roles.

In addition to the fundamental duties and responsibilities of an employee, it is not uncommon for workers to misunderstand their various project assignments. Consequently time and money is lost as employees try to delineate their responsibilities, including their relationship with co-workers.

In this day and age, it is hard to imagine a company without such things as organization charts, job descriptions, and employee handbooks (aka, Policy Manuals), but evidently there are still companies not using this documentation. There are also those institutions who develop job descriptions so generically, employees are at a complete loss as to what they mean. Employee performance reviews should also be performed regularly, be it annually, bi-annually, or whatever. This allows the manager and the employee to review the worker’s performance, clarify their responsibilities, and make corrections as required. Finally, priority lists are useful for communicating to workers the precedent of job assignments thereby encouraging workers to row on the same oar.

It is not unusual for some companies, who make use of such documents, often find employees ignore them, as they do not want to feel encumbered or restrained, preferring instead to be unfettered and uninhibited. Of course, this is a reckless form of management and does not promote teamwork where everyone knows what their responsibilities are and how to work together.

Aside from these regular documents, it is also wise to define the methodologies of the business, representing the work breakdown structures and sequencing of work. Perhaps the best known methodology is the Assembly Line whereby products are mass produced by assembling components in a specific sequence. There is little point in having an assembly line if the workers do not understand what their duties and responsibilities are on the line; it will simply be counterproductive. Instead, each person in a methodology should know “Who,” is to perform “What” task, “When,” “Where,” “Why,” and “How” (aka, the “5-W’s + H”). In addition to specifying how work is to be performed, thereby improving productivity, defined methodologies are useful for improving the quality of products by specifying the acceptance criteria for each stage within the assembly. Methodologies overcome the classic problem of, “If you do not know where you are going, any road will take you there.” They define assignments, responsibilities, and provides direction for projects.

The Gallup study is startling, and hints at a basic management flaw in business. I see these forms of documentation as fundamental to the running of any business. As the study suggests, people want to know their duties and responsibilities, feeling insecure without such knowledge. As I have touted on more than one occasion, workers want to lead a worthy life, they want to believe what they are doing has purpose and meaning. This can only be achieved by communicating what is expected of them. Without it, they will flail away on project assignments, inevitably performing the wrong tasks and producing the wrong work products. They may be efficient workers, but if they are performing the wrong tasks in the wrong sequence, they will be counterproductive.

I am certainly not a proponent of Theory X “micromanagement,” however, the manager’s mantra should be “never let it be said, a worker doesn’t understand his/her responsibilities.” It should be considered an inherent part of any management program.

The point of the Gallup survey should be obvious: “Shapeth up, and geteth thine act together.”

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see: timbryce.com

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“Win/Win” – the mark of a true Fraternity.

October 27, 2015 by TimBryce

Some Freemasons question why I post management topics in this forum. They find it difficult to understand what can be achieved by writing on such topics. I do so because I believe there are a lot of Freemasons who can learn from the world of management. To illustrate, consider the works of W. Edwards Deming, the famous business consultant. I was fortunate to attend one of his seminars years ago before his passing. Although not a Freemason, Deming pioneered quality control principles through statistical analysis in the early part of the 20th century. Unfortunately, his work was unappreciated in America and, consequently, he applied his talents to help rebuild the industrial complex of postwar Japan. It was only late in life did he receive the recognition of his work in the United States (after Japan became an economic powerhouse). The Deming Award for quality is still coveted in Japan. One of his most famous quotes is, “Quality is everyone’s responsibility.”

One of Deming’s biggest contributions was his philosophy of creating “Win/Win” situations in business. Instead of competition, he preached cooperation; instead of rugged individualism, he preached the need for teamwork. Deming observed people too often create “Win/Lose” situations, whereby one person can only win at the expense of the other party losing. Instead, he recommended the creation of “Win/Win” situations whereby both parties cooperate towards success. To illustrate, he would describe how “Nylon” was created by DuPont, which was actually based on a joint research project between offices in New York (NY) and London (LON), hence the name “NYLON.”

Deming’s philosophy in this regard is very much compatible with our own Bryce’s Law stating, “The only good business relationship is where both parties benefit.” Instead of promoting cutthroat tactics promoting individualism, what is wrong with achieving success through cooperation?

From a Masonic perspective, “Win/Win” is the earmark of a true fraternity, where brother works with brother in such a way as to “who best can work and best agree.” In other words, a spirit of cooperation and teamwork. However, some Masonic Lodges have turned into political asylums where individuals crave titles and aprons as opposed to enjoying harmony within the Craft. The point is, if you experience “Win/Win,” then you are experiencing true fraternity, but if you are experiencing “Win/Lose,” you have nothing more than a good old boys club and realizing one of the main reasons why Freemasonry is experiencing a steady decline.

Thank you Mr. Deming for the insight.

Keep the Faith!

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timbryce.com

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Support Your Local Sheriff

October 21, 2015 by TimBryce

BRYCE ON LAW ENFORCEMENT

– and all other Law Enforcement Officers (LEO). How can we show our appreciation?
To use this segment in a Radio broadcast or Podcast, send TIM a request.

Law enforcement officers (LEO) have had a rough year. Between their normal duties and responsibilities, which vary greatly and can be dangerous, they have had to deal with riots, such as in Baltimore and Ferguson, threats by the Black Panthers, Nation of Islam and Black Lives Matter, and officer executions. I like to believe the American public overall supports our men and women in uniform; only the “crazies” want to see them destroyed so anarchy can flourish. Perhaps it is time for the “Silent Majority” to reaffirm their support for the police and sheriff departments around the country. One might ask, “What can I do to show my support?” Plenty. Here are a few ideas:

First, why not buy an officer a cup of coffee or breakfast? The only danger here is that it might be construed you are trying to bribe the officers for small favors. To overcome this problem, buy a gift card for coffee or breakfast and anonymously donate it to your local police station. If you give cards to the sheriff or police chief, I’m confident they would distribute them equitably.

Another movement catching on, particularly in our northern and western states, is the “Coffee with a Cop” program whereby a civic organization or a radio station arranges for citizens to meet with law enforcement officers at a coffee house. This provides an opportunity for residents to ask questions and share concerns, and in the process, build relationships. These “Coffee with a Cop” events are catching on rapidly. Buying a cup of coffee may seem like a small gesture, but on a cold morning it is very much appreciated, as is the support from the public.

Second, for many years, our local Masonic Lodge has held a program for “Deputy of the Year.” Working through the sheriff’s office, a deputy is selected by the department to receive recognition. The Lodge then hosts a dinner where the deputy and his/her spouse are recognized for their service and given a small token of appreciation. The deputy then makes a few comments thanking the group for the award and recognizes the support of his family and unit. It is a very touching and appreciated award.

Third, Christmas is approaching and I know of schools who have invited the family and friends of law enforcement personnel to a special holiday program featuring choral units. Both children and adults particularly enjoy such personal entertainment.

I’m sure there are dozens of other ideas you may have to thank law enforcement for their efforts. It doesn’t have to be a lavish affair either. Just a genuine expression of gratitude, such as young students writing “thank you” cards to local police, or invite LEO to meet and talk with students. A simple hand shake will also do.

Maybe the best way to show your appreciation is to simply obey the law. In this day and age where the nation has been exhibiting a general lack of respect for law and order, it would be refreshing to see people abide by the law. In the process, it would make the job of a law enforcement officer a lot easier.

No, LEOs are certainly not perfect, but we must remember, they are human and are on our side. They are the ones we call when we are in trouble or need protection. It’s a dangerous job, which is why an occasional “thank you” works wonders in cementing relations between the community and law enforcement.

Keep the Faith!

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THE SECRET OF HAPPINESS (a short story)

September 23, 2015 by TimBryce

BRYCE ON LIFE
Can it be expressed as a calculation?

It had been three years since Joshua Steivenson’s father passed away, yet the son was still cleaning out his father’s belongings. The old wooden house in Buffalo, New York was built in the 1930’s. Years ago, the cellar included an ancient coal furnace and chute, typical for the time. His father, Millard, converted it to a gas furnace a few decades ago in order to develop a clean and quiet place to study. His mother, who still maintained the house, encouraged Joshua to clean up his father’s belongings as she did not want to deal with it anymore. Everything in the cellar was tidy, which is uncharacteristic of a mathematician, but his voluminous books and notes filled shelf after shelf. Joshua had cleaned up the attic and his father’s closets upstairs, but it was now the cellar’s turn for attention. He had looked forward to pouring through his father’s notes, as he remembered the amount of effort and detail the elder devoted to them.

Millard Steivenson was a well known mathematician who had worked at the old Westinghouse plant years ago. His calculations were primarily used in manufacturing and design, earning him accolades not just from his employer, but with other mathematicians through his research papers. Joshua had followed in his father’s footsteps by also becoming a mathematician. As he grew up, father and son spent numerous hours arguing over formulas and equations; it was tremendous mental gymnastics, something both enjoyed immensely. Now that his father was gone, Joshua was eager to look through the elder’s body of work.

Millard’s notes were maintained in meticulous chronological order, in three ring binders, representing over sixty years worth of logic. This made it particularly interesting to study and watch his father’s work evolve over time. A lot of it consisted of simple formulas for use in product design, but now and then, he would try to explain concepts in physics which were often submitted to a mathematics union where papers were printed in journals and arguments presented, both pro and con. The father’s work was frequently featured in these journals.

Day after day, Joshua absorbed the journals, often going late into the evening. He remembered some of his father’s early work, but most of the pages included unfamiliar formulas and algorithms. Analyzing each computation, Joshua began to understand his expressions without having to review the accompanying notes. It all made sense to him. Then, in a binder from December 1965 he happened upon a section marked, “The Secret of Happiness,” consisting of a rather lengthy equation describing in mathematical terms how a person can discover his own personal happiness. This piqued Joshua’s interest as he didn’t recall his father discussing this concept and thought it a rather odd subject for a mathematician to pursue.

Joshua poured through the extensive formula carefully. At the heart of his father’s argument was the identification of a person’s purpose in life, both personal and professional, plus the motivation to achieve them, thus resulting in joy through fulfillment. By doing so, a person could elevate their personal self esteem through their chosen vocation and find happiness. Also included was mathematical language describing how to overcome adversity, to teach morality by discerning right from wrong, and the necessity to subdue passions, such as anger, greed and lust. It was all rather extensive. Basically, the formula was intended to unlock a person’s inner self. More importantly, Joshua couldn’t find anything wrong in the logic. It appeared everything was properly defined and interconnected. The son was rather impressed and began to quietly chuckle knowing of no other attempt to write such a formula. However, why had his father kept it a secret for so many years?

Following the formula, there were several accompanying notes, including reviews of the work. Years ago, his father had submitted a paper regarding the formula to the mathematics union. However, it was rejected out of hand with some rather sharp critiques with the contention, “You cannot synthesize human emotion.” Joshua was surprised by the open rebuff, particularly after analyzing the formula carefully. The critics even went so far as to publicly ridicule him, which may explain why his father stopped working on it. As Joshua read through the criticisms, he became angry as it became rather obvious few of the respondents had actually read the formula. The last note written by his father on the subject was a short footnote which appeared to be added many years afterwards; it simply read, “Joshua, when you are ready,” and was circled in red ink. This surprised Joshua who interpreted it as a request from his father to pursue the formula again.

As it was late, Joshua went to sleep thinking about both the formula and the criticisms of it. The logic was perfect, yet people didn’t seem to grasp the significance of it fifty years ago. What about today? What about today?…

The next morning, Joshua decided to resubmit the formula to the mathematics union for their consideration. He included an introductory letter, and updated his father’s supporting notes. One short week later, his documents were returned by the union with a strong letter condemning the work. “We are well familiar with your father’s work in this regard. As we notified him years ago, we do not consider this a viable formula. Trying to calculate human emotion is pure folly. Please do not waste our time again. Sincerely…”

Joshua was surprised the formula was dismissed out of hand so quickly. Perhaps too quickly. Obviously they didn’t study it in detail as the logic was flawless. He was particularly perturbed by their skepticism.

The refutation did not deter Joshua. As he was also well versed in computer programming, he decided to write an “app” for the formula suitable to be used in smart phones, tablets and computers. He expended considerable time coding the formula into the program. Special touch screen technology was added to simplify the use of the program. To do so, a person would simply need to press and hold his/her finger on the app logo whereby a screen was displayed showing the person’s hidden desires. This was done by accessing the person’s central nervous system through the finger where the logical and emotional spheres of the brain were read and scrutinized. The analysis judged the person’s intellectual and emotional stability, frustrations, along with wants and desires. From this, it would visually display the person’s preferences for happiness and offered viable alternatives for achieving them. Basically, it was offering a blueprint for the person’s next stage in life.

Joshua tested the program thoroughly on himself and was surprised to discover he should be making adjustments in his own life; suggestions he immediately understood and embraced. After making the last few technical adjustments, he uploaded the app to the various Internet app stores for free public download under the name, “The Secret of Happiness.” After he uploaded it, he called it a night and went to bed.

The next morning, he checked on the app counter and found 325 people had downloaded it overnight and more were continuing to do so before his eyes. When checking his e-mail queue, he discovered several messages praising him for the app and how it already was changing people’s lives for the better. Day after day, Joshua watched as hundreds of people downloaded the app, then thousands, then tens of thousands, there was no stopping it as it went viral in the first week. News reporters took notice and began contacting Joshua for interviews. Many had used it themselves and became fans well before they asked their first question. This resulted in an avalanche of publicity and “The Secret of Happiness” became the darling of the press. The requests for interviews and correspondence overwhelmed Joshua, so much so, he started to shy away from reading his email.

Then one day, a letter arrived in the mail from the mathematics union requesting a personal interview with Joshua regarding the formula. This surprised him after receiving the terse letter earlier. The tone of the letter was less antagonistic, so he agreed to meet with the union.

Joshua appeared in the union’s offices at the arranged time, dressed in suit and tie. As he waited to be announced, he looked around the office. The building was massive and very well equipped and decorated. It appeared the union didn’t suffer financially, but he wondered how it was paid for; this certainly couldn’t be based on just equations and formulas.

A receptionist led him into an opulent board room with a beautiful table, chairs, and state-of-the-art multimedia screens on the walls. Several officials greeted him, seven in all, and asked him to take a seat. All were much older than Joshua and were dressed as authoritative figures. Their demeanor was serious, giving Joshua the uneasy feeling this was going to be more of an inquisition than a casual interview.

“Mr, Steivenson,” the Chairman began, “We have asked you here to discuss the app you introduced using your father’s formula for happiness. As you know, we have reviewed the formula, both recently and years ago, and found it unacceptable as a means of defining happiness through mathematical language. In fact, we believe it to be reckless on your part to release this to the public as an app.”

“Sir,” Joshua responded, “There is nothing compelling people to use the app. It also comes with a warning that it can only be used on a voluntary basis. So far, I have received no complaints, only compliments from the public, that it is helping them realize their potential and improve their quality of life.”

“We’re well aware of that,” the Chairman continued, “and that’s part of what disturbs us; we’ve tried it ourselves and could not see how it works on any of us here. It didn’t impact us, so we thought this was nothing but a scam or placebo, and are willing to go to the press in order to get you to retract your claims of its effectiveness. We do not wish to see the public suffer.”

“Suffer?” Joshua said, “Hardly. I have testimonials from hundreds, if not thousands of people from all over the world who have described the positive impact the app and the formula has had in influencing their lives positively. The formula does, in fact, work, but only for those who want to believe happiness can be attained in their lifetime. In your case, I knew you would not accept it, so I added a ‘skeptic’ function to my father’s formula, whereby it will not work with people such as yourselves who do not possess an open mind.”

“You mean…”

“Yes, in order for it to work, you must either believe in the formula or are willing to give it an honest try. Since your minds have already been made up, regardless of how ridiculous your arguments are, you will never be able to use it and, as such, will never realize how it can help you with your lives.”

“That’s preposterous,” the Chairman exclaimed, “You cannot use math to deduce skepticism.”

“Really?” Joshua said smugly, “You also said that about my father’s happiness formula and I now have millions of people who have a new outlook on life thanks to it. You do not believe simply because you do not WANT to believe, and that is sad. It is hard to make progress when the people in charge invent irrational egotistical roadblocks. Sometimes you have to do an end-run to get something done. Good day, gentlemen.”

Joshua rose from his chair and turned to exit. Before he could leave though, the Chairman said strongly, “Young man, you have no idea who you are dealing with; no idea whatsoever. You better be careful.” Joshua didn’t like the sabre rattling but chalked it up to old men in their dotage, and he departed.

Following the meeting, Joshua returned home and to an adoring public who thanked him many times over for helping them rebuild their lives and pointing them in the right direction. The app was so infectious, the mood of the country began to change. A wild spirit of entrepreneurship and prosperity blanketed the nation consisting of new companies offering new products and services, all built or delivered with a high sense of craftsmanship. Consequently, the Gross Domestic Product began to rise, money was generated for the people and taxes; so much so, the federal debt was arrested and actually began to retreat. People no longer resisted going to work, but openly welcomed it instead. Grades in schools substantially improved, and education was made meaningful again. Crime rates declined radically, as did unemployment, and spending on welfare. America awoke from the doldrums to once again become a leader in industry. The rest of the world started reporting similar successes as well.

Then, one day, a computer virus was quietly introduced to the world over the Internet, some claimed it originated from China but nobody knew for sure. It was designed to seek out and destroy Joshua’s “Happiness” app and the virus circled the globe like wild fire deleting it from all machines. In just five short days, it had completely eradicated the app, including Joshua’s machine containing the source code for the program. It was gone, all gone, and the public’s attitudes began to shift back to complacency as before the app was introduced.

Joshua could not understand who or why anyone would want to destroy the app. He began to investigate the virus by capturing and dissecting the code embedded within it. Inside he found some interesting clues consisting of mathematical formulas and expressions leading him to believe he had been sabotaged by the mathematics union. Infuriated, he rushed to the union building and demanded an audience with the Chairman, and surprisingly, it was granted.

Although he felt his blood boil, he stopped to take a breath and regain his composure before entering the Chairman’s office. He desperately did not want to express panic under pressure and maintain a cool demeanor.

As he entered the office, the Chairman greeted him, “Good afternoon Mr. Steivenson, I have been expecting you.”

“You have?” asked Joshua.

“When we heard your app was the target of a virus, we knew you would blame us.”

“And I suppose you are going to claim ignorance on the matter?” Joshua asked.

The chairman came out from behind his desk and sat down next to Joshua. In a calm and fatherly voice, he said, “No, Joshua, we had nothing do do with it. At our last meeting, I tried to warn you that you had no idea who you were dealing with, and to a certain extent, neither does our own organization. We are the eyes and ears for various government agencies around the world, who happen to fund our work, something we are paid well for.”

He continued, “I will admit I opposed your father’s formula at first, but I finally overcame my skepticism which allowed me to work with your app. Frankly, I was amazed how well it understood me and recommended changes in my life which I have embraced. Believe me, you wouldn’t have gotten into this building if I didn’t believe the app worked. I apologize for not believing in your work and not encouraging you to pursue it, but I was directed to discourage you and let the matter drop, as your father did years ago.”

“Why was that?”

“Joshua, ask yourself the question; what government would want its citizens to be truly happy? You’ve already seen some of the effects your app has had on our country, that we were becoming a vibrant society again, one that began to challenge the status quo and change the political landscape. That is more than any politician can stand. They want apathetic voters and people with a low confidence level, thereby making them more inclined to accept government control. I honestly do not know which country produced the virus, it could have been America, China, Russia or many others, it doesn’t matter, it was inevitable. They simply do not want the citizens to rise beyond their control. Your app was a very real threat to them, so I am not surprised. I know this isn’t much solace, but I’m honestly sorry about all this. I had no idea it would go this far.”

Joshua slouched in his chair. He realized he was defeated. To pursue his dream meant doing combat with the governments of the world, very much a losing proposition.

Days after his meeting, Joshua returned to his father’s cellar and organized his notes in another three-ring binder. Included was a printed copy of the app’s source code which Joshua had printed prior to his computer being attacked, along with schematics and other documentation explaining the program’s logic.

Before closing the binder for the last time, he took out a red pen and wrote on the last page, “For my son, when you are ready.” He then swept the cellar, made sure it was as tidy as his father had kept it, and turned off the lights.

NOTE: This is a work of fiction. Any similarity between the characters in this story and any real person, living or dead, is not intentional and purely coincidental.

Keep the Faith!

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For Tim’s columns, see: timbryce.com

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9-11 REMEMBERED

September 11, 2015 by TimBryce

BRYCE ON LIFE

– Today’s high school seniors were just four at the time.
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There have been a handful of epochal events over the years where someone might ask, “Where were you when this or that happened?” For example, Pearl Harbor, the JFK assassination, the Beatles on Ed Sullivan, Neal Armstrong setting foot on the moon, and the Challenger disaster. Of course, the most recent event to Americans was the 9-11 terrorist attack in 2001. As for me, I was in my office early on that Tuesday morning and my cleaning crew was in taking care of the office. In the reception area, I had a television turned on and tuned to the local news. As I was typing on my computer, one of the cleaning crew came into my office very excited and said, “Tim, come out here and look at this; they’ve attacked the Twin Towers in New York.” I rushed out and watched the north tower burning and listened to newscasters hustling to get on top of the story. Then, after a few minutes, a second plane crashed into the south tower. We couldn’t believe our eyes. This was compounded later by air attacks on the Pentagon in Washington, DC, and another plane crashing in western Pennsylvania.

President Bush was visiting an elementary school just south of us in Sarasota where a news crew captured the president’s reaction to news of the disaster. The visit was cut short and he left with a brief statement informing the people present what had occurred and, if memory serves me right, he asked for a moment of silent prayer. This disaster would ultimately define the president’s tenure of office.

Conspiracy theorists would later claim the disaster was an “inside job” caused by the administration. I have listened to these stories time and again, and cannot find any validity in them. Nonetheless, on that day, 9-11, 2,996 people perished including the 19 terrorists involved, the greatest single day loss in our history, easily outdistancing Pearl Harbor where 2,403 Americans were killed and 1,178 others wounded. In the New York disaster, the city lost 343 firefighters and paramedics, and 60 law enforcement personnel. Companies in the North Tower lost hundreds of employees each. It was truly a sad day.

It has now been 14 years since the attack, and the disaster is already fading from the memories of our young people. Consider this, today’s high school seniors were but four years old at the time and, as such, have no real recollection of the disaster. I may understand them not remembering Pearl Harbor, an event which occurred over 70 years ago, but they should be reminded of the significance of 9-11 and its effect on the 21st century.

Although America was mildly aware of Middle East terrorists before, this disaster brought it home to the nation and defined our foreign policy for years to come. Today, just about everyone is familiar with the names of al-Qaeda, Muslim Brotherhood, and ISIS. New words have entered our vocabulary, such as burka, Jihad (Holy war), Fatwas (binding religious edicts), Mosque (Islamic place of worship), suicide bombers, IEDs (Improvised Explosive Devices), caliphate (Islamic government) and are familiar with the sects in the area, Sunnis, Shites, and Kurds. Most Americans now know where Iraq, Iran, Yemen, UAE, Afghanistan, and Pakistan are, and we’ve noticed Muslims immigrating to countries, including the United States, and insisting on Sharia Law. Prior to 9-11, this was all relatively unknown. Now it is a part of our daily lives.

The threat of a terrorist attack is still a viable concern. We should ever be vigilant for the next attack. As Milwaukee County Sheriff David Clarke Jr. observed, “And that’s why it’s just going to get worse. You’re going to see more attacks, where they target two different sites and expand across the nation in different states. I think we have to find a role for U.S. citizens in this as well but until we get a strategy, that’s not going to happen.”

9-11 is an important symbol, not just for remembering the victims of 2001, but a warning for our future. This is why the lessons of 9-11 should be repeated to school children. The very least schools could do is ask the students to stand and have a moment of silence for the victims. 9-11 may be in our past, but what is in store for us in the future?

For a synopsis of 9-11, see:
http://www.history.com/topics/9-11-attacks

Keep the Faith!

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For Tim’s columns, see: timbryce.com

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THE FINAL ROUNDUP

August 31, 2015 by TimBryce

BRYCE ON NON-PROFITS

– What I learned during the years I spent on the Board of Directors for nonprofit organizations.
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I made an important decision the other day, namely 2016 will be my last year serving on a board of directors for a nonprofit organization. It’s time for someone else to step up to the plate. For forty years I volunteered my time for dozens of organizations. So much so, I stopped counting when I reached fifty Boards. I’ve served on everything from professional societies for management, computers and systems, to homeowner groups, sports clubs, fraternal organizations, and more.

I coached and umpired baseball for ten years, also serving on the board for the local Little League. One day, we held a practice for my boys team and I was shagging balls in the outfield. It was a beautiful day and it had been a good practice. However, as I picked up the last few baseballs, I looked up and realized I was no longer enjoying myself and it had become more laborious than fun. It was at that moment when I realized my days with Little League baseball were over and I retired from it shortly thereafter. That is how I feel today where I am involved with two nonprofits. Following a board meeting, I suddenly realized it was time to go and I made a promise to myself not to extend any more commitments past 2016 when my tours of duty end.

I didn’t serve on these boards for any accolades or titles, just to help make the organizations better. As someone who has seen quite a bit of the world, I didn’t need such pomp and circumstance. As a management consultant I was fortunate to possess the skills needed to assist such groups, for example: I developed and balanced budgets, cleaned up finances, created data bases to manage memberships, developed web pages and promoted them accordingly, created and updated bylaws, took minutes, developed speaker programs, conducted special projects, developed and distributed newsletters and communications to memberships and met some interesting people along the way. Yes, it took some time to perform, but I had a lot of fun in the process. I like to believe I left each place better than I found it, which should be the objective of anyone serving on a board.

The question is, “Was it worth it?” For the professional societies, I met several people, earned their respect, and learned a lot in the process. For homeowner associations, I believe I played an important role in maintaining the value of homes in the community, if not increasing them. For sports clubs, it was a joy watching my kids, both boys and girls, grow and mature into adulthood. I was also appointed or elected as Chairman or Director at District, County, and State levels for a variety of tasks. All of which were rewarding experiences.

I have learned a lot about nonprofits over the years. However, there are primarily three lessons I wish to convey to my readers:

1. Most nonprofit organizations are run by nice people who haven’t got a clue as to what they are doing. They may have the best intentions, but do not understand a nonprofit is a legal entity in the eyes of the state and, as such, needs to be run like a business. No, it doesn’t take “A Village.” It takes business skills. You realize this when the group can no longer pay its bills or are sued. However, if you are lucky to get the right group together as a board, you’ll enjoy effective leadership, smooth administration, stable finances, good communications, and prosperity.

2. The work of a nonprofit is really not that difficult. It may require some time and effort but I have yet to see a truly difficult task in a nonprofit, and you have to remember I have served in just about every capacity. Something that helps immeasurably in this regard, is the development of “standard practices,” for such things as managing finances, membership, and communications to service constituents.

3. Anyone looking for accolades is joining for the wrong reason. They will likely perform little and assume credit for anything done. Such people are worthless for accomplishing anything of substance, and can hurt the spirit of the organization. Some people are afraid to reprimand such parasites fearing it will create a morale problem. The reality is the morale problem was created the moment the person assumed their position. “But they are volunteers, Tim; you cannot fire volunteers.” Yes you can, and Yes you should as their detrimental outlook will spread and cause problems in your group. Besides, if they are not truly doing anything, you have nothing to lose by replacing them. There is no room for politics in a nonprofit, but unfortunately it somehow creeps into most organizations.

However, when you have a board willing to roll up its sleeves and solve problems or tackle new projects with a spirit of teamwork, it can be a very rewarding experience, not only for how it was performed but also for knowing it will serve the institution for many years to come. In other words, you are adding value to the institution, and this is why I joined such groups, to make them better and perpetuate the group.

Now it is time for others to take my place. My generation of Baby Boomers were taught to provide assistance anywhere we could. I have friends who, like me, have served their Churches for years, civic clubs, local schools, hospitals, country clubs, and more, not just now and then, but for many years. However, it is time for someone else to shag the baseballs, to roll up their sleeves, and perpetuate all of these institutions we have come to love and depend on.

I will likely continue my participation in nonprofits but 2016 will be my final roundup for nonprofit board of directors. It has been a heck of a ride.

Managing a Nonprofit Organization
The Need for Checks and Balances in Nonprofits

Keep the Faith!

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THE PROBLEM WITH NEWSLETTERS

July 13, 2015 by TimBryce

BRYCE ON LIFE

– Why most end up lining the bottom of bird cages.
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I have belonged to a plethora of nonprofit organizations over the years, be it related to Information Technology, management, homeowner associations, sports clubs, political groups, fraternal organizations, school clubs, etc. Most, if not all issue a newsletter either monthly, bi-monthly, or quarterly. Due to rising printing and postal prices, most have gone to an electronic format, be it on the web or in PDF format, which has dramatically cut costs. Regardless, they all pretty much say the same thing.

With rare exception, most newsletters try to put a positive spin on how the club or association is doing. They are typically a public relations piece with the intent of trying to encourage the membership to remain active and attend meetings. As I tend to be intimate with the organizations I participate in, I realize such newsletters offer more facade than substance. They may say everything is great, but the reality is things couldn’t be much worse. Not surprising, participation in nonprofit groups is waning, probably due to the politics involved and changing values. Instead of making meetings meaningful (fun and interesting), most nonprofits have fallen into a rut and do not know how to get out of it.

So, why do nonprofits only report positive trends? They fear their membership would abandon them if they knew what was actually going on. Somehow the quote by Jack Nicholson in “A Few Good Men” comes to mind, “You can’t handle the truth!” This may be so, but I would like to believe the membership would rally behind a cause if they truly believe in the institution and knew what was really going on.

Knowing the calendar of events and what club awards were presented is one thing, knowing the condition of the club is something entirely different. There is an old expression derived from psychology which states, “You cannot treat a patient if he doesn’t know he is sick.” Wouldn’t it be refreshing to see clubs add to the newsletter financial statements, membership totals, or attendance records, along with commentary by the chief executive? We would at least grasp what was going on and come to the aid of the institution.

In every organization I have been involved with, I have found it important the senior officer report on the condition of the organization at least once a year. This is similar in intent to the President’s State of the Union address. Here, the intention is to come clean with the members by discussing such things as: Membership, Facilities, Participation, Finances, Programs, Sickness and distress, Harmony, Relations with similar groups, Charitable activities, and how well we met our Objectives.

Only by disclosing such items in the newsletter would the members comprehend why a dues increase is being proposed, an assessment, or change in policy.

Because most newsletter do not include such items is why I do not take newsletters seriously; they only tell us what they want us to hear. It also explains why most end up lining the bottom of bird cages.

The best surprise is no surprise.

Keep the Faith!

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NEXT UP: BACKING UP THE TRUCK – Whoa, slow down! Let’s not leap before we look.

LAST TIME: THE GOLDEN ERA OF AMERICA (1945-1960) – One of our greatest periods of forgotten prosperity.

DIFFERENCES IN FAMILY VALUES

June 3, 2015 by TimBryce

BRYCE ON SOCIETY

– What is the true cause of our changing world and what can be done about it?

In lieu of the riots in Baltimore, I thought I would talk about the importance of family values. Like millions of people, I watched in horror at the “protesters” on television. Perhaps a better name is “rioters” or “thugs” (regardless if it is politically correct or not, it is an apt description). The brightest spot though, was Toya Graham, the Baltimore mom slapping her son during the riots. It was refreshing to see a parent take charge of their offspring and straighten him out.

This incident says a lot about family values and discipline of our youth. This caused me to think about how parents raise their children today:

If you were taught by your parents education was important, you will embrace it and take it seriously and improve yourself. If not, you are likely to drop out and grouse about others getting better paying jobs than you do.
If you were taught by your parents the merits of work, you will become industrious. If not, you will probably become shiftless and undependable. Crime, drugs, and prison are likely in your future.
If you were taught by your parents the meaning of responsibility, you will become dependable and a good citizen. If not, you will likely blame others for your problems and spend your life taking handouts and develop a dependency on welfare.
If you were taught respect, manners and common courtesy by your parents, you will be considered socially well adjusted and experience prosperity through personal connections. If not, your social connections will likely be gangs, thugs, and criminals.
If you were taught ethics by your parents, you will likely attend a place of worship and treat people fairly. If not, you will probably suffer from low self-esteem and treat people brutally.
If you were taught right versus wrong by your parents, you will make better decisions. If not, you’ll make the wrong ones.
If you were taught American history and the responsibilities of citizenship by your parents, you will likely become a patriot. If not, you will likely try to subvert the country.

It’s all about parenting. This, of course, means two things; first, parents are the prime source for personal guidance and social adjustment, and; second, they are role models for their offspring, good or bad. If they fail in either area, the child will likely take notice and learn their values from others, such as thugs and television. Children also have a tendency to emulate their parents. If they are misfits, the child will likewise become one. If they are industrious and responsible, the children are likely to assume these values.

Finally, if you were taught to be thankful for the little pleasures and bounties of life, regardless of how sparse they may be, you will lead a decent life.

Frankly, I think the poem “If” by Rudyard Kipling should be mandatory reading in every household.

Keep the Faith!

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WORKING FOR GOONS

October 17, 2014 by TimBryce

BRYCE ON SOCIETY

– Making the work environment unbearable.

One of the reasons Scott Adams’ cartoon, “Dilbert,” is so successful is because it hits close to home in depicting office life. Corporate management is one of Adams’ favorite targets in which they are shown as bumbling idiots. They are very determined in controlling all activities of the business. Their approach is predictably wrong, and they embrace every management fad that comes along. Because of their strong sense of authority and control, perhaps “goons” is a more appropriate label. This is essentially no different than Hitler’s goon squads during World War II where they harassed people, and practiced thuggery to implement the Führer’s policies. Under this approach, management’s policies are implemented top-down with no bottom-up input being tolerated.

Earlier this year, I wrote a column entitled, “Beware of the MBA’s,” whereby I made the observation today’s management tends to manage people more from a numbers point of view as opposed to a results perspective and their ability to work with others. I recently saw this first hand in a company with a national chain of outlets for manufacturing products. After several years at the helm, the founder and president stepped aside and retired. Shortly thereafter, the board of directors appointed a new CEO, someone with experience in the company but who was much younger and ambitious. The first thing he did was replace all of the regional sales managers with younger people (late twenties), and office managers in their early twenties. The more experienced sales and office managers were demoted and pushed aside. Instead of sales volume, the sales force was managed by a series of spreadsheets which considered the number of sales calls made, both in person and on the telephone. Instead of worrying about customer care and satisfaction, the numbers were of paramount importance. To make matters worse, whereas salesmen had previously been managed by the local sales manager, who was there to review their progress and solve their problems, the sales force now reported to a goon squad of regional sales managers, who were located out of state, and local office managers who acted as the eyes and ears of the regional managers.

This resulted in a serious morale problem. Since people were managed primarily by numbers, they became apathetic in the company’s business. They quickly realized concepts such as customer service and quality assurance were considered passé. They also knew they could easily outfox the young office managers who lacked experience. Over time, the office units started to experience delays in shipments to customers, lost revenue, sloppy inventory, and a general disregard for the company overall. Since they realized fighting the goon squad was futile, they undermined the company instead. Conditions became so bad, the employees began to resign, the key ones first (sales and customer service), then the clerical workers. Today, approximately 40% of the people in the local office have resigned and moved on. At first, the goon squad believed it would be easy to find replacements, but after realizing what the corporate culture entailed, the company can only afford mediocre workers. Maybe that is how management wants it.

Businesses certainly do not have a monopoly on goon squads. Nonprofit organizations typically have more than commercial enterprises. When the goons have captured the leadership of such groups, they recruit assistants and deputies not because they are intelligent or hard workers, but because they know how to follow orders with gusto, regardless if they know them to be harmful.

To the goons, it is not about offering inspired leadership, it is all about maintaining control over the organization and stifling resistance. It is no small wonder we live in an age of autocratic rule (Theory X). Goon squads are not interested in listening to the input of the workers. You either play ball or be prepared to be turned out. Such a management philosophy is dangerous in my opinion. It means spreadsheets take precedence over customer service, sales calls over sales volume, and in the case of nonprofits, suffocating rules over flourishing membership.

I am certainly not suggesting all companies operate in this fashion, but the reality is Scott Adams has a lot of material to work with for a long time. If we cannot relate to it, it wouldn’t exist. Unfortunately, goon squads are very much alive and well in this country.

Keep the Faith!

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WHO HAS GOT YOUR BACK?

September 29, 2014 by TimBryce

BRYCE ON BUSINESS

– A lesson of loyalty in the workplace, and in life.

In the office, we like to believe our fellow co-workers will back us up when push comes to shove. Actually, we’re being quite naive when this occurs. To illustrate, there was a systems manager in Chicago who had grown weary of the petty politics practiced by his boss, the I.T. Director. Projects were late, none of the systems were integrated, end-users were unhappy, and they found themselves in a constant fire-fighting mode (maintenance) as opposed to conquering new challenges. Instead of implementing discipline and organization, the Director played political games pitting his workers against each other, and morale deteriorated. The systems manager’s staff was unhappy and frequently vented their frustrations to him. Conditions got so bad, the manager told his staff he was going to march into the Director’s office, register a formal complaint and threaten that he and his department were prepared to resign. Everyone thought this was a bold and imaginative move which they endorsed.

The Director listened patiently. When the manager was finished, the Director asked for his resignation which the manager produced on the spot. The manager then collected his belongings, told his staff what had just occurred, and said he would be in the bar down the street if anyone would like to join him afterwards. To his surprise, nobody joined him.

Despite what the manager’s staff had told him, that they would resign en masse, they balked. The manager had drawn his confidence from his staff and was sure they would follow him out the door. He was surprised when not one person followed. It was a difficult lesson to learn.

Who has got your back? As the manager discovered the hard way, nobody. There will be times in your life when you are angry over an issue or someone. Your contemporaries may encourage you to act, but the truth is, you are on your own. Think twice. If you threaten to resign or stage a coup d’etat, understand two things: someone will inevitably call your bluff, and; realize you are doing this on your own. Your friends and co-workers may not feel as passionately as you do and may fear for the safety of their careers. In other words, you are advised to speak for yourself and do not rely on the support of others. It will not materialize.

The truth is, co-workers may do favors for you, but do not expect them to watch your back when push comes to shove. In such occasions, it is every man for himself.

The lesson learned by the manager is simple: Speak from your own convictions, not someone else’s.

Keep the Faith!

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