Monday, May 20, 2013

The Council of Dads


The primary storyline of the book entitled, The Council of Dads: My Daughters, My Illness, and the Men Who Could Be Me (William Morrow: 2010), is how Bruce Feiler, author of nine books about how he “walked” through his most important life experiences, faces a year of bone cancer in his leg which requires weeks of chemotherapy, followed by surgery, followed by more chemotherapy, extensive recovery and physical therapy.  But, foremost in his mind are his twin three-year old daughters and how they would fare in a world without their Dad.

His concern is how difficult his daughters’ lives might be “without my voice.”  “Would they wonder who I was? Would they wonder what I thought? Would they yearn for my approval, my discipline, my love?”

Feiler decides to ask six men to “help be their dad” in his absence because of his strong belief that fathers have special value in the lives of young girls becoming young women.  

“These are the men who know me best…. share my values… helped shape and guide me… traveled with me, studied with me, have been through pains and happiness with me.”

Watching Feiler think intensely about how these men added value to his life over the years is a fascinating experience.  And it also reveals many of the thoughts that go through men’s minds as they build a business (like Feiler started a family) then decide to assemble just the right team of compatriots to carry on the vision in the event that he might not “be there to the end.”

His concept is not simply a selfish focus on himself or an attempt to recreate himself through the Council of Dads.  His concept is how to develop the full potential and capacity of his twin daughters, as he would wish he would be able to do were he to live through this brutal year of cancer treatments.  

“I would like [my twin daughters] to know themselves through their Council of Dads. … A few words, an open door, a welcome embrace every now and then will ensure that your presence [as a Council of Dads] will be a constant guide in the girls’ lives.”

Men do things that women do not.  Men think of their legacy.  They think intently of the future and what it might look like, with or without them.  A Council of Dads is a special group into whose hands this Dad was willing to commend his rambunctious, adventuresome, and enthusiastic daughters.  Feiler wanted his daughters to feel the love, dedication, lessons, and wisdom of his six peers – not older and wizened men – just great friends who had walked along side of him at strategic points in his life.   

Men hand over to other men significant and meaningful tasks when they form councils, boards, or groups like these.  Interesting is how the Council soon took on a life of its own.

“But as I started to share the idea with the men, the Council began to evolve.   For starters, the dads took action.  One sent a magazine subscription; another stopped by more frequently; a third asked for more photos of the girls.  As one of them said, “I think it’s part of my responsibility as a Council member to know the girls as they grow up.”

Men hold themselves mutually accountable for their own performance expectations once they create a team or council.  They accept the responsibility as “a duty” to act at their highest possible level of potential.  They create the sense of self required by the position they accept. They create the “governance” that guides them as a group.

“Even more surprising, the men took a keen interest in one another—with equal parts curiosity, kinship, and rivalry.  A fraternity developed.  And suddenly my notion of a list no longer applied.  It was more like a community, a circle, a Stonehenge assembly where the girls could seek refuge.”

Men choose other men who complement themselves; not clones, but rather individuals who represent different facets or who add a unique dimension.

“In this circle I had certain figures:  my childhood buddy, my camp counselor, my college roommate, my business partner, my closest confident.”  And ultimately, “someone to explain [your creative side] how you looked at the world.”

He purposefully did not include women. Not that his wife, Linda Rottenberg, founder and CEO of Endeavor.org, would not be capable of performing at the highest level. After all, she was his partner in all of the cancerous bad news, treatments, and chaos. Her wisdom and insight helped Feiler find the right men to serve as his Council of Dads.  He knew that his wife would be ok – she would not just endure, she would prevail.

“Linda would be fine.  She would experience a lot of pain and inconvenience, but in the end she would find a way to live a life of passion and joy.”

He wanted a Council of Dads to complement all the wonderful family, friends, community, and support that surrounded him during his “lost year” and who would be there for his daughters in the event that he might not be.  There is something special in Dad-dom that would be missing with him gone.  His purpose was to ensure that his daughters did not feel the emptiness.  His special gift to them was six voices to slay the monsters which the two girls might encounter in their journey to growing up to their full potential.  

There is something special about all the thought that goes into assembling a group of a few worthy men to care for that which you consider precious. Could women be as focused on the future? Could they be as self-less as the men were willing to be? Could we imagine a mother, in a similar situation – facing the prospect of death, envisioning a Council of Mothers to take on the responsibilities of guidance and of “being there” for her children, male or female?  Could we imagine whom a mother might tap to take on such a challenge?  And how might they perform?

Saturday, May 18, 2013

Buffett on Women

A great read, today, is Warren Buffett’s article in the latest issue of the Fortune 500 magazine -- taken together with the full video of the interview -- provide a terrific challenge to contemporary women.

The most important quote from his interview is this:

“Too many women continue to impose limitations on themselves, talking themselves out of achieving their potential.”

He reminisces about his friendship with Kathryn Graham, concentrating on what he calls “gender-related self-doubt.”

“[Graham’s] brain knew better, but she could never quite still the voice insider her that said, “Men know more about running a business than [she] ever will.”

“[Buffett] told [Graham] that she had to discard the fun-house mirror that others had set before her and instead view herself in a mirror that reflected reality.”

Champion Boards blog provided a focus on Kathryn Graham’s book, a Personal History, and her sense of inadequacy, back in April 2007. 

Friday, May 10, 2013

V2MOM


Marc Benioff, CEO of Salesforce.com, introduced his revolutionary V2MOM to ensure constant communication and complete alignment within his fast growing company.  Behind the Cloud: The Untold Story of How Salesforce.com Went from Idea to Billion-Dollar Company and Revolutionized an Industry (with Carlye Adler; Jossey-Bass: 2009) , where he describes the concept and process of V2MOM.

The following is taken from his book:

We [at Salesforce.com] have an internal tool that I use and a communications cadence to help me to stay focused -- because I can be the kind of person that needs help staying focused. That tool is called a V2MOM (acronym that stands for Vision, Values, Methods, Obstacles, and Measures) and there’s five questions that I’m constantly asking of myself. I do that basically every six months for the company. I ask the employees to do it once a year, to publish it and make it transparent for all the other employees. To take those five questions and constantly think about where we are positionally. Here’s how it generally breaks down:

Vision: write it down in 10 to 15 words. When I meet with entrepreneurs, I’ll say to them: what do you want? That’ll be my opening question to them.

Values: What is most important about that vision? What are the values of the vision? Is it growth, is it quality, is it excellence? Write those things down and prioritize them.

Methods: The question is, how are you gonna get it? What are the actions that you’re going to specifically take? In priority, write them down.

Obstacles: What is preventing you from having that vision -- achieving that outcome -- right now? Write it down.

Measures: And finally, how will you know if you’re successful? What are the measurements of success? Write it down.

Then, get ready to recreate that on a continual basis. For me, that is a focusing exercise, and then I will present that back to the company on an annual basis. I will show them where I’m going, what I want to do, and I will ask them to do that back [to me] so that it’s a collaborative exercise.

I think that if you’re an entrepreneur you need to over-communicate and over-share those things. The leader needs to set the organization forward so together we can get what I call alignment. That is a huge challenge. But it builds a lot of trust in the organization if your employees can see that this is what you’re doing.

Of course, you’ve got to walk your talk. If you’re gonna write it down and say you’re gonna do it, you better do it -- or your employees are gonna walk out and say I’m going to find somebody to follow who’s going to actually get this done. Transparency builds trust. And collaboration builds trust. These are kind of modern values that we need in the entrepreneurial organization.

I have these entrepreneurs who somehow end up in my world and I work to facilitate the V2MOM with them -- and it’s tough for them. We’ll go through the exercise and then I’ll send them away and they’ll come back. We’ll start off and they’re all over the map. Then I send them away and they come back and present it to me. Then maybe two or three weeks later they’ll say: we’re working on x, y and z, and I’ll say, how does this relate to your V2MOM? And they’ll be like, well it doesn’t, and I’ll be like, maybe it should be brought in then or maybe it shouldn’t because I think they have an issue of disfocus. So you have to swing them back in line on purpose and vision.