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Nassim Taleb. Commencement Address.

August 1, 2017 Ben Yeoh
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Nassim Nicholas Taleb gave a Commencement Address to the American University in Beirut in 2016. Taleb has written "a philosophical and practical essay on uncertainty (Antifragile , The Black Swan, Fooled by Randomness, and The Bed of Procrustes), a (so far) 4-volume "investigation of opacity, luck, uncertainty, probability, human error, risk,and decision making when we don’t understand the world, expressed in the form of a personal essay with autobiographical sections, stories, parables, and philosophical, historical, and scientific discussions in nonoverlapping volumes that can be accessed in any order." More on Taleb.

His Commencement Address has some interesting life thoughts and as someone seemingly fond of aphorisms he ends on this:

The following are no-nos:

Muscles without strength,

friendship without trust,

opinion without risk,

change without aesthetics,

age without values,

food without nourishment,

power without fairness,

facts without rigor,

degrees without erudition,

militarism without fortitude,

progress without civilization,

complication without depth,

fluency without content,

and, most of all, religion without tolerance.

My highlights from his speech below. The full text is here.

For I have a single definition of success: you look in the mirror every evening, and wonder if you disappoint the person you were at 18, right before the age when people start getting corrupted by life. Let him or her be the only judge; not your reputation, not your wealth, not your standing in the community, not the decorations on your lapel. If you do not feel ashamed, you are successful. All other definitions of success are modern constructions; fragile modern constructions.

(I am happy to report, I'm pretty sure my 18 year old self would not be disappointed with me)
...

...the courage to do something unpopular. Take risks for the benefit of others; it doesn’t have to be humanity...The more micro, the less abstract, the better.

Success requires absence of fragility. I’ve seen billionaires terrified of journalists, wealthy people who felt crushed because their brother in law got very rich, academics with Nobel who were scared of comments on the web...

...But self-respect is robust –that’s the approach of the Stoic school, which incidentally was a Phoenician movement. (If someone wonders who are the Stoics I’d say Buddhists with an attitude problem, imagine someone both very Lebanese and Buddhist). I’ve seen robust people in my village Amioun who were proud of being local citizens involved in their tribe; they go to bed proud and wake up happy....


...Now a bit of my own history. Don’t tell anyone, but all the stuff you think comes from deep philosophical reflection is dressed up: it all comes from an ineradicable gambling instinct –just imagine a compulsive gambler playing high priest. People don’t like to believe it: my education came from trading and risk taking with some help from school....

...I skipped school most days and, starting at age 14, started reading voraciously. Later I discovered an inability to concentrate on subjects others imposed on me. I separated school for credentials and reading for one’s edification...Greed and fear are teachers. I was like people with addictions who have a below average intelligence but were capable of the most ingenious tricks to procure their drugs. When there was risk on the line, suddenly a second brain in me manifested itself and these theorems became interesting. When there is fire, you will run faster than in any competition. Then I became dumb again when there was no real action....
...I discovered along the way that the economists and social scientists were almost always applying the wrong math to the problems, what became later the theme of The Black Swan. Their statistical tools were not just wrong, they were outrageously wrong –they still are. Their methods underestimated “tail events”, those rare but consequential jumps. They were too arrogant to accept it. This discovery allowed me to achieve financial independence in my twenties, after the crash of 1987.
So I felt I had something to say in the way we used probability, and how we think about, and manage uncertainty. Probability is the logic of science and philosophy; it touches on many subjects: theology, philosophy, psychology, science, and the more mundane risk engineering...

...The second break came to me when the crisis of 2008 happened and felt vindicated and made another bundle putting my neck on the line. But fame came with the crisis and I discovered that I hated fame, famous people, caviar, champagne, complicated food, expensive wine and, mostly wine commentators. I like mezze with local Arak baladi, including squid in its ink (sabbidej), no less no more, and wealthy people tend to have their preferences dictated by a system meant to milk them. My own preferences became obvious to me when after a dinner in a Michelin 3 stars with stuffy and boring rich people, I stopped by Nick’s pizza for a $6.95 dish and I haven’t had a Michelin meal since, or anything with complex names. I am particularly allergic to people who like themselves to be surrounded by famous people, the IAND (International Association of Name Droppers). So, after about a year in the limelight I went back to the seclusion of my library (in Amioun or near NY), and started a new career as a researcher doing technical work. When I read my bio I always feel it is that of another person: it describes what I did not what I am doing and would like to do...

I am just describing my life. I hesitate to give advice because every major single piece of advice I was given turned out to be wrong and I am glad I didn’t follow them. I was told to focus and I never did. I was told to never procrastinate and I waited 20 years for The Black Swan and it sold 3 million copies. I was told to avoid putting fictional characters in my books and I did put in Nero Tulip and Fat Tony because I got bored otherwise. I was told to not insult the New York Times and the Wall Street Journal; the more I insulted them the nicer they were to me and the more they solicited Op-Eds. I was told to avoid lifting weights for a back pain and became a weightlifter: never had a back problem since.

If I had to relive my life I would be even more stubborn and uncompromising than I have been.

One should never do anything without skin in the game. If you give advice, you need to be exposed to losses from it. It is an extension to the silver rule. So I will tell you what tricks I employ.

• Do not read the newspapers, or follow the news in any way or form. To be convinced, try reading last years’ newspaper. It doesn’t mean ignore the news; it means that you go from the events to the news, not the other way around.
• If something is nonsense, you say it and say it loud. You will be harmed a little but will be antifragile — in the long run people who need to trust you will trust you.

When I was still an obscure author, I walked out of a studio Bloomberg Radio during an interview because the interviewer was saying nonsense. Three years later Bloomberg Magazine did a cover story on me. Every economist on the planet hates me (except of course those of AUB).

Treat the doorman with a bit more respect than the big boss.

If something is boring, avoid it –save taxes and visits to the mother in law. Why? Because your biology is the best nonsense detector; use it to navigate your life.

The No-Nos
There are a lot of such rules in my books, so for now let me finish with a few maxims. The following are no-nos:

Muscles without strength,
friendship without trust,
opinion without risk,
change without aesthetics,
age without values,
food without nourishment,
power without fairness,
facts without rigor,
degrees without erudition,
militarism without fortitude,
progress without civilization,
complication without depth,
fluency without content,
and, most of all, religion without tolerance.

Read more on Taleb and his discussion of ethics and Cross fertilise. Read about the autistic mind here and ideas on the arts here.

In Leadership Tags leadership
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Oglivy. Principles of Management.

July 29, 2017 Ben Yeoh

In 1968, David Ogilvy set this down:

"...Nor do I seek to freeze the style of Ogilvy & Mather after I retire.

[To me this resonates with the idea that a set of rules or regulations can tend to only freeze best ideas at that time.  Innovation will always conflict with regulation, as rules ossify.  See my commentary on John Kay.]

I hope that future generations will improve upon the Principles I enunciate in this paper...

  1. To serve our clients more effectively than any other agency.
  2. To earn an increased profit every year
  3. To maintain high ethical standards
  4. To run the agency with a sense of competitive urgency
  5. To keep our services up-to-date
  6. To Make Ogilvy & Mather the most exciting agency to work in
  7. To earn the respect of the community

On Profit:   in business to earn a profit through superior service... we must pursue profit - not billing. The chief opportunities for increasing profit lie in:

... separating passengers without delay... discontinuing boondoggles and obsolete services:

To keep your ship moving through the water at maximum efficiency, you have to keep scraping the barnacles off its bottom. It is rare for a department head to recommend the abolition of a job, or even the elimination of a man; the pressure from below is always for adding. If the initiative for barnacle-scraping does not come from Management, barnacles will never be scraped

[is this Ogilvy recommending zero based budgeting before ZBB became a management movement?  "I've never heard a budget that can't be justified"  one CEO told me.]

Avoiding duplication of function - two men doing a job which one can do... reducing wheel-spinning in the creative area  [easier said than done though]

On Morale:   Ad agencies are fertile ground for office politics. You should hard to minimise them, because they take up energy which can better be devoted to our clients; some agencies have been destroyed by internal politics.

  • Always be fair an honest in your own dealings; unfairness and dishonesty at the top can demoralise an agency.
  • Never hire relatives or friends.
  • Sack incurable politicians.
  • Crusade against paper warfare. Encourage your people to air their disagreements face-to-face [I think we've lost this battle on Twitter etc.]
  • Discourage secrecy.
  • Discourage poaching
  • compose sibling rivalries.

I want all our people to believe that they are working in the best agency in the world. A sense of pride works wonders.

The best way to "install a generator" in a man is to give him the greatest responsibility.  Treat your subordinates as grown-ups - and they will grow up. Help them when they are in difficulty. Be affectionate and human, not cold and impersonal.

It is vitally important to encourage free communication upward. Encourage your people to be candid with you. Ask their advice - and listen to it.

Hard work never killed a man. Men die of boredom, psychological conflict and disease. They do not die of hard work.

While you are responsible to your clients for sales results, you are also responsible to consumers for kind of advertising you bring into their homes. Your aim should be to create advertising that is in good taste. I abhor advertising that is blatant, dull, or dishonest. Agencies which transgress this principle are not widely respected.

Some different quotes from this work found on Papova's Brainpickings.  More from me in an earlier post on advertising.

In Leadership, Investing Tags management, leadership
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Team Work. What Google found.

July 23, 2017 Ben Yeoh
Source: Google. ReWork.  Links in text below.

Source: Google. ReWork.  Links in text below.

Effective teams are not a magic algorithm.  Dependability. Clarity. Work Meaning. Work impact and most of all Psychological Safety:  Feeling secure to ask questions and take risks without feeling embarrassed or insecure. Google did find these traits most important.

Who is on a team matters less than how the team members interact, structure their work, and view their contributions. So much for that magical algorithm.

Google learned that there are five key dynamics that set successful teams apart from other teams at Google:

  1. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  2. Dependability: Can we count on each other to do high quality work on time?
  3. Structure & clarity: Are goals, roles, and execution plans on our team clear?
  4. Meaning of work: Are we working on something that is personally important for each of us?
  5. Impact of work: Do we fundamentally believe that the work we’re doing matters?

The important of the security of risk taking might be surprising but it was the strongest result that Google found.  

Think about it.  If you want to ask "What's really the goal of this project?"  But you don't want to sound stupid... if you don't feel secure, you'll never ask and either (i) you'll be left out the loop and not contribute as much or (ii) the project really didn't have goal and the whole is about to waste the rest of the day in meandering nonsense...  

The questions to think about on a team level:

(Organizational behavioural scientist Amy Edmondson of Harvard first introduced the construct of “team psychological safety” and defined it as “a shared belief held by members of a team that the team is safe for interpersonal risk taking.”  Look up her work for more on this; also links to the Google work below)

  1. If you make a mistake on this team, it is often held against you.
  2. Members of this team are able to bring up problems and tough issues.
  3. People on this team sometimes reject others for being different.
  4. It is safe to take a risk on this team.
  5. It is difficult to ask other members of this team for help.
  6. No one on this team would deliberately act in a way that undermines my efforts.
  7. Working with members of this team, my unique skills and talents are valued and utilized.

Google have a tool you can customise to address these questions and issues.  The Manager Work actions are here.  The Team effectiveness guide is here.    All work is originally Google's.   And Amy Edmondson has a Ted talk on it.  My views on it obviously not endorsed by Google etc.

In Leadership, Investing Tags Team
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