When Things Get Rough at Work

ImageWhen the going gets tough, the tough get going.

I’ve always liked that saying, more so to toss in the face of others when the going gets tough for them.  Don’t do it to me when I’m going through a tough time because I will make you sorry you said something so trite to me in the face of my very real challenging situation. You are risking Drama Girl if you go there. Instead, say “Oh, Linda. Your tough times are tougher than anyone’s. Trite sayings will never do. Here, let me give you a foot-rub and some Skittles™ and try to help you feel better.”

That sort of thing always works here.

Back to that saying…

Over the years it has changed. It still means the thing it was originally intended to mean: sometimes when things get tough, the resilient and dedicated among us roll up our sleeves and re-double our efforts and prove we are tougher than the situation.  We get in gear, we get going.  We do this when the result matters to us, when it matters to people we love, when it matters to someone.

In every natural disaster, the tough get going. When a little girl falls down a well or miners get trapped, the tough get going. When a loved one is fighting cancer, we get going.  We face it. We do what we can. We bring our A-game. We roll up our sleeves. We bake casseroles. We find time to actively help. We learn how to do new, hard things we’ve never done before.

When the going gets tough, the tough get going.

High-five to our tenacity, to our perseverance, our ingenuity, our willingness.

High five.

Here’s what I’ve noticed about that phrase,though. There is a second interpretation. When the going gets tough, the tough get going. They go. Buh-bye. See ya.

They leave.

The difference between the two groups is this: group one feels a sense of connection, loyalty, purpose, and passion toward the cause that requires them to ‘get tough’ – toward the person or situation or entity. Group two does not.

This is an important differentiation for business management who wish to lead their companies through tough times to better days. Companies need employees, but not just any employees. They need people who feel connected to the company, who feel passion and purpose. They need people who, when the going gets tough, are willing to be the kind that get going to help propel the ship past the storm and to calmer waters.

If employees don’t have that purpose or passion, that feeling of mutuality regarding care and concern, then people will get going by leaving. Why would they stay? For whom?  Their loyalty must be garnered, it cannot be mandated. It’s valuable and even necessary, but it must be earned.

Tough times call for tough decision-making and that isn’t fun nor is it easy. Employees may not like some of the decisions. They may not like flying in the back of the plane more often, free soda going away, or resource cuts. They may not like these kinds of decisions and they may groan and whinge, but eventually they will understand and accept.

But if decisions are taken that they don’t understand, that harm their own well-being at its core, that seem to waste their passion, drain them of their purpose, are fundamentally unfair, they won’t be able to get behind them. They will get going in a way that doesn’t serve the company.

The ones who are the most marketable, who have the most talent, who are most likely to bring innovation and ingenuity, will be the first to leave, because they can.

If the prize is at the top of a steep mountain, the first thing you do is make sure your climbers have everything they need to successfully reach it. You equip them properly. You let them know you care about their success, that you’re behind them and supporting them all the way. You help set the course, give them base-camp support. If you do that, they’ll get going and they will reach the top.

And if you don’t?

Well, they’re tough. They’ll survive.  They won’t climb this mountain but they’ll go find another one to climb to claim a different prize for another sponsor.

When the going gets tough, the tough get going. One way or another, they get going. The difference is how they feel about the mission-leaders, based on how the mission-leaders feel about them.

Are you a mission-leader? What do your decisions say to your mountain-climbers about how you value them?

Brand Fan > Customer

Red-Lobster-Remodeled-RestaurantFact: Everyone selling something wants customers.

The corollary to that is we’re all selling something. Right here, right now – I’m trying to sell you on my savoir-faire.  On my writing, my business acumen, my social-business jen ne sais quoi.

On my amazing grasp of the French language.

When you’re selling something, what is the most important thing to have? A great product? An impeccable reputation? A good-looking sales force? 


Surely the most important thing to have is customers, right?  RIGHT?

Maybe not.

Way better than customers are brand-fans. A customer will buy something from you and use it, but a brand-fan will become an extension of your sales force.  Even better – a horde of brand-fans become a groundswell of Crowd Marketing.

I’m writing about what, in essence, Malcolm Gladwell meant when he talked about The Tipping Point.

Companies are trying to figure out how to create that groundswell and find that tipping-point. I’m afraid you won’t find the secret formula here, even if you read to the bottom, mostly because there isn’t one secret formula. There are, however, some overarching concepts that seem to hold true for those who have achieved this highly-sought-after phenomena.  

Often, the brands that reach this nirvana weren’t primarily trying to make money – they were trying to provide something they truly believed in. They come across as genuine and 3-dimensional. In other words, they aren’t used-car-salesmen with overstated promises and an in-your-face sales style to the point where you avoid them like the plague. They care about you, their customer. Even if they don’t care about you as one individual customer, you see evidence they have shown care for other individual customers, which makes you think they probably would care about you if they had the chance to interact with you about something.

Here’s what many brands don’t get about social business: it’s not about overt selling on Twitter or  any of those social media platforms.  It’s about building your reputation in those places; winning individuals to become brand-fans.  We get to experience brands out there and see who they are, how they act.

And if they win us over? Watch out.

Because social business isn’t about Brand A selling to Customer B by tweeting a 15% off promo code.  Social business is about Brand A winning the heart of Customer B so that Customer B goes to Facebook and tells his 400+ friends “You have GOT to try this niche beer made by the local microbrewery! They are such a cool company and their beer is awesome!”

Let me tell you a story…

I participated on a message board in 2001 on a community site called ePregnancy that no longer exists.  It was a community for expectant mothers, allowing us to band together and compare our pregnancy aches and pains, ask questions, share hopes and dreams.  The forum we participated on was called Due In January and starting around the end of December, we all produced tiny humans – a few of us got more than one – and we moved, together, to the next stage in our journey.

Shortly after that, a couple dozen of us managed to assembled in one city and meet each other in person. The other 100+ members of the forum followed virtually on the message board while we shared photos and stories and wished they could have made it.  Here’s what it looked like:

the babies

Those babies are all turning 12 this month and we’re plotting to get together again and recreate this photo with a bunch of surly pre-teens. We’ll let you know how that goes.  Us moms are still together on a private message board community and still comparing our aches and pains and hopes and dreams.

There is a reason I am telling you this and it ties into social business and social selling. Hundreds of times over the past 12 years, I’ve seen the dynamic play out where one of the 100+ women comes into the community with a glowing endorsement for something, and each time, a subset of the community gets inspired and runs out to buy that thing.

When these January 2002 children were babies, one mom bought the Fisher Price Ball Blast toy and reported back how great it was and how much her little punkin-schnookums loved it and next thing you knew, there was a stampede of mothers who were desperate for ways to occupy their little punkin-sscnookumses and willing to try anything who ran out to buy it.

Next thing you knew, we had an army of small human beings learning to blast plastic balls all over the place and some of us  (perhaps only 1, ahem) eventually regretted chasing those stupid little plastic balls everywhere.

But I digress.

There have been many stampedes like this over the dozen years we’ve been together. Anything from make-up to books to gadgets to toys to kitchen appliances. I have been the follower of these endorsements, and I have been an endorser more than once.

Brand-fandom takes a happy customer to the next level – to become an endorser.  I don’t mean a person who writes a recommendation on Amazon, although that’s a good thing for brands to have too, but someone who stands in front of a crowd of people he or she knows personally and puts his or her stamp of approval on a product or service. The more third-party-endorsers (TPEs – it’s a thing, for real – GOOGLE IT!) a brand gets, the better its product does.

I’m no marketing person.  I don’t have Social Media in my title.  I’ve never worked doing PR.  But I know this much is true: the goal for any business is to convert customers too brand-fans, or it should be.  The methods?  Quit trying to sell so hard and instead try to build your reputation.  Engage. Earn trust. Answer questions. Solve problems. Make people laugh.  You cannot buy these fans, they must be earned.  There are no short-cuts.  Engage authentically.  Care about your customers and their problems.  Laugh at their jokes.  ‘Like’ their endorsements of your products.  Get social, bi-directionally.  Don’t just push your sales-blitz-promos out to them and wonder why it’s not effective.

I don’t follow many brands, but one exception is Mr. Clean because he makes me laugh and he never does a hard-sell on me.  You can bet there is a part of my brain that has a feel-good response to Mr. Clean and when I walk down the cleaning aisle at the supermarket, the fact that he’s given me occasional smiles with his humor mean his products have an advantage in my decision-making process.


Therefore, I know that brands that are funny without doing a hard-sell are effective on winning me as a customer and potentially brand-fan.  I also know that brands that interact with me garner my goodwill.  A handful of times on Twitter, brands like Red Lobster and SlimJims have responded to my tweets that mention them.  I didn’t @mention them or tag them in the post, I merely mentioned their products in a silly tweet and they replied in an upbeat, friendly, and engaging way.

I won’t lie – it was a little bit of a buzz for me.

When brands interact with me in a positive way – without trying to commoditize me as a customer –  it creates an infusion of good feelings.  I like them better than I did before.  Hey, they noticed me, they talked to me. ME, little me! Wow.  Imagine more and more of that.

The truth is that I am already a brand-fan for Red Lobster. I plan to be buried in a casket filled with Cheddar-Bay Biscuits. I have taken a lot of grief for it over the years, but I sing my endorsement of their delicious biscuits from the rooftops.  I’m not ready to be buried in a casket full of Slim Jims yet, but I do feel fond of them and who knows what the future holds. Watch this space. Or the obituaries, maybe.

My most recent encounter is my favorite one yet.  Just last month, I made a joke on Twitter where I tagged two brands.  I never expected a response to the joke but one of the two brands did and this little teeny-tiny interaction totally made my day.  I love them for it.  I installed their app on my phone.  As such, I’m more likely to share their content on my social networks.  They won a little piece of my heart is what I’m telling you (even though they didn’t think my comedic genius was worth some Mountain Dew and Cheetos, which I vehemently disagree with!).


moutain dew

Let’s stop for a moment and reflect back on Malcolm Gladwell, shall we?  His book is subtitled How Little Things Can Make a Big Difference.

Companies all over are trying to force content to go viral.  They develop great content and have armies of people who pimp it out and, often, it falls flat.  What if Cheetos or Mountain Dew had jumped into this social-conversation with me and the Cheezburger brand?  What if it kept going? What if it got more hilarious? What if….

Come out to play with your customers.  Build your reputations. Build goodwill and trust. Build an army of super-fans who love you because you made them feel good and they will sing of their love from the rooftops and, hey, if something goes viral? Great!  If not, you still did the right thing.

You still did the right thing.

Me? I’m selling you my words.  More accurately, I’m giving my words away in order to sell myself.  Is that even legal?  I’m just trying to save up enough to fill my casket with Red Lobster Cheddar Bay Biscuits.

Your move, Slim Jim. 

Travel and the Myth of the Ugly American

trave parisIn my time with Thomson Reuters, I have had the good fortune to experience travel to a few countries I may not have otherwise been able to visit. Last year, I saw Bangalore and Hyderabad in India, London and Paris in Europe, and Buenos Aires in Argentina.

The photo here is of Paris. Lovely, right?

An American in Paris – the situation is rife with joke-material. Both the Americans and the French have a reputation for rudeness, but sometimes it seems each group is only aware of that particular reputation in the other. Recently, someone on Twitter made a joke about condescending French restaurant servers and it got me all fired up and inspired the post you’re now reading.


Neither the French nor the Americans have cornered the market on rude and condescending behavior. Although it IS true that the British and Canadians are polite to a fault. (See what I just did there? I guess sweeping generalizations are fine as long as they are positive ones, but in fact they also perpetuate inaccuracIES so please consider that last sentence with a grain of humor, OK?)

I have friends from the United States who love to travel to other countries. When traveling, if asked where they are from, they don’t hesitate before answering “Toronto.” Canadians don’t have the same reputation as those of us from the lower part of North America. Some people from the US don’t want to be lumped in with people from the US. This makes me sad. I’d rather combat inaccuracies in this myth – or correct behavior if it’s accurate – than deny our homeland. If all the polite US travelers say they’re from Canada, it only exacerbates the myth.

Maybe Canada has the reputation of being polite to a fault because us Americans from the States are liars!

Is it warranted, though, this Ugly American myth? I imagine sometimes it is, but I do think the legend of it is bigger than its reality. Maybe I’m naive, but that is what I truly believe – that we’re not as bad as the jokes and comments would indicate. This is my second visit to France and I think their reputation for rudeness is overstated, too.

In my own travels, I have been honored to receive such amazing hospitality from all over. While I worry tremendously about being the rude American, I have never been treated as such. Not once.

And let’s face it – rude is contextual. In some countries, eye contact is aggressive and considered rude. In other countries, failing to make eye contact is rude. There is behavior that is woven into the fabric of our existence that is foreign to others. I am a typical American in that I tend to speak up, I gesture a lot, am rather direct. I try ever-so-hard to tone that down when I’m in other countries, but it’s difficult when it’s just part of me. And I truly believe that those who know me accept this as part of me and don’t expect or even want me to be different.

Which is the essence of this post, really. As a traveler to other countries, I feel obligated to do some research so I know about the local culture, what is rude and what is accepted, and I try to adapt my behavior so I am not the stereotypical Ugly American. On the flip-side, the people receiving visitors must also give latitude and embrace the differences of those visiting.

When there is graciousness on both sides, it works.

I hope I am worthy of all the hospitality I have been shown over the visits I’ve made to other countries. I hope I’ve done my part. I certainly have learned a lot about hospitality by being on the receiving end of it. If you ever come visit me in St. Louis, I promise I will take what I have learned and be a better giver-of-hospitality.

Let me know when you’re coming! I’ll bake a cake!



Have you traveled to other countries? What do you do to prepare for your trip so you don’t offend?

Have you extended hospitality to people from other countries visiting you? Are you inclined to judge or to understand when they exhibit behavior which is normal in their country but less so in yours?

Do you find the stereotype of the Ugly American or the Rude French to be accurate or over-stated? And what about positive stereotypes – the polite Canadian or Brit? Are those as potentially damaging?

I give a wide berth for humor and so I do enjoy jokes based on these, as long as I know the intent is truly just to make one laugh.

Savoir Faire is Everywhere!

saviorfareI see you, Social Media People, I see you.

I see you, Community Managers, Marketing Directors, Communications Experts, Engagement Specialists, SEO Consultants, Social Media Developers. I see you all.

But I am not you. I am merely a Sourcing person working for a big global company. I’m not “in” social media.

Or am I?

The truth is, I am. And that guy over there in IT Services who writes a blog and answers people’s questions on the company’s internal community? He’s in social media. All of HR have been forced to be in social media whether they wanted to or not because, hey, it’s appraisal season! THE WEIRD GUY IN THE MAIL ROOM IS IN SOCIAL MEDIA, TOO.

And Geoff from Accounting? Well, not yet but watch out – we’re coming for you, Geoff!

I’m in Sourcing and I manage an area called Sourcing Operations. If you have time, I’ll take you through a 78-slide PowerPoint deck telling you exactly what that means. I’m guessing you don’t have time – especially now that I’ve mentioned my PowerPoint deck. It’s OK – you don’t have to understand my job. I’ll just be over here crying in the corner. Not even my mom understands my job.

aintnobodygottimieThe point I want to make (hey! don’t rush me – I’m getting there!) is that the tools and processes my team manage touch up to 65,000 employees. Oh, sure – we offer training sessions and e-Learning and there is a company help desk, but do you think they have time for that? Ain’t nobody got time for calling the company help desk.

There was a day when a cauldron of soup cooked all day over the hearth fire. Nowadays, if we can’t hit the 1-minute button on the microwave and have hot soup, we write a sternly worded letter to Campbell’s, usually in 140 characters or less (fewer).

These days, we have the attention spans of gnats. It’s not our fault – we have so much coming at us so quickly! Chicken, egg, who knows. So those of us in the business who are not Communications or Marketing or Community Management or SEO Optimization Specialist – we’re in social media too, because business is social.

Social media – it’s ubiquitous! (But you guys already knew that, because you’re so smart!)

(See, Mom? All that time you said I wasted on Facebook and Twitter – it all paid off!)

The truth is I’m shocked you’re still reading this. What’s up? Are you waiting for a venti mocha skinny no-whip vanilla latte with your name on it to be passed up onto the counter? Is that how I’ve gotten your attention for so long? No worries – I’ll not look a gift horse in the mouth. (If you think I just called you a horse, I respectfully say neigh – I did not. But we have gone off track and I bet you’d like me to rein it in.) (See what I did there?)

The point of this blog is to say I’m not one of you, but I am, and that’s why I’m here. While I may not have any of those fancy social-media words listed above in my job title, I need to be able to reach people, connect with them, engage them, and so I am in social-business. Just like you.

Hi, my name is Linda Doty and I work in social media. My mom still won’t understand what that means, but you do.

Nice to meet you!



Lies, Damn Lies, and Statistics

liesMark Twain, one of my favorite people to quote, is typically attributed with the quote:

There are 3 kinds of lies: lies, damn lies, and statistics.

My sophomore math teacher was quite fond of saying “Numbers don’t lie.” but that’s a lie. Numbers, when they are being evaluated, assessed, and analyzed are subject to interpretation and, when done badly, the numbers do lie, don’t they?

This is an important issue for many of us because we measure things. Another famous saying is from management consultant Peter Drucker who said “If you can’t measure it, you can’t manage it.”  We have a lot of things to manage, so we measure a lot of things.

I blame Mark Twain for my distrust of numbers, or maybe the guy who coined the phrase “comparing apples to apples”.  The truth is I do believe in truth in numbers, but I also think there must be a thorough and robust methodology to how anything is measured and reported.

A few years ago, a colleague from my Minneapolis office called me.  He was planning to visit St. Louis as asked if I could recommend an area that was safe.

“Safe?” I asked.  “Let me guess. Somewhere in the back of your mind, you remember reading about how dangerous St. Louis is regarding violent crime, right?”

He sheepishly answered, “Yes.”

As a lifelong St. Louisan and passionate lover of my city, I launched into a diatribe about the inaccuracy of those violent-crime reports.  Anyone in St. Louis can surely appreciate my position here. Every year, these most-dangerous-city reports are released and every year, we bemoan their inaccuracy. The local news sources all carry the stories.  There are funny t-shirts that mock the situation and even The Onion publishes satire about our situation.  (Personally, I think The Onion picks on us, probably because we rise to the bait every single time.)


It isn’t all laughs. It’s serious. These reports impact the economic well-being of the city I love. We all know how important reputation is – each of us cares about our own reputations. The reputation of a city is pretty important too.  We wish to tell the world that this is a good place to live, a great place to raise a family. We want companies to expand their presence here, open or expand offices here. We want organizations to host their conventions here. We want to be a REAL BOY. (That’s a Pinocchio reference. See how it ties in with the title and image of this post? I offer my blog posts served up with a neat little bow!)

WE COULDA BEEN A CONTENDER…. we coulda been somebody.  (There. I slid in another quote, this time from On The Waterfront, which some of you knew but maybe not everyone. There is no image for this one in my blog post, people. Geez, I can’t be expected do everything myself, can I?)

Given the weather issues (a polar vortex – sounds so sci-fi, doesn’t it?), I posted a status earlier today joking about St. Louis making it into headlines all over the world for something other than being the most dangerous city. Someone local replied to my status to clarify that the whole dangerous-city-thing is overstated which, clearly, I already knew because I’m from St. Louis and we all know. IT’S THE REST OF YOU WHO NEED TO LEARN IT! The person who left that reply also linked me to a video I hadn’t seen before – just a little five-minute thing that has some civic-pride messaging, but also talks about this dangerous-city thing and explains why it’s misstated. It’s as clear, simple, and visual a manner as I have ever seen so I’m sharing.

I want you to know that St. Louis is a swell place, but the main point of this blog post is to talk about how statistics can be dangerously misleading (see what I did there?) if the methods for analyzing and reporting out are not robust and properly scrutinized.  Beyond what is covered in this video, there’s more to criticize. These reports of the most dangerous cities aren’t even comprehensive. For example, in 2013, the data for Chicago, Las Vegas, and Honolulu, to name just a few examples, were not included because their crime reporting didn’t meet the FBI criteria.

Ends up the world is drawing conclusions about St. Louis based not only on incomplete data, but on comparisons that are terribly skewed.

When you’re looking at numbers, ask questions.  Learn whether there are flaws in the methodology.  Frankly, I’d rather not have any measurement at all than have wildly skewed reports that lead me to draw inaccurate conclusions.

Come to St. Louis and we’ll have a coffee and discuss it further. It’s perfectly safe.  Very cold, but perfectly safe.

One last shout-out for St. Louis.  This morning, I had people from Sydney, Buenos Aires, London, and Boston message me to say “Hey! Your city was on the front page of my newspaper today!” Go, St. Louis!

The biggest danger here today is frostbite.

Stay warm!

stl storm


It’s so simple, any idiot could do it better

Hi, my name is Linda and I’ll be your idiot-tour-guide for this blog post.

Like many idiots out there, I have one of those jobs that 99% of the people in the company (any company) think they could do better.  It’s so simple! (They think.)  Why haven’t you solved those problems yet? (They ask.)

I understand.  I know people who don’t work in my function think it’s so simple, and likely believe people like me just muck it up with manufactured complexity.  The reason I know this is I quite likely do the same about your job.  Are you in Development?  Then I’ve likely uttered something like “Oh, that is easy. Just have them code a new widget that concatenates the necessary information from these twelve data sources, some of them external and outside of our control, and then display it in local language to our users in 60 countries in a color-coded manner. BAM – done!”

In fact, I’m pretty sure I’ve had conversations that went kind of like this:

Me:  Yes, that is certainly a challenge.  We should get the dev guys to crank out some code.  I’m sure that just a couple hours of a developer time would be all that is needed – it’s just a simple change.

Dev Guy:  Um… <blink>

Me:  What?

Dev Guy:  It’s a little more complicated than that.  We’d need to have a team of developers assess the change.  On the surface, I can tell you it will require a major architectural change.  I would estimate that it would take 1,098 coding days.

Me:  1098 coding days?  Whoa.  Maybe you could get a woman to do it – I bet it would be done in a few hours then.

Dev Guy:  <blink>

Me:  WHAT???

Dev Guy:  Why don’t you stick to Sourcing stuff and leave the development of our internal systems to us?

Me:  Because you guys over-complicate it and I make it all so easy.  Really, my way is better.

Dev Guy:  Your way is pure fantasy that surpasses anything Tolkien ever conceived.

Me:  Oh, pshaw!  Nothing is impossible.  Even the word impossible contains the words ‘I’M POSSIBLE!’  I’m thinking you’re a glass half-empty kind of group.

Dev Guy:  Hey, I have an idea – why don’t you consolidate our lawn care vendors globally.  Could you have that done by Tuesday?

Me:  No fair!  You’re changing the subject!  That’s hard!  That would take forever.  Plus, they don’t even have lawn care suppliers in our desert locations, probably.

Dev Guy:  No!  It’s easy.  You just need to put all the supplier names up on a big colorful wheel and spin it.  Wherever it lands, voila’ – that’s our new global vendor.

Me:  But it doesn’t work that way.

Dev Guy:  Kind of like the system change you want doesn’t work that way.  Is that what you mean?

Me:  <blink>

What would be really cool is if people from one function would seek to understand first. You know, ask questions. Do some research.  I’m not saying that simplification isn’t possible, nor am I saying that tremendous innovation is unwelcome.  Evaluate these two statements and tell me which one embraces positive-realism and which is cribbed right from a MacGyver episode:

  1. Let’s inventory the elements outside of our control along side our assets and propose what is possible within those constraints.  Why don’t we put an asterisk next to any constraints that are completely outside of our control. Then, let’s consider what is possible if some of those non-asterisk constraints were lifted.  If we had more resources or, say, a budget – what could we do then?
  2. Here is a shoelace, 2 rubber-bands, some airplane glue, and an expired Visa credit card. NOW GO BUILD ME A GLOBAL SOLUTION!

The truth is that so much is possible if constraints are lifted, but we all have to deal with some constraints.  It’s possible we could do amazing things with more resources or budget, but so often it’s not possible to secure those. It’s also possible we can do some kinda-amazing things with the limited budget and resources we already have. Or some pretty cool things with no budget at all.  It’s possible… I’m not looking to throw innovation out the window!  I love innovation!

I even love someone from another department coming to me with a mind-blowing idea!  It would be better if they came informed and perhaps with an open checkbook to fund it, but hey – can’t have everything, right?

What I am opposed to is someone coming to me acting as if the solution is SO simple, right in front of our eyes, and why are we such idiots that it never occurred to us before?  I try not to respond to such arguments defensively. “Yes, yes. That’s a fabulous idea about how to manage all airline and hotel inventory in our own system. Now, where shall we get the money to fund it and the army of people to build and manage it? Would you be interested in selling the concept to our 600 hotel suppliers and 25 airline suppliers? With you by my side, I know we could do this! I realize there are many companies such as Sabre, Galileo, and Amadeus who exist to do this very thing for thousands of companies, but you’re right – we should build our own air and hotel distribution system. LET’S DO THIS!”

Usually they run away crying. It’s not as satisfying as it sounds.

The thing is, if we can’t have some trust in the expertise of others in their functions, then we should fire them and hire people we DO have trust in.  Or, maybe, possibly, we should pause and think maybe they know more than we give them credit for – maybe we should learn a little before we whip around in their China shop.  Maybe….

Nah. That makes too much sense. Requires work and thinking on the part of people.  We shouldn’t expect people to think – how naive! We’re after simplification, after all.

Lucky for you I have innovated a very simple solution that is so crazy it just could work.  Instead of any one functional group making decisions in its own area of expertise, each functional group should make all the decisions for a different functional group.

Like this:

Responsibility Flow Chart

If I could make all the decisions for IT, I promise you the ability to close your eyes and wish hard and have an IT expert at your desk every time you had a problem!  You could charge your devices by blowing on them ever so softly. You would never print an important, confidential document to the printer in the London office. You could log in to any password-protected app just by smiling at it.

Vote for me – Sourcing people have GREAT ideas on how to make IT better!

My name is Linda Doty and I approve this message.