Strategy and Monty Python’s Dead Parrot Sketch

I was in a meeting with an organization and their PR firm a couple of days ago to attempt to save a company that had flat lined when all of a sudden I felt like I had been written into Monty Python’s “Dead Parrot Sketch”.

For those who are not familiar with the sketch, John Cleese plays the role of a guy who bought a parrot at a pet shop but the parrot that had been sold to him was dead from the start.  When he returns it to the store, the store owner does everything he can to prove that the bird is not really dead but is resting.  If you are interested in the clip, I have a link to it at the end of this blog entry.

The organization I was speaking to was in real trouble, hemorrhaging money for years and with no semblance of any type of strategic plan or tactical roadmap in any area including corporate, finance, product development, competitive analysis, sales, etc.

The reason they had no strategy was because the PR firm in question had challenged the need for strategy some years before.  Apparently they had reasoned then that it was better to craft a strong branding strategy than it was to set strategy around things that might be impossible to attain.  Plus, it seems that the financials for this organization looked pretty bad a couple of years ago and it was more fun to dream about pretty promotions than stark realities.  “You’ve got to think positive” was the mantra of the PR guy.

As I listened to this, I couldn’t help but think of the “Dead Parrot Sketch”.  While John Cleese was describing how his parrot was dead, the pet shop owner, ever the spin master, was complimenting the  bird on it’s beautiful plumage.  When Cleese pointed out that the bird never moved, the pet shop owner indicated that it was resting after a long squawk.  Finally, Cleese said that the only reason the bird was sitting on its perch was because it had been nailed there, to which the pet shop owner indicated that if he didn’t nail the bird to the perch, it would have “muscled its way through the bars”.

Fortunately or unfortunately, reality is not always pretty or fun and spinning it to look like that which it is not is not helpful or useful.  It therefore makes sense that the process of strategic planning must be grounded in reality (even when the reality is not pretty), otherwise the results of the organization will be  haphazard at best and probably fatal in the long run. 

Casting a bright, empowered future is fun and exhilarating.

However, if we don’t accept reality in assessing our as-is situation or we choose to spin it to look like something else, then we have no hope of getting to the desired outcome that we dream about.

In fact, we may have a dead parrot on our hands.

Beautiful plumage … but still dead.

In service and servanthood,

Harry

My detailed blog entry for “Strategy and Monty Python’s Dead Parrot Sketch” is the same as this one and can be found here.

Here is the clip – warning – strong language in parts.

 

If My Question Offends You ….

As a long-time strategy and global technology adoption architect, my opinion is often solicited, whether it be by a start-up, a not-for-profit, a Fortune 25 company or anything in-between.

Fortunately (or unfortunately) for the people who solicit my help, I am known as the “asker of audacious questions”. 

People come to me expecting to ask a lot of questions, get a lot of answers and move on.

However, many are surprised that I often have more questions for them than they have for me and if they are unprepared or have weak egos, they will be offended by them.

There is a little secret about why I ask so many questions.

It’s not an attempt to assert one person’s intelligence over another.  We are all gifted in intelligence in different forms.

It’s not an attempt to embarrass them, create a contest of wills or play ego-Olympics.  What a waste of time and energy that is.

Frankly, I find everyone’s ideas fascinating.  I am curious to know if you find your own story as compelling and based on reality as you would like me to believe it is.

However, the most important reason I ask so many questions is because I believe, as I learned from Gerald Weinberg’s writings many years ago, that when people come seeking advice or a solution to a problem, often they as the subject matter expert actually have within their mind the very solution they hope to obtain from someone else’s mind.

Mr. Weinberg posited that if one listens carefully, the owner of a problem will actually state the answer in the first five minutes of dialog.  Mr. Weinberg named this rule …. gasp … wait for it … The 5 Minute Rule.  It is brilliant in its simplicity.

Of course, the owner of the problem is so buried with mental baggage that they can’t see the answer.  The people they approach for help are often so focused on proving that they are the “right person for the job” that they don’t hear it either, since in an effort to demonstrate intelligence or qualifications their own voice drowns out the person asking for help.

However, if the right questions are asked, probing the mind of the person with the problem and one listens carefully to the answers, the solution often presents itself.

People like me don’t just help others find a solution.  Often times they had it within themselves – they just needed a little help finding it, bringing it out and expressing it.

Asking appropriate questions provide an opportunity to explore within another, the strength of an idea, the thoroughness of the foundation that converts the idea into a result and the willingness of an individual to collaborate in making the idea into a reality. 

It is also an opportunity to assess how strongly someone feels about their willingness to do whatever it takes to make their dream come true.

If they get offended by a question, there is a good chance that they prefer not to deal with realities or that their ego doesn’t want to acknowledge that they may need some help.

For those people, being offended by simple questions should sound an alert that they are either not prepared for success or hungry enough for it.

And so if my question offends you, forgive me if I tell you that I won’t apologize to you. 

If you are offended,  you, me or both of us may have been saved from a disaster.

Maybe ……. unless you choose to go somewhere else where you hear what you want to hear and not what you need to hear.

Unfortunately in those situations, reality is a persistent beast.  It tells us what we need to hear repeatedly until we get it.

Or … if we ignore it too long … it gets us.

But then, you already knew that … didn’t you? :-)

In service and servanthood,

Harry

My detailed blog entry for “If My Question Offends You ….” is the same as this one and can be found here.

If You Don’t Know Where You Are Going …

… any road will take you there.

So Lewis Carroll wrote in Through the Looking Glass.

Many know him as an enlightened author but I wonder if he was in fact, a brilliant strategist.

Many things in life are not measurable and there isn’t a magical, guaranteed plan that, when put into play, guarantees a successful outcome every time.

Many paths that we choose (or allow others to choose on our behalf) are benign and when we realize we are on the wrong path, we can retrace our steps and choose a better one.  Hopefully we are better for the experience anyway, we reason.

However, many paths are VERY long, VERY expensive to travel and many have road mines that when tripped, impact our ability to continue down ANY path.

A Better Way

There seems to be a great need to return to respectful dialog using all the information at our disposal.

We loudly trumpet how we have more information now than ever.

That’s wonderful.  However, it is only truly valuable when it is used.

The choices we make as a result of sharper, focused dialogue and enhanced accountability may not guarantee the desired result, but it will give us a better chance of avoiding the stuff that sets us back further and further.

The economic, corporate, societal and ecological states of the world do not have much room left for continued random execution with the hope of accidentally finding something that works.

We don’t have much room for turning a blind eye towards personal agendas either.

We need to encourage people to be more responsible and accountable about how they choose the road that they travel.  Remember that we all travel these roads together.  The road they choose is the one that we end up on.

Do you think we are travelling down the best road?

How do you know?

What are you going to do about it?

In service and servanthood.

Harry

To read my detailed blog about “If You Don’t Know Where You Are Going …” please click here.