Everybody Knows Something you don’t: Lost and the Lesson of Flassie

June 4, 2010


I once had to evacuate Houston for a hurricane and then had to “reevacuate”—that’s what I call it when everyone rushes back into the place they left in such a hurry. I’m lost on the outskirts of town, so I pull into a gas station where I see this crusty old guy sitting outside. I’m judging him immediately, right? I’m thinking this guy’s so old that he looks like he’s not going to live through the conversation.

My gas station friend has fishing hooks in his hat, and he’s got that faraway look in his eye, like I’m not going to get very good information from the man. I try anyway.

“Excuse me, sir. I’m trying to get back into Houston. Can you help me?”

He says, “What road did you come in on?”

C’mon. You just watched me pull in, didn’t you?

I say, “Well, the road you’re on. There’s one road, and you’re on it. I came here on the road your gas station’s on.” This guy is not winning any Nobel Prize, I conclude.

He says, “Well, what you want to do is go down the road a piece.”

A piece? “A piece of what? What does that mean?” I ask.

“You know, some miles.”

“One mile? A million miles?” Work with me, gas station man!

“What you do is go down the road a piece. There’s going to be like a highway, and there’s going to be a hump on this highway; get to the top of that hump, look outcher window and you’ll see like a dirt road, a pond, and a trailer park.” He pauses. “Don’t go in there. Stay on that main road, and take a left where the old schoolhouse used to be.”

OK, gas station funnyman. We’re going to go over this one more time.

“You’re telling me to take a left at a landmark I’ve never heard of that no longer exists. Is that correct?” Then I snap and use the D word. “Are you just dumb?”

He says, “You know something, son, I ain’t the smartest man around these parts. But then again, boy, I ain’t lost neither.”

I learned a valuable lesson in that exchange: Everybody knows something you don’t. The minute you think you know it all, your wisdom vanishes. In that moment when you think you no longer need input from anyone, wisdom leaves you. Your aptitude, your experience, your talent, your skill, and your time on the job—that all stays. Just the wisdom vanishes.

This lesson was as applicable during my encounter with gas station man as it has been in my work as a speaker and consultant. When I’m in front of the CEO, the CEO has to know more about his organization than I do. The minute I think I know it all, I greatly reduce my power to be effective or influential. I’m pretty sure nothing good comes from telling a CEO that I know more than he does.

Interestingly, the lesson is well known among some of the top performers we interviewed, especially those in leadership positions. We noticed that they were not afraid to admit they didn’t know it all. As a result, they knew the value of collecting information from people around them. These leaders might or might not incorporate people’s ideas into their decisions, but the information they’ve gathered allows them to understand where everybody’s coming from. They can deliver their decisions in a way that signals a true understanding of what the people around them value. You can deliver decisions in many ways, but you can’t be influential unless you know what someone values. So realizing that everybody knows something you don’t and then being willing to gather (and maybe even use!) information can position you to succeed in a big way.

Do you remember the TV show Lassie? Remember little Timmy? On the show, little Timmy would always be in his house when Lassie would rush in and bark. Timmy would put his hand to his ear and say, “What? What, Lassie? There’s a horse with his foot caught in the railroad tracks?” Apparently, Timmy spoke fluent dog.

Remember the TV show Flipper? Flipper was pretty much just a liquid Lassie. Flipper the dolphin could sound off to his human friend who would say, “What? What, Flipper? There’s a horse in trouble at the lagoon?” You could put those two shows together and call it Flassie.

The point here isn’t that I wish I could translate animal talk. (In reality, Dr. Doolittle seemed pretty miserable.) But Lassie and Flipper didn’t have to speak a human language or understand the details of their situation to deliver the most important information, which was “Go now!” The message of these shows was “trouble’s a-brewin’, and this animal knows something we don’t.”

I think most people understand at a basic level that everyone knows something we don’t. We just forget that sometimes when it’s time to position ourselves to be successful. But people who never forget it, like the insurance salesman I interviewed, have a great chance to stand out above their peers, giving them a distinct advantage.


The Innate Secret Advantage: I could dunk too if I were seven-foot-two!

May 27, 2010

Speed, agility, great ball-handling skills, and natural instincts for game pacing and dictating a team’s offensive strategies are hallmarks of the NBA’s best point guards. Muggsy Bogues had those and more, which led to his selection as a first-round draft pick out of Wake Forest University and a successful 14-season NBA career with the Charlotte Hornets, Washington Bullets, Golden State Warriors, New York Knicks, and Toronto Raptors. Bogues was also—and remains—the shortest NBA player in history.

Short in stature and tall on talent, Bogues faced plenty of skeptics who doubted he could play pro ball in an arena where six-foot-three is considered short. And the skeptics seemed to have a point. If your name is Muggsy and you’re five-foot-three, you sound more like a cartoon character than a pro basketball player. But Muggsy’s lack of stature actually seemed to help him. Faster and more maneuverable than the hulks, lower to the ground than even the shortest guards he faced, Bogues used his height to his advantage. In other words, he went beyond talent to use what others saw as his apparent disadvantage (his size) and turn it into an innate advantage.

Bogues made an excellent guard, but a center he could never be. That job goes to guys like Yao Ming. Under a 10-foot rim, Ming’s standing reach of nine-foot-seven pretty much guarantees him the job, agile or not. I’m surprised a guy that tall can get out of his own way! Yet he has starred at center for the Houston Rockets since 2002 and is a huge celebrity in China. It seems that the Chinese are so industrious that they’ve even found a way to manufacture tall people.

In business, however, innate advantages are subtler than Ming’s or Bogues’s size and become evident throughout our lives and professional careers. One top performer used his innate advantage of an engaging smile and aura of sincerity underscored by a clean, honest look. As a result, people just naturally wanted to meet him, talk with him, even pay for his lunch. In time, he used the enormous trust people had in him to his advantage, not by being dishonest but by enhancing his ability to sell insurance based on his gift for being Mr. Likable.

In fact, much of our success is based on appearance and personality. They’re part of the reason image consulting is a multibillion-dollar industry. It often takes an image consultant to transform a person’s least desirable qualities because, let’s face it, we’re not all that honest with ourselves about what might need to be fixed. It’s like a really wealthy man with horrible teeth. How can he have such devastating dental denial? Does he know he scares kids at the pool?

When it comes to advantages, most of us know the good stuff we got dealt; we just don’t use it to get ahead. Yet it doesn’t take a consultant to play up any innate advantage you have in appearance, image, or personality. That job’s for you! Sometimes it’s just a matter of mapping that innate advantage to your goals. This chapter helps you understand the power of your innate advantage.

The Physical Advantage

The world is full of remarkable athletes, but every few years some insanely gifted overachiever commands the spotlight, first by breaking a world record, then smashing it the next time out, and then continuing to obliterate it over and over until we can’t help but wonder what freaky genetics are in play there.

Michael Phelps is that athlete. He dominated the 2008 Summer Olympics, winning gold medals in all eight of his events, including some incredible swim-from-behind, win-by-a-hair victories. And winning by a hair is tough in a sport where all competitors shave their body hair before each event!

The man’s a machine. He regularly trains six hours a day, six days a week, and he smokes pot! That’s impressive! But surely some of the athletes competing at his world-class level must be training and working just as hard. So what’s this guy’s advantage? What’s the deal?

The deal is that the man really is a machine ideally constructed to plow through water. Most people have a wingspan that matches their height, but the six-foot-four Phelps has a wingspan of six feet, seven inches. And yet his legs, proportionally, are the size of someone who’s just six feet tall. He has hands that have been compared to dinner plates, and he wears size 14 shoes. When you see him on television, you think maybe your TV picture is warped, but that’s what he really looks like!

So while an above-average heart and lung capacity power his long-lever arms and dinner-plate hands to create more propulsion than other people his size can muster, his large torso skims boatlike across the surface, followed by short legs that create minimal drag. And then his size 14s shove him forward some more. No doubt about it, Phelps is one maneuverable mutant!

But we’re not done. And I’m not talking about his fondness for pot.

Phelps is also double-jointed. Great flexibility in his shoulders, elbows, knees, and ankles gives him fluidity in his range of motion, creating less disruption to his stroke and greater power in his underwater body-flutter thingy. (I’m running short on anatomy adjectives.) In his book No Limits: The Will to Succeed, Phelps himself puts it this way: “The flexibility in my ankles means I can whip my feet through the water as if they were fins.” That’s as impressive as it is disturbing.

If Phelps keeps succeeding, he might even be as impressive as Lance Armstrong, who overcame testicular cancer that, by the time of diagnosis, had spread to his lungs and brain. Some intense chemo, some intense training, and the guy went on to win a few Tour de Frances . . . Tours de France? Whatever. He won seven of them. It’s a record, regardless of how you actually say it, and one that is likely never to be equaled.

How did he do it? Is he superhuman? A freak of genetics like Phelps? Partly. Armstrong’s heart is one-third more effective than the average man’s, and it’s thought to be almost a third larger (uncommon but not unprecedented among elite athletes). Some of this is likely the result of triathlon training from his teen years, but there is also some genetic component that allowed him to develop an almost superhuman heart muscle. You can’t get that with pull-ups. The Discovery Channel program The Science of Lance Armstrong (I have a hard time just going to the gym, and this guy has his own science?) reported that for unknown reasons Armstrong’s muscles produce less lactic acid than other people’s muscles and that his body eliminates lactic acid more efficiently, leading him to experience less “muscle burn” at the point of peak exertion. He has this great innate ability to push on when most of his competitors are left pushing through the pain.

I don’t mean to minimize the grueling training and pure determination of these two amazing athletes by highlighting their innate advantages. On the contrary! It’s important to realize that they willingly trained to improve whatever assets they could. Phelps might not be able to make his legs any shorter, his wingspan any wider, or his feet more Phlipperish, but his continuous training can stretch his endurance, perfect his stroke, and improve his entry and flip-turn techniques. This guy is just one Darwinian step away from a gig at Sea World.

Phelps and Armstrong might have abnormal heart and lung capacities (and, in Phelps’s case, abnormal lunch capacity—he puts down about 10,000 calories a day). But they’re not content to leave that head start unimproved or undeveloped. They train like crazy to expand what they were naturally given. They recognize and use their natural physiological endowments. That’s exactly what innate advantages are all about for any top performer. We have all heard the saying “It’s not what you’ve got but how you use it.” The real truth is that it’s a lot about what you’ve got, and if you don’t have a lot, you might struggle to compete at the highest level.


Why Would Anybody Want to Be in a Fair Fight? Create your own advantage

May 26, 2010

If you have trouble discovering an innate advantage—or if what you find doesn’t seem advantageous enough—you create an advantage. The top 1 percent we surveyed and studied did not always have size, beauty, or remarkable demeanors (some were downright obnoxious and a bit hard on the eye), but they all had advantages they used to help them be successful. These advantages were often not innate but things a lot of people might have. The top performers just identified the potential advantages and, if they did not have what they needed to create them, went out and got it.

Creating an advantage is not easy, especially if you have no talent, but it is always possible. Just think about people you’ve worked with over the years: unimpressive, untalented, and eventually in charge. As you read this, look around you. What does success look like? What do those successful people have that you don’t (other than success, obviously)? Chances are they have more than innate advantages. Try to discover some learnable behaviors or positioning strategies that you could duplicate. Is there an education level that can’t be maneuvered around? Is there training or certification needed?

As you look around, remember that it’s important to know the business culture you’re operating in. You must see business for what it really is: a place where fairness falters, where even the seemingly undeserving win. The terms “fair fight” and “level playing field” have little business in the business world. The bottom line in the real business world is that fairness rarely raises its ugly head. A fair fight means you are unprepared. Heck, I could lose a fair fight. I personally like my fights lopsided in my favor and my opponents minimally skilled and easily defeated.

Let’s be really honest: You want a fair fight only if you believe that equality is more important than personal success or if you are bored with how easily you’ve been winning your fights. When I first started to hear the advantages of the most successful, it did not seem right that they were successful regardless of talent, skill, or education. But I realized that the people who are willing to overcome everything in their path (like a giant lack of talent) because of their desire for their goal were as deserving as anyone else.

Viewing business this way requires a willingness to step away from traditional norms of fairness—to understand that “unfair” fighting does not mean unscrupulous or dishonorable. It means thinking critically about some business practice, personality trait, or personal strategy and then methodically employing it to your advantage so you stand out from others and win. Creating a phony Facebook account for a person who is competing with you for a promotion that clearly states his dedication to Hitler is definitely unscrupulous. However, making sure you discuss your love of the History Channel in the interview with your Nazi-crazed future boss is not. You knew what he valued and got excited about his favorite subject. And you used your thought-to-be-useless knowledge of World War II to get the promotion.

Lesson
A fair fight is for the unprepared.
Getting ready for an unfair fight does not mean that you’ll be doing something dishonest or unscrupulous. It means looking for the advantages you have and being willing to use them to win. Plain and simple, life is not fair. The same goes for the business world. We need every advantage we can get to guarantee success. Being prepared is the basic ingredient to improving your chance of success in any endeavor.

Keynotes for  Business Success


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