Management Consulting Quotes

Elite students climb confidently until they reach a level of competition sufficiently intense to beat their dreams out of them. Higher education is the place where people who had big plans in high school get stuck in fierce rivalries with equally smart peers over conventional careers like management consulting and investment banking. For the privilege of being turned into conformists, students (or their families) pay hundreds of thousands of dollars in skyrocketing tuition that continues to outpace inflation. Why are we doing this to ourselves?

At Mayflower-Plymouth, we’re helping businesses and cities make significant improvements with our management consulting services. And for that, we’re making the world a better place. And we’re making a lot of money - many millions of dollars - by helping others and making their lives better.

Our Investments should be consistent with our values.

Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich. [...] "But we have also," continued the management consultant, "run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying on ship's peanut." [...] "So in order to obviate this problem," he continued, "and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and...er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances.

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

As long as businesses have problems that need solutions, consultants will be valuable.

You can’t sell it outside if you can’t sell it inside.

USURY: Everybody's looking for the job in which you never have to pay anyone their pound of flesh. Self-employed nirvana. A lot of artists like to think of themselves as uncompromising; a lot of management consultants won't tell you what they do until they've sunk five pints. I don't think anybody should give themselves air just because they don't have to hand over a pound of flesh every day at 5pm, and I don't think anyone should beat themselves with broken glass because they do. If you're an artist, well, good for you. Thank your lucky stars every evening and dance in the garden with the fairies. But don't fool yourself that you occupy some kind of higher moral ground. You have to work for that. Writing a few lines, painting a pretty picture - that just won't do it.

Yet it is a fact, not entirely lost on management consultants, that some people would rather work twelve hours a day of their own choosing than eight that are prescribed. Provided, of course, that the work is interesting. That was the main thing.

In today's constantly evolving economy, business models cannot be static. The business model of each business must be consistently changing and evolving in order to stay relevant and to succeed.

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Get rid of all the cleaners, rubbish collectors, bus drivers, supermarket checkout staff and secretaries, for example, and society will very quickly grind to a halt. On the other hand, if we woke up one morning to find that all the highly paid advertising executives, management consultants and private equity directors had disappeared, society would go on much as it did before: in a lot of cases, probably quite a bit better. So,

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

In the business world, there is no gray. Either you are black, or you are white-washed.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

At Mayflower-Plymouth, we pride ourselves on providing holistic solutions. Businesses have problems, cities have problems, society has problems… and we have solutions to those problems. And me being a polymath and the founder of the company means that polymath spirit is embedded in the company’s nature. We like to solve all kinds of problems and present all kinds of solutions across various industries.

In his work as a management consultant, Covey often asked his corporate clients to write a one-sentence answer to the question “What is this organization’s essential mission or purpose and what is its main strategy to accomplish that?

If," ["the management consultant"] said tersely, “we could for a moment move on to the subject of fiscal policy. . .” “Fiscal policy!" whooped Ford Prefect. “Fiscal policy!" The management consultant gave him a look that only a lungfish could have copied. “Fiscal policy. . .” he repeated, “that is what I said.” “How can you have money,” demanded Ford, “if none of you actually produces anything? It doesn't grow on trees you know.” “If you would allow me to continue.. .” Ford nodded dejectedly. “Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich.” Ford stared in disbelief at the crowd who were murmuring appreciatively at this and greedily fingering the wads of leaves with which their track suits were stuffed. “But we have also,” continued the management consultant, “run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying one ship’s peanut." Murmurs of alarm came from the crowd. The management consultant waved them down. “So in order to obviate this problem,” he continued, “and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and. . .er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances." The crowd seemed a little uncertain about this for a second or two until someone pointed out how much this would increase the value of the leaves in their pockets whereupon they let out whoops of delight and gave the management consultant a standing ovation. The accountants among them looked forward to a profitable autumn aloft and it got an appreciative round from the crowd.

Remember to avoid self-criticism about setbacks or obstacles that appear in the midst of your project. As management consultant Michael Durst says, “You may not be responsible for causing what happens to you, but you are responsible for what you do to correct it.” This powerful message contains a crucial concept that many people miss: let go of worrying about the initial cause of the problem so that you can direct your energies to where they can do the most good—on the solution.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

Matthias appeared in front of them. “We should go soon. We have little more than an hour before sunrise.” “What exactly are you wearing?” Nina asked, staring at the tufted cap and woolly red vest Matthias had put on over his clothes. “Kaz procured papers for us in case we’re stopped in the Ravkan quarter. We’re Sven and Catrine Alfsson. Fjerdan defectors seeking asylum at the Ravkan embassy.” It made sense. If they were stopped, there was no way Matthias could pass himself off as Ravkan, but Nina could easily manage Fjerdan. “Are we married, Matthias?” she said, batting her lashes. He consulted the papers and frowned. “I believe we’re brother and sister.” Jesper ambled over, rubbing the sleep from his eyes. “Not creepy at all.

With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

The European Parliament responded by focusing on corporate governance. If corporations wanted to be legal citizens they could damned well shoulder the responsibilities of good citizenship as well as the benefits. Social as well as financial audits were the order of the day. Directives outlining standards for corporate citizenship were drafted and a lucrative niche for a new generation of management consultants emerged - those who could look at an organization and sound a warning if its structure rewarded pathological behaviour.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

No one keeps track of the hours we work,” said Ken Holberger. He grinned. “That’s not altruism on Data General’s part. If anybody kept track, they’d have to pay us a hell of a lot more than they do.” Yet it is a fact, not entirely lost on management consultants, that some people would rather work twelve hours a day of their own choosing than eight that are prescribed. Provided, of course, that the work is interesting. That was the main thing.

Okay, I've only just found out the final lineup for Slytherin," said Angelina, consulting a piece of parchment. "Last year's Beaters, Derrick and Bole, have left now, but it looks as though Montague's replaced them with the usual gorillas, rather than anyone who can fly particularly well. They're two blokes called Crabbe and Goyle. I don't know much about them--" "We do," said Harry and Ron together. "Well they don't look bright enough to tell one end of a broom from another," said Angelina, pocketing her parchment, "but then I was always surprised Derrick and Bole managed to find their way onto the pitch without signposts." "Crabbe and Goyle are in the same mold," Harry assured her.

In the United States, the more common way to initiate change has been to have consultants come in who “borrow your watch to tell you what time it is

Let’s get right on top of the bottom line: You must live your personal values at work.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.

I can’t overstate how little I knew about myself at 22, or how little I’d thought about what I was doing. When I graduated from college I genuinely believed that the creative life was the apex of human existence, and that to work at an ordinary office job was a betrayal of that life, and I had to pursue that life at all costs. Management consulting, law school, med school, those were fine for other people — I didn’t judge! — but I was an artist. I was super special. I was sparkly. I would walk another path. And I would walk it alone. That was another thing I knew about being an artist: You didn’t need other people. Other people were a distraction. My little chrysalis of genius was going to seat one and one only.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

He liked the “casual” look of the basement of Westborough. “The jeans and so on.” Several talked about their “flexible hours.” “No one keeps track of the hours we work,” said Ken Holberger. He grinned. “That’s not altruism on Data General’s part. If anybody kept track, they’d have to pay us a hell of a lot more than they do.” Yet it is a fact, not entirely lost on management consultants, that some people would rather work twelve hours a day of their own choosing than eight that are prescribed. Provided, of course, that the work is interesting. That was the main thing.

Nowadays, some 60–70 percent of our clients turn to us as PR consultants—and it seems to be exactly the same everywhere in the world—for two main reasons: crisis management and reputation management.

Every technology has to pass the system integration test before it can achieve widespread market success. Pre existing systems must be either penetrated, replaced, or changed to allow for the new technology to achieve widespread market success.

Doubt has also been cast on the value of McKeith’s certified membership of the American Association of Nutritional Consultants, especially since Guardian journalist Ben Goldacre managed to buy the same membership online for his dead cat for $60.

Depending on which study you consult, one third to one half of Americans are introverts—in other words, one out of every two or three people you know. (Given that the United States is among the most extroverted of nations, the number must be at least as high in other parts of the world.) If you’re not an introvert yourself, you are surely raising, managing, married to, or coupled with one.

Logotherapy bases its technique called “paradoxical intention” on the twofold fact that fear brings about that which one is afraid of, and that hyper-intention makes impossible what one wishes. In German I described paradoxical intention as early as 1939.11 In this approach the phobic patient is invited to intend, even if only for a moment, precisely that which he fears. Let me recall a case. A young physician consulted me because of his fear of perspiring. Whenever he expected an outbreak of perspiration, this anticipatory anxiety was enough to precipitate excessive sweating. In order to cut this circle formation I advised the patient, in the event that sweating should recur, to resolve deliberately to show people how much he could sweat. A week later he returned to report that whenever he met anyone who triggered his anticipatory anxiety, he said to himself, “I only sweated out a quart before, but now I’m going to pour at least ten quarts!” The result was that, after suffering from his phobia for four years, he was able, after a single session, to free himself permanently of it within one week. The reader will note that this procedure consists of a reversal of the patient’s attitude, inasmuch as his fear is replaced by a paradoxical wish. By this treatment, the wind is taken out of the sails of the anxiety. Such a procedure, however, must make use of the specifically human capacity for self-detachment inherent in a sense of humor. This basic capacity to detach one from oneself is actualized whenever the logotherapeutic technique called paradoxical intention is applied. At the same time, the patient is enabled to put himself at a distance from his own neurosis. A statement consistent with this is found in Gordon W. Allport’s book, The Individual and His Religion: “The neurotic who learns to laugh at himself may be on the way to self-management, perhaps to cure.”12 Paradoxical intention is the empirical validation and clinical application of Allport’s statement.

Therapy labels as sickness what might otherwise be judged as weak or willful actions; it thus equips the patient to fight (or resign himself to) the disease, instead of irrationally finding fault with himself. Inappropriately extended beyond the consulting room, however, therapeutic morality encourages a permanent suspension of the moral sense. There is a close connection, in turn, between the erosion of moral responsibility and the waning of the capacity for self-help—in the categories used by John R. Seeley, between the elimination of culpability and the elimination of competence. "What says 'you are not guilty' says also 'you cannot help yourself.' " Therapy legitimates deviance as sickness, but it simultaneously pronounces the patient unfit to manage his own life and delivers him into the hands of a specialist.

One thing became clear as I thought back to my stay in Quirishari. Every time I had doubted one of my consultants' explanations, my understanding of the Ashaninca view of reality had seized up; conversely, on the rare occasions that I had managed to silence my doubts, my understanding of local reality had been enhanced — as if there were times when one had to believe in order to see, rather than the other way around.

I often feel like nobody," Skip says. "I ask myself: Why would you want to talk to me? Why would anyone want to talk to me? It comes on me suddenly, this feeling that I'm not anything...a person who has spent a lot of time in bed, who doesn't want to be anything." I know what he is talking about, and this time, I tell him that. For years, I could not understand why anyone took me seriously. I could not understand how I managed to get into MIT or Harvard, why anyone would offer me a postdoctoral fellowship or a job. I could not understand why people kept turning to me after September 11. I didn't see myself as a person who couldn't get out of bed, but as a salesgirl in a coffee shop - the job I had as a teenager who was afraid to apply to college. My identity was stuck there for year. "Inside me there is the person who wants to be dead," he says. "I can't advocate for myself. I can advocate very strongly for others, but not for myself...Sometimes I'm not sure that I exist. Is this really me - this person whom people want to consult about clergy sexual abuse? Or am I really the person who can't get out of bed? I've gotten better - I spend more of my time living in the present. But it takes a lot of effort to stay in the present - a lot of yoga and meditation.

graduates of elite American universities who had little sense of what they wanted to do with their lives. Some of them decided to get a job working for a Wall Street investment bank or management consultancy. If you don’t know what your passion is or what you really want to do, they said, then “you might as well go to Wall Street and make a lot of money if you can’t think of anything better to do.”36 And I have heard similar comments from young graduates of selective colleges and universities. Nobody has ever taught them that what you do influences the kind of person you will become.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

According to the Turnaround paper, which was written by a consultant named Brooke Stafford-Brizard, high-level noncognitive skills like resilience, curiosity, and academic tenacity are very difficult for a child to obtain without first developing a foundation of executive functions, a capacity for 
self-awareness, and relationship skills. And those skills, in turn, stand atop an infrastructure of qualities built in the first years of life, qualities like secure attachment, the ability to manage stress, and self-regulation.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

In 1980, AT&T hired McKinsey & Co—one of the most prestigious management consulting firms in the world—to predict how many cell phone users there would be in the U.S. in 2000. Based on the large study they conducted, they predicted there would be around 900,000. There were actually about 100 million. So close! Only off by ninety nine million one hundred thousand—a factor of 120.14

I did what I thought was best.' "And so you kidnapped me,' she said bitterly. 'If you recall I offered you the option of residing with my relatives. You refused.' 'I want to be independent.' 'One doesn't have to be alone to be independent.' Victoria couldn't think of a suitable rebuttal to that statement, so she remained silent. 'When I marry you,' Robert said softly, 'I want it to be a partnership in every sense of the word. I want to consult you on matters of land management and tenant care. I want us to decide together how to raise our children. I don't know why you are so certain that loving me means losing yourself.

To do a modest bit of good while doing nothing about the larger system is to keep the painting. You are chewing on the fruit of an injustice. You may be working on a prison education program, but you are choosing not to prioritize the pursuit of wage and labor laws that would make people's lives more stable and perhaps keep some of them out of jail. You may be sponsoring a loan forgiveness initiative for law school students, but you are choosing not to prioritize seeking a tax code that would take more from you and cut their debts. Your management consulting firm may be writing reports about unlocking trillions of dollars' worth of women's potential, but it is choosing not to advise its clients to stop lobbying against the social programs that have been shown in other societies to help women achieve the equality fantasized about in consultants' reports.

Several talked about their “flexible hours.” “No one keeps track of the hours we work,” said Ken Holberger. He grinned. “That’s not altruism on Data General’s part. If anybody kept track, they’d have to pay us a hell of a lot more than they do.” Yet it is a fact, not entirely lost on management consultants, that some people would rather work twelve hours a day of their own choosing than eight that are prescribed. Provided, of course, that the work is interesting.

He put this engine [a silver pocket watch] into our ears, which made an incessant noise, like that of a water-mill: and we conjecture it is either some unknown animal, or the god that he worships; but we are more inclined to the latter opinion, because he assured us, (if we understood him right, for he expressed himself very imperfectly) that he seldom did any thing without consulting it. He called it his oracle, and said, it pointed out the time for every action of his life.

Ladies and Gentlemen. I should like to inform you on behalf of the nation state of Guyana, that we are going to resign from being a country. We can't make it work. We have tried. We have done our best. It is not possible. The problems are insoluble. From midnight tonight, we shall cease trading. The country is now disbanded. We will voluntarily liquidate ourselves. The nation will disperse quietly, a little shamefaced but so what. We had a go. Different people have suggested different solutions. Do it this way. Try that. Let me have a go. Nothing works. We are at the mercy of the rich countries. A team of management consultants from the United States could not find the answer, and for not finding the answer, we had to pay them an amount that substantially increased our national debt. We give in, gracefully, but we give in." And then he imagined himself, quietly and with dignity, putting his papers in his briefcase, bowing to the hushed assembly, returning to clear out his office and going for a walk with his wife along the sea wall. (The Ventriloquist's Tale

who made it. Perfection was impossible; greatness was reserved for those who managed to move forward in an imperfect world: His great mission was to accomplish two things: first, to save his country from dismemberment and ruin; and, second, to free his country from the great crime of slavery. To do one or the other, or both, he must have the earnest sympathy and the powerful cooperation of his loyal fellow-countrymen…. Had he put the abolition of slavery before the salvation of the Union, he would have inevitably driven from him a powerful class of the American people and rendered resistance to rebellion impossible. Viewed from the genuine abolition ground, Mr. Lincoln seemed tardy, cold, dull, and indifferent; but measuring him by the sentiment of his country, a sentiment he was bound as a statesman to consult, he was swift, zealous, radical, and determined….

Now If diversity were inherently good, inherently valuable, inherently wonderful, why would we have to have the highly-paid profession know as 'diversity consultant' to manage it? Things that are inherently good, to enjoy them, or to make the most of them, you don't need a consultant. You don't need a consultant to make the most out of good-tasting food, beautiful weather, the affection of your friends. Those are inherently good things. Diversity required consultants because diversity is hard. Diversity is difficult. It's because it's difficult for people to try to work, to act, and live together with people are are unlike themselves.

Now If diversity were inherently good, inherently valuable, inherently wonderful, why would we have to have the highly-paid profession know as 'diversity consultant' to manage it? Things that are inherently good, to enjoy them, or to make the most of them, you don't need a consultant. You don't need a consultant to make the most out of good-tasting food, beautiful weather, the affection of your friends. Those are inherently good things. Diversity required consultants because diversity is hard. Diversity is difficult. It's because it's difficult for people to try to work, to act, and live together with people who are unlike themselves.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

Ironically, many of the institutions that run the economy, such as medicine, education, law and even psychology are largely dependent upon failing health. If you add up the amounts of money exchanged in the control, anticipation and reaction to failing health (insurance, pharmaceutical research and products, reactive or compensatory medicine, related legal issues, consultation and therapy for those who are unwilling to improve their physical health and claim or believe the problem is elsewhere, etc.), you end up with an enormous chunk. To keep that moving, we need people to be sick. Then we have the extreme social emphasis placed on the pursuit and maintenance of a lifestyle based on making money at any cost, often at the sacrifice of health, sanity and well-being.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

For the next hour, the subject of Pandora's board game business was discarded as the group worked on the sandcastle. They paused at intervals to drink thirstily from jugs of cold water and lemonade that had been sent down from the house. Pandora threw herself into the project with enthusiasm, consulting with Justin, who had decided the castle must have a moat, square corner towers, a front gatehouse with a drawbridge, and battlement walls from which the occupants could drop scalding water or molten tar onto the advancing enemy. Gabriel, who'd been instructed to dig the moat, stole frequent glances at Pandora, who had enough energy for ten people. Her face glowed beneath her battered straw hat, which she had managed to pry away from Ajax. She was sweaty and covered in sand, a few escaped locks of hair trailing over her neck and back. She played with the unselfconscious ease of a child, this woman of radical thoughts and ambitions. She was beautiful. Complex. Frustrating. He'd never met a woman who was so wholly and resolutely herself. What the devil was he going to do about her?

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

The key thing to know about this is that of course you have no input. Only comments and observations that support the pre-approved plan will be supported. All others will be written on a big pad of paper and discarded later. The illusion of public buy-in is all that is needed. The organizers can later point to the fact that they held a public meeting, a certain number of residents attended, public comment was taken, and the community approved the plan. The facilitator is often a private consultant who has been professionally trained in running and managing a meeting. This consultant has been hired by your city to fulfill the requirement that the project has been seen and supported by its citizens---it’s YOUR plan.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

There is no natural safeguard in the English language against the faults of haste, distraction, timidity, dividedness of mind, modesty. English does not run on its own rails, like French, with a simply managed mechanism of knobs and levers, so that any army officer or provincial mayor can always, at a minute’s notice, glide into a graceful speech in celebration of any local or national event, however unexpected. The fact is that English has altogether too many resources for the ordinary person, and nobody holds it against him if he speaks or writes badly. The only English dictionary with any pretension to completeness as a collection of literary precedents, the Oxford English Dictionary, is of the size and price of an encyclopedia; and pocket-dictionaries do not distinguish sufficiently between shades of meaning in closely associated words: for example, between the adjectives ‘silvery’, ‘silvern’, ‘silver’, ‘silvered’, ‘argent’, ‘argentine’, ‘argentic’, ‘argentous’. Just as all practising lawyers have ready access to a complete legal library, so all professional writers (and every other writer who can afford it) should possess or have ready access to the big Oxford English Dictionary. But how many trouble about the real meanings of words? Most of them are content to rub along with a Thesaurus—which lumps words together in groups of so-called synonyms, without definitions—and an octavo dictionary. One would not expect a barrister to prepare a complicated insurance or testamentary case with only Everyman’s Handy Guide to the Law to help him; and there are very few books which one can write decently without consulting at every few pages a dictionary of at least two quarto volumes—Webster’s, or the shorter Oxford English Dictionary—to make sure of a word’s antecedents and meaning.

We must become what we wish to teach. As an aside to parents, teachers, psychotherapists, and managers who may be reading this book to gain insight on how to support the self-esteem of others, I want to say that the place to begin is still with oneself. If one does not understand how the dynamics of self-esteem work internally—if one does not know by direct experience what lowers or raises one’s own self-esteem—one will not have that intimate understanding of the subject necessary to make an optimal contribution to others. Also, the unresolved issues within oneself set the limits of one’s effectiveness in helping others. It may be tempting, but it is self-deceiving to believe that what one says can communicate more powerfully than what one manifests in one’s person. We must become what we wish to teach. There is a story I like to tell psychotherapy students. In India, when a family encounters a problem, they are not likely to consult a psychotherapist (hardly any are available); they consult the local guru. In one village there was a wise man who had helped this family more than once. One day the father and mother came to him, bringing their nine-year-old son, and the father said, “Master, our son is a wonderful boy and we love him very much. But he has a terrible problem, a weakness for sweets that is ruining his teeth and health. We have reasoned with him, argued with him, pleaded with him, chastised him—nothing works. He goes on consuming ungodly quantities of sweets. Can you help us?” To the father’s surprise, the guru answered, “Go away and come back in two weeks.” One does not argue with a guru, so the family obeyed. Two weeks later they faced him again, and the guru said, “Good. Now we can proceed.” The father asked, “Won’t you tell us, please, why you sent us away for two weeks. You have never done that before.” And the guru answered, “I needed the two weeks because I, too, have had a lifelong weakness for sweets. Until I had confronted and resolved that issue within myself, I was not ready to deal with your son.” Not all psychotherapists like this story.