Many operate from a belief that organizations, and lives, can be made successful through well-planned strategies and goals, supported by tightly-scheduled to-do lists. I have always questioned this belief system, and have never lived my life this way, Perhaps I am just looking to justify my obstinacy, however, a new book, Antifragile by Nassim Nicolas Taleb, has added fuel to the fire that burns within.
Note: The following is being published this week in the March issue of Batavia Business, the monthly publication of the Batavia Chamber of Commerce.
When I began these words, I would have thought that being human and being inhuman were opposites and mutually exclusive. But now I wonder.
The spectrum of words that define “inhuman” range widely. At the brutal end are words like barbarism. At the softer end, even “lacking kindness, pity, or compassion” are invited to this party.
Steve Jobs, was a creative genius, and he could ignite fire in those around him. And yet, his ability to frighten, intimidate and reduce others to tears is legendary.
Was this brutal side an integral part of his success? If someone had found a way to polish Jobs’ rough edges—soften his abrupt, angry, impatient manner—might Apple have succumbed to one of its near-death incidents? After Lisa (a commercial failure in the 1980s), might Macintosh have remained only a variety of apple you eat. Might iPod, iPhone and iPad never have seen the light of iDay?
Was Jobs’ willingness to reduce others to rubble what ensured the innovations that made it to his office were more refined, more dramatic and more creative than they would have been if he treated product developers and researchers with kindness, pity and compassion? Did those invited to his office, knowing their careers could be made or broken by Jobs’ quixotic reaction, work harder, refine further, create more before daring to walk under the transom to his office?
The 1984 Los Angeles Olympics were organized under the attentive, uncompromising, often critical eye of Peter Ueberroth. Those Games were to become the first privately financed Games and resulted in a of $250 million surplus that supported youth and sports activities across the United States. Compare that to the Montreal Games eight years earlier, which left that city burdened with debt for 30 years. For reimagining the financial foundation of the Games, and perhaps rescuing them from ruin, Ueberroth was awarded the Olympic Movement’s highest honor: the Olympic Order in gold. He was named Time magazine’s Man of the Year in 1984.
I once had the great joy of spending time with Dee Hock, founder and CEO Emeritus of Visa International, considered to be one of the greatest businesspersons of the 20th century. Similar to Steve, Dee was a visionary and innovator. Visa—or BankAmericard when first formed—saved the credit card industry from turmoil and eventual ruin with Dee’s radical view of the electronic transfer of bits and bytes that represented money. If you read Dee’s book Birth of the Chaordic Age (sadly renamed and reissued as One from Many) he too was very hard on those around him during his career, Like Jobs and Ueberroth, Dee had a vision that was so clear, so inviolate that compromise was simply not possible. When I asked him why, he looked at me and said, “I had a sense that if I didn’t take a stand, something in me would die.”
I hold each of these leaders in the highest esteem. Each opened doors to innovation that might have remained closed for many years without them. And yet, each let some edges of inhumanity slip into their lives. Or perhaps, our definitions of inhuman simply do not allow us to be fully human.