Tag Archives: Effective Management

Another parable for managers…

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“You reap what you sow” – Anon

In a previous blog, I wrote about the parable of the talents. In summary, a parable is a short but simple fictitious story that illustrates a moral attitude or a religious principle. In ancient Greece and Rome, parables were employed by rhetoricians, politicians and philosophers. In ancient Israel, parables were uttered by prophets and wise women and men. Many of these appear in the Bible in oldest books of the Old Testament. Jesus also told parables to his disciples, and they appear in the New Testament.

In the Parable of the Sower by Jesus from the New Testament in Matthew 13:3-23 offers some lessons for today’s managers.

A farmer went out into a field to sow some seeds. As he scattered them across the ground, they fell on different types of soil, each representing a unique fate for the seeds. Some seeds fell along the path, where they were quickly snatched up by birds. Others landed on rocky ground, where they sprouted quickly but, lacking deep roots, withered under the sun’s heat. A few seeds fell among thorns, which grew up and choked them. But then, there were those that fell on good soil, where they produced a crop – a thirty, sixty, or a hundred times what was sown.

Certainly, the Parable of the Sower is one of those stories that resonates even today. Not only does it unveil truths about human nature and growth, it also offers lessons for today’s managers, providing an analogy of the conditions necessary for professional and business growth and the obstacles, that can prevent it.

Here are three lessons for today’s managers:

Lesson 1: Know Your Terrain

The first lesson is all about understanding your market and the conditions you’re operating in. Just as the sower faced different types of soil, business leaders encounter various market conditions. Some are hard and unyielding, like the path where seeds were easily eaten by birds. This can be likened to entering a highly competitive market with little chance of penetration. Then, there’s the rocky ground—initial excitement without sustainability, akin to launching a product without adequate support or a clear value proposition, leading to quick failure.

But there’s also fertile ground out there, markets or niches ripe for innovation, where if your seed—your product or service—lands, it can flourish.

The key?

Research, understanding, and adaptability. Just as a wise farmer tests the soil, savvy business leaders must analyse their market, understanding its needs, challenges, and opportunities.

Example in Today’s Business Environment

Consider the tech industry, where startups often face the “rocky ground” of rapid scaling without establishing a strong foundation, leading to burnout and collapse. In contrast, companies that find their “good soil,” like niche markets hungry for innovation, can experience exponential growth. Think of Zoom, which, by focusing on reliable, user-friendly video communication, became indispensable in the fertile ground of remote work necessitated by the global pandemic.

Lesson 2: Cultivation is Key

The parable also teaches us the importance of nurturing and protecting your ventures. The seeds that fell among thorns and were choked represent businesses that, while having potential, get overrun by external pressures—be it competition, market changes, or internal conflicts.

For business owners and managers, this means not just planting seeds but cultivating them—investing in your team, fostering a strong company culture, and staying vigilant against threats. It’s about creating an environment where your business can grow, unencumbered by the “thorns” that might seek to choke its potential.

Example in Today’s Business Environment

A prime example is the rise of small businesses and startups that prioritise company culture and employee well-being. Companies like Salesforce and Google, despite their size, focus heavily on maintaining environments that nurture their employees’ growth and creativity, effectively keeping the thorns at bay.

Lesson 3: Patience Yields Prosperity

Finally, the parable underscores the virtue of patience. Not all seeds will bear fruit immediately, if at all, but those that fall on good soil and are tended with care can yield a harvest beyond expectations. For businesses, this means having the patience to see initiatives through, to allow strategies to unfold, and to understand that not every venture will succeed—but those that do, can succeed spectacularly.

Innovation and growth often require time. The “overnight successes” we see are usually years in the making, built on perseverance, adaptation, and learning from failures. The message here is clear: be patient, be persistent, and keep sowing your seeds.

Example in Today’s Business Environment

Consider the story of Dyson. It took James Dyson over 5,000 prototypes and 15 years to create the first bagless vacuum cleaner. Yet, his persistence paid off, revolutionising the industry and leading to a company valued in billions. This is the epitome of patience yielding prosperity, illustrating the truth that the most fruitful harvests often take time to cultivate.

Can you think of any other lessons?

In conclusion, the parable teaches today’s managers the importance of understanding your market, nurturing your business, and having the patience to see your efforts come to fruition. In a world that’s constantly changing, these lessons remain as relevant as ever.

@thenetworkofconsultingprofessionals

Lessons for managers from Fawlty Towers…

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Guest: “Is there anywhere they do French food?”

Basil: “Yes, France, I believe. They seem to like it there. And the swim would certainly sharpen your appetite. You’d better hurry, the tide leaves in six minutes.”

Introduction:

Fawlty Towers: The Setting and Popularity Explained:

“Fawlty Towers” was a classic humorous British sitcom, set in a hotel in the seaside town of Torquay. Here the eccentric and perpetually flustered Basil Fawlty runs a struggling hotel with his wife Sybil.

The show’s popularity can be attributed to a combination of sharp writing, impeccable comedic timing, and the brilliant performances of its cast, especially John Cleese as Basil Fawlty. The comedic chaos ensues as Basil interacts with the guests, his staff, and various unexpected situations

Main Characters and Their Idiosyncrasies:

  1. Basil Fawlty (John Cleese): The bumbling and irritable owner of Fawlty Towers, Basil is a study in mismanagement and social awkwardness. His exaggerated attempts to maintain an air of sophistication and control often result in disastrous consequences.
  2. Sybil Fawlty (Prunella Scales): Basil’s wife, Sybil, serves as the voice of reason in Fawlty Towers. However, her condescending and authoritative demeanour, coupled with her obliviousness to Basil’s antics, adds to the comedic tension.
  3. Manuel (Andrew Sachs): The lovable but linguistically challenged Spanish waiter, Manuel, is a perpetual source of confusion and frustration for Basil. His attempts to understand and execute orders often lead to comical misunderstandings.
  4. Polly (Connie Booth): The sensible and resourceful maid, Polly, is often caught in the crossfire of Basil’s misadventures. Her calm and collected demeanour provides a stark contrast to the chaos unfolding around her.

However, beyond the laughter, “Fawlty Towers” offers valuable insights into the world of management, in particular where ‘actions have consequences’. Manuel struggles with the English language result in frequent misunderstandings and chaotic scenarios. Basil’s attempts at managing the hotel are consistently inept. Furthermore, Basil’s social awkwardness and constant attempts to appear sophisticated often backfire.

There are plenty of lessons for today’s managers.

Here are three of them:

  1. Effective Communication Is Key:

Fawlty Towers recurring theme of communication breakdowns serves as a cautionary tale for managers. The show highlights the importance of clear and effective communication to avoid misunderstandings and chaos in the workplace.

  1. Leadership Requires Competence and Adaptability:

Basil Fawlty’s inept management style showcases the pitfalls of leadership without competence and adaptability. His attempts to cut corners, impress guests with grandiose schemes, and maintain an outdated status quo result in frequent disasters.

  1. Maintaining Professionalism Amidst Challenges:

While Fawlty Towers is a comedic farce, it underscores the importance of maintaining professionalism even in the face of challenges. Basil’s social awkwardness and unprofessional behaviour create a chaotic atmosphere in the hotel, impacting both staff and guests.

Can you think of any other lessons for managers?

In conclusion, “Fawlty Towers” remains a timeless classic, not only for its comedic brilliance but also for the insights it offers into the world of management. Through the misadventures of Basil Fawlty and company, today’s managers can learn that effective communication, leadership competence, adaptability, and maintaining professionalism amidst challenges are timeless lessons.

Postnote: John Cleese together with Anthony Jay (who co-wrote  the timeless “Yes, Minister” TV series) founded Video Arts, a company that created training videos for businesses using humour and great examples of what ‘not to do’ in managing businesses and people. Apparently, this was on the basis of “their observation that people learn very little when they are bored and nothing when they are asleep.”

@thenetworkofconsultingprofessionals

The most famous mutiny in history…

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“To function efficiently, any group of people or employees must have faith in their leader”

– William Bligh: of mutiny on the Bounty fame

The above quote is rather ironical, considering Bligh was the subject of the most famous historical maritime mutiny, the Mutiny on the Bounty. It was made famous or infamous in three films in 1935, 1962 and 1984. None of these films were sympathetic to Lieutenant William Bligh, the officer in charge (note that he was not a Captain). Interestingly, Bligh was also the subject of another less well-known mutiny, when as Governor of NSW he was overthrown in a military coup in what was known as the Rum Rebellion.

Bligh’s mission was to transport breadfruit plants from Tahiti to feed slaves on plantations in the West Indies. A little known and important fact was that the Bounty had no marines onboard. During this period, it was customary to have marines onboard a naval vessel to ensure discipline and to separate the ordinary sailors from the officers as well as to protect the crew from hostile natives. The Bounty had been converted into a ‘floating greenhouse’ to house the breadfruit so there was no room for a party of marines. Bligh, as only a Lieutenant rather than a Captain, had to rely on his ability to control the sailors onboard. Also, there were no other officers onboard the Bounty.

Bligh was a very experienced sailor, coming from a family with a long naval tradition. He went to sea as a cabin boy at the age of seven and travelled with Captain Cook as the chief navigator on Cook’s third and final voyage. His navigation skills would become extremely useful in the future. Historical reports state that Bligh was a strict disciplinarian and was given to outburst of ‘towering rage’ and ‘bad temper’, which obviously did not endear him to the crew. Strict discipline was, however, not unusual for the times.

Setting sail in 1787, the Bounty was to travel to Tahiti around Cape Horn. However, after terrible storms and weather experienced trying to round Cape Horn, Bligh was forced to sail to the pacific ‘the long way’, across the Atlantic, around the Cape of Good Hope, into the Indian Ocean, through the Great Southern Ocean under Australia and into the Pacific. After this unscheduled extended voyage, the Bounty arrived in Tahiti. Here it stayed for five months to allow the breadfruit trees to mature to be able to be transported. During the stay many of the crew were mostly idle and formed romantic relationships with the local women whilst enjoying the tropic climate of this Pacific paradise.

The Bounty left for the West Indies in April 1789. Later in the same month, the crew led by Fletcher Christian mutinied. Bligh and 18 loyalists were cast adrift in 7m open boat. Considering the circumstances, with their holiday cut short, it is perhaps not surprising that the crew mutinied!

Following the mutiny, the Bounty returned with the mutineers to Tahiti. Meanwhile, the boat with the 18 loyalists was so overloaded, it required constant bailing to remain afloat. Over the next 47 days and over 6,700 kms, Bligh and crew sailed to Timor in the Dutch East Indies. Bligh, ever the disciplinarian ensured severe rationing of food and water – 28g of water and 40g of biscuits per crew member per day. Despite exposure, malnutrition and dehydration the boat arrived without any loss of life, apart from a crew member killed by natives in Tonga. The success of the journey is testament to Bligh’s navigational skills, sheer will power, determination and disciplined leadership.

What do you think are lessons for leaders from the mutiny on the Bounty?

Here are three.

  1. Leadership and Team Dynamics: The Mutiny on the Bounty underscores the critical role of leadership and its impact on team dynamics. Managers should prioritise fostering positive leadership qualities, such as fairness, respect, and effective communication, to create a harmonious and productive work environment.

2.            Addressing Employee Dissatisfaction: Understanding and addressing employee dissatisfaction is essential. In Bligh’s case, his tyrannical leadership contributed to the mutiny. Managers should encourage open channels of communication and actively seek feedback to prevent grievances from festering.

3.            Crisis Management and Adaptability: Bligh’s remarkable journey in the open boat highlights the importance of crisis management and adaptability. Managers should equip themselves with the skills and resilience needed to navigate unexpected challenges, providing stability and direction during crises.

Can you think of any others?

How do you think Bligh should be remembered?

Bligh’s reputation was a mixture of admiration for his survival and navigational skills, and criticism for his leadership approach. He is remembered as a figure of resilience, skilled navigation, and unwavering dedication to his duties, albeit with a leadership style that sometimes clashed with the needs and expectations of those he led. William Bligh’s life is a study in contrasts—his unparalleled navigational achievements and resilience in the face of adversity stand against the backdrop of his leadership controversies. His story offers invaluable lessons on the importance of adaptability, empathy, and the ability to lead under the most challenging conditions.

@thenetworkofconsultingprofessionals

Vanishing Stripes: The Tragic Tale of the Tasmanian Tiger and Lessons for Business

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 “Cowardly, as stealing down on the sheep at night and wantonly killing many more than it could eat, as being worthless for its skin” – description of the Thylacine in the 1880s in The Hobart Mercury newspaper!

Many years ago, I was flicking through a photo album of my grandparent’s honeymoon in Tasmania in the late 1920s. In the album was a photo of a Tasmanian Tiger, or Thylacine at the Hobart Zoo, the last of the species to die in captivity in 1936. I was fascinated that they had seen an animal, that is now extinct.

What was the Tasmanian Tiger?

It was not a tiger, but a marsupial carnivore with a slender body, dog-like head, and distinct dark stripes across its back. Native to Tasmania, it once roamed the Australian mainland but disappeared from there around 3,000 years ago, probably due to the introduction of the dingo which was a more effective and efficient hunter. Confined to Tasmania, it was the largest carnivorous marsupial of modern times.

What happened to it?

As European settlers moved into Tasmania in late 18th and early 19th century, being a carnivore, it developed a reputation as a livestock killer. Whether this was justified is open to debate. However, it was seldom seen and historical reports suggested it roamed in open grasslands rather than dense forest.

While human activities played a significant role in the extinction of the Tasmanian Tiger, other contributing factors included intensive hunting, habitat destruction, and diseases introduced by the European settlers. More importantly, government and bureaucratic incompetence played a critical part. In particular, in the 19th and early 20th centuries the Tasmanian government implemented bounties to protect the livestock industry. The indiscriminate killing of Tasmanian Tigers led to a significant reduction in their population, accelerating their path towards extinction. Furthermore, legislation was enacted to safeguard the Thylacine, but the measures were implemented too late and proved insufficient to counter the threats it faced. While the last known Tasmanian Tiger died in 1936, the lack of understanding of Thylacine biology also prevented successful breeding.

Do you think there are any lessons for managers in the extinction of the Tasmanian Tiger?

Here are three to consider:

  1. Adaptability in the Face of Change:

The demise of the Tasmanian Tiger is, in part, a story of failure to adapt to changing circumstances. Businesses, like species in the natural world, must be adaptable to thrive. The introduction of new technologies, shifts in consumer behaviour, and evolving market dynamics require businesses to embrace change, innovate, and remain agile.

Example: Blockbuster Video’s failure to adapt to the rise of online streaming is a stark reminder of the consequences of not embracing change. In contrast, Netflix, recognising the shifting landscape, evolved its business model to dominate the streaming market.

  1. Sustainable Practices for Long-Term Success:

The extinction of the Tasmanian Tiger emphasises the importance of sustainable practices for long-term survival. In the business world, sustainability extends beyond environmental considerations to encompass ethical business practices, social responsibility, and long-term planning.

Example: Patagonia, a renowned outdoor apparel company, has embraced sustainability as a core principle. Their commitment to environmental and social responsibility has not only earned them customer loyalty but also positioned them as a leader in the sustainable business movement.

  1. Government Policies and Business Impact:

The tragic tale of the Tasmanian Tiger underscores the impact of government policies on the fate of a species. In the business regulatory frameworks, industry standards, and government policies can profoundly influence the success or failure of enterprises.

Example: The Australian government introduced bans on tobacco advertising, implemented laws on plain packaging with graphic health warnings and removed visible displays of tobacco at point of sale and implemented high taxes on tobacco products. Daily smoking rates declined from 24% of adults in 1991 to 11% today. However, cigarettes became so expensive at over $40 per pack (compared to an average of $10 in the USA) it provided an opportunity for organised crime to smuggle illegal cigarettes into Australia resulting in arson and murder in ‘tobacco turf wars’ which continue to this day. Government actions and their reliance on tobacco taxes created opportunities for organised crime.

In conclusion, the extinction of the Tasmanian Tiger is a reminder that human actions, bureaucratic incompetence, coupled with environmental pressures helped sealed its fate. In the world of business, lessons from the demise of the Tasmanian Tiger include the need to embrace adaptability, foster sustainable practices and ensure you understand the implications of government policies when planning for the future.  

Can you think of any other lessons for businesses?

@thenetworkofconsultingprofessionals

Aesop’s fable of The Ant and The Grasshopper

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The grasshopper said to the ant,
“All you ants do is work all day.
You should be more like me and play, play, play!”

With Christmas and the new calendar year approaching, its often a great time to reflect on the previous year and plan for the next, which I have covered in previous blogs.

Rather than using a Christmas or end of year theme, I’ve elected to use Aesop’s fable, “The Ant and the Grasshopper.”

Who was Aesop?

Certainly not a brand of cosmetics! Aesop was a Greek storyteller, said to have lived around 600 BC, who is credited with a number of fables known as Aesop’s Fables, the most famous being the Hare and the Tortoise.

The Fable of the Ant and the Grasshopper.

In summary, a diligent ant works tirelessly throughout the summer to store food for the winter. In contrast, a grasshopper spends his days playing music and dancing, mocking the ant’s hard work and inviting it to join in the fun. The ant, however, remains focused on its task, warning the grasshopper of the harsh winter ahead. As the seasons change, the ant settles comfortably into its nest with ample food, while the grasshopper, unprepared for the cold and without food, faces a grim future.

With the end of year approaching do you think there are any lessons for managers in this fable?

As mentioned earlier, the end of year is certainly a time for reflection and an opportunity to plan for the future. Here are three lessons from the fable:

  1. Preparation and Foresight

The ant’s forward-thinking and preparation for the winter months underscore the importance of strategic planning in management. Leaders should anticipate future challenges and prepare accordingly, ensuring that their teams and organisations are not caught off-guard by unforeseeable events. This lesson emphasises the value of setting long-term goals and working steadily towards them, rather than being swayed by immediate gratifications or distractions.

  1. Resource Management

The careful collection and storage of food by the ant exemplifies effective resource management. For managers, this translates to the prudent allocation of resources, including time, budget, and manpower, to ensure sustainability and growth. Efficient resource management also involves making tough decisions about where to invest effort and assets, and prioritising activities that ensure the organisation’s survival and success in the long run.

  1. Work Ethic and Discipline

The ant’s unwavering commitment to its task, even when tempted to abandon its duties for temporary pleasures, highlights the virtues of work ethic and discipline. Managers should foster a culture that values hard work, responsibility, and persistence. Encouraging a strong work ethic and maintaining discipline within the team are crucial for achieving objectives and maintaining operational integrity, especially when facing adversity or tight deadlines.

In this fable, can you think of any other lessons for managers?

On behalf of my readers, I wish you and your families a Merry Christmas and a Happy New Year.

@thenetworkofconsultingprofessionals

What is the ‘Peter Principle’?

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“In a hierarchy, every employee tends to rise to his level of incompetence.”

Laurence J. Peter – Canadian Educator and Author

What is the ‘Peter Principle’?

It is a concept in management developed by Laurence J. Peter, a Canadian educator who wrote a book in 1969 called The Peter Principle. His theory was that people in a hierarchy tend to rise to a level of incompetence. This was primarily due to their success in previous jobs however the skills in the previous job do not translate into the skills required in the new job. For example, a great engineer will be promoted from working as an engineer to management, where they do not possess management or leadership skills.

A variation of the Peter Principle is the Dilbert Principle. This is a satirical concept of management developed by Scott Adams the creator of the comic strip Dilbert. Here incompetent employees are intentionally promoted to prevent them from causing harm. In other words, getting them out of the way so they do not interfere with outcomes.

We have all worked for organisations where it would appear that both these ‘principles’ are at work!

Perhaps we are living proof of the Peter or Dilbert Principle?

I can certainly remember working for and with such managers. From the Managing Director’s son who got lost coming to work after living in the city for over 12 months to the Managing Director’s brother, who needed a phone call each morning to make sure he was at work. These were more probably cases of nepotism in combination with the Peter Principle.

A slight deviation from the Dilbert Principle is promoting ‘problem’ employees to get them out of the way. In an earlier career I worked for a manager who treated his staff appallingly and was not respected by them. Senior management knew this, so they removed the problem from the factory floor and promoted him! Another manager who I reported to, and was incompetent was offered a promotion and sent overseas to get him out of the way. He was later dismissed.

Managers will claim they always seek to hire people who are smarter than themselves. In many instances this does not happen, as this threatens their careers or dents their egos. Instead, they hire less capable people, so they are not threatened from below.

The Peter Principle can lead to disaster if an incompetent person is in a position of authority. The mismanagement of the COVID pandemic by public health officials in Victoria which resulted in hundreds of preventable deaths when the virus ‘escaped’ from hotel quarantine is one example. In an earlier blog senior management in a transport business caused the death of innocent people when a truck crashed into their car.

Can you think of examples of both the Peter Principle or the Dilbert Principle in your work life?

So how do organisations solve these problems?

I will cover this in a future management blog.

@thenetworkofconsultingprofessionals

A great business model or trashing your brand?

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(c) The Sydney Morning Herald (Sept 2023)- illustration by Matt Golding

Several years ago in my management blog, I described Elvis Business Model (EBM) as an ‘ideal business’ model. In 1977, the year Elvis Presley tragically died he had less than $US1 million in the bank, but by 2016 his estate had earned more than $US27 million.

The recent corporate history of Qantas ‘the spirit of Australia’ has now provided what may be a better business model. Let’s call it FKBM – the flying kangaroo business model.

In August 2023 Qantas announced a record pre-tax annual profit of nearly AU$2.5 billion up from a loss of almost AU$2 billion the previous year. Following the pandemic years, many travellers were prepared to tolerate, perhaps even forgive their poor customer service, long call centre delays, lost luggage and cancelled or delayed flights. But two years on, trust and esteem for the airline is running at an all-time low.

Now at the time of writing, the Australian Competition & Consumer Commission (ACCC) is taking the action against Qantas for engaging in false, misleading or deceptive conduct by advertising and selling tickets for flights that it had already cancelled sometimes months ahead. This often led to customers having less time to make alternative arrangements and paying higher prices for new flights. These credits exceeded $570 million! Tickets are now averaging 60% above pre-COVID prices. Coupled with this, an international rival of Qantas, Qatar Airlines recognised for its high level of customer satisfaction was refused additional flights into Australia by the current Australian Government. Competition was reduced providing the opportunity to increase prices.

What an excellent business model!

Collecting money for already cancelled flights, thereby having access to this cash certainly helped finance the business, then make it difficult to redeem the credits (this was partially reversed) and later having the government of the day restrict international competition, thus allowing you to charge higher prices.

So, how far has Qantas fallen in Skytrax Best Airline survey?

As Qatar has a significantly better ranking than Qantas, having the government refuse to increase their landing rights is certainly ‘beneficial’.

So, is FKBM the way forward?

Well, no, not really.

Firstly, Qantas has alienated its customers. Judging by the high number of customer complaints this is certainly the case. Many have said they will never fly with them again. The brand has been trashed.

However, it goes further than this.

Qantas has had a difficult relationship with its employees, from shutting down the airline in 2011 in a dispute with staff to sacking thousands of employees during the pandemic and outsourcing maintenance which saved the airline over $100m per year. The High Court of Australia ruled last month that Qantas had unlawfully outsourced the jobs of sacked workers. Whilst not all of this is Qantas’ fault, its restrictive trade union work practices which inflated costs did not help. Businesses cannot reliably add value when the relationship between management and other employees is broken. If a company’s employees have little or no faith in their brand, how are customers be expected to?

Employee disfunction morphs into broken promises to customers, suppliers and other stakeholders further depleting goodwill. Although not all stakeholders are adversely affected – Qantas shareholders and senior management have certainly benefited from good dividends and bonuses. However, if you are a customer, a worker, or you live in a regional area or are a taxpayer you might not agree. It is not helped when the public see the CEO walk away with millions of dollars in bonuses.

Trust is a highly emotive, particularly when viewed through a brand lens. A brand is a belief and values system which acts as the bedrock for guiding management on how to re-engage with its many stakeholders whether they be an employee, shareholder or customer. Businesses cannot be successful without customers. When it comes to convincing customers to believe what you are saying, there is no one size fits all approach.  A good start would be to engage and have faith in your employees. It flows on from there.

Do you think the FKBM is a good long-term strategy?

If not, why not?

How important is employee engagement in ensuring good customer service?

Is excellent customer service vital for long term business success?

Note: On an international flight over 4 months ago, Qantas mislaid my luggage and I had to purchase clothing to continue my travels. Qantas ‘offered’ to pay compensation and I completed the requested form. Despite over 10 emails (Qantas ‘customer service’ claims not to have received my emails), and several phone calls including a promise to return my call within 5 working days which has not been returned, the compensation has not been forthcoming. I am one of many who have experienced Qantas’ poor service levels firsthand. Have you?

Another lesson from the island of St Kilda

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“Facts do not cease to exist because they are ignored.”
Aldous Huxley – British Author

In a previous blog I used the backdrop of the remote isolated and windswept island of St Kilda off the west coast of mainland Scotland and the suburb of St Kilda in Melbourne, Australia. The moral of the story was THAT as managers, we should never accept things at face value. Once again, I’m going to use the island of St Kilda as a backdrop for another lesson for managers.

Background

On St Kilda the climate was so extreme, and the wind was sometimes so strong that the islanders’ sheep and cattle could be blown over the cliffs.  During the 19th Century, the island’s population was around 100 people. With increasing contact with the outside world in the 19th and early 20th centuries, the island’s population gradually declined. In September 1852, 36 emigrants from St Kilda left for Melbourne. Sadly, only 17 survived the journey, the others succumbing to diseases they had no immunity to due to their isolated existence. The island never fully recovered from this event, both physically and psychologically.

After the World War I, most of the young men left the island. The population fell from 73 in 1920 to only 37 in 1928. In 1930, the last of the island’s inhabitants were evacuated to mainland Scotland, ending hundreds of years of isolation, poverty, and deprivation.

What caused the demise of the population of St Kilda?

Obviously, increasing contact with the outside world provided the opportunity for the islanders to see that an easier and better standard of living could be achieved if they left the island. However, one of the main reasons can be traced back to the mid-19th Century with the arrival of Rev John Mackay, a minister in the new Free Church of Scotland. Mackay was a religious zealot. He introduced a routine of three two to three-hour services on Sunday. No work was permitted or conversation, only recitation from the Bible was allowed.

Although Rev Mackay left the island in 1889 his legacy lived on. Mackay denied the islanders outside influences and being the only English speaker on the island (the islanders spoke Gaelic) he was able to keep them in a state of ignorance, combining this with religious zealotry.

Linked to societal ignorance, one of the sadder aspects of St Kilda’s life was the horrendous infant mortality rate. One out of every two babies born would not survive their first year of life, dying of infant tetanus. When a child was born on the island, fulmar (sea bird) oil, was applied to the baby after the umbilical cord had been cut. The oil was not stored in sterile conditions.

In 1891, two years after Rev Mackay left a midwife arrived from Glasgow.  She brought improved midwifery skills, hygienic nursing practices and education and the practice of dipping the umbilical cord in fulmar oil ceased. This reduced childhood tetanus, and it was virtually eliminated. Unfortunately, by this time the situation on the island was irreversible. The population was stagnant, and many wanted to leave.

What can we learn as managers from this sad story of the demise of the people of St Kilda?

Organisations and businesses have similar characteristics to small communities like St Kilda. In particular, family-owned businesses often fail to bring in new blood and ideas and this can lead to a gradual demise of the business. Often when new blood comes into an organisation, the owner and the family refuse to change and this undermines the newcomer’s position. I witnessed a former client who claimed he wanted to ‘step back’ from the day to day running of the business. Sadly, he failed to share information, didn’t communicate in a constructive and rational way, and often made decisions behind the new manager’s back. Despite claiming he wanted to ‘step back’, he couldn’t let go and didn’t know how to. He then fired the incumbent because he claimed he had “failed”. Employees on experiencing professional management and then seeing a return to the old behaviors, started to leave. People join organisations but leave due to bad managers.

In my experience, keeping people ignorant is never a wise strategy for managers. I have found that often sharing information can improve performance. When I was managing a major trucking business, despite ‘advice’ to the contrary, I shared weekly driving performance statistics with the linehaul drivers. Driving performance improved, with reduced speeding and fuel consumption and fewer accidents.

All organisations have life cycles and they need to be regenerated with ideas and people externally.

Postscript: I do want to stress that many factors contributed to the decline and death of the community of St Kilda, with health-related problems being one of the main causes. I visited the islands in mid-2023 and it was a very interesting trip – history, birds and landscape. I would recommend a visit – a real step back in time.

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How the Marathon was nearly axed as an Olympic event..

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“They cast me out and they were jealous because I turned in the fastest time ever run by a human and it was impossible at the time”

Ben Johnson – disgraced 100m 1988 Olympic “Champion”

The head of the International Olympics Committee Pierre de Coubertin described the 1904 St Louis Olympic Games in the USA as an “outrageous charade”. The running of the men’s marathon was so poorly organised and managed, the event was nearly abolished for future games.

So, what happened?

At 3:03pm on a hot summer day in 1904 St Louis Olympic Games, the marathon runners set off from the stadium in oppressive heat amongst horses and dogs and over dusty and unpaved roads. Many of the athletes were not experienced long distance runners. Two members of South Africa’s Tswana tribe raced in bare feet. They finished ninth and twelfth. However, they could have done better if one of them had not been chased off course by wild dogs.

Another entrant, Cuban Félix Carbajal de Sotos blew all his donated funds when he went gambling in New Orleans. He hitchhiked to St Louis in time for the marathon, showing up in a dress shirt, slacks, leather street shoes and a beret. Luckily a sympathetic spectator using a pair of scissors and helped him turn his pants into shorts. He came 4th!

There was only one water station on the entire course. The organisers deliberately deprived the athletes of water as they wanted to test the theory called ‘purposeful dehydration’, that is water diminishes athletic performance. Over half the participants dropped out from dehydration and several nearly died. American runner William Garcia collapsed halfway through the course and needed emergency surgery because he ingested so much dust that it had ripped his stomach lining.

The first ‘winner’ was 20-year-old Fred Lorz. He had given up at the 14th kilometre mark. His trainer offered him a lift to the stadium so he could pick up his clothes. However, the car broke down, so Lorz decided to run the rest of the way. He ran across the finish line first and had his photograph taken with the daughter of President Theodore Roosevelt. And just as he was about to accept the gold medal a witness stepped forward and declared him a fraud

The eventual winner, Thomas Hicks doped up and hallucinating on rat poison was dragged across the finishing line by his trainers. This certainly would not be allowed in the Olympics today! The Amateur Athletics Union immediately banned Lotz for life for ‘cheating’. This was overturned after a year, and he subsequently won the 1905 Boston Marathon!

Are there any lessons for managers in this fascinating Olympic episode?

Here are three that come to mind.

  1. Just like in sport, organisations need clear policies and procedures that provide rules of behaviour
  2. The importance of safety protocols and policies. They are essential in organisations to prevent accidents and injuries
  3. Be prepared to improvise. The unlucky gambler Cuban de Sotos despite not be correctly attired to run the marathon with the help of a bystander improvised and still managed to do remarkably well

Can you think of any other lessons?

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So where is Werris Creek?

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“Many times, the wrong train took me to the right place.”

Paulo Coelho – Brazilian lyricist and novelist

Whist undertaking post graduate studies many years ago, one of my fellow students and friend was a senior executive of Queensland Rail. He had started his career as a clerk in a rural railway station in outback Queensland and went on to hold senior executive positions in rail businesses in Australia. Clearly rail was in his blood, as his father had been a fettler on the railways.

One of his father’s postings was to the tiny and declining town of Wallangarra on the Queensland New South Wales border. The town had been established in 1885 for the sole purpose of being the connecting link between the NSW rail system and the rural Queensland rail system. Wallangarra was the result of two state governments deciding to build railways of different gauges; narrow gauge in Queensland (1067 mm) and standard gauge in NSW (1435 mm). This meant that people travelling from Queensland to NSW had to alight at Wallangarra and change trains in the historic town of Tenterfield just across the border. Not surprisingly this ensured that the tiny settlement became a major railway junction.

In northwest NSW, there lies another important railway junction town called Werris Creek. Werris Creek like Wallangra did not exist until the late 1870s when the railway arrived. A town of approximately 2,000 people, this was where trains from Sydney could be diverted onto three branch lines to various locations in country NSW, with one branch line terminating in Tenterfield. By co-incidence, as a young farm boy I lived less than 20 minutes’ drive from Werris Creek.

Anyway, back to my friend and fellow student. During the school holidays, he worked as a casual railway porter moving luggage from Wallangarra to Tenterfield, just across the border. All the luggage was marked ‘To Werris Creek’. As a young, and obviously naïve lad, he thought that Werris Creek was one of the largest cities in NSW. Having lived near Werris Creek the irony of this was not lost on me.

What are the lessons here?

How often are we as managers given a picture of a situation that is unrealistic?

Today, in the age of the internet there are organisations that appear much larger and more substantial than they are in the real world. With the advent of social media, virtual organisations and people exist.

Doing your homework will certainly help and don’t take things on face value.

This what I call this the ‘Werris Creek Affect’

Can you think of examples of ‘Werris Creek Affect’ in your working life?

Post note: the last train left Tenterfield in 1988 and the last scheduled train to Wallangarra left in 1997.

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