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If you are involved with any group of creative individuals, you know that interactions can get complicated in a hurry. Upon reading in my book about an imbecilic incidence between two otherwise intellectual giants, a reader asked, “But, why would anyone do that?” I could think of no good reason. I can expound on the “what,” but the “why” is often translucent. Why does an ordinary person do the unimaginable?
Take, for instance, Karen, one of our highest paid administrative assistants. She had been with our company about three years, was divorced and supporting a teenage son. One day, Karen informed us that she was having a swimming pool built at her house. For weeks we heard nothing but “swimming pool this,” and “swimming pool that.” Once the pool was complete, however, she went mute on the subject. If I inquired and asked how she liked the pool, she would answer briefly, quietly, and then change the subject.
I should have recognized the iceberg approaching.
Three weeks later, we terminated Karen, walked her to the door. Told her to come pack up her stuff the next morning. She was forging her timecard to create hours she had not worked. Apparently, she was unable to pay for the pool and needed extra income. That stupid solution cost Karen her job, her respect, and her self esteem. She was an ordinary person who one day decided to do something very unordinary, very damaging. Why? I think it too simple just to say she needed money.
Alfred was one of my engineers, highly compensated, working on a highly competitive circuit design. He worked long hours. He even took equipment and designs home, working on his own time. What dedication! After awhile, though, I noticed that the dedication did not produce a proper amount of progress. I investigated. Alfred, it seems, was using the technology and equipment to start his own company. Why? Why would a highly paid engineer take this route?
One of our sales staff noticed that our specialty electronics equipment was showing up on eBay. This, in itself, was not overly disconcerting as the ad said that the equipment was “used.” Clearly, our customers had a right to resale it if they so chose. Still, those parts were specialty components. In a few weeks we saw a particular component on eBay that was part of our to-be-released ensemble. How can a component be “used” that is not yet even sold? It reeked of being an insider job so we contacted Jim, the manager in charge of ethics for the group that made the components. Jim set up an investigation and began to snoop around. He was unable to identify the culprit, if there was one in the company, but the illicit sales did stop, for awhile. Then, they started back up again. Curious, we purchased the eBay product through a third party. We found the culprit. It was Jim, the person in charge of ethics. Go figure. He was terminated and charges were filed. Why would someone, highly respected, do such a thing?
Tim Harris was the vice president of Human Resources for my division. He told me, “Lynwood, it has been my experience that when you see the first signs of unusual human behavior, know that you are only observing the tip of the iceberg. You will chip away at it and discover massively more than you ever expected. It will go from bad to worse.”
Now, of course, I had heard this expression hundreds of times before, the tip of the iceberg. But in that instance, an epiphany occurred. It was no longer an aphorism. It was insight. It was a tool I could use in technology persuasion, not just a saw I could repeat. I understood that I must observe. I must discern. I must take time to examine each situation. If I found the surface to be veneer, I should get out of the way because the structure will soon be crumbling.
Take Joe Paterno of Penn State. Today, the Wall Street Journal published numerous emails from Penn State executives in 2005. They showed that Paterno, had protected athletes for years, hiding events, inflicting trivial reprimands for severe crimes, not requiring athletes to be held to the same standard as other students, apparently not holding them to any standard.
Let the epiphany arise.
When you see disconcerting events begin to unfold, know that more, much more, is at the core, and that it will all be bad. In the specific case of Paterno, expect more eyebrow-raising revelations. It may not be Paterno, himself, but, rest assured, there is much more to follow. Other administrators. Other schools. NCAA rules. We are only at the tip of the iceberg.
As you become the Persuasive Wizard, use this. Learn to be circumspect and discerning. Be aware of aberrant behavior, at the first signs. Be suspicious of absolute fiefdoms and unusual happenings. Look for those iceberg tips sticking out of the water. Take action immediately. Get to the bottom of it. Do not sit on it. Perhaps you can steer the ship to safe harbor while there is still time.