Dilbert and the Way of the Weasel

I’ve spent the last few minutes of the last few nights on my back laughing so hard tears trickled down to my ears. I’m highlighting my way through Dilbert and the Way of the Weasel by Scott Adams.

“You can ignore almost everything that is asked of you and in the long run it won’t matter. Either the tasks will become moot or your boss will forget what he asked you to do, or someone else will do it.” Or, “If you stall long enough, every corporate initiative ends, even layoffs.”

I particularly enjoyed the description an encounter with a salesman for a local radio station that was trying to convince Adams to buys advertising for the resturant he co-owns. Adams asked the sales person how many listeners the radio station had.

“The sales weasel explained, ‘You have to spend money to make money.’ I pointed out that he probably knew the number of listeners and that I could decide on my own if it was worth knowing. The weasel responded by explaining how many human beings lived within listening range of his station, i.e. weaselmath. I asked how that mattered if they weren’t actually listening, just potentially listening.”

“Then he explained that it’s much more expensive to advertise on other radio stations on a cost-per-relevlant-listener basis. I asked how he knew that if he didn’t know how many listeners he had.”

“He explained to me that some of my competitors were advertising on his station and they must be getting some benefit or they wouldn’t be doing it. I pointed out that most of my competitors weren’t advertising on his station and if not advertising wasn’t working, they wouldn’t be doing it. It wasn’t a good meeting.”

God help us if radio listening ever becomes as brutally measurable as the Web.

Born, not made

I’ve been thinking about work place dynamics a lot lately. Managers, employees, bosses, leadership, morale. For most of the past 30 years I was part of “the management team.” A couple of years ago I worked my way back down the corporate ladder so that I have several bosses (instead of one) and nobody calls me boss. The two most significant results of this devolution are I don’t get invited to lunch as often as I used to and life is much sweeter.

During the peak of my Management Years I read books and attended workshops and seminars and took it all very seriously. Most of it was bull shit. I stopped all that after reading my first Dilbert book. Scott Adams describes The Boss this way:

“His top priorities are the bottom line and looking good in front of his subordinates and superiors (not necessarily in that order). Of absolutely no concern to him is the professional or personal well-being of his employees. The Boss is technologically challenged but he stays current on all the latest business trends, even though he rarely understands them.”

Most managers don’t have any idea how they’re doing because they look to their boss for feedback instead of the people reporting to them. Looking back (and maybe a little ahead, too), I think the difference between good companies and great companies is that good companies have good leaders…and great companies have great leaders. Nothing wrong with being a good leader or working for a good company…but it’s a little harder if you’ve ever worked for a great leader at a great company. And don’t let anybody shit you…great leaders are born. They’re not made. And the men and women down in the trenches can tell the difference in an instant.