Louis Patler

Louis Patler - What I Learned about Leadership from John Wooden

Louis Patler - What I Learned about Leadership from John Wooden

What may not be common knowledge about the selection process is that any finalist for this award (John Wooden Award) must meet criteria set by Coach Wooden (1910-2010) himself for academic standing and community service.

Louis Patler - Great Place to Stay and Great Place to Work Have Much in Common

Louis Patler - Great Place to Stay and Great Place to Work Have Much in Common

“The ocean, like customers, has a mind of its own that is worth paying attention to.It has its moods, its quirks, its ever-changing tastes and ways. The best innovators and inventors understand this about customers and clients, as well. Customers can be fickle and hard to predict. You can’t afford to take it for granted.”

Louis Patler - Case Studies using Innovating for Results - Part 2

CASE STUDIES FROM OUR ARCHIVES* 

I was recently asked to blog about some of the successful consulting and training projects I have been involved with over the last two decades. There are many, but I will start with four of my favorites representing a range of industries. Below is an overview of Project #2.

Client # 2: Sybase (now SAP)

Client Need:

As a successful company experiencing rapid growth in an industry that typifies the unrelenting need for change, Sybase was faced with the challenge of continuous reinvention and renewal. With competition increasing daily, complacency could be lethal. Instead of resting on the laurels of the past, they wanted their people to develop a mindset of continuous innovation and change.

 Innovation was identified as one of the five core employee development training areas, part of what was called “Sybasics.” To Sybase, innovation meant more than technical know-how. Management realized that future sustainable success would require creating an environment capable of continuously finding new and viable ways to apply their expertise. 

Training Challenge: 

Recognizing the critical role Sybase managers play in their success, they created a managers’ development program entitled “Sybase Film.” This entailed bringing in 150 of their 600 managers together each quarter throughout the year for three days of training. The first year of Film was focused on Innovation, Leadership and Management, with a day allocated to each topic.

Training Solution:

Sybase chose the one-day version of IFR to lay the foundation for creating an environment of continuous innovation. IFR was adapted to meet Sybase’s specific training needs re innovation, as well as customized to integrate with the other two days. 

The Results:

Reaction to the training was overwhelmingly positive.

With nearly 400 managers trained in IFR, the Sybase Film sequence was successfully launched. 

As a result, Sybase expanded a training curriculum and made it available to all employees under the name of “Sybase Café.”

Sybase’s national marketing manager was so impressed with IFR that he is training all his sales people as well.

Client Comment:

“Innovation is the lifeblood of our business, and IFR keeps it flowing. We’re delighted with the way the program enhances our creativity and ability to compete.”


LOUIS PATLER ON “MAKING YOUR OWN WAVES”: PART 2 OF AN INTERVIEW BY BOB MORRIS

Excerpts from the interview, part 2

Morris: For those who have not as yet read Make Your Own Waves, hopefully your responses to these questions will stimulate their interest and, better yet, encourage them to purchase a copy and read the book ASAP.

First, when and why did you decided to write it?

Patler: I wrote a few pages about “The Surfers Rules” in my first book (If it ain’t broke…BREAK IT!) over 20 years ago. I’ve always been interested in what business people can learn from elite athletes, and also interested in how metaphors can be treated as facts. So, if the media talks about “waves of change” or “blue ocean strategies”, my brain goes to look for subject matter experts on waves and oceans. In this case I started interviewing physicists and…surfers! I found some conventional wisdom from the physicists, but the really interesting unconventional ideas came from the surfers! Who knew? Further, the elite surfers to me were the 2-300 or so men and women who ride the Big Waves, 30-60 feet or higher.

So initially I had a chapter in a book proposal on innovation when Stephen S. Power, the senior editor at AMACOM books contacted my literary agent, John Willig, to inquire if maybe there was a full book I could write that took lessons to be learned from Big Wave surfers who risk life and limb and apply those lessons to entrepreneurs. I developed a new proposal. Stephen sent a contract the next day, and the rest is history.

Morris: Were there any head-snapping revelations while writing it? Please explain.

Patler: Yes, there actually were several head snappers. The deeper the dive I took into the small world of Big Wave surfers, the more profound I found them to be. They understood planning. Patience. Preparation. Training. They told me about how time slows down when they are in a crisis situation, beaten up under water by two or three wave hold-downs. They reminded me of things I learned as a kid learning to surf about “always looking ‘outside’”. In surfing “outside” or “out-the-back” refers to watching the sets of waves that are coming, and how important wave selection and your location in the “line up” in order to be in position to take the right wave is. I learned about the commitment it takes to turn your board and GO! I learned the importance of “paddling back out” after a wipeout, and to never surf alone. They also reminded me to “dare big!” and to “stay stoked”. When the passion wanes it’s time to move on.

Morris: To what extent (if any) does the book in final form differ significantly from what you originally envisioned?

Patler: That’s easy to answer. I originally had Seven Surfer’s Rules. Three of those were re-named and modified, and three new ones were added after my research and interviews with the Big Wave surfers.

Morris: If you were explaining the meaning and significance of the book’s title to a six year-old, what would you say?

Patler: To a six (or sixty) year old I’d say: “Make Your Own Waves” is a storybook. The stories are cool…and seem simple, but they will stay with you your whole life… and they will amaze you and make you feel like you can do anything and be anybody you want to…but you have to be willing to work hard!”

Morris: By what process have the “Big Wave surfers’ rules” been determined?

Patler: I did extensive research on the history of Big Wave surfing, and key innovators among them, looking at a thousand or more articles and hundreds of videos that I transcribed. I did personal interviews of course too. Having been trained in content analysis, I was able to bundle comments under several categories and these categories eventuated in each of the Surfer’s Rules.

Morris: What is “the endless summer syndrome”?

Patler: A classic surf movie of the 1960’s was called The Endless Summer). In it two surfers are filmed as they travel around the world in search of the perfect wave throughout the whole year. For many Big Wave surfers the endless summer syndrome, as I called it, is the incessant search for waves the size of office buildings, around the planet, all year long.

Morris: In your opinion, which of them are most relevant to the efforts of innovators and entrepreneurs? How so?

Patler: I think all 10 are crucial to the innovation process, but if I had to single out a few today I’d say “Learn to Swim”, “Always Look ‘Outside’,” “Never Turn Your Back on the Ocean,” and “Stay Stoked.”

Morris: Which Big Wave innovator do you most admire? Why?

Patler: Probably Laird Hamilton. He never wanted to be on the competitive world Big Wave competitive tour but constantly is out on the leading edge. He was the first to do tow-in surfing, the first to develop hydrofoil surfboards that rise up out of the water, and has helped develop all kinds of safety equipment and training.

Morris: Which Big Wave entrepreneur do you most admire? Why?

Patler: There are not many Big Wave surfers who are entrepreneurs per se. There are though a few surfers who have created billion dollar products. My favorite is Nick Woodman, creator of GoPro cameras. Other examples include the founders of Quiksilver, RVCA, Reef and other lifestyle brands.

Morris: How important is luck to the success of surfers, innovators, and entrepreneurs? Please explain.

Patler: In Big Wave surfing as in business I do not believe in luck. In my second book, Don’t Compete…TILT the Field! (Capstone/Wiley: 2000) I make a distinction between “good luck” and “good lucky.” “Good luck” is pure, random and passive chance. “Good lucky” is what I refer to as “pro-active” risk-taking, where you are putting yourself in a position that enhances the likelihood of good things happening. I do believe in “good lucky.”

Morris: You have especially clever as well as appropriate chapter titles. Please explain the relevance to business of each of these. First, “Always Look ‘Outside’”

Patler: The book’s chapters follow a chronological sequence from “Learn to Swim” (Chapter 1) to Stay Stoked! (Chapter 10). “Always Look ‘Outside’” is actually Chapter 4 and, and as I said before, the title refers to paying attention to the sets of waves coming at you. There is no need to take the first wave, “the low hanging fruit,” when a better wave may be just showing itself on the horizon. To the entrepreneur and innovator, this takes discipline and patience but has a much greater yield.

Morris: Next, “Paddle Back Out”

Patler: In waves big and small, you WILL “wipeout” and fall. So too, in business. The art of being an entrepreneur in parts rests on your ability to learn from the falls, iterate, and paddle back out in search of the next wave.

Morris: Then, “Never Surf Alone”

Patler: Surfing may seem a solitary sport. One person, one board, one wave. But in Big Wave surfing you need a team … for spotting places to surf, for your personal safety, for your equipment, and of course, for fun and companionship!

Morris: Finally, “Stay Stoked!”

Patler: In surfing as in business, especially for the entrepreneur and innovator, passion carries the day. It sustains you in tough times and pumps you up when things are going well. If you lose the “stoke” it’s time to move on.

Morris: Of all the skills that Big Wave surfers, innovators, and entrepreneurs must develop to a very high level, is there any one of them that you consider to be most important? Please explain.

Patler: I‘m not sure you’d call these “skills”, but patience and hard work come to mind as crucial to success. I mean, think about the Big Wave surfer. They train, plan, research all year long to have maybe 5 days in prime conditions. Think of the patience that takes. And these are elite athletes, so they stay in tiptop condition year-round just to be ready for those few days. Many entrepreneurs have too little patience. They want it all now without the hard work that makes success more likely.

Morris: A friend of mine has a firm that helps hospitals to establish or strengthen their ER. As I worked my way through your brilliant book, it occurred to me that Big Wave surfers and ER staff members also share much in common. Do you agree?

Patler: Thanks for the word “brilliant.” Much appreciated. And yes there are many similarities between ER staff and Big Wave surfers. Both need to be well trained. Both are resilient and ready to respond to dramatic and rapid changes. And both literally deal with life or death situations daily.

Morris: In your opinion, which of the material you provide in Make Your Own Waves will be most valuable to those now preparing for a business career or who have only recently embarked on one? Please explain.

Patler: The 10 chapters are designed to take the reader through the steps needed to create a good business plan. At the end of each chapter there is a section called “Things to Do.” Typically there are 3 or 4 questions, the answers to which form a rudimentary business plan. For those recently embarking into the entrepreneurial or business life, the first four chapters (“Learn to Swim”, “Get Wet,” “Decide to Ride,” and “Always Look ‘Outside’”) are very helpful.

Morris: To first-time supervisors? Please explain.

Patler: For them, I suggest “Never Turn Your Back on the Ocean,” Chapter 6. Substitute employee or customer for the word “Ocean” and you get the idea. Don’t take people for granted or get complacent. With very rare exception, “Good enough” isn’t.

Morris: To C-level executives? Please explain.

Patler: C-level executives have to be more strategic and take the longer view, so the last three chapters (“Dare Big,” “Never Surf Alone,” and “Stay Stoked!,”) are vital.

Morris: To owner/CEOs of small-to-midsize companies? Please explain.

Patler: To owner/CEOs of small-to-midsize companies, to the startups of the world, honestly I think all 10 Surfer’s Rules will serve you well.

Morris: Which question had you hoped to be asked during this interview – but weren’t – and what is your response to it?

Patler: “Where can I get my hands on this brilliant book?”

I suggest you click here.

LOUIS PATLER ON “MAKING YOUR OWN WAVES”: PART 1 OF AN INTERVIEW BY BOB MORRIS

Excerpt from the interview -  part 1

Morris: Before discussing Making Your Own Waves, a few general questions. First, who has had the greatest influence on your personal growth? How so?

Patler: Probably it was my mother. She was very wise and the queen of one-liners. “Learn how to back into a clearing,” she would tell me.

Morris: The greatest impact on your professional development? How so?

Patler: Believe it or not, the greatest influence professionally may have been the 15 years or so I taught poetry and poetics at university. I also have a PhD in sociological theory, which gave me a sense of rigor and discipline and the value of data. That helped too.

Morris: Years ago, was there a turning point (if not an epiphany) that set you on the career course you continue to follow? Please explain.

Patler: I suppose the turning point for me was getting hired right out of grad school to teach on the Semester at Sea program, which allowed me to sail around the world for nearly four years. The international perspective I gained from visiting about 40 countries was invaluable. Then, there came the decision to leave university and academic life. I was tiring of university politics and also have five children so I needed to earn more income than that of a college prof.

Morris: To what extent has your formal education been invaluable to what you have accomplished in life thus far?

Patler: As I said, there were many things my formal education brought to the table for me. I like to have my head in the clouds while my feet are also on the ground. Theory and data. Strategy and numbers. They coexist for me.

Morris: What do you know now about the business world that you wish you knew when you went to work full-time for the first time? Why?

Patler: Tolstoy said, “all happy families resemble one another.” I have found this to be true of organizations and their leaders. Having worked mainly with CEOs and corporate Presidents for the past 15 or more years, I find that the best of them share similar traits and are just people like the rest of us. I am not intimidated nor do I pedestalize them any more.

Morris: Of all the films that you have seen, which – in your opinion – best dramatizes important business principles? Please explain.

Patler: This may sound odd, but Field of Dreams held many business lessons for me. The power of a vision and a wild goal. The importance of relationships. The power of continuity from generation to generation. The importance of having family, friends and support around you. All of these things apply in business too.

Morris: Here are several of my favorite quotations to which I ask you to respond. First, from Lao-tse’s Tao Te Ching:

“Learn from the people

Plan with the people

Begin with what they have

Build on what they know

Of the best leaders

When the task is accomplished

The people will remark

We have done it ourselves.”

Patler: I believe that a leader’s role is to make it possible for everyone else to do with ease whatever it is that they have to do. Make resources available. Minimize obstacles. Articulate core values. In doing so, “the people” will indeed have “done it themselves.”

Morris: From Michael Porter: “The essence of strategy is choosing what not to do.”

Patler: I think Porter got that half right. What NOT to do and what TO do, and in what SEQUENCE have equal value to me. But strategy is ephemeral. Amorphous. Even porous. These days strategy has to be agile and flexible because we are in a world now ruled by exponential change.

Morris: Peter Drucker once said that “culture eats strategy for breakfast.” From Richard Dawkins: “Yesterday’s dangerous idea is today’s orthodoxy and tomorrow’s cliché.”

Patler: And yet today’s cliché can generate the next dangerous idea. I gained that insight while reading The Structure of Scientific Revolution by Thomas Kuhn many years ago. Paradigms shift when an entirely new orthodoxy replaces the prior one… e.g. from Copernicus to Galileo, Galileo to Newton, Newton to Einstein. ‘Twas ever thus, as my mom would say.

Morris: From Isaac Asimov: “The most exciting phrase to hear in science, the one that heralds the most discoveries, is not “Eureka!” (I found it!) but ‘That’s odd….’”

Patler: “Odd” is God. The anomalies have always sucked me in. Called to me.

Morris: From Thomas Edison: “Vision without execution is hallucination.”

Patler: And innovation without execution is folly. Today, results matter. There are lots of ways to generate all kinds of ideas for products and services but unless you figure out how to move from idea to delivery, they have little business consequence. That’s one of the reasons I created a training program and workshops under the title Innovating for Results.

Morris: Finally, from Peter Drucker: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”

Patler: Most large organizations fall prey to becoming masters of efficient uselessness. This takes many forms…archaic policies and procedures, fear of taking risks, rewarding complacency. My first book, the NY Times bestseller If it ain’t broke…BREAK IT! addressed this head on.

Morris: Of all the greatest leaders throughout history, with which one would you most like to be closely associated for an extended weekend of one-on-one conversation? Why?

Patler: There are so many. Plato would be solid. Lincoln has always interested me. I suspect that the man from Omaha, Warren Buffet, would be a good companion for a weekend. Steve Jobs too, although I don’t think he could sit still that long! But, as of today, as I write this, it is Bishop Desmond Tutu’s birthday, so my friend “Arch” is on my mind. I have known him for many years and he is truly very special. His wisdom. His humor. His patience in the face of adversity are all extraordinary. His “Truth and Reconciliation Committee” process in South Africa helped stave off a blood bath after the end of apartheid, and led to a smoother transition to the presidency of Nelson Mandela. Arch has spent time with most of the world’s spiritual and political leaders and I am sure I could learn much from him.

Morris: Most change initiatives either fail or fall far short of original (perhaps unrealistic) expectations. More often than not, resistance is cultural in nature, the result of what James O’Toole so aptly characterizes as “the ideology of comfort and the tyranny of custom.”

Here’s my question: How best to avoid or overcome such resistance?

Patler: Most change initiatives that fail are those that come top down. For example, I cannot tell you how many times CEOs have sought to create “a culture of innovation” by making that a priority for a given period of time. But in my experience and research, there is a valuable distinction I make between “a culture of innovation” and “a company of innovators.” If you focus on the latter you eventuate with the former. Change and innovation have to be seen as everybody’s everyday job. And what, at the end of the day, is “innovation” if not a form of problem solving or the provision of a new opportunity?

Morris: What are the defining characteristics of a workplace culture within which personal growth and professional development are most likely to thrive?

Patler: I don’t subscribe to the idea that a “workplace” culture is any different than any environment…e.g. a living room or locker room or school room…in the sense that all these places encourage and foster growth and help people to thrive. Any environment that treats people with respect, that values each of our uniquenesses, that gives us needed tools and resources will create a “culture” conducive to our development.

Morris: Recent research indicates that, on average, less than 30% of employees in a U.S. company are actively and productively engaged. The others are either passively engaged (“mailing it in”) or actively disengaged, undermining the success of their organization? How do you explain this situation? What’s the problem?

Patler: The problem is related to the circumstances. In highly regulated industries like insurance and government, repetitive tasks lead to boredom and lack of zeal. In many blue collar/assembly line jobs, “productivity” is quantitative and people work by rote and routine. So, in each “circumstance” the challenge is to offer “meaning” to the employee. For example, in aerospace and defence, even the most menial jobs can be enhanced by the opportunity to see your work as helping “protect those who protect us.” This has motivational power.