It was a good accident while I was shooting the video for this article, when a train came by. I tried to wait for a previous, huge train to go by, but about 10 minutes later, another came, almost as if the trains wanted to help me make my point. Because I was discussing the Metaphysics of Quality, a favorite topic of mine from Robert Persig’s famous book, Zen and the Art of Motorcycle Maintenance, I think it’s one of the most important books that the human race has ever produced because it puts its finger on a very allusive idea, which is why some people are better than others, especially in the field of business management. And these days, now several years out of Covid, and a world obviously not prepared for Trump to be in the White House, a lot of companies are flat-footed on this current economy. There was an assumption during the COVID pandemic, and all the way up to last week, that different rules would govern the world, a kind of socialist administrative state where work was bent to the preferences of the workers instead of the needs of the business. And people are shocked by these very capitalist rules. All over my town, signs are going up to let the public know that their companies are under new management. Most of them are restaurants that have been too slow and understaffed for too long. Many people thought they would be able to work from home to stop the spread of COVID, which, in retrospect, was a laughable endeavor. Yet the entire world tried to think it and actually put it into practice, which was one of the dumbest things ever. To my point, which is why I can say that our COVID response, even as it was artificial, was really dumb. That train helped me make the point right on time, leaving a perfect demonstration of what the heart of the problem is with all these restructurings.

What the world needs, especially from every company and every family, is a leader who leads from the front, where all the action happens. Using a train metaphor, the front of the train, at the cutting edge, is where all the critical decisions are made. For instance, how fast should the train be going? Does it need to turn onto a different track in case something falls across it, posing a danger to the entire train? Operating the train needs to happen from the front, where all the controls are, and the leader can see what’s coming before anybody else. However, most leadership cultures, and I can say this after dealing with many tens of thousands of people, most of whom have advanced degrees and extensive experience in high-tech sectors, are behind-the-scenes people. People who sit in the caboose collect data and report the contents of the train as it moves along. The information they process can be helpful, but by the time they see it, the front of the train, especially on a very long one, has already passed the point where something was observed. For exemplary leadership, by the time the people in the back of the train see it, it’s too late to do anything different. Most management in the world, whether it’s a small company like a private restaurant, or a large company, or a government, functions from the back of the train because that’s where it’s safest, and people generally don’t like danger. That is why good leadership, let alone outstanding leadership, is so rare in any industry. It takes a lot of guts to run things from the front of the train.
When people say they are under new management, they are trying to tell their customers that things are different and that they’ll get more responsive service from the organization, and they allude to this leadership quality. As if to say that their management is new, and therefore the opportunity to be better is in the future. But to be honest, the ownership is usually just throwing darts in the dark, and they don’t know the difference between good leadership and bad, because they are too afraid of the cutting edge at the front of the train to make decisions there. It’s scary at the front, and most people in the world, more than 99% of them, would rather be in the back of the train. I have literally dealt with consultants at every level who proclaim to know a lot about these things, who are in that consulting business because they are afraid of life at the front of the train, where all the scary stuff happens. They don’t want scary things in their lives, so they do what many people do who aren’t very good at life: they teach. Nothing is safer than putting the train on pause and studying its contents while it’s not moving, in a classroom environment where there are no dangers of driving through day-to-day life. And this isn’t some fluke opinion; it’s actually a flaw in the way we teach generations of people in a classroom environment, and why those who survive the schools of hard knocks are actually better prepared for authentic leadership. Leadership isn’t taught as much as it is learned in the challenging places that the world presents.
The problem with all the COVID protocols and the obsession with moving the world into an administrative state management condition, where people could sit in their living rooms in their pajamas and tell others things from a Teams call, was absurdly stupid. Yet, that is why so many companies are now struggling to meet customer demands. The marketplace did not go the way it was expected to, and virtually everyone is struggling to catch up. Many organizations are seeking new management to replace the old one, and they are posting signs to let their customers know that they are trying to find effective leadership, even if the kind of leadership they are looking for is actually one of the rarest commodities in the world. Good leadership thrives at the front of the train while most of the world desires to hide in the back. They might make a lot of noise back there and bark out commands, but on a fast-moving train, by the time they see them, the train has already moved well beyond the point of decision-making. And that is the core of the problem; it takes courage to run things from the front of the train. And our schools don’t and can’t teach courage. They teach people to be in the back of the train, where the bootlickers and con artists reside. They are that way because they lack courage and have to fake it to make it. They learn to appease the teacher in a static classroom, and once in the world, they do the same from the back of the train. And that is why most management in the world is ineffective. But then we marvel when we see individuals who have great success at almost everything they do. This is why it’s called “Metaphysics of Quality” by Robert Pirsig, and it’s one of the most outstanding books on the subject of business that has ever been written or thought about. I’ve read numerous books on business, including some of the most popular titles on Lean Manufacturing and Six Sigma. All that means nothing if your organization doesn’t have a leader at the front of the train. And you can put all the signs out about new leadership, but it doesn’t matter if all that leadership is where most leadership is in the world today – at the back of the train, hiding, where it’s safe. Leaders need to love danger and to make decisions unafraid as they face it moment by moment. That is the difference between success and failure.
Rich Hoffman

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