Dr. Don Daake's Comments

Tapping into Geriatric (Geezer’s & Geezerette’s) Gold and Diamonds that are in Plain Sight

By Don Daake

A previous version was published in the Kankakee Daily Journal March 20, 2024

“An elderly person at home [is like] a living golden treasure.” Chinese saying

“For there is assuredly nothing dearer to a man than wisdom, and though age takes away all else, it undoubtedly brings us that.” Roman philosopher Cicero

Youth is wasted on the young. George Bernard Shaw

When we were young and even middle age, we laughed at the image portrayed by the term “Geezer.” Then, one day, we wake up and find out we have met the geezers, and they are us! As incredible as it sounds, 10,000 Americans are retiring every day. But contrary to the old stereotypes many of these Boomers seem to be just hitting their stride.

My longtime friend and Kankakee SCORE (Service Corps of Retired Executives), President, the late Michael Holtzman would often talk about diamonds in our own backyard. He was referring to the many resources, companies, and people we already had in the County and surrounding area. But to be more specific, there is so much knowledge, wisdom, and potential in senior citizens right here in Kankakee County.

These resources can come in many forms. Stanford University’s research, for example, “shows that aging adults play critical roles in the lives of young people, especially the most vulnerable in society. Volunteering is one way to bring older adults and young people together. The key is to change social norms to encourage relationship building between generations.” Recognizing that this gold of wisdom is too often hidden in plain sites is essential.

This knowledge and wisdom can be utilized in both work and volunteer settings. Columbia University’s Mailman School of Health identifies “Ten Advantages of Older Workers in New Your City’s Small Businesses.” Although the article was aimed at small businesses, it can equally apply to non-profit organizations, volunteers, and even individuals.

I will explain three of these advantages. First, older workers are skilled and experienced and retain business knowledge. Contrary to the myth that they need to be more technologically savvy and aware of current times, in most cases just the opposite is true.

Of course, we’ve always had people waiting it out for retirement or “retiring on the job.” But if that is a widespread problem, it rests squarely on management’s shoulders. One of the most important reasons older workers quit these days is not that they are not up to the task. Rather they get fed up with the lowered standards that many newer workers and managers are satisfied with.

On the other hand, intelligent managers and visionary leaders will do whatever they can to capture the wisdom and know-how of those about to retire. An important area of scientific research that has emerged in the last few years is about taken-for-granted implicit knowledge, known as tacit knowledge. The process of learning about this hidden or implicit resource utilizes specialized techniques such as cognitive or causal mapping by interviewing people in depth. But don’t do that on their last work day in the exit interview. Do it at least 1-2 years before they retire, and most importantly, offer them some sort of special recognition and financial rewards.

Second, your older customers, constituents, church, fraternal, and social club members, have critical contacts and networks that are much deeper and wider than usually recognized. Exploit these for mutual benefit.

Third, Columbia’s list also recognizes that because of their experience, knowledge, and time, senior people are usually much better at providing excellent customer service or representing your organization at its very best. In recent years, we have seen retired workers come back into the workforce not because they have to, but because they want to. Companies like Lowes, Menards, and many auto supply houses by hiring these people, provide their customers with knowledge based on 20-40 years of know-how. For example, I have talked to mechanics who once owned their shop and skilled tradesmen who wanted something to do. In many cases, they work for less than 50% of what they were paid during their career.

A few years ago, The Daily Journal featured an article about Ben Deck (March 18, 2016.) The late Dennis Yonka wrote:

“Ben Deck was 78 when he decided he was ready for a new career. The World War II Marine and Bunge Oil retiree found his niche at Riverside Medical Center. And Wednesday, he celebrated his 90th birthday, still on the job. Deck lives near the hospital and takes a bus to work, Monday through Friday. He kisses his wife, Caroline, goodbye and heads out at 8 a.m. He has coffee with friends, and reports to his post as a Customer Service Associate by 8:30. I think I’d crawl the walls if I wasn’t getting out to work every day,” he said… And before the Riverside gig, Ben kept himself busy at a local chamber of commerce office. On the job at Riverside, Ben puts the focus on visitors, especially those who need their spirits lifted, and, in the other direction, he’s sensitive to those who need a place to sit.

From personal experience, hundreds of people, including me, will say: “To know Ben is to like Ben” He is the local version of Will Rodgers, who said, “I never met a man I didn’t like.”

So whether you are a manager, a leader of a not-for-profit, or a church, please realize that there is gold and diamonds all around us. Many companies hire these people when they can find them. However, rather than treating them like newbies, they must give them respect, flexibility, and reason to come to work.

You would not believe the number of people who would love to just be asked to share their experiences. Sure, some of us are old Geezers (and we know who we are.) But we are walking around with Gold and Diamonds in our hands. Some are even Genius Geezers. The best managers and leaders will relinquish their arrogance towards and misperceptions of older people. When they do, they will find a wealth of experience and knowledge.

However, I’d like to offer a bit of caution here, especially to non-profits and others who rely on donations. Older Americans hold a large portion of the wealth and disposable income. We are a fairly savvy group, though. If we sense that all you want is our money and care nothing about our advice, wisdom, and expertise, don’t bother asking! The gold will be sent to other worthy causes, spent elsewhere, or even returned to Spain.

Don Daake, B.S., MBA, Ph.D. is Professor Emeritus at Olivet. While at Olivet, Don taught courses in marketing, advertising, entrepreneurship, statistics, and business strategy. He also engaged in significant research activities. Over the last 15 years, he has authored or co-authored over 400 Daily Journal Main Street columns. At age 73 he is proud to be actively engaging in research and writing.

Have a spirit of Thanksgiving during this cold, snowy January

Main Street January 24, 2024 The Kankakee Daily Journal by Dr. Don Daake

I’ll admit it. I sometimes enjoy complaining and even whining about the weather, the economy, and our politicians. But in my defense, some discontent with the things that are not going well is okay if it leads to changing and improving a situation.

One of the things I most looked forward to in moving back to Iowa was participating in the first in the nation caucuses. I had the chance to see former President Donald Trump, Ambassador Niki Haley, and Governor Ron DeSantis in person. Somewhat surprising to me was at the in-person face-to face meetings the ratio of positive “What I would do” compared to complaining about the other candidates, I estimate it was positive 3 to 1. But in the televised advertising campaigns, from all candidates, they were ruthless. As interesting as they were, I’m happy the Iowa caucuses are done and the commercials have ended.

Ever since I can remember, when voters are asked, they will say they would much rather hear a positive vision for the future rather than attacks on other candidates. It is paradoxical, then, why ads are so negative. Negative messages work better than a positive campaign, regardless of what voters say. Going back to my original point, I don’t think I’m the only one who can easily fall into discontent. Much modern-day advertising first makes the case why you should be miserable, unhappy, or plagued by your troubles. Then, the advertisers say how their product and service will again put you in a happy land. Over pessimistic messages can fill our days and can affect our attitudes.

The other morning, I was reading a short devotional in “Our Daily Bread.” The piece by Adam Holz relates his personal experience. He writes, “Arrgh! I yelled as the repair truck cut in front of me. That’s when I saw the message: ‘How’s My Driving?’ and a phone number. I picked up my phone and dialed. A woman asked why I was calling, and I vented my frustration. She took down the truck’s number. She said wearily, ‘You know, you always can call to report someone who’s driving nicely.’” He goes on to write, “Ouch. Her tired words punctured my smug self-righteousness. Embarrassment flooded me. In my zeal for ‘justice,’ I hadn’t paused to consider how my rage-filled tone could affect this woman in her difficult job.”

Of course, the point is not that we need to endure bad driving, lousy service, and defective products. Quite the contrary. Instead, it is how we do it and perhaps creating some ratio of maybe 3 to 1 or even 5 to 1 where we thank those who do their job to those who don’t. During the last three weeks in Cedar Rapids, we have had over 22 inches of snow, life-threatening wind chills, and dangerous driving conditions. I know Northeast Illinois has had many of the same challenges. I don’t try to complain too much because when we retired, we had the choice to move back to Florida or Iowa. We made the right choice for us. It also makes me reflect on just how good we have got it.

A few weeks ago, during an especially treacherous weather day, my wife went into a large retailer to shop and thanked some of the workers for re-stocking shelves. After their shocked looks wore off, they told her, “No one has ever thanked us for coming to work.”

In the 1950s and 1960s, when many of us were growing up, there were no snow blowers, and many houses and businesses were still heated with coal. You might remember some of those January days when the smoke was so thick, and the air that was suffocating smog smelled really badly. Most families, at best, had a single-car with a single-car garage.

Today, we are able to click a switch, and our gas or electric heat comes on. Public works, by and large, do a great job clearing the roads. Despite the weather, mail still arrives. (Incidentally, thank goodness, to those who prevail in their mail-carrying jobs. In a conversation with a long-term postal employee the other day, she told me the “quit rate” on new mail care hires is 48 %.) Grocery stores sell thousands of items from around the world. We have 24-hour ATMs, rather than the old “banker’s” hours of 9 to 3 M-F and even online banking. We have access to hundreds of TV channels rather than when we were young, only 3-4 sometimes fuzzy stations. Air travel has been made possible for the average American rather than just the rich. Millions of flights take off and land each year, and in many years there are no fatal accidents.

We cannot deny even with all our wealth and prosperity, there are still people who need our help. Nevertheless, most of us have it very good. In the end, anyone who gets up and goes to work makes our modern life possible. As economist Adam Smith put it almost 250 years ago, when we act in our interests, we inadvertently serve others. According to Investopedia, “The term ‘invisible hand’ first appeared in Adam Smith’s famous work, The Wealth of Nations, to describe how free markets can incentivize individuals, acting in their own self-interest, to produce what is societally necessary.”

But also taking the time to simply thank those who serve us, not only serves our best interest, but theirs as well.

So, sure, go ahead and complain once in a while as I do (best done mumbling to yourself rather than yelling at others.) But as Dale Carnegie once said, “Any fool can criticize, condemn, and complain-and most fools do.” After allowing yourself to be foolish and feel better, do the right thing and thank those around you, including yourself! Thanksgiving in January is a good thing.

Don Daake, MBA, Ph.D. is Professor Emeritus at Olivet. While at Olivet, Don taught courses in marketing, advertising, entrepreneurship, statistics, and business strategy. He has worked with business, education, and non-profits for over 50 years.

Don’t let the Grinch, Goblins, or Scrooge steal your full Joy at Christmas!

The over-secularization of Christmas and what we can do about it.

Published in the Kankakee Daily Journal December 13, 2023

I generally tend not to write controversial opinions, but this column is an opinion column. What I’m going to write, I think, will strike a chord with many of the Daily Journal readers, but I also know some readers will disagree, and that is fine. As a matter of fact, over the years, many people have shown support for views, and some disagree. However, few of you write me. On this one, whether you agree or disagree, I would love to hear from you.

My “thesis” is for the most part in the public arena Christmas by becoming an increasingly secular holiday many people are being robbed of the Joy that can come from the celebration of the birth of Christ (along with more secular aspects.) Tt does not have to be an either or situation.

And since this is a business column, I also contend that it can be bad for your business to ignore thousands of your customers’ sincerely held beliefs. By the way, I also believe that the Jewish Holiday of Hanukah needs to be considered. But, in this column, I’m focusing on Christmas.

These days songs, movies, holiday shows, and decorations in the stores proclaim, “It’s the most wonderful time of the year!” But as mentioned above, with the move towards a more secular holiday, I think we have lost a great deal, whether you are religious or not. To a large degree, I think the entertainment media has intensified this trend.

Christmas was established as a legal federal holiday in 1870 and signed into law by President Ulysses S. Grant. Over the years, many challenges to the Holiday have been made in the courts, based on the “Establishment Clause” of the Constitution in the First Amendment, but these challenges thankfully have failed.

But a rather puzzling trend, to me and many others, is the “why” behind the move towards an almost total secularization of Christmas. I have examined recent research documents by the Gallup organization and the Pew Research Center that indicate the number of even self-identified religious people celebrating Christmas as a significant religious holiday is decreasing.

In general, the studies from these highly regarded research organizations show the younger you are, the more politically liberal you are, or living in the East or West tends to predict a rather radical decline in religious affiliation. That having been said, each year, tens of millions of Americans, whether Protestant or Catholic, celebrate both aspects of the Holiday. But the religious celebrations, unfortunately, have moved almost exclusively into the churches or homes. As a result, in my opinion, we are poorer in spirit and morale as a society.

Over the last few years, there was even an attempt to do away with “Merry Christmas,” which justifiably saw a strong reaction from millions of Americans. Saying “Merry Christmas” and for our Jewish friends, “Happy Hanukah” seems to be back in fashion again. But all is not well! In some ways, it is not surprising that the mention of Jesus and Christmas has almost disappeared from our public consciousness.

In an era of diversity and inclusion, there is an alarming paradox. Sometimes, those who cry the loudest for inclusion are among the most adamant in their “sanitization” of Christmas. I think too many businesses that seek to avoid “offending” any of their customers are unknowingly disrespecting millions of religious people who frequent their businesses.

A few years ago, one of the major national retailers essentially forced the Salvation Army off their property. At that point, I reduced my shopping at that retailer by 95-100% of the time.

Don’t misunderstand me; I enjoy holiday decorations, Christmas trees, and “secular” celebrations. I get the idea behind Santa, Snoopy, and Rudolph, but it feels like eating an overdose of chocolate and cotton candy in the end. After a while (having grown up with traditional religious celebrations), I want a “steak” occasionally.

Let me give a few examples of how far we have drifted away from a proper societal balance. Of course, we have the freedom to do whatever we want at the individual level regarding our religious beliefs. But many of you will likely agree we are impoverished by this almost total secularization.

“Christmas” parades have Snoopy, Rudolph, a reformed Grinch, Frosty, and all sorts of holiday symbols, with Santa in his Sleigh at the end. But rarely is there any mention of Christ. Fortunately, in some local parades, where community groups sponsor floats, a church might show the nativity scene- but at national parades, not a chance. Other examples include:

Holiday “feel-good movies” about Christmas tell us it is about friends, family, and love, which is true, but the mention of Jesus is not to be found. The great Hallmark Christmas collections are fun to watch, but they seem too afraid to offend any sponsors or viewers by mentioning the birth of Christ.
Big-time commercial displays in stores like Macy’s in Chicago include Santa’s Workshop, Nutcracker sugar plum fairs, Rudolph, and more, but Jesus–no, they couldn’t do that.
School programs have been “sanitized” of any Christian songs in fear of lawsuits based on the widely misunderstood separation argument.
The other day, we went down to my alma mater,-the University of Iowa, for the free annual tuba concert on the steps of the Old Capital Building. It was great, except out of the 15-20 Christmas songs, Silent Night was the only Christian carol included. It received a rousing applause from the audience of several hundred people. But overall the concert was a little too “Wokish” for me.

Okay, now let me light a candle of hope for those readers who would like to restore a better balance. There are dozens of ideas, but I’ll share a few observations. I’m not advocating being pushy or overbearing, but on the other hand, dare to display what you believe is the “reason for the season.”

I am grateful that the Nativity scene is still displayed at the 102 intersections in Bourbonnais.
If you own a business or a home, consider inserting Christian symbols and displays. What I have noticed, though, is that it is tough to find Christian displays other than online.
While it is too late for this year, I would encourage some entrepreneurial business in Kankakee County to be the “go-to place” for selling a wide variety of Christian products to stock up. Then advertise the availability of these items.
Last Christmas here in Cedar Rapids, I was overdosed on Snoopy, Santa, and Rudolph, and I felt a bit empty. So, I built a 5 x 6-foot manger silhouette display for my front yard. The response has been very positive.
Don’t shy away from celebrating with Joy, cheering others with “Merry Christmas” and a “God Bless You” and giving to the needy at this time of year.
Our daughter and her husband have grown into kind, generous adults. But one thing I think I would do differently if I had young kids or grandkids from 7 or 8 and up would be to change the giving equation. Say we decided to spend $200 on gifts. What I would do this time would be to spend $150 for her and then allocate another $50 for her to give away.

We would not dictate who she would give to, but give her a wide variety of choices such as: the Salvation Army kettles, a child in need, in our case (because Barbara grew up in Haiti), a gift for a Haitian child or child of a missionary. Another often neglected group at this time of year is lonely older adults in nursing homes.

No one is perfect. But one of the best ways to display your Christian Christmas beliefs is to live the fruits of the spirit: love, joy, peace, forbearance, kindness, goodness, faithfulness,gentleness, and self-control all year long.

How you choose to celebrate Christmas is up to you, whether totally secular or totally as a religious holiday. But most of us are somewhere in between. I think there is a place for reasserting the centrality of the Christian message in Christmas. Even if you’re thinking “Bah Humbug” after reading this, may I still offer a Tiny Tim: “God Bless Us Every One.”

Creating a Culture of Success in Entrepreneurial Businesses

To be published November 1, 2023, in the Kankakee Daily Journal

Editor’s note: This is Part 2 of a two-part series. Two weeks ago, Karen Moore and I shared some general principles for becoming a successful entrepreneur. Let me review these five critical points from Part 1.

1) In your early years and jobs, develop yourself, skills, and contacts. 2) Know your values and stay focused. 3) When hiring, hire the best and brightest and be an inspiring leader. 4) Do more than simple networking, rather connect with your entire community. 5) Give back to your community in multiple ways and travel to broaden your background.

Karen Moore and her attorney husband, Richard, have built a spectacularly successful business. Recently, the Moore Agency received an award in New York and recognition as one of the top Five Mid-sized Agencies in the United States. Karen and her associates have received dozens of awards for their work with clients around the United States. Because of her perpetual energy, drive, and interest in others, she is well known around Tallahassee, the State of Florida, and the Southeast.

So, what has led to this outstanding success that we can learn from? (Much of this column will draw on the articles she writes for the Forbes Agency Council.) Ms. Moore describes her dilemma in starting her company: “When I founded my company 30 years ago, I couldn’t find that perfect-fit mentor. I didn’t know another female CEO in my community, and I wasn’t aware of any in my industry across Florida. I had plenty of role models, but there was no one I could ask to teach me the ropes of owning a communications agency.” But with courage she moved forward, starting small at first.

Karen shares a situation about building a culture that can sustain a business through good and bad times. In her Forbes column, she reveals, “Twenty years ago, we had to break the news to our team that we had lost a large client due to their acquisition. To keep the company afloat and avoid layoffs, my husband and I had to get a personal bank loan that we paid forward to the company. We informed company staff about the problem, told them we were working to resolve it, and most importantly, told them how they could help.”

Karen shares five critical rules for building a thriving culture and business through the good times and the challenging ones. I will describe these and illustrate how they are relevant not only in Florida, but right here in Kankakee County.

Be honest. There is much talk these days about transparency in government, but it rarely happens. But in business, Karen says you must share not only the good news but also the problematic news; for most people, their job is a large part of their lives, and they should not be blindsided.

A few years ago here in Kankakee County, I was made aware of a situation where an organization’s employees were informed by e-mail of their termination. How uncouth! That not only hurts morale but may make it very difficult to hire good people in the future. In Karen’s organization, her people are engaged to help work their way through difficult times. She says, “Become a culture where employees trust you to both deliver difficult news and, in turn, receive it from them. As a CEO, I would prefer to receive worrisome news early than let it fester and surprise me later.”

Share success. These rewards often come in financial rewards, but in reality, it is more about sharing the team’s success. Egotistical people make poor leaders. Even though the leader may deserve much credit, a wise leader will recognize their people’s achievements internally and externally. Karen, continuously on her Facebook page, shares the accomplishments of her team members. She does offer a caution “If you pour everything into one person, when that person leaves, what’s next?” So, spread the rewards around.

Give back. Get involved in your community, and volunteer your time and resources in addition to providing excellent service in your product. In her Forbes article, she states, “In the early days, I couldn’t afford to buy ads for our company, but I did donate my time, and it laid the groundwork for a corporate culture of community-building and philanthropy. I’ve spent significant time mentoring more than 100 women and have been a featured speaker at the White House Summit for Women Entrepreneurs. Now, giving back is part of our team’s culture. As a whole, our company supports youth and education causes, but we encourage our team members to give back to personal causes as well, and we pay them four hours a month to do it—allowing our company to touch a significant and diverse part of our population.” Many of our local businesses in Kankakee County do the same. Still, it may be even more essential for women-owned businesses.

Fail Forward. Part of preventing catastrophic failure is always to have a plan B and make sure you learn from the failure. Kenny Rogers’s song about “knowing when to hold and knowing when to fold” is both tricky and insightful. You don’t want to give up prematurely just because the going gets rough, but wisdom is also knowing when it is time to execute Plan B. And in some cases, as legendary Professor Dr. Henry Mintzberg proposes, an even better plan may emerge out of the failure of A and B.

Swim Upstream. This is the part of Rogers’s “holding” admonition. CEO Moore says, “When you own or lead a company, perseverance is essential. Remind your team that some of the best things in life don’t come easily, and lean on them to keep moving. When you demonstrate your grit, you inspire your team with courage and spirit. Rich with skills, experience, and relationships, your team is your greatest asset and resource—and therefore should be where you put your greatest energy.”

Make time for celebration. Here, Karen talks about internal communications that recognize outstanding performance. Part of the culture is based on colleagues praising each other. Unfortunately, in too many organizations today, employees, managers, and even bosses encourage or at least tolerate jealousy. Even in a competitive environment, winners and those who ideas are not accepted must act in good faith.

Starting, growing, and sustaining a great business takes grit and determination but also caring, connection, and teamwork. The Moore agency has been able to build a prize-winning organization thanks to the leadership of Karen and Richard.

Karen B. Moore, APR, CPRC CEO and Founder of Moore, Advocacy, Public Relations, Crisis Communications, is based in Tallahassee. She has won numerous national and Florida awards in the marketing and PR Business. She is the author of the popular book “Behind the Red Door: Unlock Your Advocacy Influence and Success.” She is a widely sought-after speaker and has spoken to over 250 groups around the country and the world.

Don Daake, MBA, Ph.D. is Professor Emeritus at Olivet. He and Karen worked together at Florida State University in the late 1980s. While at Olivet, Don taught courses in marketing, advertising, entrepreneurship, statistics, and business strategy.

Starting Your Own Business: Doing it the Right Way to Increase the Chances of Success & Advice from Public Relations CEO Karen Moore

Editor’s Note: Dr. Daake is sharing thoughts about entrepreneurship and also ideas from one of his former Florida State University colleagues, Karen B. Moore. She has created one of the largest and most successful PR and marketing companies in Florida and the Southeast.

In part I, I will share some of my thoughts on entrepreneurship and then describe how Karen built a successful award-winning business and provide five key lessons that we can learn from her experience. In Part II, Karen and I will share some cutting-edge advice she has written about in two articles in Forbes.

We live in an era of entrepreneurship. Shows such as CNBC’s Shark Tank have only heightened that interest. More than ever, the desire to start your own business and run your own gig is growing among Millennials, and now, Generation Z. Academic programs are growing around the country, including right here in Kankakee County. This year, the McGraw School of Business at Olivet created an Entrepreneurship business major. However, most students are unlikely to go out and immediately start a full-time business unless someone provides a significant capital infusion. But it does plant the seeds and allows them to create a plan for the future.

For 15 years, while a professor at ONU, I taught a course on entrepreneurship. We brought in several successful local entrepreneurs, such as Larry Linaman of McDonald’s, Matt Nafzger of State Farm, realtor Jeff Bennett, and Michael Mills from Aurelio’s who provided invaluable advice. We also worked closely with KCC’s SBA Small Business Development Center, run by Ken Crite and Mary Posing.

Research into successful entrepreneurs shows that the prime time to form a business is age 30-35. Of course, there have always been exceptions like Steve Jobs, who, at age 21, formed Apple. Conversely, “Colonel” Sanders started KFC at 62 and was a multi-billionaire at 88.

Businesses are formed in four ways: 1) by buying an existing business, 2) by joining and growing a family business, 3) by buying into a franchise, and 4) the most challenging way, with the highest failure rate, is starting it from scratch.

I worked with Karen Moore when I joined the Center for Professional Development and Public Service in 1986. CPD was the outreach arm of the Florida State University in Tallahassee. At the time, CPD was recognized as one of the top five conference centers in the United States, so it was an honor to be selected.

What I so enjoyed about my six years at Eastern Iowa Community College (1979-1985) and then my years at Florida State, was that I had one foot in the business world and the other in academia. My job was very entrepreneurial in its own right. I was responsible for working with various professors from business, communications, and others to design, and develop courses. I was expected to pay my own way and generate considerable net income for the University. It was indeed a case of “intrapreneurship.”

Now, let me introduce Karen to you in a more specific way. Before joining Florida State, she and her husband had spent time in Germany when he was in the Air Force. When Richard decided to pursue a law degree, he chose Florida State, and Karen came to work with us in the Marketing Department of CPD.

During her time at CPD, it became apparent she was a master of networking, had a professional presence, and yet a very warm and engaging personality. Since she eventually planned on starting her own business, her skills, networking, and reputation while at CPD grew in Tallahassee and within the State of Florida.

Key Lesson One: In your early years and jobs, develop yourself, skills, and contacts. This is an essential lesson for any young person considering starting a business. Use any job you take out of college to build for the future. Working for someone else for several years is a great idea to gain financial stability, skills, and especially contacts

Key Lesson Two: Know your values and stay focused. Karen says, “When I started Moore in 1992, I was a one-woman show with a laser-focused vision to create a powerhouse agency led by strong ethics, integrity and unparalleled customer service. Today, Moore employs more than 40 communication pros with five core practice areas—advocacy, social, digital, Latino, and financial—and a client list that represents some of the most trusted companies in the country. But our values remain unchanged.” Her clear articulation of core values and having a laser focus is another critical lesson we can learn from her experience.

Key Lesson Three: When you start hiring, hire the best and brightest and be an inspiring leader. Karen says: “As CEO, I have guided Moore’s steady growth by cultivating a culture that attracts and retains the best and the brightest talent and clients. We are a group that is connected in our commitment to excellence and drive for quality.”

Key lesson Four: Don’t try to go it alone. Form partnerships and coalitions. For over 30 years, her passion has been has been advocacy. Karen continues, “Moore has built more than 50 coalitions and networks representing hundreds of organizations to successfully advocate for state and federal priorities to impact public policy. It involves identifying potential stakeholders, identifying a need or challenge, creating opportunities for collaboration, building alliances and networks, establishing a brand, and then engaging and activating those champions.”

Key Lesson Five: Do more than networking. Also, give back to your community and travel to broaden your background. She serves on several nonprofit boards when she is not at the Agency. And broaden your horizons. She and her husband, Richard, have visited a total of 100 countries, from Peru to Mozambique.

Next time, we will continue with some precise advice from Karen on how to grow your business.

Karen B. Moore, APR, CPRC CEO is the founder of Moore, Advocacy, Public Relations, Crisis Communications based in Tallahassee. She has won numerous national and Florida marketing and PR Business awards. She is the author of the popular book “Behind the Red Door: Unlock Your Advocacy Influence and Success.” She is a widely sought-after speaker and has spoken to over 250 groups around the country and the world.

If you Demand to be the Gatekeeper, for Goodness Sake, be at the Gate!

Published in Kankakee Daily Journal September 20, 2023

By Dr. Don Daake

Ten years ago, I wrote one of my favorite articles about the problem of Gatekeepers. In an era of more and more automation, it is more acute than ever, so it must be addressed again.

In the April 10, 2013 article, I wrote. “Imagine this. You’ve had a long day at work, you’re tired and don’t feel so well. You go to bed early and suddenly have a strange sensation of rising through clouds. You find yourself at the Pearly Gates. You ask yourself, Whether I’m having a whale of a dream or I have died. If the latter is true, the bad news is you have died. The good news is you are at the Pearly Gates. You are anxious to see the Lord, your friends, and family that have gone on before. Big problem. Saint Peter, the Grandest of all Gatekeepers, is not at the gate.

You notice two angels. There are no wings here, but they are attractive, courteous, and pleasant. The angels know why you are here, but explain that only the Gatekeeper, Saint Peter, can let you in. When will he be back you ask impatiently. We don’t know. He sometimes gets carried away at heavenly coffee breaks, goes on a short vacation, or gets so busy with other business that he might not show up for who knows how long. The alarm goes off, and you’re grateful to be alive but disappointed with how Peter the Gatekeeper (even in your dream) behaved.

Gatekeepers are an essential part of life. “A gatekeeper is someone who controls access.” Most gatekeepers are delegated the power of “gatekeeperism” and then act responsibly. They make it possible for the business or organization to function efficiently. Many administrative assistants function in this way. Primary care physicians are valuable in screening patients before they see specialists. But some gatekeepers insist on guarding the gate but are AWOL when you get to their gate.

More than ever, we are deluged with information, requests, phone calls, and yet another offer for a car warranty. Business leaders have long known they must have a chain of command in place, and some of the most influential people in the chain are secretaries and administrative assistants. These are critical positions because failing to screen out irrelevant information can overload anyone. On the other hand, screening out the wrong information, which might even seem trivial, can result in a terrible disaster.

But let’s look at the other side of the coin–from that of the consumer. What impact, positive or negative, can a gatekeeper play? How has the growth of online business and more automation affected all that? Gatekeepers can be individuals, groups, or even technologically-based. There are a variety of gatekeepers we must deal with every day.

In Person Real Life Gatekeepers

These gatekeepers screen calls and visitors, typically deflecting the ones they believe are unimportant. So, to reach the decision maker, you’ll need to demonstrate to the gatekeeper that it will benefit the decision maker to speak with you. In my first professional job as a market research supervisor at Winnebago Industries, we had the best receptionist I have ever worked with. To this day, I can still see her smiling face. When someone walked in the door, she made you feel like the most important person in the world. Her phone skills were superior.

But with a shortage of workers these days, in many businesses or government offices, it takes 10-20 rings or more before someone answers, or no one answers at all. Or if you show up during the prime business time, there is a sign that the office is closed during noon. As I have mentioned, if you are an owner or manager of an organization, try calling your own company at least once a month without identifying yourself. You may be pleasantly surprised or horrified.

Automated Gatekeepers

As more and more phone calls have become automated with a “Press or say this number,” some automated gatekeepers have made things better, but most have not. How many of us have gotten caught in one of those endless loops. Let me give you a specific example of a horrendous experience I recently had with a large national credit card company.

I generally do not identify companies by names with lousy service, but chances are you can figure it out. We fly a moderate amount but rarely pay for the flights anymore. We can accumulate travel points with credit cards. For these types of credit cards, you pay an annual fee of about $95, but if you spend a specified amount within 3 months, you get thousands of points and other benefits.

I wanted to acquire a card for Delta points. Delta has exceptionally high consumer ratings, but in my opinion, they are working with a company that hurts their reputation. Some of you will remember the actor, the late Karl Malden, who advised us regarding this company’s traveler’s checks ‘”Don’t leave home without them.” Later, they moved the campaign message to their credit cards.

I did not want to leave home without it, so I applied online for instant approval. With a credit rating score far in excess of 800 (850 is perfect), I thought it would be no problem. But the online application soon shot an e-mail back at me that they would further evaluate my application and send me a letter. I did receive a letter about a week later denying my credit card application because, according to them, I had opened too many new accounts. I spend a lot of money with point-earning cards, but most always pay them off early or on time. Paradoxically, I recently applied for two high-end cards, which were approved by Capital One and my favorite company, Chase.

I wanted to talk to a real live person and ask them why I was denied. Frankly, I didn’t need their card but wanted to accumulate points with Delta’s chosen partner. A number was available in the letter. When I called, I got the usual automated system. Of course, how often have you heard, “Due to unexpectedly high call volume, you may have a long wait?” After getting out of the roundabout loop, I was put on hold. After a long wait, some cryptic message saying we are so busy now call back in four hours, I was cut off.

This column is not meant to be merely a gripe session but to remind us that if we are gatekeepers or are responsible for gatekeepers, we should create a system that makes them available and pleasant to deal with. If you must use an automated system, ensure that others not associated with your organization give you the occasional secret shopper report. I will follow through with certified inquiry letters to the CEOs of Delta and this company. I know I will not get through their gate, but chances are that a V.P. or Director will contact me. Stay tuned!

Don Daake, MBA, Ph.D. Professor Emeritus at Olivet specializes in strategic planning and marketing research. He holds a B.S. from Kansas State University, an MBA from the University of Iowa, and a Ph.D. in Strategy from Florida State University.

“Nip it in the Bud:” A Time to Nip and Time to Refrain from Nipping

“Nip it in the Bud:” A Time to Nip and Time to Refrain from Nipping.

To be published in the Daily Journal Wednesday, August 23, 2023

The Andy Griffith Show, still shown worldwide after almost 63 years, has been a source of folk wisdom for three generations of viewers. Some of us have seen the shows so many times that we can utter the next line. Andy repeatedly said it was Don Knotts (Barney Fife) who made the show funny and successful. One of Barney’s reactions when he became frustrated about something he would stringently say, “We have got to “Nip it in the bud! Nip it.” Barney was referring to everything from Thelma Lou’s dating behavior, to people speeding, to Otis’s drinking. If you have never seen it, here is a link to one of his montages. https://www.youtube.com/watch?v=OSyueBoC9mE

Many bad things, if “nipped in the bud,” can be solved when it is a minor issue rather than becoming large, and sometimes catastrophic. Barney did not originate the phrase of course. It first emerged hundreds of years ago. The original phrase came from a Beaumony and Flecher play way back in 1606. The original meaning revolved around the idea of stopping something depraved or bad early on. For example, today stringently enforcing a school zone speed limit, before a child is hurt or killed.

We can all think of a long list of things that should be nipped in the bud! But the opposite also needs consideration. Sometimes nipping something in the bud can result major in large lost opportunities. First, let me give you a list of three things that most citizens believe should be nipped in the bud. And then we’ll consider the other side of the coin.

Drunk Driving. Fortunately, the work of MADD- mothers against drunk driving has been relatively successful in slowing down the number of fatalities and injuries. I remember years ago co-workers who were generally responsible, would sheepishly brag how drunk they got and still went out and drove. That attitude has fortunately been nipped in recent years.

Rampant crime that is not prosecuted. In too many cities across the U.S., failure to enforce the law against criminal gangs and mob crowds induced by social media has destroyed the very fabric of those communities. In our recent visit to Portland, Oregon (one of the most gorgeous cities in the country) we heard disturbing news. It was reported that major retailers such as Walmart and Target are leaving the city. Worse yet, since Portland has worked hard to maintain its neighborhoods, small businesses are dying because of the crime. So far elected officials have not done enough to nip it.

Unfair and untrue gossip. Often considered the domain of women, men are just as bad. For Andy Griffith fans I refer you to the episode where Aunt Bee and her friends set up Andy and the boys with a rumor that the men then spread. The men believed that a shoe salesman was really a talent agent from New York. They traipsed in to perform for the agent. For example, Floyd the barber brought in his boy who could not play a lick on his saxophone. Just as the shoe salesman was about to quit, he got the most orders ever. The men got unneeded expensive shoes. And Aunt Bee and her friends got the last laugh.

Too often, excuses are made about our gossip. We justify it by saying we are just sharing our concerns or observations. I have, and no doubt many of you have been a “victim” of gossip. Remember how you felt the next time you are tempted to “share your concerns.”

Now the other side of nipping. Many great potential ideas, programs, careers, and so forth get nipped early. Unfortunately, we never recognize the damage done by nipping branches of opportunity before they can grow.

Killing aspirations. From my personal experience, I can give you several cases where someone, for whatever reason, tried to nip what turned out to be masterfully successful. One time when I was making a presentation about a new project, a high-level leader after the presentation was done, said while it all sounded good on paper, he was skeptical. Fairly vetting projects and programs is part of leadership. But had he said “I’m skeptical, but if anyone can do it, you can, and we want to give you support.” It would have left me challenged rather than a little dispirited. By the way, the promised funds never did come through. Nevertheless it was a resounding success. Do not nip a potentially high payoff situation or idea with cynicism.

Nipping complaints that may be legitimate but ones leaders and managers don’t want to acknowledge. It is easy to be negative and be a “Johnny Raincloud.” But I have seen the potential damage of the mantra “Don’t bring me a problem, bring me a solution.” While, in general, that may be sound advice, the risk of nipping potential opportunities too early because a person does not have a solution can be shattering. Problem identification and problem-solving often involve two very different skill sets.

New developing trends that could cause a total reset of your business environment or family situation. In the late 1970s, the company I was working for was an early client of J.D. Power and Associates. I remember Dave recounting his experience with the Big Three Automakers. In their arrogance, they believed they were kings of the hill. Those little “toy” cars from Japan were no threat in their view. They nipped the possibility of any serious threat from Japan. But as a result GM, Ford, and Chrysler were devastated in the late 1970s and 1980s.

Ironically a few years later, Dave told my former boss (who relayed the information to me) that there was a new car coming out of Korea- its name rhymed with Sunday. Had the American automakers taken the threat seriously, they could have led the car revolution rather than almost being wiped out.

So how do we make judgments about stopping things early in a potentially destructive cycle, and how do we avoid killing budding ideas from being cut off. It sounds so simple, but it takes wisdom, continuously checking our assumptions, getting additional views, and above all thinking.

As Ecclesiastes chapter 3 states, “For everything there is a season and a time for every matter under heaven.” This message was repeated in the 1965 song by the Byrd’s “To everything turn, turn, turn. There is a season turn, turn, turn.” https://www.youtube.com/watch?v=W4ga_M5Zdn4

In conclusion, it is the same with nipping. There is a time to nip and a time to refrain from nipping.

Don Daake, MBA, Ph.D., is a Professor Emeritus at Olivet, specializing in strategic planning and marketing research. He holds a B.S. from Kansas State University, an MBA from the University of Iowa, and a Ph.D. in Strategy from Florida State University. Dr. Daake has presented papers at more than 20 conferences from Vancouver, BC to Orlando and has published several peer reviewed journal articles. He is a past national president of the Christian Business Faculty Association.

Pace Yourself! The Middle Ground between Indolence and Burnout

Special Thanks to JimBiwer for the idea this column is based on.

pace yourself reminder – handwriting on an isolated sticky note

Pace Yourself! The Middle Ground between Indolence and Burnout

Published in the Kankakee Daily Journal Wednesday August 9, 2023

A couple of weeks ago, I wrote about the times when my mother would say to me when I was being a little cranky, discontented, bored, or uncooperative “You are being a Contrary Joe.” I pled guilty! Even today, I still sometimes get contrary. I also recall another expression she used but one that was more positive. When she saw somebody working hard, fast, and intensely she would say about them (and sometimes me) “We were going a pace.” While optimistic, there was the implied caution of overdoing it.

One of my high school classmates, Jim B. from Minneapolis, Minnesota maintains our class Website, which lists significant life events, class get togethers, and so forth. Because of his central point of contact, he is Facebook friends with many of us, including me. I notice that when he sends birthday greetings or other responses, he usually ends the response with the phrase, “Pace yourself!” I have read that many times and it usually makes me stop and smile a bit. But the other day, it hit me this is critical life advice.

Get going! Chances are we all know some family member, friend, acquaintance, store clerk, or business person we would wish would move faster. We want them to pick up the pace! Classic TV fans will remember the great line from the opening song of “Petticoat Junction” about Edgar Buchanan. “And there’s Uncle Joe, he’s moving kind of slow at the Junction.” Most of us don’t want to be compared to Uncle Joe, the nice, but conniving trickster who works hard at avoiding exertion.

These days and likely always, different generations complain about others. We might hear from, Millennials and now Generation Zers, “Those old codger Boomers simply don’t get technology, and they drive so slow that even a drunk turtle could beat them. Generation Xers (once known as the Slacker generation) are moving into middle and high-level managerial sessions and complain about how lethargic and unmotivated those entering the workforce are today. And so it goes.

A robust and productive economy requires hard-working, productive people. But when I was still teaching college students, I know many of them saw their parents stressed out all the time, rarely at home, and trying to keep up with the Joneses. We had many discussions about work-life balance. Of course, as a professor, I had to remind them that they must earn the right to create a work-life balance and not expect immediate 3-4 weeks of vacation, and never working nights and weekends. But in the defense of these students I must say that we boomers too often led the way in being overstressed and swallowing various prescription drugs. So they do have a point.

So are people today any better than in the past in learning the “Pace themselves.” Well, yes and no. I don’t think the pressures have lessened much in this era of worker shortages, high inflation, ever-rising expectations and new technologies. Think about those starting their career or are even mid-career these days. Naveen Jain remarks, “We are now living in a fast-paced technological era where every skill that we teach our children becomes obsolete in the 10 to 15 years due to exponentially growing technological advances.” Pacing ourselves can be tough in this environment.

Betterup.com states, “And what moves faster than your work environment? A fast-paced environment isn’t for everyone, but some people thrive amidst chaos and pressure. It could just be another aspect of your dream job, and you knew that while reading the job description. At the same time, the tight deadlines, long hours, and high pressure eat away at your work-life balance.”

When it comes down to it, pacing ourselves has to be a very personal decision. What is the appropriate pace will vary a great deal for people. But an important factor in deciding on the best pace is the consideration of others in your life. Loving your work to the point of becoming a “workaholic” doesn’t just affect you. It can affect your family, other employees, and your personal relationships.

On the other hand, chances are you, like me, have worked with someone who claims they will never put work first. In fact, they are lazy and expect other people to carry their workload. Whether as an employee or even the boss, they destroy morale. These are the Uncle Joe’s and Aunt Josephine’s.

Let me suggest 6 critical questions in pacing yourself and finding the middle ground appropriate to you and those in your life.

1) Does the pace you set for yourself fully fulfill your responsibilities?

2) Does your pace consider others in your life?

3) In pacing yourself, is it all about me or others and me.

4) Is your pace sustainable? In other words, can you avoid burnout?

5) Does your pace make you happy or overly stressed and unhappy?

6) Does your pace balance the mind, spirit, and body effectively?

Many psychologists will affirm that merely monitoring our behaviors can change them for the better if they are based on life values that are carefully thought out. Even after reading my friend’s light-hearted “Pace yourself” all these years, I realized recently that this is wisdom at its best. As always, the advice I give

or, in this case, pass along from Jim B. is first and foremost directed to me. I hope you and I can both be more thoughtful about our pace this week.

The Merits of Being a Contrary Joe: Part II

The Merits of Being a Contrary Joe- Part II Devil’s Advocate, Skunk Works and other tools

Two weeks ago, I defined what it means to be a “Contrary Joe.” To summarize: it is being a counter-intuitive thinker or someone that goes against the majority’s prevailing viewpoint. But there is a danger of fostering an atmosphere of negativity and pessimism. That is not what I’m talking about. Rather, the good news is there is a vast body of scientific, yet practical research, that can show us how to create a system with respect, rules, techniques, and procedures that can use the idea of disagreement and dissent (“Contrary Joeism,” as I have labeled it.)

Companies, social service organizations, governments, families, and even churches face an ongoing issue: “Groupthink.” First identified by Irving Janis’s landmark work in 1982, it is the bane of many group decisions. According to Investopedia, “Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternative. Groupthink is based on a common desire not to upset the balance of a group of people. This desire creates a dynamic within a group whereby creativity and individuality tend to be stifled to avoid conflict.” Most of us have experienced this phenomena.

Well-intentioned efforts to create unity and team coherence before thoroughly airing the issues can be dangerous. On the other hand, using structured methods of contrary thinking or challenging decisions generally results in better decisions. Let me describe four of these techniques.

Appointing a ‘Devil’s Advocate‘. Somewhat ironically, the term comes from the canonization process used by the Catholic Church, the “Promoter of the Faith” was known as the Devil’s advocate (advocatus diaboli. The DA was a canon lawyer appointed by Church authorities to argue against the canonization of a candidate. In other words, to provide thorough testing before awarding this sacred honor.

Today it is used when an individual or group of persons deliberately expresses a contentious opinion to provoke debate or test the strength of the opposing argument. Everyone should view the contrarian person or persons in a neutral way and not take it personally. But one of the most significant hazards, if not skillfully guided by the manager, leader, or consultant, is that people DO take things personally. Why? Because all of us are in love with our ideas, which is natural. On balance, though, using this approach can result in better decisions and, in the end, allow the group to support the final decision.

In Graham Allison’s landmark book on the Cuban Missile Crisis, “Essence of Decision: Explaining the Cuban Missile Crisis,” he describes how Attorney General Bobby Kennedy’s persistent challenging of the proposed solutions (none of which seemed good) may have saved us from World War III. It helped to be the President’s brother- who he wasn’t about to fire.

The Dialectic Inquiry Approach. According to Dr. Fred Lunenberg of Sam Houston State University, “Today, many decisions in organizations are made by groups, teams, or committee. There are benefits of group decision-making over individual decision. Groups have the potential to generate and evaluate more ideas, and once a decision is made, acceptance will be easier. One common constraint of effective group decision-making is Groupthink” (as mentioned above.)

The dialectic inquiry was first practiced by Plato, who asked his students to consider both the thesis and the antithesis. In practice today, the larger decision group is divided into two competing groups. Each group presents the pros of their position and the weakness of the other group. Counter-intuitively it may be helpful to assign people who strongly believe in one side of the argument to the other side of to increase their comprehension and effectiveness.

Ultimately this process of considering polar opposites (thesis-antithesis) results in synthesis. This does not necessarily mean “We’ll just split the difference” and use a compromise down the middle. It may result in somewhere between the opposites. However, it could be that one of the “polar” positions is still the best solution. Perhaps the most significant benefit of the process is that it exposes weaknesses. This allows snags to be fixed before a disaster happens through “not knowing what you don’t know.”

The Skunk Works. TomPeter’s and Robert Waterman’s 1982 book “In Search of Excellence” was probably one of the top five most influential management books of the last 50 years. Tom Peters, in particular, wrote about how many large companies can stifle innovation with their bureaucracy. Bureaucracy has a negative connotation, but in fact, all companies to survive in the long term have to have rules and procedures that are predictable and consistent. One of the side effects of this order is it can kill innovation. Lockheed Aircraft realized this as early as 1943 and through the visionary efforts Kelly Johnson created a small R & D “Skunk Works” unit outside the standard company structure that might “stink up” the regular company operations. Companies such as 3M (think Post-it Notes), IBM, Apple, and Boeing use it in various forms. Many times these units are moved out of the normal company’s location. In a way, it is legalized “lawlessness.” They operate in contrary ways because they can and must to truly innovate.

Ombudsman Programs. With this method, someone independent of the decision has the power to advocate on behalf of individuals to reach solutions that can arbitrate disagreements. Most commonly, we think of these programs as a procedure to resolve consumer/company problems through mediation rather than in the courts.

But ombudsman programs can also be used inside an organization. Most companies want employees and management to follow the chain of command, which makes sense. But there are circumstances where vested interests can block legitimate concerns, complaints, or even innovative suggestions for change.

I’ll never forget one of my MBA adjunct professors at the University of Iowa who was the ombudsman at the local Procter and Gamble plant. He was a skilled industrial psychologist who was given immense freedom. He was a P & G employee but could not be fired by anyone at the local facility, even the site leader. Instead, he was responsible to an off-site high-level leader. Anyone at the company could come and talk with him about any issue that might be sensitive, or that was being blocked. That included a first-level line worker up to the plant manager. His purpose was to create an acceptable solution from two often contrarian positions.

I have presented just a few toolbox practices that can be used to take contrarian thinking to improve the quality of your decisions. When you think about it, some of these techniques can be used even in small companies, churches, or families. Ironically “Contrary Joeism” will likely lead to a more powerful consensus.

Don Daake, MBA, Ph.D. is a Professor Emeritus at Olivet specializes in strategic planning and marketing research. He holds a B.S. from Kansas State University; an MBA from the University of Iowa and a Ph.D. in Strategy from the Florida State University.

The Merits of Being A “Contrary Joe”

The Merits of Being a “Contrary Joe” Part I

To be Published in the Kankakee Daily Journal July 12, 2023

Editor’s note: In Part 1, Dr. Daake will define the issue. In Part 2, he will propose some practical solutions and techniques for turning what could be destructive disagreement into a force for better decision making.

“When we long for life without difficulties, remind us that oaks grow strong in contrary winds and diamonds are made under pressure.” Peter Marshall (Former US Senate Chaplain.)

I don’t remember exactly what age I was, when my mother, when I was being a bit cranky, negative, or just plain stubborn, would say to me “You are being a ‘Contrary Joe.’” It probably started at about age 5 or 6. From time to time, indeed I acted like a Contrary Joe. Of course, this was not a compliment but a reminder that I needed to shape up.

Fast forward a few years. In my twenties, I found myself in situations where challenging “taken-for-granted” values or behaviors became a part of who I was. Throughout college, we were encouraged to become critical thinkers and challenge unexamined “truth.” I had just graduated magna cum laude from Kansas State University with my all-knowing history degree (unencumbered by life experience and taught by ivory tower professors.) As a new improved Contrary Joe, I had all the answers, knew a better way, and loved to challenge the status quo.

In those days, it was no longer about challenging my parents because I, like millions of others, had experienced the observation of Mark Twain. “When I was a boy of 14, my father was so ignorant I could hardly stand to have the old man around. But when I was 21, I was astonished at how much the old man had learned in seven years.” Rather, I challenged ideas from my church, government, employer, and “society” in general. There may be something worse than an ordinary Contrary Joe, and that is a self-important “educated” one.

As time went by, I got a real-world education–first by working on the assembly line at White tractor for about eight months. Then as a teaching and research assistant during my MBA at the University of Iowa, I was confronted with my limitations while simultaneously being encouraged to express my views. But I had to do it constructively, backed up by evidence. Next, in my jobs as the primary Market Research Supervisor at Winnebago Industries and my six years as a Continuing Education Director at Eastern Iowa Community College, I had to learn sometimes the hard way– the proper way to channel my natural “talent” of being a Contrary Joe.

Let me express a disclaimer here. When I recall personal stories or situations, I realize it is from my viewpoint, and there is always another side. Still, I try to be fair in my version of the events. I will always remember a lesson I learned one time when I directly challenged my boss in a meeting. He was the best boss I ever had, and we were encouraged to air our differences of opinion. I may have been right about the issue but I did it at the wrong place and time. In my defense however, managers have to be careful and clear in defining the rules of engagement and remain consistent.

In a job many years later, another boss of mine, who once had defined the rules of engagement as true open uninhibited discussion as long as it was done with respect, slowly drifted towards virtually no open discussion. Our once open, productive meetings where we hammered out good decisions were reduced to more or less reading our reports with no time or desire for discussion. Most of the team members seemed stymied by this change and kept their mouths shut.

One of my colleagues and I, who both had served in multiple relatively high positions elsewhere, decided we would not be inhibited. During a discussion of a challenging and ongoing issue, I had the gall to bring up the concern one more time. The response I got was, “We’ve heard that all before.” Not only was I shut down, but I was “held after school” for a lecture about how I was hurting morale with my attitude. I was smart enough to not say what I was thinking. “Well, you’re hearing all this again because we have done nothing to solve the underlying fundamental problem.”

As time passed, there was a noticeable decline in morale. Some of my colleagues went into their shells, lowering performance and standards, and some of the highest performers even left. In my opinion, the organization has never fully recovered.

Open, honest communication is challenging and fraught with landmines. Many managers and leaders with the best intentions of free communication policies realize the danger of sessions turning into gripe sessions, which, in turn can also lower morale.

During my Ph.D. program and to this day, one of my major research interests is decision-making. The bad news is that many well-intention efforts at open communications and improved decision-making implode. The good news is there is a vast scientific body of research that can show us how to create a system with respect, rules, techniques, and procedures that can use the idea of disagreement and dissent (“Contrary Joeism,” as I have labeled it.) Many rock-solid, proven techniques we know work need to be more widely adapted. There are a variety of reasons why there is this gap between best practices to actual practices.

Next time I will briefly identify these reasons and give four specific techniques (of the many available) that have proven enormously effective. Devil’s Advocate, Dialectic Inquiry, “Skunk Works,” and Ombudsmen will be included. A caution, though, unless the commitment to open discussion and communication comes from the top down, it is futile. But I’m confident that most managers and leaders (but not all) are committed to the best for their companies and organizations.

Don Daake, MBA, Ph.D. Professor Emeritus at Olivet, specializes in strategic planning and marketing research. His research interests include decision-making, positive psychology, and tacit knowledge. He has created strategic plans with large and small organizations in Florida and Kankakee County. He has numerous national peer-reviewed journal articles and several published book chapters. While at Florida State, he was Program Director of the State of Florida’s multiple-year $500,000 Hurricane Shelter Management Training Program.