If you are new to this site, please know that it is just a random collection of my various writings and observations. It is not systematic, and it may not be particularly helpful. Nevertheless, I have begun to add this information as a means of providing access to my work. I am grateful that you have taken the time to visit.

- Flint McGlaughlin

Observations/Reflections: On Resting Into Who You Are
Status: Dictated and Reviewed
Category: Personal
Written: 12/12/2011
Published: 01/26/2012

As I grow older, I grow wary of adopting life-shaped stereotypes. Our culture has a series of forms and we try to fit people into those forms. It's a kind of mental shorthand. It allows us to distinguish Person A from Person B; it allows us to predict behavior.

The problem is these stereo-typical forms are restrictive. As I try to fit in any of them, my edges break off. I don't mean my rough edges, but rather the sharp edges of my soul. It can be very wearisome fitting oneself into someone's' ideal of a "scholar", or of an "entrepreneur", or of some spiritual archetype. There is a kind of integral honesty that comes from relaxing into who you are; that is the first step on the path to becoming who you are made to be.

Posted by David Jose at 4:37 PM | Permalink | Comments (0)

Observations/Reflections: On Receiving Criticism as a Leader
Status: Dictated and Reviewed
Category: Leadership
Written: 12/19/2011
Published: 01/24/2012

Criticism from members of your team does not undermine your leadership; it undermines your stupidity. Encourage it.

Posted by David Jose at 9:09 PM | Permalink | Comments (0)

Observations/Reflections: Marketing is the Responsibility of the CEO
Status: Dictated and Reviewed
Category: Business Management
Written: 12/06/2011
Published: 01/23/2012

When you disconnect the CEO from the marketer, you have two different operations taking place. This is why thinkers like Drucker realized that marketing is a responsibility of the CEO (Drucker rightly connected innovation and marketing). The CEO must bring parity between what the marketer says and what the business is. So, the CEO must understand (and guard) the business' value proposition, and then enable its effective communication. Ultimately, the CEO must guarantee alignment between the claim and the reality.

Posted by David Jose at 10:00 AM | Permalink | Comments (0)

Observations/Reflections: On The Actualization of Doctrine
Status: Dictated and Reviewed
Category: Philosophy
Written: 11/29/2011
Published: 01/19/2012

I think the value of the future tense (i.e. thinking about the future) is derived only from its impact on my present tense activity. I think that thinking about the future in a negative way impairs the present tense. As an example, consider the negative aspects of anxiety (though there can be positive aspects as well). The same can be said of the past. It can empower the present tense, or it can impair my activities in the present tense. My past failures, my past patterns, can keep me from actualizing my present-tense potential.

With this preliminary conceptual framework, I'm able to reflect on the import of doctrine. Doctrine may not exist in the past or the present; it may exist in what I will call the ethereal dimension (i.e. the abstract). Until I bring doctrine from the abstract into the present, it is of little value. Doctrine must be actualized. The truth is more than an object of argument. It is meant to be lived not proven. Proving is a means, not an end.

Posted by David Jose at 4:54 PM | Permalink | Comments (0)

Observations/Reflections: On Great Books
Status: Dictated and Reviewed
Category: Communication
Written: 12/14/2011
Published: 01/18/2012

There is a difference between great writing and great living. And there is a difference between a great book and a book written by a great man. I have found that I can learn more from the latter.

Posted by David Jose at 4:47 PM | Permalink | Comments (0)

Observations/Reflections: Sustaining Velocity in the Purchase Process
Status: Dictated and Reviewed
Category: Communication
Written: 11/29/2011
Published: 01/17/2012

The value proposition begins as an abstract concept, but the moment it is engaged by the prospect it enters the time-space continuum. It moves from "thing" to predicate. At this moment (pun intended), time becomes a key element. The value proposition's force is sustained by velocity. This principle can be understood with four simple observations:

1. At various points in the micro-yes series we may have difficulty adjusting the force of the value proposition so that the perceived value outweighs the perceived cost. This is because of business rules and/or various constraints.
2. The key is to build enough forward momentum from the previous series of micro yes(s) so that the prospect will "roll on" through these potential "chokepoints."
3. Now, if we aggregate too many of these chokepoints, or if we embed a chokepoint with too much constriction, purchase progress stops.
4. The momentum is initiated by the value proposition, but it is mitigated by the friction of the process.

Posted by David Jose at 9:54 AM | Permalink | Comments (0)

Observations/Reflections: On Empathy in Relationships
Status: Dictated and Reviewed
Category: Philosophy
Written: 12/13/2011
Published: 01/16/2012

Empathy is the essential element of any relationship, be it with a friend or a foe. With a friend, it is the key to communicating your heart. With a foe, it is the key to predicting their action. The power of empathy is underestimated.

In the great spiritual texts, love is emphasized, but it is empathy which enables authenticity. Love without empathy (for your friend or your foe) is discipline without emotion. There is a place for such discipline, but I am suspicious of it. When I can feel what the other person feels, I am able to care in a way that empowers genuine understanding.

Posted by David Jose at 11:54 AM | Permalink | Comments (0)

Observations/Reflections: On Declining Profit in a Flagship Product
Status: Dictated and Reviewed
Category: Business Management
Written: 12/05/2011
Published: 01/12/2012

Declining profit on a flagship product can usually be attributed to one of two problems: weak management or a weak (ening) value proposition. The latter can arise from problems outside of the leader's control, but if it remains unaddressed, then it becomes attributable to the former. The CEO is the ultimate steward of the value proposition.

Posted by David Jose at 3:48 PM | Permalink | Comments (0)

Observations/Reflections: The Purpose of a Financial Reserve
Status: Dictated and Reviewed
Category: Productivity
Written: 11/18/2011
Published: 01/11/2012

Sometimes it's difficult to detect the difference between an extreme focus on productivity and an extreme focus on luxury. In both cases, the leader may invest in supports systems that appear lavish. One man has a driver because it makes him feel important; another has a driver because it helps him achieve more. In both cases, the leader may appear self-important. The difference is in the motive, and the indicator of the motive is in the functional outcome.

Posted by David Jose at 9:32 AM | Permalink | Comments (0)

Observations/Reflections: The Purpose of a Financial Reserve
Status: Dictated and Reviewed
Category: Business Management
Written: 11/29/2011
Published: 01/10/2012

Every leader agrees that financial reserve is necessary, but most think of it as (just) an important form of security. This misses the point. A financial reserve is reminiscent of the stance adopted by an experienced fighter - guard up, hands extended. This extension is critical; it gives the fighter more time to parry an incoming strike. It increases reaction time. The point of a financial reserve is to increase reaction time.

Posted by David Jose at 5:36 PM | Permalink | Comments (0)