It takes a movement

In my previous posts I have thanked Toronto Public Library for introducing me to books through their Discover shelf and then sending me down a rabbit hole of more books that were referred in those books. This post is a nod of thanks to my local Milton Public Library where on the Discover shelf I found “Chasing New Horizons: Inside the First Mission to Pluto” by Alan Stern and David Grinspoon.

The book is about a group of scientists and engineers at NASA who spent “decades of their lives, dreaming, scheming, planning, building and flying the one and only spacecraft to Pluto“.  It can be classified  as a popular science book yet the book contains many a lessons for people working in corporate world. It may never make the “best business books” long list much less a short list as it is not about running a profit making enterprising led by a mercurial CEO. However, the book is chock full of case studies in career management.

This post will be the first of a new series of posts that I intend to write on lessons (mainly as applicable to corporate world) that I derive from books. Initially I intended to write a post similar to found on the blog but then I realized if I waited to collect my thoughts about all the lessons I learnt from the book, it will take me forever to write one post. As such, I decided to make it a series with each post dedicated to one or two lessons. This will also make me a prolific blogger 🙂 .

Alan saw Pluto as the obvious next place to explore, and he sensed that it was a good time to see if he could drum up support for that exploration among planetary scientists.

He wasn’t quite sure how to do it, but Alan thought that a good first step would be to gather Pluto scientists together in a highly visible scientific forum. At the time, there were only about one thousand active planetary scientists, and most attended the annual spring and winter meetings of the American Geophysical Union (AGU), where scientists congregate for a week to attend “sessions” of talks organized around different topics. Alan and a few colleagues decided that they would organize a technical session about new discoveries and insights into Pluto, and would propose this to the committee arranging the upcoming spring AGU meeting, in Baltimore in May of 1989.

Then they put the word out to the community of scientists doing research on Pluto to “vote with their feet” by submitting research talks and attending the session to show interest in a possible mission to explore Pluto.

It is all good and well to come up with a new idea but as in new ideas in national politics, you cannot do it all alone in a large bureaucratic corporate organization. You have to drum up support not only from your colleagues but also have to get other stake holders excited about the new initiative. You need to start a movement by getting action oriented individuals across the organizations to buy in to your idea. Once you have gathered sufficient people who have bought in the idea, use every platform available within and outside the organization to take it to stake holders and decision makers.

How could they rally the planetary scientific community to show NASA that a Pluto mission had broad support? They brainstormed ideas and formed a plan to build cred and buy-in. They scribbled action items on napkins. One was to publish a special issue of the Journal of Geophysical Research showcasing the research results from that day’s AGU Pluto session. Another was to work to excite the people they knew at NASA Headquarters, to follow up on the idea of sponsoring a mission study. They would also start to recommend Pluto mission supporters for the various committees that advise NASA about planetary mission priorities. And they would organize a letter-writing campaign to cajole colleagues to contact NASA and express support for a mission.

Nowadays companies are very conscious of their public image and follow closely trends social media. One can also push the organization to accept new ideas (well they arent exactly new but if the organization isn’t implementing them they are new of the organization) such as sustainability, diveristy, social responsibility etc by raising the issue on Twitter or Facebook pages. Needless to mention, as in NASA, one should work within the rules and parameters of working in the organization and should not run afoul of corporate policies or employment contract.

As the aforementioned quotes show, the plutophiles used every forum, platform and resource available to them and bring about a change in the bureaucratic giant that is NASA. Based on the success of the campaign,  NASA gave a go ahead for carrying out a study for Pluto exploration.

Managing Up By Reading Books

I don’t have good things to say about the self help genre. It is not that I don’t read those books. I do, I have found most of such books to be comprised of sweet syrupy advice that one can easily pick up from Business Insider or Forbes click bait articles such as 5 Things Super Successful People Do Before 8 AM. There is a whole industry of the likes of Tony Robbins, Tim Ferris, I am sure there are many more (Daniel Pink?) who churn out books and seminars of advices. The best take down of Tony Robbins I read was in Susan Cain’s amazing book Quiet: The Power of Introverts in a World That Can’t Stop Talking where she goes on to attend one of Tony’s self help seminars.


I browsed through Tim Ferris’s best selling Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers while in a book store and realized that he is publishing unfiltered information as given by his guests (titans of the industry) on his radio show. What really put me off was his interview of some bodybuilding junkie who raved on about taking exotic supplements and chemicals and Tim published it in his book without verifying the science behind it, if any. I know of a few people first hand who paid a heavy price in terms of their health for these body building supplements and here is Tim pushing the same as Tools of Titans.

While I am on trashing mode, I recently borrowed When: The Scientific Secrets of Perfect Timing by Daniel Pink.  The author has a style similar to Malcolm Gladwell in that he has interesting bits of anecdotes and academic research summaries but the message of the book could be condensed into a three to four page article. Based on the hours I wasted going through the book without getting anything worth remembering in return, I may never again pick up another Daniel Pink book.

Despite the fact that I dislike the genre, I keep reading it. I do it in the hope that one of these days, I may come across a book that will have advice that will stick with me and probably help me improve or at least point out my weaknesses in my approach and even if I don’t improve on those, at least I am cognizant of my weaknesses.

right stuffWhenever I am reading a book which I find compelling and author refers to another book, I usually place a hold for them at the Toronto Public Library. This has enables me to read a lot of books without breaking the bank. This brings me to the two books The Right—and Wrong—Stuff: How Brilliant Careers Are Made and Unmade and The High Potential’s Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader I recently read back-to-back as the library delivered them to me together. High potential advantageI don’t recall which book led me to these two books but I found them to be deserving of the recommendation and I can truly classify them as belonging to “self improvement” genre. They had quite a few takeaways some of which I remembered. I also made a note to re-borrow the books in couple of years time to see if I can squeeze more takeaways out of them. Don’t be taken aback by their title as I believe that to be click bait to persuade you to pick up the book when browsing through a bookstore or a library and I myself have picked up many a shitty books intrigued by the front cover, blurb on the inside flap and praises on the back cover. But these two are excellent and I am contemplating purchasing these two books so that I can have ready access to them or make notes in the marginilia.

Below are the some of the key takeaways for me. Other people reading the books might home in on other points. I have a feeling that these two books will be classics and one may benefit from re-reading them at the each stage of one’s career. So without further ado, my takeaways:

Don’t Make It All About Yourself

During your usual conversations with your boss/manager, it is important to not focus on how to grow your own career (“what I need to do to get the next promotion?” etc.) but rather focus on how to grow the company. This hit close to home with me as during my 15+ years of career I don’t recall ever talking about how to grow the company. It is not that I haven’t helped my employer’s grow (I have mostly been in business development or relationship management so my career has been about helping the employer grow) but I have always approached employer growth as a means to an end for personal growth (i.e. promotion). What the books recommended that one should try to re-frame the conversations and the mindset to focus about the company’s growth.

Try To Make Your Boss’s Job Easier

Don’t ask your boss for more work or assignments for yourself but rather ask him how you can make his workload lighter or take on some of his work so that he has more time on his hands to focus on matters that he wants to focus on.

Get A Diversified Experience

This can be challenging. The books say that it behooves a well rounded executive to have a diversified experience. Most of the time it requires a lateral move into an area way out of your comfort zone. Authors did highlight that there are numerous CEOs who made it to the top despite being in the finance function throughout their life (I am in finance) however it is easier to be led astray when one’s entire perspective of the world is through the prism of Excel sheets and P&L statements.

Not Complain About Other Departments / Groups

Easier said than done. Having worked for considerable time in Corporate Banking and Investment Management business development roles, Risk department has always been a bane even if not individually but collectively. Though there is always an appreciation of the role played by Risk department but more often than not, it is always the Risk department that doesn’t understand the changing market and standing in the way of glory. Similarly, there are projects where one has to depend on other departments to provide information on timely manner but due to the other departments having different priorities, they may not be giving the project what you feel is its due importance. When the job doesn’t get done on time, the easier way would be to blame it on the other department (and rightly so). The books suggest that this is taking the easy way out and not great for personal development. One needs to learn how to get the work done from other department but more than that take personal responsibility for not getting the work done.

Always Going For Sexy Assignments

Who doesn’t want to work on “challenging”, “sexy”, “creative” and  “big bang inducing” kind of stuff.  You can wear it around as a badge and it looks great on the CV. But there is a tendency for always volunteering for the sexy stuff and looking down or being disinterested from the mundane boring stuff. Businesses manage their payroll mainly through the mundane stuff and these slog-fest, boring, going-through-the-accounts and reading-dry-legal-documents is what sets up the organization as a well oiled machine capable of taking on those big bang sexy projects.

Asking For Feedback

After every meeting, conference call or a presentation, ask your manager or colleagues for feedback on how did you perform. As per the books, initially you might get the feel good fluffy feedback but if you keep on asking, eventually people will realize that you are genuinely interested and will give you honest feedback. It also helps on how you frame the question i.e. instead of asking “How did I do?”  ask “What could I have done differently to make it better?”. The latter question gets you better insights .

As I saiImage result for HBRd earlier, I build my reading list from what the authors of the book I am reading recommend or reference in their work. The books referenced the excellent Harvard Business Review article Managing Your Boss quite a few times. It is a seven page article, it’s a classic and a recommended read. It says that one of the ways to become a better manager is to find out what are your boss’s objectives and help him realize them. Some times the way you are trying to achieve your objectives may be running counter to the boss’s objectives.