There are many tragic “mob behavior” stories in history:

The Athenian implosion

Witch hunts in Europe in the 1300-1500’s

The Spanish Inquisition

Salem witch trials

Jacobin revolution in France

McCarthy anti-communist purge (Note: after the fall of the USSR, we learned that McCarthy was right – the US government was loaded with Communist spies and sympathizers)

Cultural Revolution in China

Khmer Rouge in Cambodia

How did these mob behaviors begin, and how did they end? It’s important to look for the patterns because these mob events happen again and again. (Today’s political correctness and ‘cancel culture’ have very similar elements – though not everyone agrees with me on this.) There is old wisdom which says that the divine spirit may occupy individuals, but the devil works in crowds.

Observable patterns:

1. Sincere ideas and concerns at the beginning – but very quickly becomes about identifying enemies and “purification.”
2. Weak leadership at the outset. No one stands up early and says, “We’re not doing this.”
3. They either exploit institutional legal processes or destroy them altogether.  Also, in several examples, revisionist history and changing the meaning of words became a core element.
4. The first to suffer are the marginal people with less status, family, means, and friends.
5. Momentum builds as people go along rather than stand up and be persecuted or killed themselves. Almost anyone will be accused. The movement often kills those who started the movement.
6. They end gradually. There is no final event. It’s as if the energy and momentum dissipate.

How can avoid mobs in the future? They must be stopped at the earliest possible time. This calls for mature leadership in the majority of adults who recognize the dangers at the first signs, and act. This takes courage.

Some problems just never seem to get solved.  We talk about them repeatedly.  Another problem may hold our attention for a time, and then we circle back to the old problem.

This is when you need to ask yourself this question: “Are we having the conversation we need to have, or the conversation we want to have?”

You’ll find that we often want to have conversations which by design can’t lead to a solution because:

• We might be held accountable for a result
• We don’t like the changes we ourselves would have to make
• There is a long effort required before we would experience benefits
• We would prefer to get the credit for a solution but don’t want to take any risks
• It’s frankly more fun to complain about “them” or “that”

Stronger leaders move away from these “want to have” conversations to invest more time in “need to have” conversations.

“Danger, Will Robinson!” was how the Robot would warn young Will Robinson in the original “Lost in Space” TV series.  The Robot was my favorite character in the show. 

We don’t have Robot around to warn us about every danger.  We must train ourselves to see dangers and respond accordingly.  Here are things you can learn to recognize:

• Naked Assertions: Claims presented without supporting evidence.  These are often phrased to sound authoritative and objective.  
• Catastrophism: Dramatic, existential threat, end-of-the-world-as-we-know-it language. 
• Problem presented with single solution:  A problem is described alongside only one possible solution. A common presentation in the 24×7 news-tainment business is the automatic assumption that government or strong central control must be the source of solutions.
• Reductionism:  Presenting the complex and multifaceted as one-dimensional, easy to understand and solve.  The easiest form to recognize is when someone says, “It’s simple.”  Another form is when the words every, all, never, and always are extrapolated to be true of groups of people and complex systems.
• Assuming changing one thing changes nothing else in a system.  This shows up frequently in economic and process discussions.  All changes produce consequences, and some may not affect you directly and immediately.

I recommend you study biases and system errors, and hope but this starting set will serve as a guardrails for you.

How are you defining “productive” for yourself as a leader?   And how do you define it for the people in your team?

This is not a small or light question.  You need a conscious philosophy of productivity.

Productivity is fundamentally a function of input and output. Richard Koch (the famous 80/20 author) points out that the progress of civilization is tied to putting less in and getting more out.  

These are true about you with respect to energy and output:

• Efficiency and effectiveness are different measures, and get measured differently in different lines of work
• You can do more than you think you can do
• Rest and re-creation has long-term ROI
• You have the same 168 hours each week as everyone else
• Not every activity contributes equally to your impact and legacy
• There’s a certain amount of regular ‘stuff’ that simply has to be done
• Consumption is less likely to bring you joy than relationships, accomplishments, and creation
• The mental, physical, and relational are interrelated

All these are true of the people your team, too.  They watch your behavior to get clues about what’s meaningful and significant.

Easy first step: Avoid bad productivity philosophies which dissipate your resources.  Doing everything that  hits your inbox, right now, without favoring some than others.  Finish every task to the nth degree of perfection.  Do everything yourself.  Work on stuff until you fall asleep at the keyboard.

Next steps: Know your strengths and work with them.  Align your priorities to the things critical to your organization and your boss.  Develop the courage to value your time.  Be more fearful of failing to deliver your best contributions than occasionally missing on small stuff.  Time-box and shrink all administrivia.  Pre-decide that sometimes you will be stubborn and more often you will be flexible.

Bottom line:  Be consciously principled about productivity. 

My son is in emergency medicine.  He’s been a paramedic on ambulances and in emergency rooms.  Shootings, car wrecks, fires, drug abuse, emergency births, stabbings, broken bones, heart attacks, and more.  There are very tense situations, highly charged with pain, fear, and emotion.  He might help 15-20 people in a shift, and it’s the worst day of the month or year for most of them. Very often the necessary steps to future healing requiring inflicting pain.  You simply cannot fully emotionally identify with every patient. He’s had to learn emotional detachment in order to simultaneously be sensitive to the needs and give them the help they need. 

Military officers are trained in detachment to assess combat situations, decide on next actions, and communicate clearly.  It requires training because it’s not natural.  Detachment skill is built with practice.  It’s not enough to “know,” because when the bullets are zinging you will revert to the level of your training, not the level of your knowledge.

Commercial and non-profit organizational leaders need to learn detachment as well.

It is learnable.  Step up and out of your immediately emotional responses and selfish interests. Use the opportunities you have:

• Reconciling financial drivers and individual performance
• Choosing which activities to expand, maintain, and drop
• Making the hard right decision yourself rather than pass to others
• Score yourself accurately and hold yourself accountable
• Hold others accountable for results in the midst of their challenges
• Treat ‘enemies’ professionally
• Practice “thought experiments” about what you would do were you the senior leader

Practice in small opportunities prepares you for the coming crisis test. 

You need effective and efficient ways to process all the information coming at you: email, messages, information from your direct reports and co-workers, project news and action items, lions, tigers, and bears, oh my!  Plus, you need methods which are scalable.  Some methods work fine at first but not when your responsibilities and scope expand.  

It’s a mix of principles (e.g., separate the processing and action, use your calendar for planning your work time, use reminders) and tactics which are specific to the tools as they evolve.

Email

Don’t live and work out of your Inbox.  Avoid the temptation to live in “react” mode all day. Scrolling up and down a long list of emails is not the best way to prioritize your energy and attention, and wastes time.

Fewer fat folders + Search is better than 120 folders.  You have Inbox and Sent Items by default.  Add @Action, @Collecting (for things which you might need later), and @<significant name> for your main work.  Maybe think about a couple of project-specific folders.

Process emails – read & file, respond if quick, move to @Action folder for follow-through.   You don’t to get to “inbox zero” every day but in the long run there are greater rewards from spending more time in your @Action folder than your Inbox.  Consider doing processing 3x/day (note: this will not work if you’re in a support role where email notifications need to be acted upon quickly). 

Work offline in email to avoid being distracted by new incoming messages.  (In Outlook, click on “Work Offline” in the Send/Receive menu.)

Convert email correspondence into calendar time or tasks to follow-through on promises and good intentions.

Calendar

Your calendar is your best friend in managing your time allocation.  It should reflect your personal (e.g., family, exercise) commitments – including vacations– and your time to work on specific projects, as well as scheduled meetings. 

Create calendar entries for the day for things which need to get done that day but not necessarily a specific time of the day. Check “All Day” and make it Free; it will appear as text at the top of the day view.

Squeeze meeting length down.  Better that a 30 min meeting runs 4 min long than an hour was spent on something that didn’t deserve it.

If you have an upcoming deliverable, or a meeting to prepare for, schedule working time days and weeks in advance.  You can move these “appointments with yourself” if necessary but try to keep your commitments.  It’s also helpful to be able to say, “I had something else planned for that time. Could we meet a different time?”

Schedule some time at the end of the week to look ahead 2-3 weeks for upcoming events and obligations – and add work time and meetings to your calendar accordingly. 

Tasks & Reminders

Some people are good with message flags but that didn’t work for me.  I do better with tasks.

Capture tasks quickly. Ctrl-Shift-K opens up a new task.  Type a few words, set a reminder date, and Ctrl-S to save.  Then you’ll be reminded at just the right time, and your brain can go to other things. 

Task reminders are a powerful way to keep track of items with your direct reports:

• “Ask Becky about her meeting with Legal on XYZ project”
• “Did soccer season begin for Michael’s team?”
• “Adriana and I agree to look at communication training in Q2”
• “Did Rissa send the email as promised?”
• “You promised to get back to Evonn on her question about ____”

Task reminders are also useful for keeping up with external contacts, remembering birthdays and special events, and remembering to get presents for that special occasion that creeps up on you every year.

Instant Messaging and Chat Channels

Useful for quick notes, check-ins. My suggestion is to only use these for information exchange where the content won’t be significant to retain beyond the same day. 

One-on-Ones with Direct Reports

Always clear your head before a one-on-one so you can listen well. Never go into a one-on-one without a plan.  Between meetings, keep a running list about items you want to discuss with the person.  Review your notes from the past couple of one-on-ones to help you prepare.

I like the manager-tools.com approach: A weekly meeting.  First half is for them, second half is for you.

Listen as much to what is unsaid as to what is said.

Take notes – what you talked about, key deliverables, upcoming events, personal items.  Paper is good for in-person conversations.  I’ve been using OneNote while on Zoom.

Set reminders and follow-through calendar times after your meeting.

Use your notes as input for mid-year and end-of-year performance review.

Meetings with your peers and your boss

Very similar to meetings with your directs – except you don’t have positional authority.  The practices of preparation, listening, and follow-through are the same.

Other tips:

• Learn keyboard shortcuts in Outlook.  Saves you tons of time. Limits repetitive motion injuries with your mouse.
• Develop an end of the day ritual. Collect up loose ends, do any final prep of materials for tomorrow, know exactly what you need to start on at the beginning of tomorrow, and physically signal to yourself that you’re done for today.
• Memory fails, so keep a notepad and pen handy for quick notes to yourself.  A few 3×5 cards in your pocket works well when you’re moving around.  Some people can work quickly enough on their phone that it works for them.  It’s still nice to be able to leave a note with someone, or at their desk.  
• Corporate digital systems are not private.  Treat them like mailing a postcard or posting on a public library bulletin board.  
• These practices are about being effective, not being perfect. 

Resources:

Getting Things Done   (summary)

Deep Work (summary)

Manager Tools – massive collection of podcasts

Leadership literature is filled with books and advice about getting out front, confidently expressing your vision for the future, devising offensive and defensive strategies, and winning on your own terms. 

The Jehoshaphat model is quite different, with a remarkable outcome.  Jehoshaphat was the king of Judea, quite a small nation and militarily weak compared to its warring neighbors.  Let’s read the account in 2 Chronicles 20, as translated by Eugene Peterson, and then I’ll point out some key differences.

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Some time later the Moabites and Ammonites, accompanied by Meunites, joined forces to make war on Jehoshaphat. Jehoshaphat received this intelligence report: “A huge force is on its way from beyond the Dead Sea to fight you. There’s no time to waste—they’re already at Hazazon Tamar, the oasis of En Gedi.”

Shaken, Jehoshaphat prayed. He went to God for help and ordered a nationwide fast. The country of Judah united in seeking God’s help—they came from all the cities of Judah to pray to God.

Then Jehoshaphat took a position before the assembled people of Judah and Jerusalem at The Temple of God in front of the new courtyard and said, “O God, God of our ancestors, are you not God in heaven above and ruler of all kingdoms below? You hold all power and might in your fist—no one stands a chance against you! And didn’t you make the natives of this land leave as you brought your people Israel in, turning it over permanently to your people Israel, the descendants of Abraham your friend? They have lived here and built a holy house of worship to honor you, saying, ‘When the worst happens—whether war or flood or disease or famine—and we take our place before this Temple (we know you are personally present in this place!) and pray out our pain and trouble, we know that you will listen and give victory.’

“And now it’s happened: men from Ammon, Moab, and Mount Seir have shown up. You didn’t let Israel touch them when we got here at first—we detoured around them and didn’t lay a hand on them. And now they’ve come to kick us out of the country you gave us. O dear God, won’t you take care of them? We’re helpless before this vandal horde ready to attack us. We don’t know what to do; we’re looking to you.”

Everyone in Judah was there—little children, wives, sons—all present and attentive to God.

Then Jahaziel was moved by the Spirit of God to speak from the midst of the congregation. (Jahaziel was the son of Zechariah, the son of Benaiah, the son of Jeiel, the son of Mattaniah the Levite of the Asaph clan.) He said, “Attention everyone—all of you from out of town, all you from Jerusalem, and you King Jehoshaphat—God’s word: Don’t be afraid; don’t pay any mind to this vandal horde. This is God’s war, not yours. Tomorrow you’ll go after them; see, they’re already on their way up the slopes of Ziz; you’ll meet them at the end of the ravine near the wilderness of Jeruel. You won’t have to lift a hand in this battle; just stand firm, Judah and Jerusalem, and watch God’s saving work for you take shape. Don’t be afraid, don’t waver. March out boldly tomorrow—God is with you.”

Then Jehoshaphat knelt down, bowing with his face to the ground. All Judah and Jerusalem did the same, worshiping God. The Levites (both Kohathites and Korahites) stood to their feet to praise God, the God of Israel; they praised at the top of their lungs!

They were up early in the morning, ready to march into the wilderness of Tekoa. As they were leaving, Jehoshaphat stood up and said, “Listen Judah and Jerusalem! Listen to what I have to say! Believe firmly in God, your God, and your lives will be firm! Believe in your prophets and you’ll come out on top!”

After talking it over with the people, Jehoshaphat appointed a choir for God; dressed in holy robes, they were to march ahead of the troops, singing,

Give thanks to God,

His love never quits.

As soon as they started shouting and praising, God set ambushes against the men of Ammon, Moab, and Mount Seir as they were attacking Judah, and they all ended up dead. The Ammonites and Moabites mistakenly attacked those from Mount Seir and massacred them. Then, further confused, they went at each other, and all ended up killed.

As Judah came up over the rise, looking into the wilderness for the horde of barbarians, they looked on a killing field of dead bodies—not a living soul among them.

When Jehoshaphat and his people came to carry off the plunder they found more loot than they could carry off—equipment, clothing, valuables. It took three days to cart it away! On the fourth day they came together at the Valley of Blessing (Beracah) and blessed God (that’s how it got the name, Valley of Blessing).

Jehoshaphat then led all the men of Judah and Jerusalem back to Jerusalem—an exuberant parade. God had given them joyful relief from their enemies! They entered Jerusalem and came to The Temple of God with all the instruments of the band playing.

When the surrounding kingdoms got word that God had fought Israel’s enemies, the fear of God descended on them. Jehoshaphat heard no more from them; as long as Jehoshaphat reigned, peace reigned.

-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-

Notice the “unconventional” elements of Jehoshaphat’s leadership in this moment of extreme crisis:

• He points everyone to God.  He declared a nationwide period of fasting and prayer.  He meets with them at the Temple, the acknowledged place where people could meet God and hear from God.
• He prays in full view of the nation, expressing helplessness in the face of military might.  “We don’t know what to do; we’re looking to you.”  Here’s the king, in front of every citizen, identifying with his people, humbling acknowledging inability and uncertainty.
• He doesn’t say, “That’s crazy talk from a lunatic.” He concurs with the words of the prophet – “this is God’s war, not yours” – and encourages his people to trust in God (not himself).  
• He doesn’t just hunker down behind the walls of Jerusalem.  They go out to face their enemies.
• He arranges for a choir to go ahead of their small army.  No stealth approach here!  
• He never takes any credit for their rescue from their enemies. Jehoshaphat directs people back to praising God for their blessing.

Are you facing a crisis?  Deep uncertainty?  What elements of the Jehoshaphat model do you need to consider?

“Control what you can control” is a theme woven throughout great literature: 

• Enchiridion of Epictetus
• Meditations of Marcus Aurelius
• The Odyssey by Homer
• Sun Tzu’s Art of War
• Shakespeare’s plays
• Essays of Francis Bacon
• Von Clausewitz’ On War
• The Art of Motorcycle Maintenance
• And many more…

First, and foremost, control yourself.  “A man without self-control is like a city broken into and left without walls.” (Proverbs 25:28)  Self-leadership is foundational. 

Consider different scenarios and possibilities, including black swan events.  Get different perspectives, especially uncomfortable views.  Play chess – think at least 2 moves out. Take steps to guard against downside risks.  

Create action plans that preserve your ability to pivot.  Stay well-balanced, on the balls of your feet. 

Consciously devote no energy to what you cannot control.  Be at peace with the reality that you cannot control everything. 

All this wisdom is in the category of “Simple, not easy.”

It happens frequently – someone mentions a date, an event, an opportunity, a concern.  You think “I need to ask about that later.”  It’s important but fleeting information, easily lost as you go on to the next thing.

Maybe you’re the kind of person who remembers at just the right time.  I almost always fail to remember. I get distracted. 

I let a computer system do the hard part for me.   I use Outlook reminders to bring something back to my attention at just the right time.  It’s an investment of seconds.  Ctrl-Shift-K. Type a reminder, set the date/time, and save.

Some examples:

Mike tells me he is going to see his ailing mother on Friday, and is taking the day off.  I set a reminder for Monday: “Ask Mike re: mom visit.”   

Susan mentions an important meeting on a big issue on Wednesday during her 1:1 with me.  I set a reminder for Wednesday afternoon: “Check in with Susan about meeting yesterday on ___”

A colleague leaves to take a position at another company.  I set a reminder for a month out to drop him a message and check in with him on LinkedIn.

I agreed to visit again next quarter with my boss about an issue.  I set a reminder the first week of the next quarter.  

My direct report promised me a draft presentation by Tuesday next week.  I set a reminder for Tuesday mid-day, “Did ____ send draft presentation as promised?”

Help yourself act on your good intentions.  Use reminders to do what you need to do, at the right time.  

One more benefit:  You free up so much space in your head for creating and planning, because your brain can relax and not try to keep up with all the open loops.

Leadership has been summarized as “Think. Decide. Communicate.”  Decision-making is crucial.  It’s a disciplined practice. Build on what others have already mastered to become a great decision-maker.   I recommend these three books in particular:

Reading these takes to the brink of experience.  Practice comes next.  Take notes on how you made decisions, and how they turned out.  Reflect so you can improve.  Remember that the right decision does not always lead to the desired outcome.