The American Virtual Civil War

Musings on Cirque des Crazi, at Ricochet, was inspired by two long-time (since childhood) friends of the author and his wife…one a senior nun and the other a retired IRS manager…who have “been looney, angry, mean and distempered crazies before, during and since the election”…”Yes, they are Hilaryites. They are the scourge of (his wife’s) Facebook, showing no mercy or measure of humanity. Both use language that would make Trump blush.  Many people on Ricochet have reported similar insanity and we all watch the media created Cirque Des Crazi on the streets of blue cities and the academic child care centers formerly known as Higher Education.

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Seth Barrett Tillman: How The Recounts Pose A Risk To Mike Pence

What are the Democrats up to in pursuing election recounts?

Still if all 3 states fail to make a timely recount and fail to appoint their slate of Trump-Pence electors…then the presidential race will be thrown into the House where each State has one vote. Under Article II and the Twelfth Amendment, Trump has to carry a majority of state delegations (26 of 50). There is a separate quorum requirement: 2/3 of the States (34 of 50) must have one or more members present. Trump can probably meet this bar: 32 of the state delegations in the 115th Congress will have Republican majorities (albeit some are narrow majorities), and 11 other state delegations have 1 or more Republican members. So the Republicans should be able to reach a quorum of 34 States with one or more members present.
 
However, if all three 3 states fail to make a timely recount and fail to appoint their slate of Trump-Pence electors…then the vice presidential race will be thrown into the Senate. Under Article II and the Twelfth Amendment, Pence will need a majority of the “whole number” of senators. The Republicans have such a majority. But the Twelfth Amendment also has a quorum requirement: “two-thirds of the whole number of Senators.” [2/3 is 67 of 100 senators, assuming all elected Senators are alive and sworn during the proceedings to select a Vice President.] The Republicans cannot meet this bar, at least not absent Democratic participation. By absenting themselves, the Democrats can block the narrow Senate Republican majority from selecting Pence.

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Castro Dies

Many of you with closer ties to either diplomacy or Cuba/ns will have much more enlightened observations; here is Kimball’s.

Personal: I was talking to my brother when he saw the caption on his quieted television; we thought about our youths: when we were growing up, my parents hosted a wise older man, a Cuban psychiatrist who was in the process of certifying himself at the local hospital. He’d known Castro (their plantations had neighbored). He spoke to my mother’s reading club of why he had fled, foreseeing the future. But 50 years have passed; Dr. Jones is either very old or gone. I doubt he saw that far into the future – I can’t imagine his despair if he had.

A Week of Thanksgiving

Today is Thanksgiving Day; my daughter and I will share a feast of delightfully orange-flavored brined turkey breast (a recipe lifted from the current issue of Cuisine at Home) plus some sides; as a small dish of baked stuffing using some heels of pumpernickel bread from the bounteously-stuffed garage deep-freeze, oven-roasted Brussel sprouts, garlic mashed potatoes, all served with a dash of the lingonberry sauce from the jar I purchased last weekend from the Ikea grocery department – it tastes very much like cranberry sauce anyway — and finished off with a slice of pumpkin pie, baked this week. The enduring trouble that I have with Thanksgiving is that I don’t much like most of the traditional dishes. Of those that I do, I don’t want to eat leftovers of them from now until past mid-December. Seriously, in many years, I was so tired of sorting out the remainders of a whole turkey I would choose anything else vaguely birdlike for the main entrée, and for Christmas, practically anything else. On some years when it would be just me, I threw tradition to the winds and did a tiny half-pound frozen poulet from HEB Central Market, or a rock Cornish game hen, accompanied by the traditional autumnal dishes that I did like. (These solitary dinners were a treat for me; single servings of exotic and/or expensive dishes that I would never have sampled otherwise.)

Yes, I did some Thanksgiving days with just me, myself, and I, contra every existing holiday tradition. I experienced some uncomfortable Thanksgiving Day dinners at the houses of acquaintances, but the worst of them was an excruciating dinner wherein I with preschool daughter in tow had been invited by my military supervisor to share his familial table … except that he had somehow forgotten to tell his spouse until the very last minute that he had invited us. Her resentment was a palpable thing, hovering over the table like a fog and curdling every bite that I took. That was the year that I resolved to break no bread on Thanksgiving with any but blood family; if it meant only the two of us or myself alone, then so be it. I did manage to get home for that traditional dinner with blood relatives now and again – which varied the solitary meal program to some degree.

Besides, sometimes the Thanksgiving holiday was an opportunity to do serious work – the year that I replaced the back fence myself, and ate my supper mid-project from a tray (the tiny poulet year) sitting in the living room and regarding the fence in mid-project. This year is no different, with substantial projects in mid-accomplishment: we have the three-day market event in Johnson City to prepare for; the full-on display of the pavilion, with Christmas lights, special displays and three days’ worth of stock; my books, her earrings. This is a huge event – justifying some preparations above and beyond the usual. Christmas dinner will mark the real end and celebration for us – another year, well-done.

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25 Stories About Work – Getting a Review and Thinking Like Your Boss

I was recently on a plane doodling and thought of some funny / interesting stories from 25+ years of working and traveling. So I decided to write them up as short, random chapters of a non-book with the title of this post. Hope you enjoy them and / or find them interesting. Certainly the value will be at least equal to the marginal cost of the book (zero)…

Chicago, 1990s through today

If you are ever looking for a great book to read, I would recommend High Output Management by Andy Grove, the late former founder of Intel. I picked up a hard copy on the internet for just a few dollars including shipping and although it was written in the mid 1980s (and updated in the early 1990s) much of the book is completely relevant for both new entrants to the work force and those that have been engaged for decades.

Andy Grove had a passion for getting the most out of his employees, since he was focused on productivity and his staff represented a large cost (and opportunity) for his organization. He approached productivity in two main ways 1) by leveraging process and eliminating bureaucracy he could move faster at lower cost 2) by training and motivating his staff, he could achieve greater outputs. For the purpose of this post we will focus on #2, although it should be remembered that Andy Grove also essentially popularized key elements of the “open office” plan where executives sit amongst their staff which I will cover in a future post.

For his employees, he defined motivation as getting the maximum that he could achieve. His motivation would broadly be considered “engagement” in the modern definition. “Engaged” employees go the extra mile and are passionate and drive for results, while “dis-engaged” employees are an active drag on the business and your company would frankly be better off if they just stayed home. Most employees are in the middle of the spectrum, neither actively engaged nor disengaged.

Training and feedback are the key elements of this post. Andy pushed training in his business and held his executives to a standard that they needed to teach and be part of the process of investing in employees. I remember when I was starting out in my master’s program many case studies held up Motorola as ahead of their time with the “Motorola University” of classes to train and advance their employees. All of this was done before the internet with papers, books and physical classes and it represented a significant investment for the company. Today, these programs have mostly been minimized at large corporations, although many service firms (financial and technology) still invest heavily in training and grooming their own staff, and most large internet / technology firms have more extensive orientation and learning methodologies.

For feedback, there is a template for an annual review in this book from the 1980s which contains all of the key elements of an employee review that you might receive today. The employee is supposed to do a self-review prior to the meeting, and the manager goes through the strengths, weaknesses, and areas of improvement and seeks out feedback from peers in order to develop a thorough analysis. Andy Grove mentioned how important employee development and feedback was to him and how he forced other top executives to be part of and even care about the process although many of them did it in a perfunctory manner (complying with the process but not the “spirit”).

From my personal experience and from those of my work acquaintances across many industries, the formal personnel appraisal has been dying for many years and is usually done in a perfunctory manner if it happens at all. If you are in a services business (consulting, law, finance), your personnel review is essentially done for you in the course of your engagements, since “good” staff are selected for teams and “poor” staff are shuffled around and / or “ride the bench”. Leaders have an incentive to collect (and shield) the best staff because they make the most money for their groups by pleasing clients and billing lots of hours while the poorer performers are not selected and (mostly) find their way out of the organization (or into the back office bureaucracy where they don’t face clients). While the service firms’ HR departments would vehemently deny this statement, it is the “broad” truth.

But if you are in a corporation or smaller business that is not service facing, you will be most impacted by a poor or minimalistic review process (as an employee), because you won’t get valuable and direct feedback that will help you grow and improve. In today’s corporate environment, re-organizations are frequent and managers rotate through departments (or are thrown into direct work), so supervision routinely moves to the back burner. There is little incentive to groom and work on staff (as a manager) if you aren’t going to be around for 2-3 years in the same job because it takes time to invest in staff and improving processes and behaviors and there is no purpose in putting in this sort of investment if you are just going to move on to the next job anyways.

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