While I am now a dedicated (my wife says rabid) flyfisher and rarely even touch a spinning reel or bait casting rig, I did grow up with both a Mitchell spinning reel and a wobbly, slightly out of balance level-wind reel. My Dad wouldn’t let me touch his precious Hardy fly reels so us boys (up until we could prove we were responsible – long time for me!) were given the spinning outfits.
Spin casting is easy for a kid and basically comes down to chuck and duck. The only thing one needs to remember is to open the bale clip so the line can shoot out. And the Mitchell reel was cool because you could easily unscrew the handle for winding in the line and put it on either side, for left- or right-handed kids. I was the only left-hander among us four boys so I was always having to convert the reel before fishing.
While spin fishing was easy, there was one thing the could definitely ruin the entire day. And that was the backlash and resulting “bird’s nest knot”. It’s not really a knot per se, like when we get a wind knot (really it’s a casting knot) in fly fishing, but a full-blown ugly mess!
Corporate Culture as a massive knot!
I am currently writing a new business book on corporate culture with the subtitle being: The CEO’s Guide to Corporate Culture. For over 30 years I have been an advisor and consultant to CEOs and senior executive teams on strategy execution, leadership team alignment and culture change, but over the past 10 years I have taken my eye of off corporate culture to focus on strategy execution. I used to think I knew a lot about corporate culture and over the years of global business travel I ran into all the big names in this area.
Well, times have changed, or more accurately, the literature and number of “culture consultants” has exploded. Everybody is writing, talking about and trying to cash in on culture and particularly, culture change. The CEO is besieged with calls, suggestions, recommendations, emails and books from culture consultants.
And the more I dig into the literature and the culture offerings, the more it is beginning to look like my old spinning reel with a massive whiplash knot! The many “experts” can’t even agree on what culture is or how to define it, let alone how to change or reshape culture.
So, my task in this new book is to help the CEO, the final decision maker in most culture change and culture assessment engagements, to better understand just what these people are really talking about and to be able to tell the useful from the crap. And it’s the CEO who gets fired when strategies and transformations fail!
Few concepts in business contain so many powerful truths, and at the same time so much crap, as Corporate Culture.
I will keep you posted on my progress and expect the new book to be available in paperback and eBook well before the end of the year.
PS; If you have any experiences, good or not, with culture consultants, I would be very interested in hearing them.
Tight Lines . . . (and no more backlash knots)
John R Childress