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Business theory is frothing to the brim with strategic models on how to do things. These models have been thought through by the illuminati of business schools the world over. From Harvard to the McDonalds Hamburger University there’s lots of best practice to take on board and execute (sounds like a film about Blackbeard.)

But how about this. How many businesses just happened. Somebody did something and voila – there’s a business. Let’s call them ugly potatoes. They’re organic after all.

And then it gets bigger because there is a demand. More offices, people, equipment … visits to the bank.

Then come the managers who become directors of strategic areas like finance, marketing, R&D. They want and need to impose some kind of order on the ugly potato.

Meanwhile the founder/s and original people (the brilliant creatures) are caught in the middle. They know they need order and strategy but sometimes it hurts. Order can kill creativity.

I’ve seen it a few times. The painful journey from ugly organic to smoothly strategic.

How is this managed?

I love ideas but I also love order. I like breaking out but I also respect process.

Like my kid … I tell him to play his PS3 but also do his study. Balance it out. Yeah right!! Well I try.

Lots of businesses travel from ugly to smooth. From garden markets to supermarket shelves. From crusty and dusty to smooth and waxen.

Be mindful of the brilliant creatures and the ugly potatoes.

Organic food tastes better.

When I left school and joined the family business, I was very lucky to have been shown the ropes (mentored these days) by my mother who had herself left school at 15. We ran a very successful fashion business. Even though mum wasn’t tertiary educated and she’d never been trained in management or retail or anything really she was an amazing teacher.

One day I was doing something and she said to me ‘less speed, more haste.’ 

These words ring true today especially in the manic world of the internet where there is often a slight tinge of panic in the air. 

Yes we have to respond fast. But what about strategy?

There’s always time to think.

Think about strategies which lead to plans.

I work fast. I love it but I also like to use my mind and be innovative.

Innovation is key these days …

How can we do this well?

How can we do this better than the competition?

Less speed more haste!

Think about it. 

Ferrari’s are fast but they need to have a driver.

Life’s funny. Isn’t it? I mean really. No wonder random is such a popular term.

We plan and we position and we gather our resources and then … things change.

Do people change? Yes. But fundamentals remain the same.

If you’re a manager of people, then consider the humble, sturdy and beautifully architectural artichoke (seen here depicted by young Irish artist Joe McFadden http://joemcfaddenart.deviantart.com/

People are like artichokes. They have layers built up. The layers are tough on the outside like an artichoke but mostly conceal a soft heart. 

The more time I spend with people the more I begin to realise this.

How does the artichoke theory work with managing people?

First there’s the word managing. What are we managing? People or tasks? Do we want to direct our people so that they do the tasks or do we just want to make our people great which means they manage their tasks and are creative too!

Artichokes and people to me mean that I don’t need to react to every unfolding. I just need to watch and witness. What I’m waiting for is a glimpse of a chink in the leafy armour. Who is that person really? Why are they acting that way?

Someone told me a long time ago … when someone really upsets you and you are angry with them, imagine them as a five year old kid. It works.

Underneath it all we’re all 5 year olds aren’t we.

When you manage UP or DOWN wait for the artichoke to unfold.

Thanks Joe for your drawing