The new GM plan is out and it’s not looking good for the Saturn brand going forward.

Saturn stopped being a “different kind of car company” a long time ago, but I still love my SL2.

Not unexpected, of course. GM is well f*cked and they need to take drastic steps to keep from going under. But still….

In the early days of my career, I had a lot of trouble with the fact that I was a Drama major. Employers tended to think that I was just marking time at a job until I ‘got discovered’. And back then, I didn’t have a good answer for their objections except to say that it wasn’t so.

Now, I know better.

One of the biggest things you learn when doing theater is that when the curtain goes up you have no excuses. Either you know your lines or you don’t. Either the costumes are finished or the actors are onstage in their underwear. Either the lighting people know their cues or the cast is standing there on the dark. There’s no way to hide from the audience when the spotlight is on you.

In short, theater may be a highly creative art, but talent alone is not enough. You need to be able to get the job done.

And that’s a transferable skill.

What I do today is worlds away from the productions of Brigadoon or The Desert Song that used to consume my life, but the focus on execution is exactly the same.

In my leadership classes at USF, we heard a lot about how managers focus on getting things done, but leaders focus on “vision”. There’s a lot to be said for that concept. But more and more, I’ve come to believe that you should never underestimate the power of execution, because without it, you don’t get to lead anybody anywhere.

This piece comes from chef Shuna Fish Lydon’s blog Eggbeater, written by a working chef about the workings of a restaurant kitchen, but if you look past the jargon of the chef you’ll find the advice is relevant to any team that has to produce, on time and under pressure.

The Weeds.

It’s an expression for line cooks by line cooks, but it is also something much larger. A euphemism. It’s an in-the-moment, during service expression.

But it can also refer to your whole career.

The Weeds

can take a whole department. A station. A restaurant. A person and their career.

On The Line the weeds will usually let you out of its stranglehold after the last table is out.
But if you’re really stubborn, The Weeds might have a lesson for you that takes a week, or five years.

When I train cooks I say the same thing over and over.

There are no cowboys on islands in kitchens. If you can be smart and honest enough to see The Weeds getting near, and you can ask for support before The Weeds claim you altogether, I and we can help you push through. But if we don’t know you need help until you’re drowning, not only is it too late to help you, it’s too late to save the food from merely being banged-out. And I don’t know about you but I have more pride in my food than to allow it to be banged-out.

Go, read the rest, share it, bookmark it.

Hat tip, Ruhlman.

There’s something wrong with this picture … would anyone care to guess what it is?

Jeff Matthews nails it:

What happened to the heroic, forward-looking rhetoric great leaders are supposed to provide in times of crisis?

FDR gave us “We have nothing to fear but fear itself.”

Churchill gave us “We shall fight on the beaches.”

George Bush cruises in with “This sucker could go down.”

Afternoon update: OUCH. Largest one-day drop on the DOW, ever.

It’s worth it. Warning: NSFW language.

Hat tip, Todd Defren

I’ve been following the chaos in the financial markets pretty closely this week.

Anyone with half a brain knows that upward cycles do not last forever, and yet somehow the banking and real estate industries managed to convince themselves that this time it would be different, aided and abetted by a business-friendly government that didn’t care what happened so long as the economy was “strong”. On every level, from the consumer buying a house they couldn’t possibly afford to the whiz kids who turned those crappy, unsustainable mortgages into a huge stinking mass of debt and derivatives, it was about greed and the desire to have more, now, even if you weren’t sure how you could pay for it, and nobody comes out looking particularly good.

I can’t blame the government for feeling the need to step in and do something, I suppose, but I’m also not happy about their selective elimination of moral hazard from the equation.

Sat. Afternoon Update: Mark Cuban asks:

Does everyone realize how much bigger a disaster last week would have been had Social Security been privatized?

That would have been very scary indeed.

Over at “The Big Picture”, Barry Ritholtz has been doing terrific work reporting on the shenanigans in the markets and the economy. Today he let rip a rant that’s worth sharing. Here’s a taste:

When this era of excess and absurdity is treated by historians in the future, the question I expect to be asked most is not why many of these people weren’t jailed for their financial felonies. Rather, I expect them to wonder why so many of these folk weren’t placed in protective custody, and heavily medicated, for the only rational explanation for their statements and behaviors is that they have gone so far beyond the bend as to be completely and totally insane.

A thought-provoking article in the New York Times caught my eye today. There’s a new book out that’s pointing to an insight I’ve felt, but been unable to put words to, for some time now:

“Society is obsessed with the idea of talent and genius and people who are ‘naturals’ with innate ability,” says [Carol] Dweck, who is known for research that crosses the boundaries of personal, social and developmental psychology.

“People who believe in the power of talent tend not to fulfill their potential because they’re so concerned with looking smart and not making mistakes. But people who believe that talent can be developed are the ones who really push, stretch, confront their own mistakes and learn from them.”

In this case, nurture wins out over nature just about every time.

While some managers apply these principles every day, too many others instead believe that hiring the best and the brightest from top-flight schools guarantees corporate success.

The problem is that, having been identified as geniuses, the anointed become fearful of falling from grace. “It’s hard to move forward creatively and especially to foster teamwork if each person is trying to look like the biggest star in the constellation,” Ms. Dweck says.

So many people are afraid to say “I don’t know” or admit to a mistake. Especially people in leadership positions. And yet, the ability to learn from errors and grow from them is probably one of the most critical skills of all in maintaining your edge. So why do we, as a society, value infallibility so much?

I had to think long and hard before asking Jeremiah Owyang to include me in his “List of Social Computing Strategists and Community Managers for Enterprise Corporations 2008” post.

Although it’s always nice to see your name in print, and I am proud of my role at Adobe, I have a fundamental disagreement with Jeremiah’s suggestion that social media needs to have a senior strategist in the command chain of an enterprise in order to properly embrace this new challenge. This echoes some of the discussion I’ve seen on other marketing and social media blogs and even on Twitter about “who owns social media” and how to bring social media into the enterprise.

From where I sit, that sounds like an attempt to graft typical command and control structure onto something that should be far more organic and integrated into a company’s existing systems. And frankly, an awful lot of what’s being said out there is starting to sound like a load of self-referential justification and/or an attempt to sell one’s own particular products and services. I’d go so far as to say that if your company needs to create an actual person or group who “owns” social media, you’re screwed before you even start.

Social media is not a silo. It’s not even all that new. People have been having conversations on the Internet since the Internet got started. The only problem is that it’s taking time for businesses and people that are used to the old methods of mass communication to truly understand the fact that things work a little differently here.

I’m biased, of course, but I think Adobe is doing a pretty decent job of navigating these waters. Some groups are adapting faster or more thoroughly than others, of course, but we’ve got people throughout the company blogging, Twittering, making videos, interacting on Facebook, and generally getting with the post-Cluetrain approach to communication. And I believe we will continue to move in the right direction.

Getting back to my original point, though, I had to think about what the implications were of putting myself on a list even though I don’t necessarily agree with the underlying premise. Obviously, I opted to be listed, since aside from the issue of “ownership” I fit the role as Jeremiah listed it, but I’m also putting up this post as a counterbalance.

Winston Zeddemore: Ray. If someone asks if you are a god, you say, “YES!”

ZDNet’s new Social Media blogger Jennifer Leggio posted an interview with Twitter’s Biz Stone this weekend.

What does that have to do with GhostBusters? This:

Q. Finally, the big question seems to be… is Twitter considering a paid model?

A. No. Not for the usage we are talking about now. It is very important that Twitter remains free for people to remain connected. Some people are suggesting a paid model so that we can improve the service but money is not our issue; we have plenty of money. It’s about getting the right architecture in place and boosting reliability. We want to keep it free.

Biz. Please. Right now, Twitter is a God. Do you realize how lucky you are that people are BEGGING you to take their money? Shut up and take it.

You don’t have to roll out a SLA and a full suite of fee-only tools for the paying customers. Start small. Let people pay $25 a year to have a little icon next to their photos (al la Flickr Pro). They will do it gladly and it won’t eat a lot of development cycles.

You’re not going to be in this spot forever. Take advantage of it while you can.

We all tend to see the world through our own lens, that’s a given. UX people think UX is the most important thing in developing a product. Developers think that great programming is the secret sauce. Entrepreneurs think that if you’re not at a startup, you’re a loser. Marketers think that without marketing, you’re toast. Others say that “Marketing is the price you pay for creating mediocre products”. And on and on it goes.

If there’s one thing I’ve learned in my years in this business, it’s a sense of perspective. In this case, it means remembering this:

It’s not just about building insanely great products, it’s also about building an insanely great company.

And to do it, you need a balanced team with a firm grasp of not just the nuts and bolts, but also the bigger picture.

The history of the Valley is littered with stories of people and companies who couldn’t get the balance right — great ideas poorly executed, slick promotions that couldn’t save a piece of crap product, great products ground into the dust by badly-managed companies, and many more besides. Success is very, very difficult.

Fail to keep your sense of perspective, though, and it’s that much harder to achieve.