Louis Roney: Talking business to an opera singer

You might think that talking about business with an opera singer is like talking to Hillary Clinton about lying. However, every one of us is in “business” one way or another. We’re all buyers, and — at least at times — sellers.

Most of us work together on projects, and are in a “pecking order” of some description. We’re “over” some people, and “under” some others. We need to “get along” in order to accomplish our goals, to “do our best.”

We all find ways of “advertising” ourselves, our children, our careers, our skills — even our “inborn superiorities” in one thing or the other.

In short, all of us are “in business.” It may have been Mark Twain who said, “The trouble with the ‘eternal verities’ is that they’re so damn true!”

Here are some purported business verities:

Tell the truth to your employees and your boss. It’s easier to remember what you said. Never make those “clawing” quotation marks in the air with your fingers. Beware of those who ask for “feedback.” They’re really asking for your validation.

Learning when to say “no” may help your career more than always saying “yes” — and then sometimes not being able to live up to expectations.

Spend as much time communicating as on technical matters.

Devote yourself more to results than to methods. There’s never only one solution to organizational problems.

Rely on clear criteria, not on suggestions from manipulative colleagues — trust your instincts. Other people have reason to value your experience. You should do so as well.

Even sweeter than being offered the job you always wanted is the freedom to turn it down.

If you think you’re smarter than the boss, be quiet about it — the boss already knows that.

When you write something, make the first sentence an attention-grabber.

Don’t offer the following excuses: “We don’t have time.” (We’re too small.) “We don’t know how.” (Our training is lousy.) “We tried that before.” (We couldn’t cut it.) “We don’t have the data.” (Our systems are down.) “We’re unique.” (No one is unique.) If you have nothing to say, say nothing. You’ll get more attention when you do have something to say.

Work gravitates to the most competent. Doing a great job leads to more work being piled on you. Use this to your advantage. If unimplemented strategies were dollars, most of us would be stinking rich.

Keep a factual journal. It will answer the question, “Where did all those years go?” Don’t gossip — or do things which make you the subject of gossip.

“The system is down,” is one of the few “corporation constants.”

Arrange table seating at important meetings in advance. Just as athletes are attracted to winning teams, employees are attracted to winning departments.

Never confuse making people happy with what needs to be done. (Shouldn’t that sentence be on every politician’s desk?) Make decisions based on what’s best for those buying your product.

If you get fired, allow two days for feeling sorry for yourself. Focus on your next job — not on the last one. Most organizations have the right number of people — they’re just doing the wrong things. Hope is a necessary ingredient for success.

Never start a talk with, “Bear with me while I...” If a project is going to fail, announce it pronto — and have a recovery strategy ready.

Progress depends on choices being limited and clearly defined. Don’t ever try to get even — no one will win, and you will lose. Don’t roll your eyes in meetings.

Water-cooler “scuttlebutt” is about 90-percent right.

The Golden Rule: “Employees should feel a sense of reward and recognition equal to — or greater than — their contributions.”

Keep a record of the good things you do — your boss will keep a record of the not-so-good. No matter what the numbers are, if you’re in the middle, you’re only average. When the outcome of a committee meeting is to have another meeting, or form another committee, it has been a lousy meeting.

When hiring a future colleague, ask yourself, “Would I invite this person to dinner in my home?”

When you interview, be sure you get the facts you needed.

“To what end?” is a necessary question to ask yourself at the beginning of important projects. No matter how we like critics, they can help us — if they are fair-minded and educated.

Don’t give up on anything that hasn’t yet been put into action.

Résumé-scanning software looks for traits, not accomplishments.

Remember all the things you have “pioneered” or “initiated.”

Employees need to vent their feelings and opinions — listen. Ask yourself during the day, “What am I doing? Is it high priority? Is it helping me reach my goals?” The goal is not to keep busy — but to contribute something that moves things forward.

Cutting prices to get business rarely works — and often backfires. Put training into practice as soon as you can. Use “ASAP” only when it’s urgent. Don’t give a bad reference ever — it WILL backfire.

Not bad “business thoughts” for an opera singer!