The Soul of Enterprise: Business in the Transformation Economy by THRESHOLD

Ed and I discussed Peter Block's seminal book, The Answer to How is Yes: Acting on What Matters. In my first discussion in May 2004 with Ed, he informed me he read two books in the prior year that changed his life: my first book, and Peter Block's The Answer to how is Yes. It is an absolutely profound work. I told Ed it's the book I've always wanted to write. The book explains the six most common "how" questions people ask when confronted with change; what questions Block says should be asked instead; and then how Ed's tweaked two of Block's questions based on his experience with implementing change programs in many organizations.

We are honored to have the opportunity to interview Dr. Reed K. Holden, Founder of Holden Advisors, and a world-renowned expert in pricing. Reed had a major impact on Ron since he first read him back in October 1998. His book, co-authored with Thomas T. Nagle, The Strategy and Tactics of Pricing (STP) is a seminal work, adorning the bookshelves of anyone who takes pricing seriously. Ed and I have also had the pleasure of meeting and corresponding with Reed innumerable times, exchanging ideas, discussing various business topics, books, authors, and yes, even disagreeing with him, but never being disagreeable. He has become our distant mentor, adding immeasurably to our intellectual capital, for which we will never be able to repay him—except with endearing gratitude. You don't want to miss this interview!

In today's competitive business environment, low self-esteem is a competitive disadvantage while high self-esteem among your people confers a competitive advantage. Yet how can folks feel good about themselves, their work, their service to the customer and the greater community if they believe they are commodities, and are constantly being beat up over their price? Ed and Ron will tackle the issue of self-esteem, heeding what Lord Chesterfield wrote: A man had better overvalue than undervalue himself. Mankind in general will take his own word for his own merit. ...know your own value, whatever it may be, and act upon that principal; but take great care to let nobody discover that you do know your own value. Whatever real merit you have, other people will discover; and people always magnify their own discoveries, as they lessen those of others.

Ron and Ed interview Father Robert A. Sirico, the president and co-founder of the Acton Institute and the pastor of Sacred Heart of Jesus Parish, both in Grand Rapids, MI. A regular writer and commentator on religious, political, economic, and social issues, Rev. Sirico's contributions have been carried by the New York Times, the Wall Street Journal, Forbes, the Washington Times, CNN, ABC, CBS, NPR, and the BBC, among others. In his recent book Defending the Free Market: The Moral Case for a Free Economy, Rev. Sirico shows how a free economy is not only the best way to meet society's material needs but also the surest protection of human dignity against government encroachment.

The average knowledge worker is so busy doing they do not have the time to reflect on what they have done, let alone discover major breakthroughs. The Army's use of After Action Reviews began in 1973, not as a knowledge management tool but as a method to restore the values, integrity, and accountability that had diminished during the Vietnam War. Perhaps we ignore innovations in the military because its mission, to break things and kill people, is so divergent from that of a civilian organization. But this is far too parochial an attitude; and once again we discover a useful practice from another sector. In fact, because it is such a useful method for turning tacit knowledge into explicit knowledge, not to mention to foster learning and sharing of knowledge throughout the organization, Ed and Ron will devote this show to discussing how to conduct an AAR and harness the power of this incredible strategy to capture and leverage knowledge.

Top Ten Business Myths, Part 2 (Myths 5-1). This episode is dedicated to the possibility that many myths exist about business and it would be better to rid ourselves of these ideas. Thinking about these myths is difficult because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in challenging the conventional wisdom about these business myths, you are invited to listen to this episode of The Soul of Enterprise: Business in the Knowledge Economy, hosted by Ed Kless and Ron Baker.

Top Ten Business Myths, Part 1 (Myths 10-6). This episode is dedicated to the possibility that many myths exist about business and it would be better to rid ourselves of these ideas. Thinking about these myths is difficult because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in challenging the conventional wisdom about these business myths, you are invited to listen to this episode of The Soul of Enterprise: Business in the Knowledge Economy, hosted by Ed Kless and Ron Baker.

Ed and Ron will explore the moral hazards of measurements. Exact measurements of the wrong things can drive out good judgments of the right things, imperiling our future. The illusion of certainty in our measurements creates, to borrow an important concept from the insurance industry, a moral hazard. If people are insured, they may just act carelessly and cause the very thing they are insured against. Fire insurance causes arson; unemployment insurance allows people to not be as diligent in finding a job. Our current cult of calculation, perpetuated by the infamous McKinsey maxim, What you can measure you can manage, creates the same type of risk, offering today's business executives the illusion of control and mastery of knowledge. It allows them to substitute statistics for thinking. It gives them a false sense of security where there should exist more doubt.

This episode is dedicated to the possibility that the majority of leadership thinking is wrong as it is ultimate based on manipulation - trying to "get someone to do something." Coming to terms with this idea is difficult and not for everyone because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interesting in hearing a conversation about healing leadership, you are invited to listen in as Ed and Ron interview Howard Hansen and Steve Geske, coauthors of the groundbreaking book Healing Leadership: A Survival Guide for the Enlightened Leader.

Ed and Ron will explore the Corporate Social Responsibility movement, since even the most ardent defenders of capitalism seem to have contempt for businesspeople and entrepreneurs. An often-heard remark is: The problem with capitalism is capitalists. It appears capitalism suffers from a unique paradox, it's better in practice than it sounds in theory. Businesses are often praised for what they do worst, e.g., social work, fighting inflation, reducing welfare, and denounced for what they do best, e.g., create jobs, wealth, and goods and services people desire. Profits and social responsibility are not mutually exclusive goals. The business world instills, and requires, the practice of a number of virtues: diligence, industriousness, prudence in risk taking, reliability, kindness to strangers, customers, and fidelity in personal relationships. Are not these the same virtues parents try to teach their children?