Reason is Unprincipled

Often one catches word, that someone is trying to be too rationale, and therefore rigid. Usually this means something else, for example that someone was being rigid about a premise ... or a principle ... but reason is inherently unprincipled.

The word "reason" comes from "ratio", hence the synonimity of being reasonable and being rationale. Less commonly acknowledged is the Eastern equivalent, which is to be moderate. And moderation in all things is by definition, to waiver on all things, including principals.

So our common language captures much irony.

Leadership : Pricing and Evaluation

@_jerng

How to manage "leadership" quantitatively.

♬ original sound - Hwa YangJerng

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Addendum : 2022-05-18 : in other words ...

- leadership is quantifiable in terms of how much other people like you

- people who like you more demand less compensation in other currencies, as they derive more currency in terms of happiness (social satisfaction)

- this is a fundamental truth about why leadership matters in talent management

- leadership involves seduction, or persuasion by any other name

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Original : 2022-03-22 :

Leadership can be apreciated in many ways. In commercial terms, from a financial point of view, the sentimental impact of leadership is not managed until it is tied back to returns (realised, or otherwise).

In general, I am working with a model of measuring leadership simply in terms of the discount rate any leader can get, on the price of talent required to get anything done.

Given infinite talent, any two leaders will deliver the same outcome. However given that talent is a limited resource, the outcome of a leader depends on the difference in cost of talent inputs, required to achieve the same result. Alternatively, given exactly the same talent, two leaders can be differentiated based on their delivered outcomes.

In order to measure leadership operationally, the organisation first needs to have a very good model of how to price talent. Of course most firms don't have this, yet, instead using a rather intuitive non-detailed/non-benchmarked approach.

But here I briefly illustrate where the following are all connected:

1. Identifying ops talent demand

2. Identifying labour market supply

3. Setting price benchmarks for labour given 1,2

4. Defining leadership as alpha over benchmark

Uniformity

I'm coming full-circle and sliding back into plebian uniform ... after stepping away from commercial culture in 2001. My outlook at the time was to focus on the history of ideas for the duration of college, but by 2004 I had additionally honed an interest in analytical phenomenology, which I figured would take twenty years to sink in. In 2005 I reverted to uniform, but by 2008 I dropped uniforms again, as they had not proven profitable in the short-term, given my focus on work in lower-class companies.

In 2010, there was some impetus to dress up to please a partner, in 2014 a bit for work and in 2015 a bit for a girl again. In 2021 I finally returned to corporate employment, and by the end of the year had collided with a charming young suit - alas that affair did not endure, but it was a good reminder of the uses of uniform. I had a jacket tailored in 2022, and acquired two Seikos.

I could never figure out the function of a collared t-shirt, until I owned a dressy jacket.