Over the years, I’ve come to understand that the success or failure of both business and personal endeavors most often depends on a single factor—our relationships with people. That’s not to say it is the only factor, but it does seem to have the most influence. No amount of money, automation, expertise, or sheer willpower can fix a broken relationship. Broken relationships can derail projects, lose customers, run off good employees, start wars, end marriages, and cause all sorts of problems.
When it comes to relationships, things often fall along a spectrum between negative sentiments like blame and good feelings like praise. Whether we are assigning blame for a project’s failure or giving praise for a job well done, these actions shape our relationships and can significantly impact the success of our business and personal lives. NOTE: I am not a psychologist, so this article is just my personal opinion and should not be construed as professional medical advice.
If you’ve read some of my previous articles, you know that I have a background in math and science. We regularly apply data science principles to the work we do at my marketing agency. Most of our staff do creative work, and they excel at that. Since their work is done in a business context, that creativity is applied to helping clients reach their marketing goals. In order to be effective, we apply data science and analytics to measure, assess, and even predict marketing results.
You can have the most creative marketing campaign in the world, but if no one sees it, then that campaign is not likely to succeed. What if we apply some of those same principles to relationships? Both marketing and relationships deal with people. All too often, good intentions, like great creativity, don’t necessarily translate to better results or better relationships. So indulge me a moment while I assume the role of a data scientist to explore some characteristics of business and personal relationships.
Like any good scientist, I’m going to start by defining some key terms. These terms could apply to people or non-corporeal entities, but we’re going to focus on people:
• Relationship: The way in which two or more people are connected, interact, and affect each other.
• Blame: The act of holding someone responsible for a fault or wrong.
• Praise: The act of expressing approval or admiration for someone’s actions or achievements.
• Attribution: The process of determining the cause or reason behind an outcome or event.
• Agents: The individuals or entities involved in actions or events, often the subjects of attribution.
In both business and personal contexts, the way we assign blame and praise plays a crucial role in shaping our relationships and interactions. All too often, people fall victim to personal biases, stereotypes, and even media influences to falsely blame or praise others. Misattributions like that are normally done as an emotional response with very little thinking involved. By understanding these dynamics with an open heart and open mind, we can foster healthier and more productive connections. Now, let’s delve deeper into the key characteristics of relationships using data science to better understand other people:
Key Characteristics of Relationships from a Data Science Perspective
Direction: Simply put, a relationship tends to either be a positive one or a negative one often fluctuating between the two directions.
• Positive Relationship: When we give praise, we often see positive outcomes such as increased motivation and improved performance. For example, acknowledging an employee’s hard work can boost their morale and productivity. Of course, falsely giving praise can backfire and be misinterpreted as insincerity.
• Negative Relationship (Inverse): Assigning blame can lead to negative outcomes such as decreased trust and lower morale. For instance, blaming a team member for a project’s failure can result in resentment and reduced collaboration. Yet, there are times when a failure needs to be acknowledged so that improvement can occur.
Magnitude (Strength): The impact of blame and praise can vary in intensity. Strong attribution of praise can lead to significant improvements in relationships and performance, while strong attribution of blame can cause severe damage to trust and cooperation.
Form: Imagine for a moment that we were graphing a relationship on a standard cartesian plane (aka “x/y graph”).
• Linear Relationship: Consistent recognition of effort (praise) can steadily improve performance over time. Such a graph would should a consistent rate of improvement.
• Non-linear Relationship: Blame may have a more complex relationship, where occasional blame might not have a significant impact, but repeated blame can exponentially harm relationships and performance.
The author explaining some humorous examples of best fit lines on an x/y graph. Photo/Sophie Castellon
Causality: Directly attributing success to an individual’s actions (praise) can encourage continued positive behavior. Conversely, directly attributing failure to someone’s actions (blame) can discourage and demotivate them.
Association: Understanding the context and factors associated with outcomes can help in fair attribution. For instance, recognizing external factors that contributed to a project’s failure can prevent unfair blame and foster a more supportive environment.
Direction of Influence:
• Unidirectional Relationship: Sometimes, praise or blame might flow in one direction, such as from a manager to an employee. In general, this isn’t a good model for long-term success in a relationship.
• Bidirectional Relationship: In healthy relationships, both business and personal, there’s often a two-way street of giving and receiving praise and blame, which helps in maintaining balance and mutual respect.
Consistency: Fair and consistent attribution of praise and blame builds trust and reliability in relationships. Inconsistent attribution, on the other hand, can lead to confusion and distrust. This can be hard to do, and some people have long memories and “keep score.” It’s been my experience that consistency is one of the most important relationship characteristics. Blaming other people has never been one of my strong suits, although some people excel at blaming others for everything.
Temporal Precedence: I really just wanted to use that word – temporal, which simply means something is related to time. Ensuring that attributions of blame or praise are timely can make them more meaningful and effective. Immediate recognition or constructive feedback tends to have a greater impact. In other words, try to acknowledge the situation as quickly as possible and don’t save it up for later.
Leadership and the Role of Blame and Praise
Leadership plays a critical role in how blame and praise are managed within a business. Effective leaders understand the importance of taking responsibility for failures and assigning praise to others for successes. This approach not only builds trust but also fosters a positive and productive work environment. Unfortunately, many leaders have forgotten how to do this. Here’s three things to consider in that regard.
1. Leaders and Blame: Good leaders are quick to take blame when things go wrong. This shows accountability and protects the team from undue criticism. It also encourages a culture of learning from mistakes rather than fear of retribution. By taking blame, leaders can redirect the focus towards finding solutions and improving processes, rather than getting bogged down in fault-finding.
2. Leaders and Praise: Effective leaders generously ascribe praise to their team members. Recognizing and celebrating individual and team achievements boosts morale and motivation. This does not mean “everyone is a winner”. Quite often, there is a single winner in a contest or competition. Assigning praise where it’s due reinforces positive behaviors and encourages a culture of appreciation and recognition.
3. Avoiding Toxicity: Leaders must be vigilant against toxic behaviors, such as individuals who constantly blame others or look for causation where none exists. These behaviors can undermine trust and collaboration within the team. Addressing and mitigating toxic behaviors promptly helps maintain a healthy and supportive work environment. This is one of my biggest pet peeves in dealing with people – the Schleprocks and Eyeores of the world who are always negative about everything.
Relating This Back to Relationships
In business, understanding how we assign blame and praise can transform team dynamics and performance. By giving praise where it’s due and fairly attributing blame, we foster a culture of accountability and appreciation. This not only enhances individual motivation but also strengthens team cohesion. In my company, we try to do that with regular team recognitions. On a daily basis, this happens in our company group chat. On a monthly basis, this happens at our all-hands team meeting.
In our personal lives, the principles are similar. Recognizing and appreciating the efforts of our loved ones while being mindful of how we assign blame can improve our relationships. Constructive feedback, combined with genuine appreciation, can build a foundation of trust and mutual respect. In many ways, this is harder to manage at home than it is in the workplace. In a previous article, we examined the five love languages, and you might find some good tips about how to enhance relationships in that article.
Final Thoughts
Ultimately, the way we manage blame and praise in our relationships will have a direct impact on the probability of success or failure in your endeavors. By focusing on fair attribution and recognizing the positive contributions of others, we can create an environment where everyone feels valued and motivated. This approach not only drives success in business but also nurtures healthier, happier personal relationships. The key is to balance blame and praise thoughtfully, fostering a culture of growth, appreciation, and mutual support.
I would encourage you to take a closer look at how you assign blame and praise in your daily interactions. Using key concepts from data science that we explored earlier in this article can help provide a framework for managing your relationships. Reflect on your personal and professional relationships, and consider how fair attribution can make a difference. Start by giving genuine praise where it’s due and taking responsibility when things go wrong. Encourage a culture of constructive feedback and appreciation, both at work and at home. By doing so, you can contribute to building stronger, more positive relationships that benefit everyone involved.
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
This past weekend many of you probably enjoyed a long Independence Day holiday. Not everyone had a long weekend; many people still had to work while others enjoyed time off. Front-line workers were still on duty keeping us safe, protecting our freedoms, and helping “mind the store” so that the rest of us could shop, eat, and play. Although I had to work a little over the weekend, for the most part, I got to enjoy family time and even some quiet reflection.
Last week we explored the Declaration of Independence and what the Spirit of 1776 means in 2024. I’d like to finish the theme by turning our attention to the activities that put those words of Independence into action. The words were bold, but the actions that followed were even bolder. When our great country declared Independence on July 4, 1776, direct combat operations had already begun. After the Declaration, front-line combat operations escalated dramatically.
What are front-line operations?
In the military, front-line operations are where soldiers directly engage with the enemy. Sometimes the front line is well-defined, and at other times it resembles guerrilla warfare, where things aren’t so clear. Regardless of the ambiguity, the front line is critical for both offensive and defensive operations. Operating from the front line requires bravery, quick thinking, and effective communications. When I was in the Army, we were often told our mission was to “shoot, move, and communicate.”
In business, front-line operations refer to direct interactions between a business and its customers and critical business partners. These operations include customer service, sales, and support. Both business and military front-line operations involve potentially high-stakes direct engagement that can significantly impact overall outcomes. We’re going to focus on front-line operations in business, where team members are the face of the company, representing its value and brand in every interaction.
Examples of front-line operations in business:
Customer Service: Handling general inquiries, questions, complaints, requests, and feedback regarding products and services.
Sales Interactions: Engaging potential customers to listen to their needs, propose solutions, and close new deals that benefit the customer and the business.
Technical Support: Assisting customers with technical issues or questions related to a product or service.
If there’s a front line, then it has to be supported by back-end operations, “aka supply chain.” Back-end operations support the front-line by handling administrative tasks, data management, logistics, and IT. Examples include processing payroll, managing inventory, and maintaining IT infrastructure. While back-end operations ensure that the company runs smoothly behind the scenes, front-line operations directly influence customer satisfaction and brand perception. You need both front-line and back-end operations to be successful in business, but oftentimes front-line operations are more stressful. Why is that? Because it’s mostly about dealing with people and all of the good and bad that comes with that.
Sometimes being on the front lines means working during a holiday weekend. Our dog Loki looks on while I research a problem for one of our high-profile web support clients from our cabin on Lake Hartwell 7/7/24. Photo/Joe Domaleski
I believe in front-line leadership. An effective leader should position themselves where they can best lead. In business, a leader needs to lead by example and not hide in the background. For me, that means staying directly involved in sales and customer service. Over the years I’ve learned a few things about operating from the front-line.
A leader has to be able to be client-facing. Leaders who hide behind others are not true leaders.
Some tips for being effective from the front line:
Focus on the goal: Whether it’s making a sale, answering a question, or solving a problem, it’s essential to focus on the goal. A lot of distractions occur on the front lines. Don’t let the “fog of war” cloud the way.
Stay calm and composed: Handle high-pressure situations with a clear mind. It’s hard to not get excited about a tense situation, but expressed frustration rarely solves problems.
Listen actively: Seek to understand what’s going on and what needs to happen. Oftentimes, you may get conflicting information and have to use discretion to sort things out.
Communicate clearly: Use clear, concise, and positive language. This may not be easy when the other party is not communicating clearly. Repeat back what was heard.
Be proactive: Anticipate issues and address them before they escalate. This comes with experience, and the only way to develop that experience is to get involved.
Maintain a positive attitude: Believing that something can be done is half the battle. A positive demeanor can diffuse tension and build rapport.
Document and follow up: Here at my company, we always take meeting notes and send them back to clients to record what was discussed. This helps build consistency and ensures that we accomplished the goal.
Document and learn: We also keep records of issues and resolutions for our team. It helps our staff learn and improve. It also comes in handy if we need to refer to it later when someone’s memory is less than perfect.
Set a sustainable pace: One of the most important tips is to pace yourself when getting involved in a potentially long-running front-line situation. It’s exhausting to be on a long phone call, video chat, or meeting. More than once I’ve politely told someone we can either talk about a problem or we can spend time on doing the work to solve a problem. There is a point of diminishing returns when it comes to discussions (and this is coming from a guy who likes to talk).
Being on the front lines can be exhausting. Leaders should rotate team members and shifts so that no one gets overloaded. It’s especially important that a leader rotate off the front lines so that they don’t get fatigued and make fatal errors. Although it’s industry dependent, a good rule of thumb is to not allow someone to work more than a 12-hour shift on the front lines. There are exceptions to that for the military, fire departments, and other emergency / essential services.
Some risks from staying on the front lines for too long:
Burnout: High-pressure environments can lead to stress and burnout. It’s important to have shift changes and set realistic pacing goals when someone is “holding down the fort.” No one likes to be alone on the front line.
Miscommunication: Misunderstandings can escalate issues. Left unchecked, miscommunications can lead to other negative consequences. This is why I believe it’s best to tackle issues head-on and not “ghost” someone by walking away from an issue.
Negative interactions: Handling difficult customers can be challenging. Customers are not always right, and some people just don’t want to be happy. I fired a client two weeks ago because they decided to use inappropriate language with my team members.
Inadequate support: Lack of support from back-end operations can hinder effectiveness. When someone is handling a front-line situation, they need to be able to count on their teammates for support.
Reactive approach: Being constantly reactive rather than proactive can reduce efficiency and effectiveness. It’s a fact of life that some people don’t plan and expect there to always be someone on the other end ready to help. They don’t mind transferring their poor planning to someone else and making non-emergency situations urgent. Don’t be that person. Emergencies can and will happen, so save the urgency for truly important matters that can’t be avoided. If you’re on the receiving end of a steady stream of avoidable “emergencies” it’s okay to call a timeout and reset the expectations.
One of the things I enjoy most about running a small business is being able to operate from the front lines. For those who know me personally, I have a hard time sitting still and enjoy being where the action is. A strong front line can empower your organization to reach new heights. You’ll learn more and grow faster by being able to effectively operate from the front lines. A weak front line will adversely affect your organization and may imperil its future. Being effective on the front line requires a blend of skills, strategies, and a proactive mindset.
Investing in front-line leadership and training pays off in the long run, creating a team that is skilled, confident, and proactive. Effective front-line operations bridge the gap between an organization’s goals and the customer’s experience. I believe a leader should prioritize the importance of clear communication, active listening, and maintaining a positive attitude. Make a commitment to prioritize front-line excellence. Whether in a business or military context, the front line is where the action happens, and being prepared can make all the difference.
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
Some of my friends and family have encouraged me to put down some of my nonfiction books and consider reading more fiction books as a way to relax and explore new perspectives. Recently, I finished reading Ministry of Time by Kaliane Bradley. It was just released in May 2024 and is attracting a lot of positive attention. The book puts a new twist on time travel by bringing historical figures to the present day through a time door. It’s a fun book that has a little of everything in it as the historical characters try to adjust to modern times. Reading the book got me wondering what our Founding Fathers would think of our country and society today if they were transported to modern times.
Mary Catherine and Joe Domaleski at the 2024 Camp Southern Ground Ruck & BBQ event. Photo/Joe Domaleski
Obviously, we can’t transport the founders of our country in time, but we can engage in a thought experiment. With Independence Day coming up on July 4th, I thought about the Declaration of Independence – that beautifully written and uniquely American document which gave official birth to our nation. Let’s explore the key parts of the Declaration of Independence and their relevance today by considering the spirit of 1776 in 2024. Every attempt will be made to refrain from commenting on the sorry state of national political affairs. We’re going to focus on the Declaration document itself and its application to modern living in 2024.
A Bold Declaration
There’s nothing quite like it. The Declaration of Independence is a bold and audacious document. In 1776, the American colonies were challenging the most powerful empire in the world – the British Empire. The Declaration begins with a clear statement of intent: the colonies are dissolving their political ties with Britain to assume an equal standing among the other nations of the world. This bold declaration wasn’t wishy-washy. It wasn’t merely an act of rebellion but a direct statement about a people’s right to self-determination. Today, this spirit of boldness is seen in various movements advocating for social, political, and environmental change. The courage to stand up for what is right is an American legacy that continues to this very day. I do think our Founding Fathers would be proud of our willingness to stand up for just causes, but they would probably not understand “ghosting” and people who shy away from directness and candor. This applies to our business and personal lives as well. Just as the Declaration articulated a clear direction and purpose for the future, business leaders can benefit from having a well-defined vision and mission. This clarity can drive motivation, align efforts, and inspire innovation.
My Spirit of 1776 takeaway from this is to be bold.
Unalienable Rights
The Declaration famously asserts that all men (people) are created equal and are endowed with certain unalienable rights, among these are life, liberty, and the pursuit of happiness. These words have echoed through the centuries, forming a core feature of distinctively American values. In 2024, the fight to protect these rights is as vigorous as ever. Debates over healthcare, education, and equality continue to this day. These unalienable rights serve as a guiding principle for policymakers and citizens striving to create a more just society. In our work life, this means creating an environment where employees and customers feel valued, respected, and free to express themselves. Leaders should see to it that workplace policies and practices promote work-life balance, mental health, and career satisfaction. Doing so can lead to a more engaged and productive workforce.
My Spirit of 1776 takeaway from this is to strive for equality and recognize that everyone has a basic set of rights.
Efforts to Resolve Issues
Before declaring independence, the colonies made numerous attempts to resolve their grievances with the Crown. They sought a peaceful resolution through petitions and appeals to British authorities, which were met with indifference or outright hostility. This aspect of the Declaration highlights the colonies’ preference for peaceful reconciliation before resorting to violence. Yes, we eventually had to resort to armed conflict as a nation, but we didn’t start off that way. Today, this legacy encourages us to pursue diplomatic and nonviolent solutions to conflicts and domestic disagreements. Unfortunately, many in society seem to have forgotten this concept of nonviolence. In modern times, Dr. Martin Luther King, Jr. espoused a similar nonviolent approach. Seeking resolution without violence is appropriate for the marketplace as well. Collaborative problem-solving and mediation can help maintain a harmonious work environment. Encouraging open communication and fostering a culture where grievances can be addressed without fear of retaliation are essential for organizational health.
My Spirit of 1776 takeaway from this is to seek peaceful resolution of disagreements when possible without resorting to extreme actions.
Stating the Issues
The Declaration meticulously outlines the colonies’ grievances against King George III, providing a detailed account of the injustices they endured. This clarity and specificity helped to galvanize support for the independence movement. In our current era, the importance of clearly articulating issues remains critical. A “rebel without a cause” is not likely to succeed. From political campaigns to social justice movements, the ability to clearly communicate grievances and demands is essential for mobilizing support and effecting change. I’m reminded of the failed “Occupy Wall Street” movement from several years ago that fizzled out because there wasn’t a clear statement of issues or purpose. Transparency and accountability in addressing problems are as vital now as they were in 1776. This works for businesses too. Clearly stating challenges and goals is crucial in any professional setting. Whether it’s presenting a business case, proposing a new project, or addressing team issues, being able to communicate clearly and persuasively is vital. This clarity helps ensure that everyone is on the same page and can work together effectively to achieve common objectives.
My Spirit of 1776 takeaway from this is to be clear and specific when working towards a common purpose.
Proud to be an American. Me (second from left) with my son-in-law Connor McKinlay (third from left) and members of the Fayette County Fire Department atop Stone Mountain for a 9/11 Memorial Event. Photo/Joe Domaleski
The Result of These Issues
The Declaration culminates in the assertion that the colonies have the right to be free and independent states, absolved from all allegiance to the British Crown. This decisive action was the result of the unresolved issues and grievances that had reached a breaking point. The successful struggle for independence set the stage for the creation of a new nation founded on democratic principles and individual liberties. Decisive action is important in professional growth and organizational success. This might involve making strategic decisions, taking calculated risks, or implementing changes to improve processes and outcomes. Being decisive can help professionals seize opportunities, overcome challenges, and drive progress. In 2024, we continue to build on this foundation, by addressing ongoing challenges and upholding the values of freedom and justice at work and within society as a whole. The willingness to take decisive action when necessary remains a hallmark of the American Way.
My Spirit of 1776 takeaway from this is to be a decisive leader.
Conclusion
As I reflect on the spirit of 1776 in 2024, it’s clear that the principles enshrined in the Declaration of Independence are as relevant today as they were over two centuries ago. The boldness of our Founding Fathers, their commitment to unalienable rights, their efforts to resolve issues peacefully, their clarity in articulating grievances, and their decisive action continue to inspire me. By applying these principles to our personal and professional lives, I believe we honor their legacy and continue to build a nation rooted in the pursuit of life, liberty, and happiness. So, as we celebrate Independence Day, let’s remember the Spirit of 1776 and how it applies in 2024. How can we do that?
Be bold
Strive for equality
Recognize peoples’ rights
Be clear and specific
Seek peace when possible
Be decisive
Happy birthday America. I don’t always understand you, but I do love you very much.
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
Ihave a confession to make: I talk too much. If you know me personally, that’s probably not a surprise to you. In fact, you’re probably nodding your head in agreement right now. Whether I’m at work, with family, or with a group of friends I’m normally talking. Yes, it’s true I can “turn off” the chatterbox mode but I’m not shy. In fact, my talkative tendencies have probably helped me in growing my business although that’s not the goal of my loquaciousness. This week’s article is going to be shorter than most, so that I am not guilty of being too wordy in writing like I can be when speaking.
Some close associates of mine have pointed out my garrulousness which has inspired me to do a bit of reflection. What I try not to do is gossip or talk behind people’s back. In general I avoid people who are prone to gossip. If I’m totally honest I’m probably a bit naive and don’t even recognize it when people may be talking about me behind my back. I tend to be a trusting person and assume most people are that way as well. This is one reason, among many, why I avoid politics and have never sought to run for political office.
Before you judge, let me explain why my chatterbox tendencies aren’t all bad. Being talkative has its good points and it’s bad points. First, let’s examine why I talk so much.
Yours truly at the Fayette Chamber of Commerce talking about how the Lessons of Ted Lasso can apply to business on 9/20/23. Photo/Mia Scarbrough
One of the main reasons I talk so much is that I’m genuinely excited to share new things. Whether it’s a fascinating article I read, a personal experience that I think someone might find interesting, or some historical factoid about days gone by, I can’t help but share my enthusiasm with others. My excitement bubbles over, and before I know it, I’m off on a tangent, explaining every little detail. My wife is very patient with me as I often repeat stories and observations I’ve shared before. My long-time employees probably feel the same way. My trend towards being more voluble has increased as I’ve gotten older and accumulated experiences. Thanks for being patient with me y’all.
Another reason I can’t seem to keep quiet is that I genuinely don’t like it when a group of people is too quiet. Silence can be uncomfortable, and I often feel compelled to fill it. This isn’t always a bad thing; sometimes, my chatter can help break the ice in awkward situations or bring life to a dull meeting. However, I admit it can be overwhelming for those who prefer a quieter environment. Not everyone can jump right in to contribute to a discussion. Sometimes that’s a matter of style, but it can be deliberate.
A long time ago before I started my business, I was an overpaid consultant managing a multi-million dollar e-commerce project for a client. The client had a habit of having three meetings when considering any major decision. In the first meeting I had to present my ideas to a single person to vet them ahead of time. Then, we had the actual meeting where the decision maker was present. He would sit there in silence as I presented my report. It was as if the person couldn’t speak, which drove me crazy. The third and final meeting was with the original client contact who shared the big boss’s feedback as a kind of mediator even though none was needed. I never forgot that strange arrangement and to this day feel uncomfortable with situations like that. Why can’t everyone just get in a room and freely discuss ideas and make decisions? Again, I would never make it in politics where a lot of “back room” deals are made.
The Good Points of Talking Too Much
Let’s start with the positives. Talking a lot means I’m always engaging with people, sharing ideas, and sparking conversations. This can be particularly useful in my roles as a business owner, community leader, and marketing professional. In marketing, communication is key. The more I talk, the more I can share our vision, promote our services, and connect with clients. Additionally, talking a lot often leads to more networking opportunities. By being open and engaging, I can connect with a wide range of people, which can lead to new collaborations, partnerships, and friendships.
Over the years I’ve been asked to be a speaker at various gatherings and enjoy the opportunity to share and meet new people. Sometimes people take advantage of my interest. A few years ago a local group approached me to speak about our local economy from my perspective as a long-time business owner. The group was honest that their original guest speaker wasn’t available and I was the back-up choice. I said “yes”. Two days before the event, they called me back and said the original speaker was available again and that they preferred to have him speak instead. To add insult to injury, they then invited me to purchase a ticket to hear the other person speak. Really? Pro tip – if you invite someone to participate in an event and plans change most people will understand, but you shouldn’t charge them to attend. Although the group who did this is still around, they have declined in influence over the years – probably because they’ve done stuff like this to other people. Talkative people like me can be helpful in a pinch, but please don’t take advantage of it.
From the top of Amicalola Falls – yours truly (front, far right) serving as a volunteer hike leader on a senior adult trip with Fayette County Parks & Recreation on 4/20/2024. Photo/Joe Domaleski
On the other hand, being talkative can be put to good use in other areas. It’s been my pleasure to volunteer with various groups and serve as a tour guide or hike leader. I’m all too eager to share facts, information, and history with an eager audience. I can’t tell you how many hikes I’ve lead in our local community pointing out trails, natural features, and local history. I’m not a historian and will defer to my friends at the Fayette County Historical Society for more detailed historical information if needed. Sharing is fun – with the right audience.
The Not-So-Good Points
Yes, talking too much does have its downsides. For starters, it can be exhausting for those around me. I am appreciative to everyone who’s been candid with me about this. I hear you and am trying to get better. It’s not that I don’t care about your input, because I do. The older I get the more history I’ve accumulated and want to share. Yet, I’ve come to understand that just being the “old guy” in the room doesn’t mean I have a monopoly on ideas or perspectives. Not everyone wants to hear my small business “war stories”, detailed expositions of the latest marketing trends, or my enthusiastic deep dive into the mathematics of machine learning. One of the reasons I agreed to write this column was to give me a forum to do things like that in writing, knowing that the audience who reads my stuff does so willingly and isn’t subjected to my hot air in person. Thank you for reading my stuff.
The author hoping his audience is as interested as he is in the mathematics of neural networks. Trilith 12/11/23. Photo/Zavion Green
It’s been pointed out to me that talking too much can sometimes lead to missing out on valuable input from others. When I’m busy sharing my thoughts, I inadvertently dominate the conversation, leaving little room for others to contribute. This can result in missed opportunities for learning and growth. You already know I have trouble with “dead air” but have come to realize that silence is okay. Some people aren’t good at speaking up in a public setting. Others may need to cogitate on ideas and then present them at a later time. As a consultant I’ve had to “think on my feet” but perhaps that’s not the only way to do things. Technology, particularly smart phones, exacerbate the problem of quiet and it’s not too uncommon to find people in the same room texting each other instead of talking. Before I adopt a self-righteous Generation X posture by saying that everyone needs to put down their phones, a more nuanced opinion is to say that maybe we just need more balance in communication frequency and styles.
Striking a Balance
So, what’s the solution? For me personally, I think the key is to find a balance between sharing my excitement and allowing space for others to speak. I’ve been working on becoming a better listener, giving others the chance to share their thoughts and ideas. This not only helps me learn from different perspectives but also fosters a more inclusive and collaborative environment. It’s not easy, but I am trying. The following quote has been attributed to President Franklin D. Roosevelt, Actor Douglas Fairbanks, and a Dr. Dr. C. Z. Weiser back in the 1880’s. Although the true attribution remains lost to time, I think it’s a great quote:
When you are called upon to speak; be sincere, be brief, and be seated.
Please know that while I may talk too much, my chatter comes from a place of genuine enthusiasm and a desire to connect with others. But until then, if you ever need a fluent person to fill an awkward silence or share a new idea with unbridled enthusiasm, you know where to find me.
PS – Yes, I know I dropped a lot of big words in this article, most of which are synonyms for being talkative. Thanks to the online Oxford Languages dictionary and thesaurus for the assistance and increase in my vocabulary while writing this piece.
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
Do you ever find yourself bogged down in minutiae, buried in tasks and decisions that don’t seem to matter? Perhaps you spend time mining data and information with no specific goal in mind. Although details do matter, some decisions and details matter more than others. Recently, I encountered a situation where a client was obsessing over offering a product discount of 15% vs. 20%. Financial models showed the expected profit difference to be negligible, but the client wanted more precision and was willing to expend a lot of resources to get it—too much, in fact. Indeed, getting a precise forecast of consumer spending is very hard to do—ask any large company that spends millions trying to do that very thing.
Sometimes, you just need to make a decision and move on, making improvements once results come in later so that you have better data. I’ve called that being “directionally correct.” My client’s decision-making process had become too complex without significant benefit. It’s a classic example of wasting dollars to save pennies. If you’re an accountant or business analyst, you have my permission to skip the next three paragraphs of this article.
In business, there’s a technique for decision-making known as the cost-benefit analysis. I want to give you a classic business school definition of the concept, so let’s turn to the Harvard Business School (HBS). According to HBS, “Cost-benefit analysis involves tallying up all costs of a project or decision and subtracting that amount from the total projected benefits of the project or decision. If the projected benefits outweigh the costs, you could argue that the decision is a good one to make. If, on the other hand, the costs outweigh the benefits, then a company may want to rethink the decision or project.” (source: Harvard Business School https://online.hbs.edu/blog/post/cost-benefit-analysis)
The most well-known quantitative measurement of a cost-benefit analysis is ROI (return on investment), which is calculated as follows:
ROI = (Total Benefits) / (Total Costs) x 100
A positive ROI means that the benefits exceed the costs, and, in general, a higher ROI is better than a lower one. A negative ROI indicates a loss. Most businesspeople have heard of ROI even if they’re not quite sure how to calculate it. There are other forms of cost-benefit measurement, but ROI is the most well-known. In marketing, we have a related measurement called ROAS, which is the Return on Advertising Spend. It’s the same concept, applied more narrowly to revenue generated by advertising spend. My company uses ROAS when helping clients plan marketing activities.
Organizations can spend lots of money trying to calculate ROI. On the cost side of the equation, you may have direct costs, indirect costs, fixed costs, and variable costs. On the benefit side of the equation, you might have direct benefits, indirect benefits, and long-term benefits (which are normally converted to present-day dollars). My MBA is in finance, and I spent several years in graduate school examining these concepts in significant detail. It’s been my experience that most small business leaders don’t truly understand the components of ROI, especially those regarding cost. Your homework is to look up the associated concepts of opportunity cost and sunk cost, two important terms we’ll examine in a future article.
Over my career, I’ve seen entire projects devoted to nothing but attempting to get an accurate calculation of ROI. Calculating ROI is a form of data-driven decision-making, which aims to improve accuracy, efficiency, and objectivity. Being data-driven, or at least data-inspired, is generally a good thing. It’s currently in fashion to say that you’re “data-driven”. I’m a numbers guy, enjoy stuff like this, and have even referred to myself as being data-driven. Recently, I attended an online webinar by two business school professors who challenged the notion of being “data-driven.” I decided to find out more.
Webinar about Decision-Driven Analytics with Dr. Stefano Puntoni, Professor of Marketing at the Wharton School of Business, held on 5/16/24. Photo/Joe Domaleski
“Decision-Driven Analytics” is a new book by Professors Bart De Langhe and Stefano Puntoni (Wharton School Press, June 2024). In their new book, the authors make the case for a decision-first approach, where analytics initiatives are driven by specific business decisions rather than generic data exploration. In short, it’s the exact opposite of being “data-driven.” Putting the decision before the data ensures that analytics efforts are directly tied to tangible business outcomes.
I found myself smiling and nodding in agreement with many of the comments made in the book. For example, they noted that some people love to focus on the little things, to the point where the accuracy doesn’t matter. I had to laugh when I read, “When the numbers involved are more precise, people are more likely to engage in unnecessary calculations.” We all know people like that. I’ve been like that myself. Don’t be that person!
There’s an entire discussion about “confirmation bias,” which is the tendency to seek and interpret new data as confirmation of one’s existing beliefs. Much can be said about the current problems we have in society with confirmation bias and how algorithmically generated content and data can feed into that. What’s needed is a new approach.
“Decision-driven analytics aligns the efforts of data scientists with the highest-value contributions possible, directing them toward answers that impact decision-making, rather than letting them get lost in irrelevant data detours. This approach highlights the strategic importance of what we don’t know. It underscores the importance of intellectual humility and of challenging our assumptions about how the world functions.”
– Dr. Bart De Langhe and Dr. Stefano Puntoni in “Decision-Driven Analytics”
Joe Domaleski holding the Kindle e-book version of Bart De Langhe and Stefano Puntoni’s new book “Decision-Driven Analytics” (Wharton School Press, June 2024). Photo/Joe Domaleski
De Langhe and Stefano’s new book outlines a four-step process for decision-based analytics:
Decisions – identify relevant and feasible business alternatives to achieve business goals. This puts the decision ahead of the data, instead of mining the data to potentially solve a problem that doesn’t exist. In other words, what needs to be decided?
Questions – create questions to help evaluate and rank the potential alternatives under consideration. Questions should be precise and relevant to the task at hand.
Data – gather data relevant to answering the questions posed by the business. The quality and relevance of the data are more important than the quantity or availability.
Answers – generating answers to business questions enables organizations to achieve their desired business goals. Data is just a means to an end.
Seems simple, but it’s counter-intuitive to most people. In my years of business experience, an overwhelming majority of businesspeople love to jump to the data without sufficient context. They obsess over trivial details that aren’t associated with a meaningful business purpose. It’s as if they’re trying to find a purpose for their data and calculations, whose significance is lost to time, and that someone told them they needed to use long ago.
A few years ago, I was working in a marketing capacity with a nonprofit client who hired an outside business consultant to “shake things up.” I wasn’t invited to the meeting (which often happens when someone, particularly a business consultant or coach, doesn’t want to be challenged by another point of view). Anyway, the consultant said my client needed KPIs on their website. They weren’t wrong, but my client didn’t understand what that meant and neither the client or consultant spent anytime providing context. I got an urgent phone call from the client who said that I needed to immediately “install” KPIs on the website because the business consultant said so. My client seemed frustrated at me because I should have known to have done this. But it’s not a doable thing. You literally can’t install a KPI on a website; it’s not a “thing.”
It was very clear to me that the client didn’t know that a KPI is a Key Performance Indicator. It’s a generic term for a quantifiable measurement used to gauge performance. ROI is an example of a KPI. One can’t “install a KPI” on a website. Without embarrassing the client, I politely let them know that the website was already tracking a variety of metrics that could be used as KPIs. I then asked them what they wanted to achieve with the website, offering up my own suggestions based on professional experience. That’s an example of “decision-driven analytics.” The business objectives should drive the data and not the other way around.
There’s no question that we live in a data-driven world, increasingly powered by automation. AI-powered data collection and analysis have the potential to be helpful, but they can also be irrelevant, humorous, and, in some cases, downright harmful. Although I’m intrigued by machine learning algorithms applied to some forms of data analysis, I think the process needs to be guided by humans. There is an alternative to being data-driven, and that’s to be decision-driven.
Decision-driven analytics emphasizes the importance of human-centric decision-making aligned with business objectives. A decision-driven approach ensures that analytics are directly tied to tangible business goals. This approach avoids the trap of getting lost in irrelevant details and unnecessary calculations—whether performed by people or computers. It’s not just the “what” but the “so what” and “why” that matter in decision-making.
As business leaders, I feel that it’s important to prioritize human intuition and experience in the decision-making process. Recently a friend of mine was let go because their boss said, “the numbers didn’t work.” What does that even mean? I personally think that’s a cop out and weak leadership. Without context, a quick “reading of the numbers” often limits decision-making as a one-dimensional exercise. Many decisions are nuanced and require more than a quick read of a single data point. Who’s in charge, you or the data?
Effective leaders put the decision first to ensure that data serves to support, rather than replace, their judgment. I’m evaluating a number of business decisions for the second half of the year. Instead of mining the data I have, I’m starting with the decisions I need to make and then I’ll gather the data needed to help make those decisions. What business decisions do you need to make, and what data do you need to make those decisions?
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
Last week, I wrote about the ripple effect of believing in others. You’ll go far when people believe in you, but you’ll go even farther when you believe in others. What if I told you that my belief in an intern helped take our work to the International Space Station? Before I tell you about that, let’s provide some history and context.
Back in the spring of 2016, former Fayette Chamber CEO Virginia Gibbs approached me about having my company participate in the Fayette County Public Schools Work-based Learning (WBL) Program. I had worked closely with Virginia during her Chamber tenure and was always impressed by the quality of her work. Although I was a bit skeptical that we had enough work for an intern, I trusted Virginia and accepted her invitation to participate. I’m glad that I did.
In the summer of 2016, we onboarded our first intern, Alexandra Ochoa. It was a paid internship because I think it’s important for students to know their work is valued. Paying interns also ensures a certain degree of accountability. She was both a part-time employee of our company and a participant in the WBL program while a senior at Sandy Creek High School. We had her work on website updates, which helped our clients, helped us, and gave her some real work to put in her portfolio. It was a big success, and we decided to continue in the program.
Pictured here with our WBL interns for the 2019-2020 school year hamming it up for the camera. (L-R) MacKenzie Duncan, Joe Domaleski, Brandon Worrell, and Liberty Harris. Brandon was the 2020 Valedictorian at Sandy Creek High School and is currently studying at MIT. Photo/Paige Wright.
The next school year, Melanie Duncan became the new WBL Coordinator, and we’ve enjoyed working with Melanie ever since. She has paired us up with so many great students over the years. The interns have come from all five Fayette County high schools and they’ve worked in a variety of positions—graphic designer, web developer, marketing consultant, writer, and more. All of our interns have gone on to college, including GSU, KSU, Georgia Tech, UGA, and even MIT! Some have chosen to continue working for us part-time while in college, something we enjoy doing.
In addition to great high school interns, we’ve also enjoyed having college interns over the years. Unlike the high school interns who work for us an entire school year, most of the college internships are only for the summer—which makes it a little harder since the time frame is so short. This summer, we picked up our first graduate school intern, Vinay Revanuru, who’s finishing up his Master’s Degree in Data Science at GSU. I had to brush up on my statistics and machine learning algorithms just to keep up with Vinay. One of the many benefits of an internship is that it keeps you on your toes, staying ahead of these motivated students. More on that in a bit.
This past school year, we got a chance to work with the one and only Zavion Green. Zavion just graduated from Sandy Creek High School and will be attending college at USC in Los Angeles next semester. It was my honor to work with him this past year, and I think I learned just as much from him as he might have learned from us. He worked on a lot of very special graphic design projects over the year, including one that went up to the International Space Station!
In the fall of last year, I was approached by a friend of mine (and fellow amateur radio operator) Jim Reed, N4BFR. Jim is the social media coordinator for ARISS—Amateur Radio on the International Space Station. ARISS is a nonprofit that focuses on Science, Technology, Engineering, Math (STEM) as it relates to amateur radio and the International Space Station (ISS). The ARISS program was created and is managed by an international consortium of amateur radio organizations and space agencies, including the National Aeronautics and Space Administration (NASA) in the USA.
ARISS wanted a new logo for its 40th anniversary, and I told Jim we would be happy to do it. Not only would we do it, but we would assign it to a student—Zavion Green. What better way to promote the mission of ARISS than to have a student intern help with the logo redesign. Zavion worked directly with the client, exceeding their expectations and mine. ARISS decided to send the logo up to the ISS for a special Slow-Scan TV (SSTV) transmission back down to Earth. Yes, Zavion’s work went up to the ISS! Here’s a video I asked Zavion to put together which documents the whole project.
Not every internship project goes to outer space, but almost all of them make an impact in the community. We’re now in our eighth year of the WBL program and are already planning to take on two interns for the next school year. I’m a big believer in internships and want to encourage my fellow business and nonprofit leaders to consider taking on interns—especially those from our local schools.
Here are some great reasons you should consider hiring interns:
Pictured here with our 2021-2022 WBL Interns. (L-R) Abby Paver (who continues working with us part-time while studying at KSU) and Julianne York (who’s studying abroad through Georgia Tech). Photo/Joe Domaleski
Fresh Perspectives – Interns can foster innovation by bringing new, creative ideas and perspectives. I’ve seen firsthand how that can invigorate a business, where some tasks and projects can get old.
Building a Talent Pipeline – Internships can serve as a trial period to evaluate potential future team members. An internship period allows a company to evaluate someone’s skills, work ethic, and cultural fit.
Increased Productivity – Interns can take on routine tasks, freeing up experienced employees to work on more strategic and complex work. This can lead to an overall increase in productivity and efficiency. What might be stale to the experienced person is often seen as exciting and new to an intern.
Cost-Effective Labor – Interns are obviously not paid as much as full-time employees. This makes it a cost-effective way to get additional help, especially for short-term projects or busy seasons. However, as stated earlier, I think it’s important to pay interns and, personally, I don’t believe in unpaid internships. Young people need to know their work is valued.
Enhanced Company Brand and Reputation – Offering internships can enhance a business’s reputation as a supportive and nurturing environment for learning and growth. This can attract more talent and create positive word-of-mouth. We’ve gotten new clients because we work with interns. I have yet to find a client who objects to having a supervised intern work on our projects.
Developing Leadership Skills – Managing interns provides existing staff members with an opportunity to develop their supervisory and mentoring skills. Over the years, I’ve had various members of our leadership team supervise interns. I’ve personally learned a lot about managing young people by having interns.
Supporting Local Education and Community – By providing internships, businesses contribute to the education and development of local students. This can strengthen community ties and build goodwill. Young people are the future of our community. As a middle-aged person, let me be the first to say that it’s not productive to complain about the work ethic of young people if you’re not doing something to improve the situation. Internships give students the opportunity to do real, meaningful work.
Fresh Energy and Enthusiasm – Interns can bring a high level of enthusiasm and eagerness to learn, which can boost the morale of the entire team. This can help create a more dynamic work environment for all concerned. Over the years, I’ve seen how interns can get our whole team excited about projects. It’s easy to fall into a stale routine, but a motivated intern who’s looking at something for the first time can rekindle a sense of excitement.
Flexibility – Internships can be designed to suit the specific needs of the business. Whether it’s a summer internship, a part-time role during the school year, or a project-based position, businesses can tailor the internship program to fit their requirements. A word of caution about this—not all interns (or their school sponsors) truly understand this. The Fayette County WBL program does, but many colleges don’t. One summer, I had an intern come up to me and tell me that they miscalculated the number of intern hours they needed for their degree. They asked if it was possible for them to work an 80-hour week during their final internship week! I had to say “no” and I even called that student’s professor urging caution about labor laws. Always ask the prospective intern for the paperwork documenting the requirements for their internship.
Support for Special Projects – Interns can be particularly valuable for undertaking special projects that may otherwise be neglected due to a lack of resources. This can include market research, social media management, or developing new processes. In the case of Zavion, it was a win-win-win situation for him, for ARISS, and for me personally watching him support a meaningful nonprofit, educational organization.
There are so many benefits of having an intern work in your organization. It’s become commonplace for older people, like me, to complain about the work ethic of younger generations. But have you really given young people a chance? The irony isn’t lost on me that I’m a member of Generation X, the original “slacker” generation. I guess there’s a natural tendency for older generations to look down on the younger ones. Now that I’m in middle age, my perspectives have changed. I hope I’m not in the minority, but I’m very optimistic about what young people bring to the table.
Fayette Chamber CEO Leonardo McClarty, CFC Owner Joe Domaleski, Fayette Schools WBL Coordinator Melanie Duncan, and CFC Intern (and recent SCHS Graduate) Zavion Green meet at Trilith to discuss the internship program in early 2024. Photo/Trey Strawn
Internships are more than just opportunities for students to gain experience; they are also helpful for businesses seeking to innovate, grow, and connect with the community. At my company, we have benefited from internship programs, and I think our interns feel the same way. Our former interns have done very well in college. Our first few interns have graduated college and now have very successful careers. I’m proud of them all.
As our experience has shown, investing in interns can lead to remarkable outcomes, sometimes even reaching the heights of outer space! I encourage my peers in the community to consider having internships, particularly those afforded by our local schools. Your interns will learn a lot about the value and impact of “real work,” and I bet you learn even more from them. If you want to know more about the Fayette County Schools WBL program, I’m more than happy to put you in touch with the right people—just let me know. My contact information is below. Thanks again to all of our former, current, and future interns – your belief in us inspires our belief in you.
[Joe Domaleski, a Fayette County resident for 25+ years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. Joe is a recipient of the Peachtree City Rotary Club Business Leader of the Year Award for 2024. Sign up for the Country Fried Creative newsletter to get marketing and business articles directly in your inbox. You can connect with Joe directly on LinkedIn for more insights and updates.]
