A while back, Jeff Hayden wrote a clever article for Inc.: The Monty Python Guide to Running a Business, spinning business lessons from classic sketches by Monty Python’s Flying Circus, the iconic British comedy team.
Not among Jeff Hayden’s top ten “business advice by Monty Python” selections was my #1 choice: The Argument Clinic, one of Monty Python’s most popular comedy sketches ever. I believe this skit also does a great job portraying the ideal business environment… for killing innovation and creativity, that is! Have a look:
Monty Python’s Michael Palin actually pays for the ‘privilege’ of having an argument in this sketch. Meanwhile, too many real-world businesses with poor company cultures are basically paying their managers to routinely engage in arguments (turf battles, verbal sparring, flame mail wars, etc.) with others in the company!
Such misguided organizations will also have plenty of de facto Verbal Abuse departments (“Stupid git!”) to go along with the endless arguments – all of which are sure to give workers plenty of headaches (though hopefully not from a literal wooden mallet to the head).
Simply put, constant arguing is the opposite of collaborating.
As noted in Walter Isaacson’s Steve Jobs, Sony lost the personal music market to Apple and iTunes because its divisions were too busy constantly arguing with each other. Sony could never “get its hardware and software and content divisions to row in unison.”
[A music executive told Isaacson he] “had spent two years working with Sony, and it hadn’t gone anywhere… Steve would fire people if the divisions didn’t work together, but Sony’s divisions were at war with one another.”
Indeed, Sony provided a clear counterexample to Apple. It had a consumer electronics division that made sleek products and a music division with beloved artists (including Bob Dylan). But because each division tried to protect its own interests, the company as a whole never got its act together to produce an end-to-end service (emphasis added).
Arguments can also be induced when workers feel compelled to look over their shoulders instead of working and collaborating openly with others. For one very big example, it is hard to imagine why Marissa Mayer would have enacted the long-discredited HR practice of “stack ranking” (aka “rank and yank”) at Yahoo, given the well-documented havoc it had already wreaked at Microsoft.
Back in 2012, I was stunned to read that Microsoft, led by then-CEO Steve Ballmer, had for years been using stack ranking, which “forces every unit to declare a certain percentage of employees as top performers, good performers, average, and poor,” as explained by Kurt Eichenwald in his landmark article, Microsoft’s Lost Decade. Back then, stack ranking “crippled Microsoft’s ability to innovate.”
Every current and former Microsoft employee I interviewed – every one – cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees.
“If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies” (emphasis added).
Time spent by workers, managers, departments, business divisions, etc. on internal arguments and other infighting is time not spent fighting competitors outside the company. Time wasted developing “innovations” in self-preservation, co-worker character assassination and other manipulative office politics is time not spent innovating new products, marketing messages and other creative solutions. The business costs and negative personal consequences of such dysfunctional behavior are massive.
Hmm, I think this article has gotten a bit too serious. Let’s close, then, with one more Monty Python “business lesson,” this time regarding customer service gone very wrong!