I’ve been thinking lately about how business is a game, but pondering which game it most resembles. I’ve come up with three that seem to fit the bill, but I’ve got more caveats and games running through my mind, so this post may get another look if any of those ideas strike me as more relevant in the future! I’ve decided to look at business through the lens of chess, poker, and basketball:

 

Chess

Players: you vs. “the system”

Strategy and gameplay: Slow, methodical pace, long-term strategy, no second changes, winner-take-all

Playing business chess: At first, I thought business was a lot like chess, with two big players trying to take the king. “The system” wants only the best, so it weeds people out at every stage, from the rejection letter for your #1 college choice, to the denial of a promotion, to getting laid off just before your pension kicks in (granted, my generation doesn’t get a pension, so technically, we got weeded out even earlier!). I definitely viewed my career as a chess game for the first few years out of college, thinking that it was me vs. everything that didn’t want me to succeed. I’ve since found, though, that the system is not nearly as methodical as we think it is, and there’s a lot of dumb luck and a lot of winding roads to end up at a version of success. Sure, it may be a chess game on a particular deal, at the highest level of the organization, but I think business is too messy to really be considered a gentleman’s game.

 

Poker

Players: you, your colleagues, your professors, and your bosses

Strategy and gameplay: everyone makes decisions with imperfect and incomplete information, based on a combination “gut instincts” and statistics, ability to walk away after each hand, allowing for “degrees” of winning, combination of long-term and short-term strategies, strategies are often dependent on who you’re playing with

Playing business poker: I think business is much more similar to poker, in that it’s a much more fluid game, with many more opportunities to fix your mistakes. Bet too much on a bluff? Don’t worry, you’ll be dealt a new hand in just a few minutes. Now, poker only allows for so many mistakes, because eventually, you run out of money. The same is true in business. Didn’t get the promotion this year? Don’t worry, you can apply to different companies, make a move to another group within the organization, or bust your butt and get the promotion next year! Business also using incomplete information, so you have to use your knowledge, and instincts, to make the right play, with the right person. Your “tells” change based on who you’re doing business with, and you can’t use the same strategy with every partner (or adversary, as the case may be).

 

Basketball

Players: you, your team, and your opponent

Strategy and gameplay: short-term, fluid strategy, real-time decision-making, team effort, starting over after each score, ability to “come back” many times, fast-paced, physical vs. mental

Playing business basketball: To me, basketball is a much more appropriate game to represent business. I think most companies want to foster a cooperative, team environment, where everyone plays on their strengths. Maybe you’re the person with the slam-dunk, closing deals, and getting contracts signed. Or, you’re the person who runs faster than everyone else, so when there’s a quick deadline, they call you. Maybe you can block and play defense better than your team mates, so they bring you in for the hardcore negotiations and legal issues. I also think business strategy can turn in a flash, just like a basketball game. You were going to pass the ball, but you’re being covered, so you have to pivot until you find your next move in basketball. One of your employees received another offer… do you counter-offer or let them move on? You’ve also got the ability to sub out players in basketball, and you can make sure you put your best players in for business as well. Essentially, the fast pace of basketball allows for you to mold your team and your strategy into the best version for that moment.

I’m still not sure which game is correct, and I think it depends a lot of the industry and organization size. Larger companies with more bureaucracy may play more like chess, while start-ups go the scrappy basketball route. I think there’s also applicability on an individual level, and individuals may play differently than their organization. How do you play the business game?

 

 

This is the final post in my series about lessons from the stage. I’ve talked about the director and the ensemble, and now I’ve got to talk about what goes on behind the scenes! We’ve been rehearsing for weeks to create the perfect show, but let’s be honest, nothing’s ever perfect, right?

Late nights and payoffs. I’ve talked before about payoffs and satisfaction, making sure that the hard work is really worth it. To me, there’s no better feeling than the adrenaline high of opening night, standing backstage, listening to the overture, just before you hit the stage. When the night is over, and you go back to “real life”, you really evaluate how the rest of the “rushes” stack up. I think the same is true in business, particularly for those of us that like the spotlight! I always feel energized after a big presentation in class or in the boardroom, and pushing the button for a website go-live makes the insanely long email chains and multiple meetings worth it!

Support structure. Our set stands about 30 feet off the ground, so I definitely want some good nuts and bolts to hold that thing together! And, somehow, my props and costumes ended up in their proper place prior to the show, every night. These things are the support structure, and the show can’t happen without a lot of people manning their places, hidden in the darkness in all-black attire. I can’t help but think of our IT staff as the men in black. These guys keep the computers running (and, let’s be honest, who can do any work without their computer?). But, it’s not just about the literal support staff, but the culture as a whole. We have what’s called a “stumble through” during rehearsals for our stage productions, and it’s the first time we put all the elements together. Usually, it’s a crash-and-burn-freak-out-we’re-not-ready kind of rehearsal… weeks in advance of opening night. Companies need to let their people fail, and they need to build it into the structure! If people don’t have time, support, or feedback for failure, new innovations and ideas will stay buried in their heads, buried by fear. The structure to hold up to the abuse of pounding feet, crazy ideas, and rabbit-holes may be the key to the next big thing for you business. It’s not just about the computer infrastructure, but about the people and the relationships that run behind the scenes.

Respect, civility, and modesty. Things get crazy backstage, with people running to hit their next mark, shedding costumes as they walk during a quick change, and generally cramped spaces prior to a full-cast entrance. The bigger issue, is how you handle all this stress. It’s tempting to push past people, to make a rude comment, or generally make things difficult, but respect and civility are key. How often do we let the office pressure turn us into monsters? If we’re all gunning for a promotion, grabbing a bigger piece of the budget pie, and finding reasons to undermine co-workers for a leg up, how are we going to actually make the business grow? Your attitude and actions under pressure are much more telling than the shiny resume or interview mask, and I think people sometimes forget that their worst self often counts more than their best self.

I enjoyed my role in “A Christmas Carol”, and I love performing in general, both on-stage and off! I’ve found that it’s the behind-the-scenes work that really counts during performance (review) time.

I’m on my way to Florida for Christmas, so check out my latest post on The Daily Muse, “The 5 Love Languages: Business Edition”. I’ve written several articles for The Daily Muse, and you can check them out here.

The Daily Muse is a site that offer career advice to professional women, with tips on style, interviews and career advancement, office politics, and travel. I highly recommend taking a look at the articles written by the other talented contributors!

My final post on “Lessons from the Stage” will be published tomorrow!

 

This is the second post in a 3-part series on business lessons from my recent stint on-stage. Yesterday, I talked about the importance of the director, and today’s post discusses aspects of working in an ensemble. This show had a cast and chorus of about 100 people, so there were a lot of moving parts! Most of my “big” scenes dealt with only a handful of people, usually 1-3 additional cast members. So, what’s my takeaway from all this ensemble work?

You gotta trust your cast mates. During one scene, I was flung to the ground, flipped head-over-heels, and thrown across the stage, such that I spun pretty well out of control for several seconds. That takes some trust! I have to trust that my fellow actress wouldn’t flip me off the stage, and she had to trust that I knew how to fall, flip, and spin without hurting myself. There’s a huge give and take in a stage production, with each actor relying on their cast mates to say the right lines, move to the right spot, and generally hold up their end of the bargain. This is so true in business, particularly in large companies where projects progress in phases. I have to trust that my colleagues will finish their portions on time, that they’ll give me accurate information, and that they’ll use the marketing pieces I give them properly. Without trust, the whole thing just falls apart.

Cohesion. Cohesion is closely related to trust. There’s a level of bonding that takes place when you spend several nights per week with someone, sweating and missing cues! Being on the same page when you step onstage for a performance is often the difference between stellar and mediocre. I’ve found that presenting a united front at the office makes a huge difference. I’m often the most junior person in the room, and many times, the four or five senior people are not on the same page when they come into the meeting. This makes for a confusing set of project requirements for me, and often requires additional meetings and time to finish the project.

Energy. You know how a yawn is contagious? That’s not what you want circulating around before the curtain goes up on a stage performance or a business performance! Energy is not just about “pep”, but also about the genuine excitement, passion, and belief in what you’re about to present. It’s not about getting enough sleep or eating a ton of sugar, but the ability to keep going when you’re “tired”. I think energy comes from the top down, and I’ve definitely seen both sides of this while attending tradeshows with my company. Some members show up and mope at the booth, because they were out late last night… and that’s infectious! It makes me feel more sluggish than the person who shows up, ready to walk the show, shake some hands, and make some sales. Energy is contagious, so don’t be a yawner, be a go-getter!

I’ve grown to enjoy ensemble (or “group” work as we refer to it in school and the office) work, and I’ve found that having the right partners can make or break a project. What have learned in out-of-office group settings that translates directly into your professional environment? Stay tuned for the series conclusion in tomorrow’s post!

We had a wonderful run of “A Christmas Carol” this weekend, with a full house at almost every performance, and only a few hiccups during the shows (like the Ghost of Christmas Present finding his missing wreath in the garbage bin?!). As I went through the rehearsals and performances, I saw some parallels to the business world. Today’s post about the director is the first of three with some insights from the stage!

They’re in the trenches, too. The director is the person that tells everyone where to go, when to go there, how to go there, and why to go there. This person touches every part of the show, from the props, to the costumes, to the timing. They’re the boss, just like in the office. Sometimes, it feels like they have the cushy job, sitting out in the audience in nice cool clothes, writings criticisms, and talking freely when the mood strikes. But you have to remember, they’re in the trenches, too! That late night rehearsal that went until 11 pm? The director was probably there until midnight. When you start to get frustrated about the “glory job” of the director, remember that they’re sweating alongside you, staying up late, and generally pulling for the same goal. Sometimes it’s hard to remember that your boss is doing the same thing: taking the 6 am flight to the tradeshow (remember meeting at the airport?), eating the take-out food during a late-night meeting (the boss probably paid for it, too!), and fretting over the presentation to the big client (remember those edits that hit the inbox at 2 am?).

Take the constructive criticism. It’s always hard for someone to tell you about areas that need improvement, but take the constructive criticism to heart. I always have to remember that the director can see the entire stage from where they’re sitting, and I can only see my little part on the stage. I don’t see all the moving pieces, the transitions, and the whole picture, so when my director gives me constructive criticism, I should take it. The same is true in business, as my boss knows the company-wide strategy, the inside information, and has the experience in the industry. I may think I know everything, but I probably only see my function, instead of the entire department.

Timing is everything. With everything the director needs to deal with, timing your requests, suggestions, and complaints is crucial. I’ve seen inexperienced actors come up to the director in the middle of the show with just a quick little question about what time rehearsal will let out. Poor timing! The director usually gives a short answer, no answer, or some other form of being a little bit annoyed, which then makes the actor upset that the director was rude. However, had they timed their question better, all the negative feelings could have been avoided. The same is true with compensation discussions, asking for vacation time, and pitching new projects in the workplace. Are you coming to your boss with a request for a raise right in the middle of a high-level budget crisis, or are you choosing a time when you can both sit down with information to discuss the raise? Are you trying to take vacation just before a deadline for the company’s biggest client, or have you found a time that will minimize the impact for your team? Timing is everything when you have to many people working together, both on-stage and off!

The director is the boss, and they’ve got a lot of knowledge and a lot of responsibility to make sure the show goes well. Check out tomorrow’s post for more lessons from the stage!