Uncategorized | Evan Baehr

The Underappreciated Competitive Advantage: The Ability to Get Things Done

The more time I spend observing men and women who are high achievers, the more I realize that while many have visionary leadership, keen intellect, and a passion for change, perhaps their most unappreciated yet impressive skill is their ability to get things done. This sounds outrageously oversimplified. To many people “getting things done” seems like a commodity skill set—sure there are tricks but at the end of the day all that matters is that people check off their task list. From my study of a few outrageously impressive people, efficient task management is one of their key competitive advantages. So if you are serious about making a difference in whatever sphere you work, spend a few hours exploring project management. You’ll find that productive management results in more successful projects (e.g. that new non-profit finally gets off the ground), more free time (for your friends or family), more sleep (yielding more focus), and/or more time to explore your passions (to figure out how you actually want to spend your time). Below are a few resources I have found helpful in my journey. Please send your tricks and tips my way!

Knowledge:

Getting Things Done (buy here): the classic book on the subject. I really believe this book can change your life. Allen has consulted with hundreds of top executives. What he finds is that after these executives implement a trusted system for task/project management, they unleash an inner-creativity. They literally start coming up with all sorts of new ideas for their business or personal interests. Allen argues that since the human mind is so inefficient in determining what to store in its short term “RAM,” once you clear that memory of lots of tasks and reminders (by writing them down in an organized fashion), you free up intellectual computing ability to devote to other processes (including brainstorming). You can find a summary of some of the book’s highlights here. Continue Reading →

Compassionate Conservatism: Its Brief History, Demise, and Future Prospects

Many allege—or, arguably, observe—that conservatives are without message. “Conservatives are not for anything—only against things,” they suggest. It is a good question to ponder: what are conservatives for? What is our agenda or platform? About a decade ago American conservatives developed and rolled out an agenda they called “compassionate conservatism,” spearheaded by several brilliant minds deeply schooled in the writings of Alexis de Tocqueville and Edmund Burke. The agenda was rooted in civil society, public/private partnerships, and an empiricism that examined what social policies actually delivered results. Despite the policy’s roots insound political theory and sociology and its exemplary advocates, the effort failed so miserably that even the phrase “compassionate conservatism” is unusable. In this reflection I detail what Bush’s compassionate conservatism was, why it failed, and how we might revive its sound foundations for future use. Especially given our nation’s current state—with the federal government growing in unprecedented ways (e.g. bailouts, healthcare, and energy), conservatives still having no credibility in fighting for limited government, and conservatives/Republicans struggling to find their message—the time is ripe for thoughtful conservatives to recall the best of Tocqueville to develop a uniquely American picture of human flourishing where families, neighborhoods, and communities thrive.

The Early Days

Marvin Olasky, John DiIulio, and Don Eberly were at the center of the brain trust of the “compassionate conservative” agenda introduced by President George W. Bush in the 2000 campaign. Continue Reading →

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In Defense of Management Consulting: A Critique of Matthew Stewart’s “The Management Myth”

I recently tweeted this Wall Street Journal book review titled, “Bogus Theories, Bad for Business,” a review of Matthew Stewart’s The Management Myth. I’ve not read the book nor do I know much about consulting, but found the article rather provocative. Sure enough, a friend who is much more knowledgeable about this space than I am penned the response below, which I found too insightful to not share. Adam B. Hopkins, Princeton ’05, is a former Mercer Oliver Wyman consultant and currently a PhD student in physics at Princeton.

Evan: Coming from a former consultant – and one who left consulting because he didn’t believe that in the long run he wanted his life to revolve around increasing the “shareholder value” or profits of businesses that already make plenty of money – the article/book you tweeted is really off-base, and you might not want to support such a clearly biased “piece of work.”

Perhaps Matthew Stewart has some interesting things to say about management philosophy (or management science, as it is sometimes called) and its moral (or amoral) implications. I don’t know, I haven’t read his book. But his bombastic statements about the uselessness of consultants are quite overblown. He writes that management consultants are “intelligent nut-jobs devoted to corporate in-fighting, client-gouging, psychological humiliation and sexual harassment”, according to the article. Continue Reading →