“The Rainmakers”

May 21, 2021July 19, 2021

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Recently I was reading F. A. Hayek’s article “The Use of Knowledge in Society“. What it alludes to is, in complex domains, expertise doesn’t concentrate. In a way, under organic reality, things work in a distributed way. He introduced the concept “distributed knowledge”. Hayek points out that sensibly allocating scarce resources requires knowledge dispersed among many people, with no individual or group of experts capable of acquiring it all.

Isn’t it true and interesting?

Embracing the thoughts of Hayek’s ditsributed knowledge, I read another betseller from Mark Winters with co-author Gino Wickman, Rocket Fuel: The one essential combination that will get you more of what you want from your business. The essence of Rocket Fuel is that every successful business at its core needs at least two key people at the top: One is a Visionary (V) and the other is an Integrator (I). Visionaries have groundbreaking ideas. Integrators make those ideas realities.

Now let us try to bring the above two together in the context of an entrepreneur or business owner. Are V & I are just enough two pillars of success of any business or further distributed knowledge web magnifies success? I am trying to only maximize the impact of concepts introduced by Hayek and Mark. To examine further on “What holds any entrepreneur back from growing her/his business?”.

The above question is answered very well by famous direct response marketer Brian Kurtz. He sums up the response to the above question in three parts.

1. Having too many ideas…and not knowing which ones to focus on first. The usual refrain went something like, “I have more good ideas than I know what to do with…it’s the implementation that screws me up.”

2. Not receiving enough candid feedback and constructive criticism on all of their new ideas. Although then my follow up question was, “Can you (entrepreneur/owner/leader) hear the opposing view, feedback or criticism?”

3. Not receiving any new, groundbreaking ideas from anyone.

Let’s explore each one of these in the context of “Visionaries” and “Integrators”:

Too many ideas This is a problem we all face–whether we are entrepreneurs or senior executives. Many of us face situations like “too many ideas and not enough time or resources to get them all done”… and trying to create the right balance between idea generation and getting the essential stuff done (and staying focused). And also what to say “NO” to…while still being true to your entrepreneurial spirit.

The country’s foremost expert in Attention Deficit Disorder (A.D.D.), Ned Hallowell, believes that there would be no entrepreneurs if this “affliction” that affects so many of us did not exist. So much for A.D.D being a stigma…although it clearly can get in the way of productivity. Ned (and many others) also believe that controlling (but never eliminating) the urge that all entrepreneurs have to chase every shiny object is the key to success in business. There is no quick solution to this problem but most of the folks may agree that if they can get the right systems in place for implementation (which in most cases is not their strong suit), the results can be extraordinary.

Can an Integrator narrow down the number of ideas a Visionary creates? Doubtful. But an Integrator can map out the steps to what it will take to get an idea done (before beginning the execution of the idea)…which is not a suitable task for a true Visionary. Someone with a plan that is not the Visionary is a great place to start…before jumping off a cliff without said plan.

Many Visionaries all had thoughts on how to plan and systematize more…but they lacked the ability to really do it. Nor did they know how to partner with an Integrator to initiate better planning systems as a priority. Actually they didn’t know what an Integrator was, much less trying to find one. How to partner with an Integrator who is compatible with you (and vice versa) is outlined in detail in the book…almost as a “how to manual.” That’s one of the many reasons it is such a valuable (and evergreen) book.

Getting candid feedback…that you can hear This is an old story…and it’s even the subject of one of the most important children’s books ever written (which we know is not just for children). The Emperor’s New Clothes is always worth a re-read…and that’s why it is included in the “further reading” section in Overdeliver (along with other children’s/non children’s classics) such as The Giving Tree and Oh, the Places You’ll Go.

The emperor’s new clothes problem arises from employees not wanting to rock the boat and the leader not really listening (for subtle but potentially powerful and useful criticism). It’s been my observation that a little extra open-mindedness and a true open-door policy from the entrepreneur is always a welcome addition to the business…but it is rarely evident.

If you are the CEO, always know that everyone is looking for ways to not be in conflict with you…and hire “yes men and women” at your peril. Having the power to hire and fire at will always lead to getting a lot less truth…but you must work to get it…and make sure your team knows that they will not be penalized for telling the truth or giving a contrarian opinion.

This is obvious and we all know it exists within a hierarchical organization but rarely do business owners and leaders ever get proper, candid feedback…and when they do, they always have trouble hearing it anyway. But that is also because they rarely look for it. Here’s one way to do it 2 ideas at a time. And if you can’t hire folks who will speak up, you better be in groups (Vistage, Young Presidents and Entrepreneurs’ Organizations, high end masterminds) to get your dose of honest feedback.

Some leaders seem to trust the opinions of “outsiders” way more than the folks close to them on the inside…not a mistake in itself…but getting both perspectives will lead to pursuing fewer bad ideas and more good ones. And the insiders know lots of stuff that outsiders will never know. I’ve always said that your true friends are the ones who will tell you if you have spinach in your teeth…or if your idea sucks…while love never leaves the room.

You may agree with the recommendation that you demand that of the folks who would die on a sword for you in your business (and everyone else in your life for that matter). It’s not easy…it takes time to build that trust…but it is so worth it.

The Rainmakers

Hearing…and taking in fully…new ideas from others: Many of the entrepreneurs have more ideas than they knew what to do with…however, it’s the new (breakthrough) ideas that drive exponential growth. But here’s the issue that came up time and again from the Titans which is true for most founders of businesses: The belief that every good idea worth pursuing needs to be their own. This is the toughest one for entrepreneurs…since no one else had the “big idea” to get the party started in the first place (i.e. launch the company).

But so many businesses fail in the long term because the founder didn’t recognize great ideas from others in the organization readily. Finding a “second rainmaker” (or “second Visionary” in the spirit of Rocket Fuel ) is a concept one can reflect on here…and it is by far the biggest void I found in the companies that were having difficulty making the next big jump in revenue and profit.

In almost every business, all of the “best ideas” comes from one person…the person at the top of the food chain. Not only did most of the leaders not have someone in their companies to give them candid feedback to every brilliant idea they have (which happens every 15 minutes or so); but they had no one else in the organization coming up with new, unique ideas that they could build on. How lonely is that?

In almost every case, the CEO/owner did not have a “second rainmaker.” When you have a mission or vision that is so much a part of your DNA, it is sometimes hard to hear other folks who might actually share that same mission/vision…and are ready to contribute at a much deeper level with their own ingenuity.

Recognizing talent, hiring them and growing them…and then actually listening to them (and their ideas)…will lead to exponential growth in your business. There is a risk that your second (or third) rainmaker might add even more shiny objects to your plate… but who is to say that one of theirs can’t replace one of yours? And in the spirit of Rocket Fuel once again, multiple rainmakers—or “Junior Visionaries”—may each need their own Integrators—which I say go for that too.

Having been lucky enough to be a “second rainmaker” in a company where one shares the vision of the founder at the deepest level…and then definitely got heard…all I can say is that it is doable. If you can’t grow a second rainmaker, you still need to find one. Go to outside experts to help you make rain (e.g. consultants who want to be partners, not just creators of chaos). Do that at a minimum. But nothing beats growing one in your own image who can then adapt your greatest hits into hits of their own.

Here is what Brian wrote in one of his blog posts: Refrain from doing things someone else can do better, find great implementers [i.e Integrators] who complement your tendency towards shiny objects [i.e. being a Visionary]. Find employees and friends who tell you the truth. And don’t think that you are the only one who can make it rain.

Do you agree with ‘second rainmaker’ concept? So, what’s next? As Liza Minnelli (as Sally Bowles) sang in Cabaret, what good is sitting alone in your room?
(Click on the link above, skip the ad, and allow Liza to sing it to you right now for inspiration)

The point being, to be a successful entrepreneur better get in with someone (or something) else, equally (or more) meaningful, hopefully another powerful mastermind. Or at least an accountability group of their peers. Because in business or marketing (and in life) you can’t go it alone. And that includes finding an Integrator (which, by the way, you can find inside one of these groups whether directly or indirectly).

Thanks to Mark and Brian in making us realize at least a third role category “secondary visionaries” is another key persona on distributed knowledge network for success of a business. As you already might have realized, this network won’t stop with Visionary, Integrator, and Rainmaker… How about disciplined innovator as next role?

Interpreting further on Hayek’s article, in distributed knowledge network not all participants have equal share in decisions. One motivational participant can disproportionately move the needle. But every participant has the option to be the player. So the businesses have open arms to ‘multiple rainmakers’ to their endeavor to exponential growth.