Archive
on Post Office Counters and Horizon, part 2
Since last week I have been doing a bit of digging into the history, and, to some extend, I have answered a few of the questions that were bothering me, but I have also exposed new ones. I doubt that I will ever get to the bottom of it all, but it has passed a few hours of my week.
Something that is bothering me is the lynch mob mentality that is running rampant. Yes, the former CEO has questions to answer. This happened on her watch and she has to accept responsibility, but what did she know? The short answer is what she was told. Some people are guilty of something here, but what exactly? Fraud, theft, perverting the course of justice? I don’t know.
What I do know is that this needs to be properly investigated. The public enquiry has achieved little other than to line the pockets of lawyers, and others. We need a proper investigation, not another lynching. The problem will be in trying to get to the bottom of it all, and in sorting out between those whose job performance was not up to scratch and those who may be guilty of some crime.
on managing, yesterday and today
It is 52 years since I took my first step into management. It was just a small step, I ran an estate agency’s branch office where the only employees were me and a part time typist. I learned about responsibility, but nothing of any significance over the eight or nine months that I was in that job as far as managing people was concerned.
My next outing as a manager was about two years later when, for two weeks, I covered for someone who was on holiday. I knew the job that I had to do, but my team was two pairs of middle aged women, one pair in the mornings and the other in the afternoons. I was clueless in directing them and they ran rings around me. I made such a hash of it that it almost stopped my career progression with that company on its tracks.
I started to watch other managers and began to understand a little. As always there were good managers and bad, but I started to see why and I was on the cusp of being given my own department to run when I upped sticks and left. It was a stupid move and six months later I moved again. In this, latest, job I restarted progress towards becoming a manager.
It took me twelve years from starting work before I finally got into the managerial ranks but, once there, I made rapid progress and had a good run, making it from the shop floor to the boardroom. We had processes, rules and laws to comply with, but decision making and leading your people were fundamental parts of what we did. If you were good enough at those you did well.
Today’s managers seem to lack almost all of the freedom that we enjoyed. Computers don’t guide the modern manager in the way that they began to do for me, now they make many of the decisions; scheduling hours, ordering stock and more. Artificial Intelligence (AI) is taking over and I am aware of systems that drive many of the things that a manager would have been expected to get right.
I wonder what skills I would be looking for if I were asked to assess someone for a management role today. Leadership would be a given, but what else if the machine is making all of the decisions? Almost none of the managerial skills that I might have looked for in terms of being able to assimilate, assess and react to information seem to be applicable in the modern environment. There is one though, and it is ever more applicable in today’s environment, and it is the ability to create a workplace that the team feel comfortable, safe and valued in.
This is not so much in the physical sense, because that should be a given, rather it is in the psychological arena, and the key to it is being able to act as a barrier between the company and your team. Let the good stuff flow through, anything positive, involving praise or general corporate information, but as a wall against anything negative. You may be getting hammered by your boss over some element of performance, but the way that you handle that with your team is important.
The ability to lead people is going to outlive anything that AI can do, and a good leader will still stand out, especially the ones that can create an environment where their team can learn, make mistakes and grow. Such places are happy ones, despite any day to day frustrations that life throws up. Creating them is a skill that we need to cherish.
nice guys don’t come first
I ran into an old colleague last week, not someone that I had worked very closely with, but our paths had crossed a lot over a dozen years or so as we made our respective ways through the labyrinth of a large corporate empire. We took ourselves into a nearby hostelry to escape the rain and have lunch.
As always on these occasions we re-fought a few old battles through rose tinted glasses. We had sometimes been on the same side in these, sometimes not, and when she made that observation I offered the argument that there should not have been sides: surely the objection should always have been to the benefit of the organisation.
That, she said, was where I had wasted my opportunities, and cited two incidents, about five years apart, where I had moved to operation that I was leading into another part of the corporation, but on both occasions I had, personally, lost out. I could have had a much more successful career if I had put myself first and made sure that I was going to do well out of the changes but, instead, I had put the organisation first.
Both organisation changes had seen me shunted sideways rather than moving on up and, whilst there was recognition of my talents, the lack of self-interest and self-promotion was seen as a weakness: I was too nice.
I’m not sure that I can accept the last point, for I don’t think that I was that nice, but overall I can see that she was right, for, once I got into any sort of position of influence, I was primarily interested in doing what I saw as good for the business, and the consequences for me were only ever secondary.
In some ways that was a weakness, in that I should have thought that element of the proposal through, after all, I had worked everything else out, but, for me, that self-interest was somehow distasteful and so I did nothing about it, although I always tried to look after my team in these deals.
Whatever the outcome I was always able to look into the mirror and feel comfortable with the image that I saw. I got through working to my own code, the one that evolved from the way that I was brought up, and, above all, for the most part I enjoyed my time in a suit. I had some fun, and, for me, that is more valuable than having scrambled up another couple of rungs on the ladder.
on women bosses
One of the photos of me in my younger days as a manager sees me in the company of my then boss, Diane Santos. This was back in 1982, so 41 years ago now, and a friend, seeing it amongst my work photo album brought the question, “How did you get on with working for a woman back then?”, the assumption being that it was unusual.
It wasn’t. Diane was one of a long line of women that I had worked for, and she was not the last. Yes, there had been jobs that I had done where management was very much male dominated, but Diane was the third woman boss that I had had from the last four. Despite what people might want you to believe, there were plenty of women in management, or at least there were in my working life. For me a boss was a boss. They were either good or bad, and I learned from them all, but it has never made any difference to me what sex they were.
Back then I didn’t give it a thought. I suppose that I was used to women in authority; most of my schoolteachers were women, and I grew up around powerful women so perhaps I had just got used to taking orders from them. Whatever, I have never had a problem working for women, and still don’t. I do have a problem about working for ignorant or incompetent people but they can come in either sex.
I am an elitist, I believe in a meritocracy, so any move towards quotas I regard as discriminatory. I find such practices abhorrent, and do not believe that they advance the cause that they propose to promote. I have worked with, and for. enough talented women to know that they don’t need preferential treatment (I am married to one too).
Just to make it clear, I am a man. I was born male and have not, so far, had any doubts about my sex or heterosexuality. I may not that macho, although I have had my moments, and still do, but working for a woman has never left me feeling threatened, or in any way diminished my masculinity. I do not understand why there should be an issue.
The sad thing, for me, is that the friend who started this musing off is a lady who is a couple of generations younger than me. What she has been told, or taught, about the world that I lived in before she was born bears little resemblance to my experience of it. I have never had a problem with working for a woman in all of the fifty plus years that I have been at work. And yes, there have been women in charge throughout my working life, so don’t try am tell me that they weren’t.
on decision making
to make a decision you need choices and information and therein lies a problem. We have available to us a vast resource of information that, for the majority, you only need to pull a slim device from your pocket and prod your finger at a few times to access. When I was young our family had an old Webster’s dictionary and a second hand atlas to refer to, but now you can find almost anything out in a matter of seconds.
Of course there is a lot out there that just isn’t true, but what is worse is that so often people just head for these dreadful echo chambers full of people who think the same way. What happened to critical thinking? This slavish belief in things that people have heard and refuse to submit to any sort of challenge or test is going to lead us as a society into all sorts of problems. Forget global warming, society is likely to collapse well before we all start to fry.
In recent years I have watched corporate decision making become dominated by the computer. Data can be modelled and the decision making process has moved more and more towards doing what the machine tells you to do. I have been a big fan of having the computer fed by doing the work rather than data being input manually and I have designed or coded a lot of such programmes. I have reaped their benefits too as an operator.
However, to just slavishly accept what the machine tells you to do puts decision making in jeopardy if you don’t understand where the data that it is using is coming from and what the parameters the algorythms that the computer programme uses to manipulate that data are. A recent example was in fully automating vehicle scheduling where the computer was sending vehicles out anything up to three hours late because of allowing for driver’s statutory rest periods.
Once the problem had been spotted it was relatively easy to reset some of the parameters the programme was using to make it do what was required, but an experienced human would have made different decisions and the problem would not have arisen.
Some systems are genuinely sophisticated. Take the software that controls a modern military aircraft. These are inherently unstable and cannot be flown in a conventional way, but the commuter systems take control inputs from the pilot and make the ‘plane fly accordingly. I am a lot happier with a conventional stick and rudder with some nice cables making things do what I ask, but then the sort of things that I flare not fast jets.
But back in the world of commercial decision making, or even personal decisions, we first need information and then need to know how to interpret it. We need to understand the consequences of our actions. All too often I see younger managers having an idea and going for it with no real critical thinking about whether or not it will work. There seems to be a culture of “I’m going to do this and it will work”.
I’m all for confidence, it’s a fundamental element of leadership, but blind confidence is dangerous. Yes, time for deliberation may not be plentiful, or even available, but a least have a process for decision making mapped out to that you can make the best decision in the time that you have. The more that you apply a decision making process you will, allied with the experience you have gained, get better and better at doing it.
It is also worth having a post mortem, not for apportioning blame, but to understand how closely the outcome matched your expectations. If you were lacking certain information then see what you can do to have it more readily available. If there were resource issues then try to find a way of getting faster access.
I once was asked how I was getting on a few days into a new job and relied that I couldn’t get my head out of the trench for long enough to work out which way the bullets were coming from. I was just fire fighting all day every day, but after a couple of weeks I was beginning to make progress. By improving information flow we started to get away from decision making being purely reactive and began to control our destiny.
Decision making needs to remain a human intervention. Even in a military aircraft the pilot is still making decisions: The software translates those decisions into action. It is a skill that we need to preserve, to take information, examine it critically and act on the choices that we make with a good understanding of what the consequences will be.
on inventory counts
At work we have just had one of our periodic stock counts and this triggered a memory from just over thirty years ago. It was the beginning of April and I had just taken over my first significant operational command; three warehouses on one site plus part of the office block alongside. I had just over 350 people working for me and, just to add some spice, the computerisation of the operation went live on the morning that I took over.
It was not a great start because the computer system had been poorly specified and it ground to a halt halfway through the first morning, partly because the results of the stock count over the weekend were still being input. By the afternoon we had the first results back from the data input and whilst two of the three product categories we about right the third was showing us a little more than £30M over the expected figure.
One of the problems when you count stock is that the unit that you are counting may not be obvious. For example take a item that comes in boxes of 200 and where 56 such boxes constitute a full pallet. What does that full pallet get recoded as? 1, 56 or 11,200? My own team would have known the answer, but the annual stock count was always done by a professional team of valuers to ensure probity and so errors were always possible. The discrepancy of £30M was going to be down to either an error in the count unit, how that had been interpreted for data input or just an input error.
We set up a report to run on overnight processing (that’s how it worked in those days) and called it a day. The next morning we found that our friends in IT had not checked the paper level on the computer room printer and it had run out about 20% of the way through the report (these were the days of the piano lined paper reports). My colleague the Finance Director had assigned his Chief Accountant to assist and my head of the product category was leading from our side as we searched for the discrepancy, but with so little of the stock report available they were a little hampered.
After lunch things improved when we found one error and got the discrepancy down to £22M. The IT team told us that processing the report that we had asked for and printing it would take 10 hours and so we shut the computer system down again and set it running the report in mid-afternoon, this time with a new box of paper. Then I got the call to go and see the MD…
My colleague the Finance Director, I’ll call him Dick, had decided to duck any blame and dump it on my team, so when I walked into the office there he was looking smug and there were a few of the other senior managers around the table to watch the new boy get shafted. The MD was apoplectic and wanted someone fired. He was a bully, but iike many such people he was also a coward and he was frightened that, if this was a genuine overstock, his neck was on the block. I was the new kid in town, but I needed to fight my team’s corner and to show that whilst I was a new arrival, I hadn’t just come in on the turnip cart.
Looking around the assembled faces I could have suggested that the Purchasing Director might like to see which of his team had bought all of the excess stock, if it did exist, but there was no point in starting a new fight as they all knew who had convened the meeting and why and so I decided that as “Dick” had tried to drop my team in the smelly stuff I would have to take him on.
Smiling, I asked if Dick was happy that the previous year’s count had been accurate. He was so I proposed that, if we did have all of the extra stock, the additional purchases must have been made since then. He agreed again, but slightly hesitantly. I asked if had he not noticed any unusually large invoices, for his team would have been invoice matching against deliveries before paying the bills and the sort of value we were talking about must have stood out, surely? After all, such invoices would have been at his level of authority to sign off. Was it not also the case that we would have gone over budget and would he not have picked up on that at the time? Perhaps if he could remember any such event it would help us to narrow down where the problem was. Blood drained from Dick’s face as the MD switched his ire from me to him.
All of a sudden Dick was backing away from blaming my people and agreeing that the problem was either a stock unit error or one of data input after all. I could have gone on to suggest that, in the latter case, that was his fault too as the data input had been done by his team, but the initial crisis was over and it was agreed that we would review the situation the next afternoon. I had made my point.
The next morning we had the full report that we needed and found the main error in minutes. By the end of the day we had found a few more and were within 0.02% of where we expected to be, and all of the errors were due to data input bar one where the wrong stock unit had been used. No-one got fired and I went on to enjoy three good years in that job.
We got the computer system working too, I later married the lady that the MD was threatening to fire and, all these years later, we are still together.
I like happy endings.
on working from home
For me the current passion for working from home worries me and I have enough experience of it, going back as far as the early 1980s, to think that I might have a point.
My first experience of working from home as an employee of a large corporation was back in 1982. I worked in London which was a three hour round trip commute away, and, for six weeks, was assigned to work with a supplier based on stop up the railway line from home. Because of issues of commercial confidentiality the supplier did not want me on site more that necessary and so I worked from home.
It was a nightmare in many ways. My wife felt that my presence meant that she could just talk to me whenever a thought entered her head and the inevitable list of garden and household jobs was right there under my nose; “I’ll just take a break and mow the lawn” type of thing. Yes, I did get all of the work that I was being paid for done, but, in general, I hated it and the one lesson that I did learn was that I could use the opportunity to time shift, that is to take an hour off for some DIY during the day and make time up in the evening for example.
Of course that was pre-internet and mobile ‘phones. Im did have a portable typewriter that I used for some reports, but a lot of my written work was done longhand and forwarded to the typing pool (remember them anyone?) at the office.
Later I became an early adopter for working from home when office space was at a premium and I was working all over the UK. By then I was on my second marriage, there were no children at home and I had a wife who understood that there were times when I needed to be left alone. Again I often did personal stuff during the day and work at night, but y then I was a fully equipped road carrier with cell ‘phone and GPRS equipped laptop.
Around the mid 1990s some of the implications of remote working were coming to the fore as it became more common and a working party was set up to look at the pros and cons as well as to try and draft some good practice notes along with a company policy. One of the key issues that came out of that was the employer’s liability. There is a duty of care and whilst we had all of the necessary workstation and VDU stuff in place for employees in the workplace, how did you cope with people working, unsupervised, from home off the dining table or with the laptop on their lap as they sprawl on the sofa? You can moan all you like about jobsworth H&S people, and I do, but the law is the law and their are people queuing up for big scalps.
The other big issue about working from home, for the employee and employer, is the lack of dynamics that you get when people are collected in one place. There is a lot to be gained from teams being together and the interchanges with others in those water cooler moments. Scatter the buggers all around the country and you have lost that. I don’t know how you measure it, but, over time, you will miss it. As a team leader you get a lot from seeing your people in action, it speaks volumes and helps to pick the real stars from the poseurs. Yes, you can judge on results alone, but, if you do, you will promote the wrong people too often.
Looking at working from home from the customer perspective it is already apparent to me that there are times when it is just not working well enough. This may just be due to policies and procedures combined with technology issues, but it has been a lot harder to get problems solved since lockdown started. Take one of my clients who has three times had the wrong item picked and shipped. Every time the supplier has made exactly the same mistake, but each time customer service have been called the person responding has been working from home and unable to do anything other than to tell my client how to return the item for a credit. At no time have either of us been able to speak to anyone who is actually there to try and resolve the problem. In the end we bought the item direct from the US and they got it right first time.
For some sectors there is no excuse for continuing to allow working from home now. The Civil Service being one; that large chunks of them are apparently working from home still is a scandal. Remote working in various forms is a viable tool in this day and age for the right jobs, sales teams being a classic example, but for much of what used to go on in the office we need to see people back and their desks. Working in a mask is a pain, but I do it as do many others.
We are in a time of great change and need to adapt. It may be that some businesses will feel that they can allow more people to work from home and will come up with policies and practices that work for them. If they can make it work then fine, but I think that, for now, we need to see a lot more bums on their original office seats.
PS: If you are working from home have a search through the old posts here for my top tips for home workers.
on diminishing returns
I should start by saying that I have often been assessed over my management career and have rarely, if ever, been classed as a Completer Finisher. That fact may colour what follows, but stay with me.
Regular readers of these musings will know that I am a fan of the Pareto principle in the sense that you can get 80% of the results with 20% of the effort and it is something that I have employed often over the years, especially in planning where you can get to a point that you have so much information that the answer is obvious, so give up and go with what you have.
This is the principle of Diminishing Returns; you have done well, but to continue will not yield the same productivity so stop there and move on.
It is not something that you should do every time. Take, for example, installing some plant where you will still get 80% there with 20% of the effort, but you do need to spend the other 80% effort to finish the job. I think that surgeons apply the same principle. or at east I hope that you will should they ever operate on me.
The point is knowing when to give up. Planning is a problem partly because people like planning. It is comfortable and you are not actually doing anything. The desire to get everything perfect is understandable, but there comes a point where you have to say go or you risk being late in delivering that which you are planning and too many times I have been lumbered with leading a project where the planning has not only gone past the necessary start date, but has also been so far out that the end date is hopelessly wrong. No plan survives first contact, so do your best and get cracking.
Another area of procrastination is in the bid process. There will be a deadline for submission of tenders and that will almost always be too optimistic anyway. You do your due diligence and costing and get the proposal written, but there will always be an element in the team who want to keep tweaking and adding. I remember once being drafted in on the last day before a tender submission for a French company. The bid had to be in French and the commercial translator had been booked to put our English into French, but their engagement ended 48 hours before the tender was due because it was to be printed in multiple copies and sent by courier across the Chanel.
Our team decided that they wanted last minute changes and would send the documents over with one of our team on the morning of the due date. Eurostar would have them in Paris in time they said and duly wrote their revisions, but overlooked that the translator had moved on to another job for another client. That was why I was there, although people’s faith in my technical French was touching to say the least, but I finished the changes late that evening, printed off the pages and rebound the bid documents before starting the drive to Ashford where I was due to meet our man who was taking the documents over.
About ten minutes after midnight the ‘phone in my car rang; “John? I’ve got some more changes…”
Despite it all we won that bid and were very pleased to do so, but there was no need; the client was only looking at price and delivery. They had already made their minds up that it did not matter which of their short list got the job as we were all capable. All of that stress and last minute polishing was just a waste of time and effort.
These things are a judgement call, but there needs to be strong leadership to sense when the moment has come to stop and move on, then to make that call and change tack.
on gardening and leadership
Like many of us in lockdown, or seclusion as some overseas are calling it, I am spending more time in my garden than I probably would have done, although, for me, I am still working on a project that was conceived around the time that Covid-19 was taking hold in China and we were still in blissful ignorance of what was about to descend on the world.
Gardening gives you time to think and one of those random thoughts that have passed through my grey cells as I have been weeding and pruning is how much of what I have been doing in my front and back yards ties in to the leadership lessons that I have learned down the years.
It may seem odd that such solitary activities give rise to thoughts of leading, but one of the crucial talents that a leader needs is self discipline. Without that it is easy to lose focus and drift off track. In the business world you are dealing with customers, suppliers, competitors and regulators who create a dynamic environment much of which you cannot control despite any effort to influence it. The expression juggling chainsaws is a little extreme, but is not far off the mark at times and the person at the top of the team needs to be watching, evaluating, re-calculating, delegating, motivating, monitoring, planning and driving. Focus is essential.
Out in the garden things may seem more relaxed with just you and the vegetation, but that is an illusion to some degree for the equivalent of your business marketplace is nature and she never sleeps. Weeds are just plants that you don’t want and they are usually the most successful. They are resilient because they are left to evolve to their strengths; they compete to survive. Cultivated plants are much weaker as they are bred for other things and they need much more care to enable them to survive and flourish. The slugs, snails and aphids all ignore my weeds, but will destroy the stuff that I have spent my hard earned cash on in hours. Leadership 101 really; life is not fair and shit happens.
Tending to the garden requires planning, but also the ability to church the lan out of the window tom deal with the unexpected. Take weather. You check the forecasts (two or three at least) to get a feel for what is coming up. Like any business forecast the data will get less robust the further away you move, but, also like in business, the forecasts rarely agree exactly and you plan on worst case or maybe averaging the predictions depending on what you have in mind. What you get is rarely what you expect and you make do with what you get (sound familiar; sales forecasts anyone, or maybe delivery dates?).
Looking after a garden also means a lot of boring drudgery work, but you have to do it. Time management is all over this. You set aside maybe half an hour do do some pruning or weeding, but once you start you find something else and, if you are not focused you are still at it an hour later to the detriment of something else and you are on the back foot as far as getting what you planned for the day done. Pruning is a case in point for me as last week I decided to tackle the ivy growing over from next door where it has wrecked one of my fence panels. The plan was to strip the ivy, pull out what was left of the old panel and replace it with a new one that has been sat there since last year (when I was planning on doing it, but got distracted…). It should have taken me about 15 minutes to strip enough ivy to do the job, but an hour and a half later the Berkshire Belle was at the back door enquiring when I planned to cook her dinner; I had almost cleared the length of the fence.
These mindless tasks are a minefield for me. Sometimes I get bored immediately, give up and move on to something else which leaves a problem getting worse (and needing more time when I do get around to it), but at other times I get into the groove with my eyes and hands working on their own whilst my mind wanders off into, well anything really. I have to really work hard at keeping on track and it is an area where a leader’s followers need to pick up the tone because if they see you wandering off track where do you think that they will go? Do what needs doing and if that is not what you had planned then be sure you understand why you are changing tack and when you need to be turning back onto a course to recover.
I do. not mean to imply that gardening is a high stress environment, but then neither is leadership all of the time and when you have either activity under a modicum of control then both can be quite relaxing and certainly both will give pleasure. In that last sentence the key word is probably control. Whilst many of us get an element of pleasure from the gang-ho antics of firefighting and a good panic now and again can be fun in the aftermath, being in control is far better.
I will be back in the garden later weaving the essential periodic maintenance tasks into my various projects that make ups the overall strategy and doing my best to keep it all on track using the resources that I have whilst staying within my budget. Sound familiar?
on leadership examples
A recent Facebook group has got me thinking about the old days at one of my former employers, The Post Office. It goes back to 1982/3 and concerns the then Chairman, Sir Ron Dearing.
At that time I was newly promoted to a first line manager role, but with no team of my own; I was a member of a project team looking into the computerisation of Post Office counters and we had developed four systems in conjunction with various industry bodies. There was to be a formal media launch and I was elected to set everything up and to star in the filming along with my boss, the wonderful Diane Santos.
On the afternoon before the launch I was setting things up and making sure that the room looked good with a colleague, and agency casual named George. We were pretty much finished when the Public Affairs Director came in and briefed us on the timetable and running order for the next morning. A little while after he left we had another visitor; Sir Ron Dearing, our Chairman. He was on his own, no bagman or PA in tow, and introduced himself rather than assume we knew who he was (George didn’t). He talked us through how he wanted things to go and what he wanted from the session and he noticed that one of the posters on the wall was out of date. This was sharp as it was only about a month past, but he checked his watch and, noting that it was around five thirty, said that it would be too late for us to get a replacement for eight the next morning so he asked us to take all of the posters down. I mentioned this because there were many who would have told us to find the right one, but to have someone accept that such a task was not possible was encouraging.
The next morning I was in at six and was happy that we were ready to go when asked. No I should here describe the room because it has some relevance to my story. It was about the size of a single deck ‘bus, say ten metres by about two and a half. The door was at one side of one of the narrow ends and, as you walked in, the right side to about half was down was filled with computer equipment. From the half way point along the centre line for the rest of the room was a four position mock up of a Post Office counter. Into this space were assembling two TV news crews, one each from ITV and the BBC. The latter were filming for both of their channels whilst the former represented their own channel plus the new Channel 4. There was also a business correspondent from each channel, a couple of photographers and our own Public Affairs team, George, Diane and I and some of the Post Office hierarchy. Maybe forty people in all.
Into this mob came a wizened old man who, at that moment, looked like a pensioner. It was Sir Ron and he had been doing radio interviews since around six. This time his bagman was with him and carrying his jacket. He spoke briefly with one or two people and then came a transformation that still brings a shiver to me after all these years. He asked for his jacket and was helped into it, he ran his hand through his hair and, before my eyes, the frail looking old man became the chairman of one of the largest public corporations in the country.
Diane and I were called forward too do our bit for the cameras and all went well. Sir Ron did a bit to camera for each crew and then it was done. One or two people began to drift away and the news crews packed up. Diane went back to the office and George and I wedged ourselves into a corner to wait until we could have the room back to shut things down. As we waited we saw the Chairman’s bagman touch his arm and point to his watch, but rather than leave Sir Ron, who was not a big man, peered around the room until he spotted George and I. He pushed through the throng to get to us and thanked us both by name for making the morning a success.
It was a wonderful gesture and not many would have made it. He was a busy man with a lot to get through and yet he found time to acknowledge a pair of front line troops. It was gesture that I still treasure. It was also a lesson that I never forgot.
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