“Hit the bull” as a management metaphor

Do you recall the scene from the movie “Bull Durham” that has catcher Crash Davis visiting the mound to talk to pitcher Nuke LaLoosh, who is in the midst of a break-out game? After struggling with his control, Nuke has found the strike zone.

But now the hitters are digging in, unafraid of an errant fastball in on the hands, behind the head or down at their feet. Crash understands the value of uncertainty in an opponent. He tells Nuke: “Hit the bull.” Questioning at first, then willing, Nuke’s next pitch sails over the batter and hits the team mascot.

Crash says to the again-wary batter, “I wouldn’t dig in if I were you, I don’t know where he’s going to throw it. Really, I don’t.” The batter is quickly retired.

This scene is a good reminder that there is competitive advantage in uncertainty. I know this is not a new sentiment, but it usually is either overstated (all hail the erratic!) or seldom used (“he has such an even keel”). Neither seems just right.

Arguing for scripted, out-of-control moments in pursuit of a bigger goal may seem manipulative, but every step forethought on the way to an objective is equally so.

And it is uncertainty that best makes people think twice about throwing up some formulaic, personal or otherwise bogus obstacle in the path of progress. The threat of it – it is said that former Cardinals’ and Hall of Fame pitcher Bob Gibson would throw at his mother is she were crowding the plate – keeps everyone honest and the game more fairly played on talent.

Understanding when to use it, to use it often enough so that others are aware of it and not so much that it becomes a barrier to collaboration is a balance struck by careful observation.

When energy flags because a problem seems insoluble, when personnel changes give those that remain pause to consider their commitment, when no decision seems final or when objections become a drag on every idea, it is time to kick the trash can across the room.

Once you’ve got people’s attention you make them open to the possibilities. You stand a better chance of reaching an actionable decision if not consensus. And you bear the burden of leading the effort; otherwise you are just a pot-stirrer, not a cook.

I am sure there is something in this of people wanting leadership, but that is too facile to stand as the whole (soul?) reason “hitting the bull” or banging a desk or kicking the trash can across the room can jumpstart a meeting, a program, a company. More to it is that we are social and respond to hierarchy.

These are facts we have tried to hide from each other while waving the banners of “participatory commerce” and the “brand of you.” But the underlying truth of success is that each of us does not have a vote because business is not a democracy.

What we do have is a voice and the opportunity, when used as the right time, with the right message and at the right volume, to influence business decisions. And sometimes, every so often, when people aren’t listening to what's valuable in what is being said, it might be time to “hit the bull.”