Here’s a little, random inspiration from TV’s Gregg Wallace.
I was in the car yesterday, listening to Graham Norton’s radio show and Gregg Wallace was a guest (promoting a new book by him and his wife). I only really know him from Masterchef, but I thought his story was fascinating for independent professionals.
He started out as a greengrocer, supplying fruit and veg to pubs and restaurants in London. His enthusiasm and passion for locally grown, best quality produce soon led to him supplying most of the top chefs in London:
“I was passionate about it. I cared about it.”
A freelance writer interviewed and wrote a profile on him for a trade magazine. As it happened, she also wrote for BBC Radio Four.
She enthused about him to her colleagues and he was offered a show on the radio.
The radio led to television and his current career.
Throughout it all, he says, the key to his success has been people, rather than produce.
“All the telly I do is about people. Masterchef, even though it’s a cookery show, it’s really about the people.”
My takeaway from the interview: opportunity comes to people who are passionate and dedicated to what they do.
A little site maintenance has led me to a new look.
Hopefully, with the addition of page breaks (“Continue reading”) and featured posts, the whole should be more navigable and more readable.
Please let me know what you think.
At the same time, by the wonders of Amazon OneLink, if you now click on any of the book and music links in the text (at least over the last three months’ worth) you should arrive at either Amazon.com or Amazon.co.uk, as appropriate. If you are in South Africa, Australia or Japan, I’ve no idea where it takes you.
There will be a fewer further, smaller changes to come as I explore the new WordPress Theme.
If it can keep its head, though, and bring off a Brexit that does not plunge the country into chaos or paupery, then its long habit of exercising power, its ruthlessness with its leaders and its ability to mix firmness with flexibility—qualities which have made the Conservative Party the democratic world’s most successful political machine—may yet see it through. And the intellectual skills of a rising generation—not something it has always been able to count on—may, if exercised to the full, allow not mere survival, but success.
It’s a beautifully observed, beautifully written book that shows you its worlds through the eyes of each character, immersing you in their perceptions and prejudices.
It is often referenced because of its use of Stoic philosophy and that seems to come on two levels.
There’s the slap-in-the-face-obvious storyline of a man in his hour of darkest need, who comes across a Magic Book. The constant references thereafter to Zeus play to this surface reading, so I guess that may have been Wolfe’s intent.
However, at a more interesting and subtle level, all of the main characters go through something of a Stoic revelation. In each arc, we see and experience their own version of “being a man”, from former football hero and real-estate mogul Charlie Croker’s trophy-wifed, quail-hunting, plantation-owning, machismo, through Roger White’s educated, elegant, professional career, to young Conrad’s desperation to provide for his family. As the story progresses, each evolves a different – and perhaps more Stoic – view of what it means to be a “man in full”.
I enjoyed it enormously, yet I came away feeling slightly let down by the final 100 pages or so (of 740). They felt rushed and, I suppose, I wanted a slightly different ending.
That said, it’s well worth a read over the summer.
The leading rule for a lawyer, as for the man of any other calling, is diligence. Leave nothing for to-morrow which can be done to-day. Never let your correspondence fall behind. Whatever piece of business you have in hand, before stopping do all the labor pertaining to it which can then be done.
I was gambling in Havana
I took a little risk
Send lawyers, guns and money
Dad, get me out of this
Every sovereign professional has a lawyers, guns and money moment at one point or other.
Warren Zevon’s my favourite songwriter, after Bob Dylan. He was literate, witty, satisfyingly cynical and musical. He took the easy-on-the-ear musicality of the West Coast, Asylum-label sound of the Eagles, Jackson Browne et al and added his own black humour and an edge of film noir. He also wrote the most fragile love songs.
Eighty years ago, in The Nature of the Firm, Ronald Coase (1910 – 2013) explained why firms exist. His answer (transaction costs) both explains the recent rise in the number of sovereign professionals and highlights the challenge faced in building a high-value sovereign professional business.
Essentially, Coase argued that firms exist where the cost of contracting individual tasks becomes too burdensome. It is relatively cheap and easy to contract simple tasks in the open market, such as taking a taxi or paying a window cleaner. However, the myriad subtle responsibilities of, say, a personal admin assistant are more effectively met by hiring someone on a contract of employment.
The rise of technology, especially smartphones, the web and cloud computing, has dramatically reduced transaction costs on both sides. Size matters less and it is easy for an individual to market themselves, to be found, engaged and for all the requisite admin to take place. Those relatively concrete transaction costs are clearly lower as a result. One could imagine such relationships reaching a new equilibrium where it is now economical effective to contract out a larger set of “tasks” to sovereign professionals.
However, building on Coase’s work, Sanford Grossman and Oliver Hart described two types of rights over a firm’s assets: specific rights, which can be contracted out and residual rights which cannot. The more a sovereign professional works on a client’s strategic projects, the closer he or she comes to those residual rights. At that point, as The Economist describes in Coase’s Theory of the Firm “a merger would make more sense” – i.e., that work may be better done by an employee.
The challenge for the sovereign professional is to build the sort of “trusted adviser” relationship that gives access to strategically important (and therefore valuable) projects while maintaining independence.