The all-time April Fools' Day joke that may just matter to your credibility

Do you remember the name Sidd Finch?

Unless you were an avid baseball fan in 1985, you probably don’t. But I vividly recall reading an article written by the famous author and journalist George Plimpton for Sports Illustrated.

A picture of this phenomenal pitcher who nobody ever heard about was on the cover of the vaunted magazine. (This was back in the days when paperback magazines were the only way to get your information.) Plimpton’s article regaled a no-name prospect – with a curious name – in the New York Mets system who could throw a baseball an astonishing 168 mph. The article on the cover, penned by an illustrious writer, was called “The Curious Case of Sidd Finch.” It was published April 1, 1985.

And we all fell for arguably the greatest hoax in sports journalism history. George Plimpton and Sports Illustrated “pranked” the sports world.

It was a brilliant piece of writing with the object of having fun on a day known for hijinks. Nearly 40 years later, I still chuckle about it. That’s lasting power.

But that works well in situations that are not serious, and meant for us to laugh at ourselves and the situation. Problems will emerge when subterfuge becomes insinuated into the culture of a business or organization.

And this can happen as quickly as a 168 mph fastball delivered by Sidd Finch…

Let’s go back to the “old days” of PP (Pre-Pandemic) when most people were physically located where they worked. This included offices, manufacturing plants, and retail stores to name a few. Yes, I understand there were already people working from home. I was one of them. But let’s go on the notion that most of the work was done together in one place.

Good organizational culture is as necessary as cheese is to a cheeseburger. If you’d prefer a tender, juicy steak, then it needs to go from good to excellent.

While this sounds simple and most companies strive for, and express that they want, excellent culture, it’s very difficult to achieve without practices and discipline from leadership.

This has become even more challenging in a PPP (post-pandemic period) where hybrid and virtual work scenarios now assemble co-workers from around the country and even world. Let’s throw in to the mix some cultural, political, and religious diversity without the ability to communicate in person.

So, what in the name of Babe Ruth does any of this have to do with Sidd Finch? Glad you asked…

Sidd Finch was a myth. He was contrived by talented writers. These writers took core beliefs, knowledge, and understanding of their readers to frame a story so inconceivable that even the savviest sports enthusiasts would get “hooked.” The “myth” of a guy who could throw a baseball 75% faster than any human in history was believed long enough in a pre-social media world that it becomes a cautionary tale for more important issues.

The cautionary tale warns against becoming complacent in thinking your company or organizational culture is as phenomenal as a Sidd Finch fastball. Without proper leadership, that assumption may be a myth.

I suggest there are three things that must be done in order to build, grow, and continually develop a strong organizational culture.

First, the leaders of the company must want it. Really want it.

You might scoff at the assertion that this is a ridiculous statement. Who wouldn’t want a good culture?

Every business leader says they want it, but if you’re like me, you’ve either worked for or witnessed organizations that didn’t prove it by their actions (or inactions).

It’s sad to say but there are organizations of all sizes that value other things more highly than employees, even if they won’t admit it. Things like profit, market share, and public perception. It’s the equivalent of stating that your number once concern is employee safety, yet there isn’t a first aid kit or defibrillator in the facility.

An unqualified concern from leadership that culture is not only desired, but will be invested in, must be at the top.

Second is communication.

Communication was difficult in PP. It’s even more arduous in PPP. Communications means more than distributing documents through email and posting information in the lunch or chatroom.

The organizations that communicate best show three things: candor, consistency and empathy.

Candor means the truth, even when it’s hard to admit fault without excuses. Candor means lack of material omission. Candor means answering the question, “Is it the truth?”

Consistency means exactly that…ongoing and expected. Even when things are boring or rough; even when there’s something important to say, or when there’s little to say. Consistency does create an expectation of news and information. Not everyone has to agree, but they like being in the loop.

Empathy means clearly understanding how information will be received by everyone. This isn’t about being “politically correct.” It’s really just about being kind, thoughtful, and caring about other humans.

Third is trust.

Trust people to hold each other accountable without retribution. Trust people to come to leadership (or management) when there is a problem and know they will be listened to. Trust that leadership and management has done a great job of training, developing, and guiding others.

Where does trust break down? It gets lost with micromanaging; with lack of response (see emails, phone calls, and chat rooms); with diminishing of opinions and ideas; and with peculiar positions on employee promotions and disciplinary actions.

Sometimes an unsatisfactory company culture is as obvious as a tuna sandwich. Other times, the lagging can be more subtle. This subtlety can lead to an insouciance by leadership and ownership that everything is just dandy.

And a myth starts growing and could develop into a problem that leads to high turnover, low morale, and the deadly office “drama” conundrum.

Sidd Finch was a joke. Creating a strong company and organizational culture is no joke. And there is a “lasting power” when it comes to your company culture. Make sure that your “fastball” is the real thing.

Dan Weedin is a strategist, speaker, author and executive coach and regular contributor to the Kitsap Sun. He helps small business and middle market business leaders and entrepreneurs to grow more profitably and create a better life. He was inducted into the Million Dollar Consultant™ Hall of Fame in 2012. You can reach Dan at 360-271-1592; e-mail at dan@danweedin.com or visit his web site at www.DanWeedin.com.

This article originally appeared on Kitsap Sun: Great culture needs trust and communication, not myths