The Wise Physio: ‘Let’s Just Throw Everything at It’

Massage between wrestlers training 1904 . Vincent Monozlay

'Most people spend more time and energy going around problems than in trying to solve them.'
Henry Ford

In one of those senior moments that occur with increasing frequency nowadays, I’d fallen on the stairs while carrying a substantial plant pot to the roof. The incident left my right forearm in some considerable pain and it was taking many weeks to heal.

I knew I needed physiotherapy, but I was nervous about the prospect. Would it entail eccentric exercises, intimate massages and whale music?

My personal trainer pointed me in the direction of Dave, a body builder who used to run pubs in the East End. He sounded reassuringly robust.

Dave, who managed his physiotherapy practice out of a basement gym in Bethnal Green, had a muscular physique, a bald head and a firm handshake. 

‘What’s the problem, young man?’

As I explained my various aches and strains, Dave made a series of notes on his pad. He seemed to recognise my symptoms.

‘Yup. Yup. Got it,’ he said, as he fixed me with a hard analytical stare.

I was interested to hear Dave’s conclusions. Was there one particular method or manipulation that would soothe my condition? Did he have a favoured remedy to my specific injury?

At length Dave paused, put his pen to one side and announced:

‘Let’s just throw everything at it.’

And so, having positioned me face-down on a massage table, Dave proceeded to apply electrically charged acupuncture needles to my arm. These prompted my muscles to twitch in a slightly disconcerting fashion. He then vacuum-cupped the affected area to draw out the toxins. Next he scraped my sinews with a steel tool to stimulate the soft tissue. Finally he gave my right arm and shoulder a comprehensive massage.

I have to say it succeeded. There was definitely a sense of loosening and limbering. I’m not sure which of Dave’s battery of measures was most effective, but they certainly worked very well in concert. Indeed I was thoroughly impressed by his all-guns-blazing approach. 

In the world of commerce we may have a house style, a preferred method. We may like to address all problems with cool consideration and clinical precision. But occasionally – when there’s an escalation in events, when a big account is at risk  - we need to be prepared to change gear, to raise the metabolism, to set aside established techniques and best practice. Some urgent challenges demand that we explore all avenues; examine all fronts. They prompt us to restructure the team, review the process and relook at the data; to commission all manner of research and take on fresh perspectives. And more besides. As Dave would say:

‘Let’s just throw everything at it.’

'I have learned that success is to be measured not so much by the position that one has reached in life as by the obstacles which he has had to overcome while trying to succeed.'
Booker T. Washington

On a subsequent visit to Dave’s studio, he sat me down and checked if I’d been following his instructions.

‘Have you done the hot-and-cold treatment like I asked you?’

I hesitated for a moment, noting the severity of his stare.

‘I did buy the hot-and-cold pack, Dave.’

Dave said nothing. Perhaps it would be best to come clean.

‘I haven’t actually used it yet.’

Dave looked at me like a disappointed parent. I suspect he was accustomed to people falling short.

‘That’s alright, young man. All I demand from my clients is honesty.’

I breathed a sigh of relief and beat a hasty retreat. 

 

'And if you should miss my loving
One of these old days.
If you should ever miss the arms
That used to hold you so close, 
Or the lips that used to touch you so tenderly.
Just remember what I told you
The day I set you free.
Ain't no mountain high enough,
Ain't no valley low enough,
Ain't no river wild enough,
To keep me from you.’
Diana Ross, 'Ain't No Mountain High Enough’ (Ashford and Simpson)

No. 393

‘Don’t Just Do Something, Stand There’: In Praise of Inaction

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In 217 BC Quintus Fabius Maximus found himself defending Rome against the superior forces of the great Carthaginian general Hannibal. Hannibal was an outstanding strategist, and he had already defeated two Roman armies on Italian soil.

Quintus was no fool. Naturally cautious, he knew better than to risk his regiments in another pitched battle. And so he targeted the enemy's supply lines. He harassed and frustrated, delayed and exhausted the Carthaginian troops. And gradually he ground them down. Rome survived to fight another day, and a grateful public named Quintus ‘Cunctator’, ‘the Delayer’. He was subsequently credited as the originator of guerrilla warfare

'One man, by delaying, restored the state to us.’
Ennius

Through the centuries many military leaders have been inspired by ‘The Delayer’. The Roman Emperor Augustus was wont to advise his commanders ‘festina lente’, which means ‘make haste slowly’ (or ’more haste, less speed’). And at the Battle of Austerlitz in 1805 Napoleon declared:

‘Never interfere with an enemy while he is in the process of destroying himself.’

The strategy of inaction has been deployed in other fields too. John Wayne summarised his acting style as: ‘Don’t act. React.’ And in 1945 the theatrical producer Martin Grabel is reported to have given this stage direction to an overly expressive actor:

‘Don’t just do something, stand there.’

Grabel’s play-on-words was subsequently enlisted to the field of politics by President Dwight Eisenhower. He used it to mock his industrious Secretary of State John Foster Dulles. In July 2016 The Economist observed that German commentators had coined a new verb:

‘“To merkel” means to delay decisions while time diminishes problems to a manageable size, and opponents make valuable mistakes.’ 

Clearly on occasion there is a real and tangible advantage to be gained by delaying; doing nothing; postponing; kicking the can down the road. Problems blow over, solutions reveal themselves, competitors expose their weaknesses.

One has to ask: Do we in the marketing and communications industry make proper use of the strategy of inaction?

Well, we like to think of ourselves as fast and flexible, agile and responsive. We’re proactive, always on, constantly improving. We seek first mover advantage. Delay is not generally something we advocate or celebrate, particularly in the digital age.

But, I wonder, in our day-to-day engagements do we occasionally jump too quickly to conclusions? Are we sometimes too ready with our responses; too free with our opinions; too prompt with our decisions? Do we leap before we look?

It seems to me our energy and sense of urgency on short-term issues mask our passivity and paralysis with regard to more serious long-term corporate challenges.

What happened to that new remuneration model? Where have we got to on the radical efficiency drive? How’s that plan to create our own brands? And what about that initiative to introduce more diversity to our ranks? Et cetera. Et cetera.

I fear we’re a sector of short-term vigour and long-term inertia. We rush in where angels fear to tread, and hesitate where angels hope for solutions. We merely create the illusion of industry.

There is one adman I’ve heard expound the strategy of inaction. The sage planner and entrepreneur Charles Vallance is fond of the dictum:

‘If you ignore a problem long enough, it will go away by itself.’

He might well add: ‘Leaving more time and space to focus on the serious issues.’

Vallance thereby aligns himself with Quintus Fabius Maximus, the Emperor Augustus, Napoleon, John Wayne, Eisenhower and Angela Merkel. They would make an entertaining dinner party.

'Ooh, little girl
Please don't wait for me.
Wait patiently for love
Someday will surely come.
And I'm still waiting.’

 Diana Ross, 'I’m Still Waiting’ (Hal Davis & Deke Richards)

 

 

No. 197