 Okay, everybody, we're back. This is Dave Vellante with wikibond.org. I'm here with my co-host, Jeff Kelly. This is theCUBE, Silicon Angles flagship production. We're here for two days at MIT. We're in the Tank Center. We're covering the MIT Information Quality event, the symposium. It's really an event targeted toward the chief data officer and the other practitioners within organizations that are struggling with problems of data quality, information quality, governance, things that we don't talk enough about in the big data world. And so that's why we were excited when the folks from MIT invited theCUBE here. Peter Anlion is here. He's the founding member of Anlion Consulting and is also a general chair of the MIT Chief Data Officer Information Quality Symposium. Peter, thanks for taking some time out and sharing your perspectives on theCUBE. Thank you guys for being here. This is great. I know that we threw you a couple of curved balls as we were planning the setup, but I bet you're used to those. Oh yeah, a piece of cake here. We just had to find somebody who knows how to hit those curves and we did. Exactly. It was Rich Wank. Well yeah, and thank you for stretching us a little bit. Well we, I say, we're excited to be here and we'll tell us a little bit about your role as co-chair and then we want to get some of your perspectives from your consulting. Well I came in a few years ago, I was invited by a friend to come to this symposium and there have been traditionally three tracks, public, business and finance and healthcare. And at that time I was doing most of my work in healthcare. And I attended all the healthcare information quality tracks and saw parallels between the challenges that these smart folks who were dedicated to healthcare were having as compared to the smart folks who were working in information science. And you know, people are people. So the same organizational development and communication, leadership, et cetera, skills and rules apply. So I've got to know Rich and you know, when you say, hey Rich, I have a suggestion for that. He goes, okay, you're on the committee. All right, so it's. And then, okay, you're heading the committee. But it's been a great ride here mingling with these folks in this industry and especially being around the MIT community. So what's your background? Talk a little bit about Emily and Cassandra. I was in broadcasting for 20 plus years into a, with a regional broadcasting company, news producing, one of the, about the 28th largest market. And they diversified and went into sports. And so I moved into, I was actually a general manager of the Durham Bulls for six years because we bought the bulls and developed that. Then left that and we bought, you know, being broadcasters, why not buy a million square feet of old tobacco warehouses and refurbish that downtown Durham. So I went and did that. But the common thread that I discovered was team building, motivating, engaging, spreading the vision, if you will. And you're hearing a lot of that in these sessions here this week. So I gotta tell you, so you're a baseball guy. We've had some baseball guys. You know, we've been called the ESPN of Tech. We had Reggie Jackson on at SAP Sapphire. We had a guy named Jim Corsi. We had Mr. October. He was the biggest baseball guy. Jim Corsi, who was a former player for the Boston Red Sox, came on at Billy Bean. And we have Billy Bean again at the Vertica event. Really? Yeah, we're gonna do the Vertica event in August. Interesting story there. We all know that one. So yeah. So I'm going to the Red Sox Yankees game Friday night with my son. Awesome. He's coming to town. Big surprise this year. But so, so anyway, you know, you're in good company here in the, in the, in the, in the, in the cube, but, and, and of course, data and baseball is really interesting. Oh, yeah, absolutely. Well, there's the whole Sabre group, the Sabre metrics, right? Yeah. Where the, that methodology for the Oakland days came out of and talk about data. Gosh, there's just a ton of it. But that's an interesting mix because it's a very traditional industry. They, they celebrate their history in the tradition of baseball greatly, yet you have this new element that has moved in that is so data oriented. Much like in healthcare, it's very traditionally, the MD is the, the king of the hill. And yet you've got next door, the, here right in Boston, the Institute for Healthcare Improvement pushing change. Hey, let's flatten the hierarchy. Let's, let's form teams. Let's get, get to know the people we're working with better. Let's communicate more effectively. So I see a lot of parallels there. And how does, I wonder, in your experience, how do you handle or help shepherd in that change when you've got, you know, a traditional way of doing things, an industry like healthcare, even finance to a degree. When you're looking to do, in this case, more data driven workflows and business processes versus kind of more gut based or instinct based ways of doing business and you've got, you know, in healthcare, the MD, as you said, it's kind of the king of the hill. Right. And change is coming to that world. How do you get buy in and kind of, how do you usher in that change in a way that's effective? Well, the answer is it's not always easy. You have to create it at the top first. There has to be a culture wherein we decide that we are going to make some changes here. It's easy in a startup. And I work with a lot of startups. But again, it has to start at the top. And when I work with clients, I always take them back to basics. You know, it's the, when the going gets tough, the tough get going. I say, when the going gets tough, let's get back to basics. And there are just a few basic tenets of leading and managing and communicating and teamwork that I bring people back to and we take everything else off the table and we just work on those and then build back around those. No matter what the industry is. So can you share a couple of those with us? Obviously, I'm sure they're pretty more in-depth than the time we have, but if you can get really deep. Yeah, so maybe if you could just share a couple of high level concepts, that'd be great. John Cotter, who's also out of Harvard here, emeritus professor in the business school, drew distinctions between leading and managing. Leading is coping with complexity. I mean, coping with change. Leading is, think about that. Coping with change. You're looking out over the bow the whole time to let everybody in the ship know where you're going. And hey, the winds have changed, the currents have changed, we need to adjust to that. And a lot of companies are slow to do that and of course the bigger they are, it's like turning a stampede of cattle. Cotter also said that management is about coping with complexity, okay? So while we gotta have one eye looking forward, we gotta be taking care of the ship as it's running now. And then you've got to share what you find out as the person out front, the leader, so that everybody in the organization will understand. And it gets very complex, A, when you have a lot of PhDs working in your organization, and B, the larger you get. Yeah, there's a bromide in the big data world of you can't take the humans out of the equation and that's gotta strike to your philosophy. Oh absolutely, what data quality problems are being caused because somebody didn't communicate effectively to team A or team B and ruffled some feathers or created confusion or gave incomplete information so that they were working on the wrong project, taking the wrong fork on the road. And what's the cost of recovering from that, right? So Peter, I want to ask you about one of your philosophies. I read here that you believe that team members benefit from training when they're able to apply their behavioral preferences and core values to team and organizational goals. Yes, so I want you to talk about that a little bit. Jeff and I were prepping last night and I said, okay, well I have a particular style, I have behavioral preference. Sometimes I snap out, you know. No, it doesn't mean to bring to an organization. Occasionally, occasionally, all in favor. Okay, all right, I believe you know me. So what do you mean by that? And how do you turn something like I just described into a positive? Well, there's a psychoanalysis which I won't recommend you for. I don't know enough about you. And there are all of the chronic condition science and therapies. What I do is coach people and coach teams. And that's all about looking forward, okay? It doesn't matter so much to me what happened to you as a child, okay? What matters to me is the tools that you have now. Although, you know, if you want to tell me about your childhood sometime, that's fine. But it's the tools that you have now, it's the ones that we identify that you're missing that, talk about sports, a five-tool player. You know the five-tools in baseball, okay? Well, I talked to a lot of executives about if five-tools is the pinnacle in baseball, what's the pinnacle in your business? And if that's five-tools, how many do you think you're operating with and what's the gap and how are we gonna define that and work on it? Okay, and the preferences come in. There are all sorts of assessments whether it's Myers-Briggs or Disc, whatever, 360s. What is your comfort zone? You're born using your right hand to do almost everything, yet you have this other hand to work with, okay? Same way in how you take in information. Same way in how you make decisions based on that information. You have preferences in that. Okay, well, let's play with the non-preferences for a little while and see if that will help you achieve the goals you're trying to achieve. I love that philosophy. So essentially accentuate the positives, identify areas where potentially you could use your other hand and see if you can close that gap and become proficient in some of those other disciplines or align with those that are proficient if you in fact you don't feel as though you're gonna be able to do that. Exactly, and think about that in your team. All the folks you work with. Think about that in Jeff. Okay. We're gonna have a, would you all have time? No, I wouldn't. Well, occasionally, yes. Really, think about that in a large team and another interesting thing about data science is that if you look at a national representative sample just on the Myers-Briggs, data scientists don't stick to that pattern. Okay? A lot of people who take in information in the big picture because they're putting packages together, a lot of people make decisions based on logic, not on feelings or harmony or values and how do they fit into the rest of the organization? Okay? Where the preferences might be different. So that's what I enjoy working on. Excellent. Peter Anley, and thanks very much. Really interesting stuff. Really appreciate your time and the effort that you put forth here at the MIT Information Quality Symposium. So, thanks again for being here. All right, keep it right there, everybody. I'll be back with Jeff Kelly. This is theCUBE Silicon Angles Production here. We're here for two days. Eli Kahn is here. He's up next. He's an executive at Squirrel. Which was born out of the NSA, a very data-driven organization. We're going to talk to him. Keep it right there. We're right back.