Excerpt

Foreword

Every once in a while a small book comes along that deals with a profound subject in a simple, elegant way.

A Peacock in the Land of Penguins is such a book. I loved the book when the first edition came out in 1995, and I love this new 20th anniversary edition even more. It’s no surprise that over the past two decades it has become the best-selling diversity book in the world!

A Peacock in the Land of Penguins provides important insights into the issue of creativity and innovation in the workplace — and it does so in a most engaging manner. Through the medium of a fable, this book helps us to see what can happen when we try to express ourselves fully and courageously in an environment created by executives and managers who view the world very differently.

Stories are a great way to convey important messages — they inspire and teach at the same time. People forget facts, figures and theories, but they remember stories. People who know me can tell you how often I use stories in my own conversations, in my speeches, and in my daily life. I love to write great stories, and I love to read great stories.

This is the story of Perry the Peacock — a bright, talented, colorful bird — who comes to live in the Land of Penguins. He soon runs into problems because the penguins have established a chilly organizational climate that is formal, bureaucratic, and governed by a vast array of written and unwritten rules. Although his talent is recognized, his different and unusual style makes the penguins feel uneasy. The very thing Perry was recruited for — his distinctive flair and creativity — is viewed as a problem by the penguins once he is inside the organization.

Perry’s experience reflects that of many “birds of a different feather” in today’s organizations. While executives and managers today say they want new ideas and new thinking from their people, their actions indicate otherwise. New ideas are disruptive, they’re messy, they challenge the status quo, they require taking chances and increased risk, and they push everyone out of their comfort zones. So people who are different — people with new views on how to make the organization successful — are often discouraged from expressing them, much to the detriment of both the individual and the organization.

This delightful corporate fable follows the adventures of Perry and other exotic birds as they try to make their way in the Land of Penguins. Their story is both entertaining and enlightening. This is a tale of the perils and possibilities of being unique and creative in a world that values comfort, safety, and the predictability of conformity.

If you’re interested in new ideas for making yourself and your organization successful, read this classic tale. Creating a workplace where new ideas and innovation can flourish — and where different perspectives are welcome — is a top priority for managers and employees alike. There are important insights for all of us!

Ken Blanchard

Coauthor of The One Minute Manager^®

Part I

The Story:
A Peacock in the Land of Penguins

There once was a time,
in the not so distant past,
when penguins ruled many lands
in the Sea of Organizations.

These penguins were not always wise,
they were not always popular,
but they were always in charge.

Most organizations looked the same:

Top executives
and managers
wore their distinctive penguin suits,
while worker birds
of many kinds
wore colors and outfits
that reflected their work
and their lifestyles.

Birds who aspired to move up
in their organizations
were encouraged to become
as penguin-like as possible —
to shorten their steps
and learn the penguin stride,
to wear penguin suits,
and follow
the example of their leaders.

Employee Development Departments
offered
extensive training programs
on
appropriate penguin-like behavior.

The rules
and norms
were clear
from Day One.

Penguins advised in subtle
(and not so subtle) ways:

“This is the way we do things here.”

“If you want to be successful,
be like us.”

Some of the birds
who wanted to move up
in the pecking order
became very good
at taking on the penguin look
and penguin behaviors.

But even they
found that
they never quite
made it
into key positions.

It was assumed by all
that penguins
were natural leaders —
orderly, loyal, and good team players.

Penguins could be trusted
to put
the organization’s interests
ahead
of personal and family concerns.

Other birds
were thought to be
more flighty
and less dependable.

Of course,
this was never stated
out loud
or in writing.

Because,
like every organization,
penguins wanted to be seen
as fair-minded and
ready to promote
on the basis of
talent,
hard work,
and contribution.

But everyone really knew —

The penguins
had always been in charge,
and
the penguins
would always be in charge.

The elder penguins
would take
younger penguins
under their wings
and coach them
on
how to be successful.

They would invite them
to play golf
and go jogging.

They would sit together
in the executive dining room
and talk about sports.

It was clear to everyone
who the important penguins were.

It was also clear
that the penguins
felt most comfortable
around each other.

Life was harmonious
in the Land of Penguins,
as long as everyone played
by the penguins’ rules.

The other birds
in the organization
knew how to act
to make the penguins
feel comfortable
and secure.

But there came a time
when things began to change
in the Land of Penguins …

Senior penguins
would visit
other lands,
where they encountered
interesting birds
who impressed them
with their
management talent,
experience, and accomplishments.

“These birds are not penguins,”
the elders thought,
“but perhaps
they could become penguins,
if we brought them to our land
and trained them
in our penguin ways.”

“Surely
these impressive and unusual birds
could adapt to life
in the Land of Penguins,
and the talent
they bring
would make us
even more successful.”

“Our climate is different —
chilly and cold.
And our terrain is unique —
icy and barren.

“But we have thrived there
and so perhaps
will these new birds.

“If they are
as smart as we think
they are, they can adjust
to our weather and our ways.”

And this was how
Perry the Peacock
came to live
in the Land of Penguins …

Now
Perry was clearly
not a penguin.

In fact,
he was the antithesis of penguinity —

Perry was a peacock —
a bright, colorful, and noisy bird.

Perry was a very talented peacock,
who had accomplished
some very impressive things
in his own land.

He could write well
and was excellent
at managing his budgets.
He was creative and imaginative,
and at the same time,
practical and sensible.

He had many friends and admirers
in his own land,
and was very popular and well-liked.

Senior managers
in the Land of Penguins
were intrigued
when they met Perry the Peacock.

They knew that he was different —
but they were impressed
with what he had achieved in his career,
and they were fascinated
with the possibilities
that he represented.

They felt that Perry
had real Penguin Potential.