Archive for the ‘News’ Category
Last week, in the Atlanta airport, I had enough time for a real meal (vs. something grabbed from the food court). So I went into a TGIF and was greeted by the hostess. As she led me to my table, she asked, “How are you today?”
I said, “I’m fantastically good (which was true). How about you?”
She turned and smiled at me, completely genuine, and said, “If I were any happier, I’d have to be twins.” Then she gestured me to my table and told me that my waitress would be right with me, and walked away.
My first thought: What a great line – I’m stealing that; so happy, one body can barely contain it! My second thought: How wonderful that she feels that way.
My third thought: Yet again, I’m reminded that happiness and contentment are independent of circumstances. And I decided to write something to you about that.
I believe that most people who are unhappy or discontented think that it’s because of their circumstances. If I only had a better job, they say to themselves, I’d be happy. Or maybe it’s if I were only better looking, or younger, or richer, or more famous, or married.
In fact, I bet there are a lot of people working as hostesses at TGIFs around the country thinking to themselves, If it weren’t for this crappy job, I’d be happy. And yet, here is this lovely woman in Atlanta, hostessing at a TGIF, so happy she shares her happiness with perfect strangers.
What if happiness is not primarily a function of creating some magical set of circumstances (right home, car, job, spouse, weight, shoes, etc…) that “makes you happy,” but is rather largely independent of circumstances? If that’s true, it’s actually very liberating. It means you can be happy by virtue of managing your internal mental and emotional landscape – over which you have almost total control. In the beautifully simple words of Abraham Lincoln:
“Most folks are as happy as they make up their minds to be.”
Easier said than done, you might be thinking. If I’m not happy, how can I just “make up my mind to be happy”? As it turns out, there are a couple of simple, practical, things you can do to get happier. And one of them you can start doing right this minute.
Folks who study the sources of happiness have done a great deal of research over the past decade or so that points to the conclusion that people who are grateful are happy. That’s right, gratitude pretty much equals happiness. So, how do you feel more grateful?
Start by thinking of something – a person, a possession, a capability, a situation – that you feel thankful for having in your life. Think about why you’re glad you have that thing in your life. For example, maybe you’re grateful for you best friend because she’s such a good listener. Or maybe you’re glad that your apartment is in a quiet building. Or you’re thankful that your health is good. Now, one at a time, think of four other things you’re grateful for. Reflect on each one for a few moments: think about what it brings to your life. Let yourself feel thankful for it.
When people do this kind of ‘gratitude training,’ researchers often have them fill out questionnaires, before and after the training, designed to measure their overall levels of happiness and contentment. They don’t tell the subjects that the gratitude training is supposed to make them more happy. And yet, almost without exception, the test subjects report that they are happier after completing the training than before – independent of whether any of the circumstances in their lives have changed.
I love the idea that we are the masters of our own happiness; I’ve experienced it largely to be true. And I’ve also seen that being happy is the best place to begin, no matter what you’re trying to accomplish in your life. If you’re happy, you’ll be clearer, more hopeful, more resilient, more collaborative, and more focused.
So, rather than assuming you’ll be happy if you get that bigger job, or house, or paycheck – be happy now, and you’ll be better able to accomplish whatever is truly important to you.
All aspects of our lives are now changing faster than at any previous time in history. I doubt that statement is surprising to you, and unlike most similarly definitive and sweeping statements, it’s true. How we live and work; how organizations are structured and how they make money; the objects available to us and the ways we use them to learn, interact and consume…
And much of the change that surrounds and impacts us is disruptive and revolutionary, vs. gentle and evolutionary. Who would have guessed, 15 years ago, how smartphones would transform most everyone’s daily routine? Or the ways in which web-based commerce would alter our habits and expectations about buying and selling? Or the extent to which we’d interact regularly with people we may not have seen for years – or ever?
So what does a leader need in order to succeed in these wild times? Fortunately, some of the most necessary skills and capabilities are the same as they’ve always been: what it means to be a good leader, for instance, and the importance of clear, honest, open communication. But there are also some brand new skills and ways of thinking that will help you “surf” this continuing wave of change.
I’m excited to let you know about a session being put on by two colleagues of mine, David Nour and Jennifer Bridges, that will offer attendees support in both these areas: timeless core skills and new tools for your toolkit. It’s called the #New NormSummit, and it’s being held in Atlanta on January 9th.
The Summit website has a lot more information about each of the day’s 4 sessions – but here’s the thumbnail version: David Nour will talk about how to keep your company’s business model relevant through adaptive innovation; Seth Kahan will focus on how to engage people in creating change rather than imposing it on them; Roger Young will share the power of Design Thinking, a human-centered approach to problem-solving; I’ll share our model for becoming the kind of leader that people will follow – no matter what changes arise.
I think it’s going to be fun, thought-provoking, and useful – my favorite combo. I’d love to see you there…
I’ve been thinking lately about how we come to do things. It’s been especially top-of-mind for me as I’m writing a chapter of my new book that focuses on “Aspiration” – wanting things (specifically, in the case of the book, wanting to learn new skills or capabilities).
My focus hasn’t been on why we do things – lots of very smart people have been focusing on that over the past few years. Most recently, Dan Pink made a huge wave with “Drive,” his book that brought Self-Determination Theory to a wider audience. In SDT (as translated by Pink), what most motivates people is mastery, autonomy, and purpose. That is, we’re motivated to do things that we believe will bring us an opportunity to make choices (autonomy) to get good at something (mastery) that’s meaningful to us (purpose).
I agree. The question is, can we make ourselves want to do something that we don’t now want to do? We all spend a lot of time thinking about doing things and then not doing them: exercise more, be kinder to our spouses, save money, go back to school, find a better job… the list goes on and on. The reason we don’t do those things is – I believe – pretty simple. Even though we say we want to do them, we don’t do them because we want the alternatives more. We say we want to exercise – but we want to sit and watch TV more. We say we want to save money – but we want to spend it more. In order to do something, you have to want to do it more than the available alternatives.
So the important question is: can we make ourselves want to do something enough to actually do it? Fortunately, I believe the answer is yes. The secret is to discover how the thing that you’re not doing will provide you with benefits that are important to you – with mastery, autonomy and purpose – and to fully envision a future where you’re attaining those benefits as a result of having done the thing.
For example, let’s say that someone – let’s call her Alex – has been saying for years that she wants to exercise – but she continues not to exercise on any regular basis. I’m convinced it’s because she isn’t recognizing the benefits of exercise – not the theoretical, everybody-knows-them benefits, but the actual, personal benefits to her. She tries to “should” herself into exercising (I’m so lazy, I’ll just keep getting fat, I ought to be able to do this), but that doesn’t work. She reads articles about how good exercise is for your health, but that doesn’t work either.
Then, finally, one day Alex talks to a friend of hers who just started working out and is loving it, and one thing the friend says really resonates: “You know, I just needed to find the kind of exercise that works for me.” And Alex starts to think, Hmmm…I wonder what kind of exercise I’d like? Maybe something dance-based, like Zumba. I’ve always loved to dance. And then she thinks, If I did that, I bet I could get pretty good at it. And I would really love to feel strong and good in my body.
Voila: real, personal benefits. Autonomy (her own choice), mastery (getting good at it), purpose (feeling strong and good in her body) – and she’s envisioning the future where those benefits are true.
I suspect that Alex will now suddenly be much more likely to start exercising.
What aren’t you doing that you say you want to do? Think about how doing that thing might provide you with mastery, autonomy and purpose, and then imagine a future in which you’re getting those benefits. See what happens….
Tomorrow my husband and I are flying to Hong Kong. I have client work to do there, and he was able to take the time off (since he’s now his own boss) to join me. We were talking this morning about what a pain it’s going to be, having to be stuck on an airplane for 16 hours. But at least, we noted, we’re traveling in business, and so will be able to get some sleep.
Then I started thinking about my dad’s dad’s parents, two young immigrants from Denmark, Nils Andersen and Mina Jenson, who met working on a farm in upstate New York. They married, saved their money, bought a wagon, and traveled to Nebraska to start a new life on a farm of their own – taking advantage of the Homestead Act that offered free land to anyone who filed a claim and lived there for five years. It took them – and this is the point of the story – just over 2 months to make the journey.
So, only 125 years ago, my great-grandparents spent 2 months jolting along in an open wagon in the broiling sun, fending off hunger, thirst, wild animals and god knows what else, in order to get to their destination just 1,200 miles away. And I’m bitching about being pampered in a luxurious, entertainment-equipped, fully-climate-controlled environment for 16 hours while I travel 8,000 miles.
There are so many aspects of this journey about which I should be absolutely amazed, vs. whiny and jaded. It’s actually amazing to me that airplanes even work, just to begin with, let alone what’s evolved out of that unbelievable reality over the past century.
I noticed that as soon as I shifted my focus from “I hate long flights” to “It’s amazing that this is possible” – my entire emotional state about the trip started to change. Now I’m feeling kind of excited, not only about being in Hong Kong (the first time for me) – but also about the flight itself. It’s like being in a high-end hotel for 16 hours, moving at unimaginable speeds…that’s pretty fascinating. I suspect I’ll now experience that 16 hours differently than I would have otherwise; that I may enjoy it a good deal more, and that I may find other useful or interesting understanding or ideas arise from the experience.
So much of what surrounds us these days is simply astonishing, and is unlike anything that’s ever existed in human history. It’s easy to forget that, to get ho-hum and complacent. But I find that when I step back and allow myself to be astonished, good things happen. It opens up my brain and my heart, and I can see situations, events and possibilities in new ways.
Note to self: stay amazed.
I read the most amazing article recently, about elephants’ ability to recognize and react appropriately to human voice and language. In Kenya, elephants generally encounter people from one of two ethnic groups: Maasai or Kamba. The Kamba tend not to pose a danger to the elephants – while the Maasai often clash with the elephants over land and water rights.
Researchers had elephants listen to recorded voices of adult Maasai or Kamba males saying, in their own language, “Look, look over there, a group of elephants is coming!” They also recorded Maasai females and children saying the same thing. Then they played the recording for family group of 58 elephants. Here’s what happened:
When researchers played a Maasai male voice, elephants immediately started sniffing the air for danger and retreated into a bunched, defensive formation. By contrast, the elephants were unfazed by the Kamba male voice. Further, elephants didn’t seem to mind the voices of Maasai women and children.
Even when researchers re-synthesized the Maasai male voice so it resembled a female’s, the elephants still recognized it was male and acted defensively. The results indicate that elephants can pick up even the subtlest vocal cues to assess the level of a threat.
Many studies besides this one have shown that elephants are extremely intelligent: among other things, it seems they experience a subtle and broad variety of emotions, including joy, playfulness, sadness and grief. They can learn new facts and behaviors, mimic sounds, self-medicate, demonstrate a sense of humor, create art (that is, do activities that seem to have only an artistic or expressive purpose), use tools to complete tasks, and display compassion and self-awareness.
This particular study caught my attention, though, because it demonstrates elephants’ ability to distinguish between humans who are likely to be a threat to them and those who are not. In other words, that they have the capability of trusting (or not trusting) humans based on previous experiences they’ve had with humans of various sorts.
Once I got past feeling sad that some humans are a threat to these gentle, intelligent creatures, it made me think about how casually we assume our own superiority to all other intelligences on the planet. And how, as we spend more time getting curious about highly intelligent animals like chimpanzees, dolphins, elephants, and pigs, our assumptions about our superiority come into question.
Thank goodness that the scientific method, when properly applied, doesn’t allow us to remain in comfortable ignorance, our assumptions unchallenged. I look forward to the day when scientists discover facts that demonstrate beyond doubt that these creatures with whom we share this orb have gifts and capabilities surpassing our own.
Until then, while I may not have proof, I suspect the elephants often pity us, and the dolphins find us amusing.
I’ve been noticing lately how very much easier it is to focus on making good things a little better – rather than figuring out how to re-invent good things to make them fantastic. Ad I’ve also been seeing the benefits of doing the latter:
I spent the last couple of days with a client group that did a truly bang-up job of NOT going for the easy answers, even though it would have saved them a lot of time and mental energy to do so. We spent the second day doing a “re-boot” of the vision and strategy map they had created in 2013, and when we got to strategies, it was clear that the ones they had come up with last year were pretty good and still directionally correct. It would have been by far the easiest choice simply to re-commit to last year’s strategies and come up with new tactics for this year. We actually started down that path, but after a few minutes, we all kind of looked at each other and said, “This isn’t going to hit on some of the most critical new aspects of our business – imperatives that have just arisen over the past few months. We need to start from scratch.” It required about 90 minutes of brain-stretching conversation to come up with those new strategies, and another couple of hours to craft appropriate tactics, but at the end of it they had created an exciting plan for this year that has the potential to be game-changing for them.
My husband, who is in the process of creating Great Life Brewing, has come up with some really excellent beers – especially his milk stout and IPA. He recently entered his first round of competitions, and received “good” ratings, along with one “outstanding” that garnered a medal. Based on the feedback he got, the easiest thing (and perfectly reasonable) would have been to do slight tweaking of the recipes to make them a little better. Instead, he decided to experiment with a significant change to the sparging process (part of extracting the malt from the grain) to raise the specific gravity of the unfermented beer – which would address a consistent piece of feedback he’d received about the ‘body’ of the beer, and that he felt kept the “good” ratings from being “very good” or even “outstanding.” After a 12-hour dawn-to-dark brewing day yesterday: success! His new approach to sparging increased the specific gravity by a big margin – and (according to him – I haven’t tasted it yet) made an immediate difference in the taste and mouthfeel of the beer.
In both instances, these folks avoided the seduction of making things “a little better.” It’s really easy to justify that approach, to convince ourselves that we’re doing all that can be expected of us. Now understand – I’m not talking about taking the path of least resistance: shirking, or doing things badly. I’m talking about doing what most people would consider an OK job.
But I’ve come to believe that world-class individuals and organizations are most often distinguished by their willingness and ability to do the tough work necessary to make break-through changes when that’s what’s needed, and what’s possible.
And the good news is – even though it can be a lot harder (it takes more of your time, energy, focus; more risk of failure; more letting go of assumptions) – it’s so much more satisfying to make substantive, even disruptive improvement in something important that it generally feels as though it’s all been worth it, whatever the effort involved.
Just got back from an exciting, inspiring, exhausting, fun and thoroughly worthwhile event: the first annual Soundview/Nour Author Summit in Atlanta. For a number of year, I had attended a similar event put on by my friends and colleagues at 800CEOREAD, and when they laid down the torch after last year’s event, and weren’t talk-out-of-it-able, Rebecca Clement and David Nour decided to pick it up and carry it forward.
I learned useful stuff, met great people and laughed a lot. (I also ate an extremely tasty lobster dinner, which added to the overall impression of wonderfulness.)
More than anything, I understood even more deeply about the joy of mastery. I learned yet again that mastery doesn’t mean getting to the point where you’re the expert and you get to tell everybody else how to do stuff.
True mastery means wanting to keep learning, even when you’re good. That is, getting good enough at things to feel proud and happy of what you’ve learned and accomplished – and at the same time feeling hungry to keep going. I’ve become a good writer, a good teacher, a good(ish) marketer of my books and ideas, and I can build connections with lots different kinds of people — and I have so much more to learn in all these areas; so much I want to do better.
True mastery means being able to learn from almost anybody: those who are farther along the path than you, those who are journeying beside you, and those who are just starting out. Some of the things that most inspired me and made me think over the past two days were said by folks who are just writing their first book or just contemplating how to build a practice around their ideas.
True mastery means increasing – rather than diminishing – curiosity. I find myself more and more fascinated by the process of clarifying ideas and sharing them in a way that’s compelling and useful. I found myself listening to many different people, to hear how they do it, and whether that works for them.
True mastery means being willing to start over and over again. I discovered, for instance, how little I understand about using Twitter as a means of community-building, business-building and idea-sharing. I thought I was pretty good with – but no: just scratching the surface. Damn. OK – time to go back to “I don’t know that…how does that work?”
And there is joy in all these things. I have a suspicion that joy arises from freedom. When I let go of thinking I have to be an expert, a grown-up, a teacher, the one-who-knows, and simply share my insight and knowledge as a gift, and then learn more, take in more, from everything and everyone around me – that’s truly joyful.
I’ve been thinking a good deal lately about learning: how we learn, especially as adults; why the ability to learn well and easily is so important now; what gets in the way of our learning.
And one thing I’m noticing is that most people have a rather limited and not-very-positive view of the word “learning.” For instance, I’ve noticed that if I put “learning” in the title of a post at Forbes, I get – at best – a couple of hundred page views. If I then go back and change the title, removing “learning” and substituting a phrase like “How to….” or “5 Ways You Can….”, the page views jump dramatically.
So I’ve started asking people what they think of when I say “learning.” Generally among the first few words out of their mouths: “school,” “boring,” “classroom,” and “teachers.” As a result, I’ve come to believe that for many (most?) of us, our associations with learning have been deeply tainted by our early, negative associations with schooling: our memories of being scrunched into uncomfortable desks with a bunch of other bored 9-year-olds while some boring grown-up drones on about something that’s infinitely less interesting than whatever is going on outside the windows of our too-warm, over-crowded classroom.
And it’s really unfortunate, because – in the words of Arie De Geus – “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” I’ve come to believe that this is true not only organizationally, but personally as well. In this highly disruptive, fast-changing era, people who master the art of learning new things quickly and well have a tremendous advantage. Emerging technologies? Changed business models? Different employee expectations? New ways of working globally? Cultural mash-ups?
All doable if you’re a kick-ass learner.
To find out how to be a truly excellent learner, go back before you got stuck into school, and think about how you were as a little kid. Since lots of people don’t have much memory of themselves at this age, I’ll remind you. Little kids are driven to learn. They want, deeply, to be like the bigger kids and grown-ups they see all around them. It’s aspiration in the simplest, most direct sense. It’s also a powerful survival mechanism – from the beginnings of humanity until a few hundred years ago, the children who most quickly became skillful, contributing members of the tribe were most likely to live and reproduce.
And the impulse that focuses this aspiration to learn, that catalyzes real change in understanding, is curiosity. Anyone who has ever been around a 4-year-old has experienced this firsthand: Why? How did that happen? Does that always happen? Is that a good thing? What if I did that? Can I do it? Why not? It can be exhausting to the adults involved, but it’s a remarkably effective way to figure out the world, how it works, and one’s place in it. Curiosity is the impulse to understand. It’s part of that survival mechanism – understanding our environment as deeply as possible is key, not only to not getting killed by some aspect of that environment, but also to using what’s available in that environment to increase the likelihood of our safety, comfort and health.
There are two other things that kids have (at least when they’re little) that we tend to lose as adults: they’re willing to admit when they don’t know something, and they don’t care about making mistakes. We call those learning capabilities neutral self-awareness and willingness to be bad first.
Learning language is a great example: “What’s that?” my granddaughter asked me last summer, pointing at a radish I’d just pulled from the garden. “It’s a radish,” I replied, handing it to her. “Rabish,” she said with satisfaction, inspecting it. “Radish,” I repeated. But she couldn’t quite get that combination of letters – and didn’t really care. Her focus was on pure acquisition of understanding, and she wasn’t at all embarrassed about her difficulty with the pronunciation, as an adult would have been.
I’m deeply convinced that if we, as adults, can re-connect with those four childhood capabilities – aspiration, neutral self-awareness, endless curiosity and willingness to be bad first – we will be far more successful at navigating through this ever-changing world.
I’m planning on writing my next book about this whole arena, so I’d love to hear your stories of how you used any of these four capabilities to get better at something, to develop a completely new skill, or to find out about something you didn’t know. I’ll also be writing about this at Forbes, so if the topic interests you, please join us over there as well.
And as always, thank you for reading…it inspires me to get as clear as I can about what I observe and experience, so I can share it with you as usefully as possible.
Just this week we had our annual Proteus company meeting – something we’ve done every fall for many years. I believe it was the best one so far: great energy; lots of fun; useful conversations and clarifications; really good connections among all of us. But for me, the most wonderful thing was this: I didn’t make the arrangements; I didn’t manage getting everyone there; and I didn’t run most of the meeting.
My excellent team members did much of the heavy lifting, and I showed up with everyone else and participated.
My job as co-CEO of Proteus has changed dramatically over the past year or so, and I’m very excited about it. The metaphor I’ve been using in describing the change: for 20+ years, I felt like I was running with a kite, trying to get it up in the air. Now, the wind has caught the kite, and my job consists of paying out the line, keeping the proper amount of tension on it so that the kite stays in the air and can go higher and higher.
The ‘wind’ is composed of a better-than-ever team of smart, well-intentioned, skilled people; better and better internal processes for doing our work; ever-more-clearly-developed and useful IP; and a wonderful momentum of satisfied and vocal clients who keep calling us back and referring us to others.
So even though I’ve had the same job on paper for 23 years, “Founding Partner and CEO” of Proteus is very different now than it was even a few years ago.
And I’m seeing that the most important way for me to make this shift is to talk less, listen more, and get very curious. In fact, I think that’s key to making any shift, but it’s especially important when something you think you know very well is shifting under you.
When we’re involved in learning something brand new to us, we tend to come in with a helpful “novice” mindset: e.g., “I don’t know know much about this; there’s a lot I need to find out.” That mindset moves us in the direction of listening and curiosity. Unfortunately, when it’s time to learn something in an area where we already think we’re experts (e.g., doing our job, running our company, raising our kids), we tend to be much less open and curious, much more focused on how it should be, on what we know (or think we do), and on telling others what we know and how it should be!
I suspect that, in today’s world, most people’s jobs change pretty significantly from one year to the next, and that no matter how long you’ve been in a particular job or company, it’s probably a good idea to come in every day with that learner’s mindset.
Michelangelo, arguably one of the most brilliant and productive people in Western history, had a stock response he used throughout his life whenever people complimented him on an achievement or an idea: he said, “Ancora imparo” – “I am still learning.”
If it’s good enough for Michelangelo, it’s good enough for me.
My daughter just put something wonderful on facebook the other day. It’s about 7 minutes long, but I strongly encourage you to watch at least the first 5 minutes. Then we’ll talk about it…
I love this so much. I had no idea such a thing existed, and I’m truly fond of finding out new stuff.
I have an almost childlike joy, a sense of excitement and wonder, at discovering new things. I feel very fortunate to have retained this quality as an adult; I believe we are all born with it (watch any two-year-old exploring a new object), but too many of us have it thoroughly socialized out of us early on. We’re told that our enthusiasm is childish; we’re made fun of for not knowing things; we watch others (parents and teachers especially) act as though grown-ups are supposed to know everything…and our openness to and enjoyment of new learning gets squashed.
I used to work with someone who simply refused to acknowledge when she was hearing new information. Whenever I would tell her something that I was nearly positive she didn’t know, based either on things she had said or ways I’d observed her behaving, she had one of two responses. The first was, “Yes, that’s just like this other thing (that I’m very familiar with)” – even if it wasn’t at all like that other thing. I believe her deep aversion to admitting that she didn’t know something caused her to unconsciously shoehorn new information into old frameworks, just so she could claim prior knowledge. Her other response was simple rejection; she just wouldn’t accept the new idea or information. Sometimes she would voice her disagreement, but more often she would simply purse her lips and look disapproving. Over the years, I came to understand it as her “this is a crock and I’m not buying it for a minute” look.
Both of those responses kept her effectively blocked from learning. Over the many years we worked together, I saw how painfully slow and difficult it was for her to open up to new colleagues, acquire new skills, change her mind, see another’s perspective, acknowledge changes in other people or the business. In fact, she finally left the organization because she was unwilling or unable to make a major change that was being asked of her.
Are you in touch with your own wonder? Here’s a way to find out. Reflect on how you felt as you were watching the video above, and then answer these four questions:
• On a scale of 1 to 10, with 1 being “Whatever, dude,” and 10 being “Holy crap!” how impressed were you by what you saw?
• On a scale of 1 to 10, with 1 being “I pretty much knew that,” and 10 being “I had no frigging idea,” what were you thinking as you watched this? (Recuse yourself from this question if you’re a) a physicist, b) a glassblower, or c) the maker of the video.)
• On a scale of 1 to 10, with 1 being “Huh,” and 10 being “I can’t wait to show this to somebody,” how excited were you about sharing your learning?
• On a scale of 1 to 10, with 1 being not at all, and 10 being a lot, how happy/excited were you to find out there was such a thing as a Prince Rupert’s Drop?
Because, in my mind, these are the key elements of childlike wonder: being impressed and charmed by new learning; being willing to admit that it’s new to you; and wanting to pass it on.
But why does this matter? I think it’s key to success in the world today. If wonder is your primary reaction to new skills, new knowledge, and new possibilities, you’ll be much more likely to thrive in this time of ours where massive, disruptive change is a constant, and where roughly 95% of all human knowledge has been discovered since World War II.
So: re-engage your inner two-year-old, and have at it.