Enlightened Conflict

saying what matters and it matters what you say

June 16th, 2017

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own your words maps to your intentions

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“Half the world is composed of people who have something to say and can’t, and the other half who have nothing to say and keep on saying it.”

 

Robert Frost

 

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Well.

 

blog-writing-work-from-homeI write a blog.

In fact.

A couple thousand pieces and a couple million words.

 

In my mind … I have something to say and I say it. Maybe it all means nothing and as Frost suggests … I am one of those who have nothing to say but say it.

 

Regardless.

 

If I say it … I own my words.

 

I say this because we are edging into a world where people are of an age that are shifting into leadership positions, positions of influence, who … well … have blogs or have written for blogs.

 

And, uh oh,  they are being demanded to justify their words, thoughts and ideas. In other words … they are being asked to own their words. They may have had nothing to say but they said something and now they have to explain something about their nothing.

 

This is all incredibly interesting <and slightly amusing> to me because if you go online you will find thousands of writing advice columns <usually formatted in the heinous listicles and written by self righteous older people> written for the attention of young people … warning them of the dangers of what they put online and how it can affect their future employment.

 

The amusing part? I found none <zero> advice columns directed toward … well … me <self righteous older people>.

 

And you know why? Because we older folk are supposed to know better.

what are you going to do i do not know

 

 

Sadly.

Some of us do not know better.

 

There are lawyers seeking higher positions, business people seeking a seat in a C-level suite and even doctors seeking to shift into a more general business world who are finding that their words are following them <and they need to own them>.

 

And, no, “it was just my personal opinion on my personal blog” doesn’t hack it. if you shared a thought you own the words in how you shared it, therefore, you own the thought AND the words.

 

To be fair … I will spend a second in the tricky part.

 

Is the past a predictor?

 

Should we waste our time revisiting the blog writings of someone who most likely sat down and vented personal thoughts on things of matter?

And … maybe more importantly … should we be held accountable for words we decided to put down and share on the world wide web?

 

Simplistically I would say … of course we should be held accountable for the words then … just as, of course, what we said then may be different than what we would say now … and we need to own those words <and justify the difference>.

 

Simplistically I would say … it is indefensible to solely make a stand on ‘you said it because you can’ and , simplistically, it is indefensible to simply say ‘that was then and this is now.’

 

If you write, you own the words. Therefore, use words with care.

 

 

blog posts scary

I don’t have time for many blogs … the daily diaries, the motivational tripe, the pieces that don’t really have a point, emotional directionless solution-lacking pieces … these have some value in some ways but they aren’t really the potent things <albeit … you own those words too so be careful>.

 

But many blogs are there to make a point. And if you make a point, you own it.

Oh.

And … you own the words you use to make that point.

 

I make no mistake when I post something in that I know when I open my mind and share my words they represent a potent formula that can be drunk with pleasure or peril.

I know whether it is a large presentation, a one-on-one discussion or a 998 word post on my blog I am doing so as a public speaker.

 

I own my words. I own my thoughts.

 

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“Words are singularly the most powerful force available to humanity. We can choose to use this force constructively with words of encouragement, or destructively using words of despair. Words have energy and power with the ability to help, to heal, to hinder, to hurt, to harm, to humiliate and to humble.”

 

Yehuda Berg

 

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I am surprised when older people get trapped in business discussions having to discuss things they may have written. I am surprised because I know when I write and share those words … I can use these words as a constructive force or a destructive force. And with either path I own what I construct as well as own what I deconstruct.

 

Now.

 

What also surprises me a little is that older people who have blogs or write opinion pieces are not young inexperienced people but, if you are making a point, you really do know that simply ranting or using some childish phrasing or hyperbolic rhetoric diminishes what you have to say.

 

And I say that knowing I am free with the swear words and generous with snarkiness.

 

But what helps me is that I have found over time that conceptually I write in the same framework as I learned how to communicate in the professional world.

Stylistically it is me … all me <maddening to some people who visit the site> … but the framework resides in what I have always believed is the most simplistic way to create a simple message.

 

Sure. I may not communicate what I want to say simply but underneath the swear words, the snarkiness, the faux intellectualism and the casual use of grammar resides a desire to hit what I have always believed is the message simplicity bullseye <by the way … anyone, blogger, opinion writer and even a communications agency can use this simplistic guide>.

 

The bullseye.

 

simplicity bullseye business

 

On one axis, the horizontal, you are bookended in framing.

 

On one end is whatever issue & solution I can offer — functionally what I have to offer <my experience, my ideas, my thinking> — followed in toward the bullseye by … well … me, the writer, and who I am and what I stand for <so that my thinking gets filtered through who and what I am … lets call that my character>.

 

On the other end is the need or want – functionally what is needed – followed in toward the bullseye by what the situation, or people, may desire <or think they desire> so that pragmatism gets filtered through the sometimes random irrational minds of people.

 

The other axis, the vertical, is even simpler … hero, conflict and resolution. It is basic story telling applied to ideas.

 

simple story connection message bullseye

 

 

I want to offer a hero <it can be an idea> which can enter into a conflict unflinchingly, or flinchingly if appropriate, and offer a resolution. Simple stories work the best and, as one writer articulated it … “incorporate elements of hero, conflict, and goal.”

 

All this permits me even in my most dry pieces to attempt to offer my version of a story which, as stories are supposed to do, address deeper and enduring emotional levels tapping into personal  “issues” such as self-esteem <conformity versus individuality>, self-doubt and economic wellbeing.

 

Everyone who writes should have a story. They shouldn’t toss out words thoughtlessly, or worse, irreverently.

 

Anger doesn’t guide a good story <typically> but as long as you continue to aim forward the bullseye even an anger driven critique can end up in an okay place when viewed by someone in the future.

 

And all of that matters if you assume at some point someone will demand you own your words.

 

The story formula is simple:

 

  1. Pick what matters <a conflict>

 

  1. Offer a distinct meaningfully view, hero and resolution

 

  1. Imbue with your personality & character <which will inevitably be captured in the hero apects>.

 

I could argue, and I would, that if you stay within this framework what you take care of your thoughts care of your words ownwrite today will be representative of something you want to say tomorrow. You may not want to say exactly the same thing today, or tomorrow, as you did in the past but you will most likely be able to leverage from the past to what you want to say.

 

I mention this today not just to share my framework for writing but rather because many people my age, or slightly younger, are being measured more and more by the words they shared online. And more and more of them are finding that they have to choose between what they believe in <most likely reflected in something they wrote in the past> and what they need to say to get what they want in the moment.

 

That seems kind of nuts to me … that choice I mean.

 

What I want today should be aligned with what I believe in. I can take a fairly hard stance on a variety of issues, and I have, but I also hope that my heroes & resolutions reflect adaptability to other’s views and the situation at hand. When I do meet new business people or people I haven’t seen in a while and sometimes they bring up something I have written … well … let’s say 5 years ago … I am good. I may not think exactly what I did then but my basic beliefs have not changed.

 

It surprises me when some fairly qualified people have not assumed that stance in what they have written.

And.

I certainly have no patience for those who are more than willing to toss out their own past words as “I said that then but now …” or “I wish I had chosen my words more carefully.”

 

I will not suggest we should all get our words right every time <I surely don’t> but not all words are created equal and the really important ones … the potent ones … the ones that can construct or deconstruct … you should get right.

 

Well.

At least right enough that someday in the future your career will not hang in the balance over a poorly thought out blog piece. Conversely, if you did think it out and your career can hang in the balance over it … well … you made a stand.own your words who you are

 

And backing off that stand simply to get to where you want to be is … well … not good.

 

My writing style, or lack of style, aside … I don’t understand ever being trapped by owning your own words if you have decided to be “true to thineself” no matter what. I said something then and maybe I could have used better words but the basic thought premise is what I believe. Take it or leave it because getting the job, sitting at some table in a discussion, getting something I want doesn’t mean that thought can be discarded … if I believe it … well … I own it.

 

I will admit that owning up can be difficult but, as I once said, mistakes or things you have said in the past can be an awful lot like a hurricane … and “I” is always at the center of a hurricane — stay steady and hold the center.

 

I have no time and I have no patience for older people who do not own their words. And they should be ashamed of themselves for discarding thoughts and words so easily just to get something they want now.

Thoughts and words are far too valuable to be that disposable.

 

organizational exhaustion

May 12th, 2017

exhausted organization puppy tie

 

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“I prefer physical exhaustion over mental fatigue any day.”

—-

Clotilde Hesme

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“There is a construct in computer programming called ‘the infinite loop’ which enables a computer to do what no other physical machine can do – to operate in perpetuity without tiring.

 

In the same way it doesn’t know exhaustion, it doesn’t know when it’s wrong and it can keep doing the wrong thing over and over without tiring.”

 

—–

John Maeda

 

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So.

 

ideas within organizationLeading an organization is not like running a race … well … at least it is not like running a sprint.

 

Okay.

I am being stupid.

 

It’s not like running a race.

Nothing like it.

 

It is more like managing the health of a body in which you do want some exercise and you do want some healthy eating and you do want to insure proper amount of sleep.

Suggesting you want to run a business like you are in some marathon is silly and misguided.

 

It is just as misguided to think about an organization like a machine with gears and moving parts and keeping it well-oiled and full of gas and shit like that.

 

I say all of that to talk about organizational exhaustion.

 

If you stay away from silly metaphors about what an organization is, or is not, simplistically you are trying to insure your organization is putting forth a proper amount of effort against the efforts you want it, and need it, to be working against. This is a daily, weekly, monthly and annual leadership objective.

 

Different leaders have different styles working against this objective but, simplistically, that is the objective.

 

Now.

HOW you meet this objective typically takes some experience.

What do I mean?

 

I assume most leaders do not inherently know exactly how to do this … pacing an organization takes some experience and some practice, some mistakes and some successes and then you zero in on how to do it well <or just keep getting better at it>.

 

Using me as an example … I liked a hard charging group when I got to a eat sleep work organizational exhaustionteam/group management level. And I, personally, would be ecstatic if I didn’t have to sleep and I could go 24/7.

And, in the beginning, that was my vision for my groups.

 

By the way … in general … good intentions … bad idea.

 

But what that meant was that I probably learned this lesson, pacing and applying effort appropriately, too slowly <and I most likely will have a bunch of past team members chuckling painfully in agreement>. Going hard charging all the time is not sustainable — you juts have a constantly exhausted group.

Effective hard charging doesn’t mean 24/7 it means picking your moments and going hard.

 

That said… in desiring to have hard charging organizations there were certainly some lessons anyone would learn to limit needless organizational exhaustion.

Here are a couple I learned along the way:

 

  • I had to be consistent.

 

It doesn’t get discussed often enough but expectations go both ways. As a leader setting clear expectations is certainly expected <and I will mention that in my second learning> but it really helps an organization if you establish clearly what people can expect of you – behaviorally and attitudinally.

 

Words surely matter.

Setting expectations surely matter.

Actions surely matter.

But consistency matters above all. No leader is perfect and no leader will make the perfect decisions, let alone good decisions, all the time. Therefore it becomes incredibly important to just be consistent. Your organization, and specifically people, will become better accustomed to where you will be really really good and where you may be slightly off <and they will naturally accommodate both>.

 

In other words … your consistency actually offers your employees some direction for what they should do. Your best people will assess situations and know where you are consistently most likely right on, know the things you consistently overlook and know where you consistently leave some spaces for them to ‘do their thing.’

 

  • Keep some strong threads of consistency.

 

Threads of consistency permit an organization to not have to think about some things.

There were some really simple tactical things that I could control.

 

  • What do you mean <clarity in articulation>
  • Where are we going <set a visible North Star>
  • What do you want me to do <pragmatic expectations>

 

organize fish

If you could keep these three things solid and not have people milling about talking amongst themselves on these three questions you were staying ahead of the game.

 

It permits your organization to progress and not be stagnant. It permits your organization  to not invest unnecessary energy against those things and apply energy against doing shit.

 

 

Of course, a leader doesn’t have to do these things.

 

Of course, a leader doesn’t do these things at their own peril.

The peril? Exhaustion. frustration. Waste energy.

 

Not doing these things has an expense to an organization and mostly that is defined by two things – time & energy. I would point out that both of those things are not infinite resources to an organization. I point t out because if they are finite than you better have them available to you when you actually need them.

And that is why I chose to not use an organization as a race metaphor at the beginning but rather an organization as a body metaphor.

 

Look.

 

As a leader of larger organization you can hide your misjudgments or poor decisions in a variety of creative ways … mostly by shifting resources from one group to another or have another department assume some different responsibilities or by shifting some people into the work gaps or to buttress the best people who are flagging with some support.

 

But that is also not sustainable.

 

organizational exhaustion battery

The organization gets exhausted doing all that maneuvering … in addition … they get exhausted by you doing that.

 

I will admit that I got better at this as I moved up in responsibility. And, I will admit, I partially got better at it simply because I had more moving parts, departments and groups to manage. That is because I loved working 24/7 and I thrived with the energy of solving problems and … well … just energy. In a larger organization there is always something going on, some project or problem or initiative somewhere within an organization that needs attention or needs a little ‘push.’ This naturally permitted me to let one part of the organization ‘rest’ while another part of the organization ‘ran.’

 

Oh.

Think about that a second or two if you will.

 

What I just suggested is that an organization as a well-rounded circle or the classical myth of a ‘well rounded person’ is … well … simply a myth. In fact … the idea of it creates a false narrative in our heads.  As an organization learns and thinks and gains experience it does not expand smoothly but, rather, raggedly. Day after day, despite the fact it may feel like business is a grind or it may even feel too fast <or too slow>  an organization is constantly running toward some thought and experience … or … leaping from danger or something  disagreeable or some problem or some success and … well … suffice it to say it is anything but balanced.

And it is certainly not creating any smooth well rounded growth.

 

My main point?

 

exhausted all possibilities tried everythingThere is no such thing as a well-rounded person and there is no such thing as a well rounded organization. A leader may certainly aspire to create a well-rounded organization but, even at your best, the organization at any given point in time is some shape other than a circle.

The good news is that this means organizations also naturally get excited to explore the edged forays into interesting things and, in parallel, get snagged on the ragged edges of unexplored thoughts or even second guesses with regard to the lack of smoothness in what is happening in departments, groups and efforts … as well as thoughts and growth.

 

Yes.

I will point out that this is why an organization can feel slightly uncomfortable on occasion as employees, departments and groups wrestle with this discomfort, as well as dealing with the ragged edges constantly poking at everyone, but I will also point out that is why the things I mentioned earlier become even more important –the consistency, the clarity and the lack of chaos.

I will also point out that his kind of ‘uncomfortable’ is okay. Ito a leader it is actually a sign that things are going okay and the organization is not stagnant <and good leaders know how to point out good non-stagnancy to calm uncomfortable>.

 

All that said.

 

I can unequivocally state that no organization is successful when needlessly exhausted. They can be tired at the end of the day but exhaustion is a symptom not of ‘a good day’s work’ but rather unnecessary mental stress trying to get things going, understand what to do and what to say and kibitzing over why it is so hard to get what seems like normal shit done.

 

When an organization is running well … whether the 350 million, 350 or the 35 organizational exhaustion balancing workrecognize it … there are many days when the 1, the leader, leaves the office exhausted.

And the one is exhausted despite the fact that 349,999,900 people, 341 people or 34 people went to sleep that day feeling pretty good about their day and their needs & wants & hopes took one step forward that day … and they are a good tired … not needlessly exhausted.

 

Oh.

Despite the fact the one went to bed exhausted that one will arise the next day fresh because the organization is ready to go again the next day … and not organizationally exhausted.

 

I will end by pointing out that an exhausted group, an exhausted department or an exhausted organization is the sign of poor leadership. And, most importantly, it is a precursor to signs of inefficiencies and declines in measured productivity.

 

shared responsibility

April 17th, 2017

 generation think attitudes collective individual share

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We tend to hold ourself accountable for things we never did.

Hearts we never broke. People we didn’t hurt.

Souls we didn’t crush. “

 

coral-vellichor

 

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All these years I’ve been looking at the wrong side.

 

(via madelinemharris)

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Ok.

 

Accountability, or responsibility, is always a good topic. And, yes, I am a big personal responsibility person. But in business, within an organization, being responsibleresponsibility tends to be more shared responsibility than simple personal responsibility.

 

Oh.

 

To be clear.

 

I believe there is a strong relationship between shared responsibility and personal responsibility. The stronger the shared responsibility attitude & behavior within leadership & mentors & role models the stronger the development of personal responsibility muscle occurs in everyday schmucks like me. Conversely, if you are surrounded with lack of shared responsibility examples <or even those who espouse ‘selectively chosen shared responsibility’> the value of personal responsibility diminishes to an individual, therefore, they see less value in exhibiting personal responsibility.

 

We don’t talk about this relationship enough.

Far too often we flippantly suggest “people should take responsibility for their actions.”

 

Well … no shit Sherlock.

 

But if your roles models or leaders are constantly passing the buck when the shit hits the fan to save their own bacon <and image> then what the hell … why would you not do the same?

irresponsibility made easy

Yeah.

Sure.

 

Everyone has to pull their weight and do their job and do what they say they are going to do … but very very rarely does an individual perform in a vacuum in a business.

 

This happens more so even in management.

 

It drives me a little nuts when I hear some leaders discuss “delegating.”

 

Somehow delegating equals “absolved of responsibility.”

 

This is stupid irresponsible thinking.

 

My belief that it is stupid thinking is rooted in some common sesne I am fairly sure the US Military says:

 

 

You can delegate authority, but you cannot delegate responsibility.

 

 

In other words … you can give others the power to do things … you can delegate … but, no matter what happens … if something goes wrong … the final responsibility always lies with the one who has delegated authority.

 

Sticking with the military as my guidance … this means if your business has an initiative that has gone SNAFU <“Situation Normal: All Fucked Up”> the blame … and the ultimate responsibility for the mistakes <fuck ups> falls … uhm … up.

The leader assumes responsibility.

 

This is shared responsibility.

 

In other words … this is leadership.

 

Yeah.

 

Once you become a business leader past a mom & pop management style business you have to face the concept of shared responsibility <and some embrace it and some reject it>.

 

puzzle people connect shared responsibilityDespite the fact you have delegated authority that ‘authority’ does not represent a discrete event and period in time.

You bear the responsibility for the cascade of events, decisions and actions leading up to the ‘authority giving’ which means everything you have done up until that point provides the context for the delegating … yeah … you own the arena in which you have placed the delegatee.

 

But this gets exponentially worse <if you are thinking about becoming a business leader>.

 

You actually also share responsibility for the consequences … uhm … intended and unintended.

 

This is different than delegating authority <although it relates to it> and owning responsibility for the action … this goes beyond to the actual ripples from the decisions & actions.

 

Now.

 

Some leaders have a nasty habit of assuming responsibility for the decision and the effect of the decision — within a finite period of time. The weakest leaders try and tie “that was out of my control” or “I wasn’t there for that” as soon as they can to a decision they make.

 

The strongest leaders worry less about any carnage that has been left behind but rather start worrying about any carnage the decisions & actions could possibly create for the future.

 

The truth is that business leaders should take a moment and remember the wise words of … well … an American Indian.

 

Red Cloud, an Oglala Lakota leader who led his people against the U.S. Army and later as his people transitioned from life on the plains to the reservation, stressed that when Indian people made a decision, it should be done with the welfare of the next seven generations in mind.

 

Whew.

world is yours ours share life

In a short term world where most business leaders are trying to make quarterly goals and just try and keep their job … thinking with the welfare of the next 7 generations seems … well … impossible.

 

I imagine the real point is that most good business leaders assume some responsibility for the generations to come.  Some people may call this ‘long term strategy’ and some others will call it ‘keeping your eye on the horizon’ or even ‘having a vision’ … well … I am no Harvard Business guru and all that high falutin’ stuff seems unnecessary. To me it is much more simple.

You make decisions accepting the burden of responsibility for what will come … and may arise from your decision.

 

You share the responsibility for what will, or may, come.

 

And if you do that? Damn. You will do good and be good.

 

And if you do not do that? Damn. You may get a shitload of attention and applause in the moment and a shitload of attention and anger in the future.

 

 

Why do I say that?

 

Because if you don’t really believe in shared responsibility and flit from one decision to the next in a transactional “responsible only to the moment” way you will end up rushing from issue to issue, reacting without a plan or a strategy or <worse> no care of longer term affect, creating carnage yet to be seen <because that type of leader tends to seek only the cheers in the moment>.

 

Uhm.

 

Innovative solution plan as a pencil trying to find way out of maze breaking through the labyrinth as a business concept and creative metaphor for strategy success and planning achievement.

Just to point it out … with no plan that means anything can happen and a leader can justify anything. Because with no plan to measure a decision against anything can look right … and unpredictable can be touted as ‘flexible to the situation.’

 

All of this fits a short term leader in a short term world.

 

The people are few and far between these days who weigh their responses and assess long term affects. In today’s world it almost seems a race to be the first to judge or comment on a decision or action and far too many leaders actually manage to the public race to comment rather than the longer term assessment.

 

This is scary stuff for anyone to do but a business leader? Dangerous.

Even the best short term decision makers, if forced into a gauntlet of short term decisions, will struggle to insure at the end of the gauntlet they have kept walking northwards as they had been looking down the entire time. More often than not North will not be the direction you are facing nor will you have actually moved any closer to the North star.

 

I am not suggesting this longer term shared responsibility attitude is easy.

In fact .. it is really really hard.

In fact … it almost means you have to embrace a little “impossible” into what you actually make possible.

 

Huh?

 

 

In general I have always liked logical thinking <no matter how random the logic may be> but I always love it when someone combines some unexpected logic.

Generally speaking the best unexpected logic actually comes from those who do the impossible … thinking of the impossible and seeing possibilities — the impossible being “knowing for sure what will happen in the future.” They make the spectacular leaps/chances, accepting responsibility and sharing responsibility, so that business can make the needed changes or just do the semi-risky things that keep a good business doing good things <things that may push against the borders of the status quo>.

 

Yeah.

Spectacular errors can only happen if you take spectacular chances. I am not fond of irresponsible risk taking and decision-making, but I am fond of doing ‘the right thing’ even when it may appear to be going against the stream. Sometimes that means a spectacular success, sometimes a spectacular error. But always something spectacular.

 

And I will tell you … what more could you want to say about your life as a leader but that you have done something spectacular? Especially if that ‘spectacular’ actually happens a generation later which permits you to sit back and say “I did the impossible … I viewed the future well.’

 

Anyway.

 

Shared responsibility is the burden of any good leader. They tend to be the leaders who understand they cannot really be sure what is going to happen to them over time, they weigh the risks to the best of their ability and let the chips fall as they may.

I tend to believe their attitude is one of “you don’t want to act more fearfully than you have to.”

 

Good leaders have a tendency to hold themselves accountable for anything, everything and everyone … in varying degrees depending on the anything, everything and everyone. And, maybe most importantly, I tend to believe they understand that there is a relationship between shared responsibility and personal responsibility.

 

And, practically speaking, you will never be viewed as a true leader if you do not.

 

Well.my life is my message duty

 

You know what?

 

To end this thing today … let me offer two other words, typically associated with responsibility, obligation and duty.

 

Obligation refers general to something you are compelled to do by regulation, law, promise or morality. I think good leaders feel obligated to assume shared responsibility.

 

Duty, more so than obligation, springs from an internal moral or ethical impulse rather than from external demands.

I think good leaders feel a duty to assume shared responsibility.

 

Shared responsibility … not only do I believe we should discuss it more often <because it will foster better value in personal responsibility> but I also believe we should be demanding it of our leaders more often.

ignored truths for temporary happiness

March 13th, 2017

temporary fleeting g

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“Who in the world am I?

Ah, that’s the great puzzle.”

 

Alice in Wonderland

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  “We ignored truths for temporary happiness.

 

——

six word story

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“Most people do not realize that thinking about something is inviting the essence of that something into their experience.”

 

Abraham Hicks

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presentist 1Ok.

 

One of the most difficult things to figure out is what to do ‘now’ when given a choice … particularly if that ‘now decision’ would appear to provide some happiness.

 

I mean … WTF … who would pass on happiness?

 

We have a tendency to either not think long term when facing happiness … or maybe we weight happiness to such an extent it appears to have a higher value then it may actually have.

 

Fortunately for us … we actually have an inner scale.

 

This scale makes this decision a fairly easy one.  That inner scale is the “I know who in the world you are’ scale.

 

If you know that your happiness assessment glasses are clear, not smudgy and provide you at least fairly good vision … well … you have a better than even chance of actually figuring out whether it represents temporary happiness or ongoing happiness.

 

Regardless.

 

The desire or seeking of Happiness cloaks everything. Even truth. And maybe exponentially so for truth.truth people hate

Truth is tricky.

 

We confuse it with common sense, intuition & instinct.

All of which suggest the real truth about … well … truth without actually being true.

None of those things truly reflect truth … just a characteristic of truth.

 

The characteristic? Glimpses. Glimpses of truth are temporary. That isn’t to suggest truth is not everlasting or steadfast but rather our viewing of truth comes in glimpses.

 

That said … I will offer a word to everyone on temporary … a word, if you take some time and consider it a little, which partially explains ignoring truth – evanescent.

 

Evanescent refers to that which almost vanishes as soon as it appears, implying that a thing is ‘tenuous, delicate or unsubstantial ‘ as part of its nature <an evanescent glimpse of the truth>

 

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“If you put your happiness in temporary things – your happiness will be temporary.

 

 

Nick Vujicic

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last haven evanescent temporary glimpseI chose evanescent to make a point … I could have used momentary, passing or fleeing.

All synonyms of temporary.

 

I could have used transient or transitory … both of which stress brevity and impermanence and the fact it will not endure.

Both synonyms of temporary.

 

I could have even used ephemera which denotes that which changes aspect rapidly and continuously.

Another synonym of temporary.

 

I could have even focused on temporary which is a nice general term that implies measurable but of limited duration.

 

But I didn’t.

I didn’t because truth, more often than not, can vanish just as quickly as it appears.

 

Let me explain why.

 

Truth is rarely simple and is even more rarely a “it just is” factoid. Instead it is more likely represented in a disparate range of factoids and fragments. They all swirl around this truth and most often we, seeking simplicity & happiness, ignore all the fragments and put our arms around the easier happiness.

 

The danger in this is that we then have no depth of understanding. We are not forced to assess the fragments and think. We don’t because , in our heads, truth should be simple, clear and obvious <hence the reason we far too often confuse it with common sense>.

 

This is where evanescent comes back into the conversation.

As noted earlier truth is most often represented in a big blob of swirling disparate fragments … and, yet, on occasion if we look at just the right time all the fragments align … and truth appears.wow excited astonish no

 

Some may call this an “ah ha” moment. I would suggest t is simply a moment of clarity.

 

It is a moment in which you truly become a conduit of truth.

 

It is a moment where everything is aligned and Truth stands there … right in front of you … still amidst the swirl & chaos of Life.

 

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“Liberty of thought is the life of the soul.”

 

Voltaire

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Of course … you actually have to be paying attention.

Of course … you actually have to not be distracted by happiness.

 

Of course … you actually hate having to do both of what I just wrote.

I mean, c’mon, to have the opportunity to be wrapped in a nice cozy blanket of happiness for the rest of our existence <because that is what we hope every time happiness snuggles up against us … that this is the time it lasts forever>?

 

Uhm.

 

What a fucking fairy tale.

That is like basing truth & happiness on unicorn farts.

 

Here is what everyone needs to remember as they ponder ignoring truth for happiness.

 

Everlasting happiness is a myth.

 

Shit.

 

Everlasting truth is a myth.

 

Whew. How ironic is that?

 

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“I have lived with a sense of irony and cold curiosity.”

 

——

Friedrich Nietzsche

 

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Two of the most valued things in Life are myths.

 

Well.

 

It sure sucks to think that.

 

bad decisions for temporary happiness

Anyway.

 

Here is the most basic truth of all <a non temporary truth but an everlasting one>.

 

Truth will always be truth … but it will never be easy … easy to gather, to understand and to believe.

 

And because it is not easy … and we would much prefer happiness <even temporary happiness> we will accept being right sometimes … wrong sometimes … and at all times believe things on insufficient evidence.

 

Yeah.

We should just face the fact that even on the things we believe, and claim we understand, we are doing so often in an incomplete way <even if we are correct>.

 

I believe my smartphone works … but I have no clue how.

 

I believe … well … full in your own “black box belief” here … things you just assume will work and assume we understand how to make it work but certainly do not understand the ins & outs of its workings.

 

This is the economy.

This is effective government.

This is climate change.

This is finance.

 

This is most of the big stuff in Life.

 

Which brings me to my conclusion … something little … evanescent.

The glimpse of truth.

The moment when all the disparate fragments align and truth stands in front of you.

 

It is the moment when … well … things are sufficient enough to understand and believe.

 

It is the moment we should not ignore truth for either temporary happiness or the temptation of what may appear to be everlasting happiness.

 

It is the moment when we have the opportunity to … well … “see who I am” and yes or no importanceplace an important piece of the puzzle in place.

 

Wow.

 

That sounds like an important moment, doesn’t it?

 

You bet.

Pay attention for it.

Pay very very close attention.

Pay attention … because the glimpse of truth is evanescent.

 

Pay attention … because the last haven of truth often resides in the evanescent.

wearable technology and everyday schmucks

October 28th, 2016

A19D55 COMPUTER CIRCUIT BOARD WITH BINARY CODE

 

 

“… technology companies want us to think that by engaging in self-monitoring and self-care practices using wearable wireless technologies we will be empowered to “take control” of our health.

“These apps and devices also sometimes ‘push’ or coerce us into using such technologies in the interests of other actors and agencies”, raising questions about their potential for “economic and social discrimination”.

 

—-

Deborah Lupton, a sociologist who has made a critical study of the digihealth market.

 

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Well.

 

strategy think anger angry business ideas filterI am not a sociologist and I am not a wearable technology expert.

 

And, yet, for some reason I find myself in another discussion where I have been asked about some futuristic type stuff including:

 

What do I think will be the future of healthcare?

 

What do I think about artificial intelligence and the workplace?

 

What do I think about tomorrow’s business organizational model?

 

What do I think about 3D printing and its effect on manufacturing?

 

What do I think about Wall Street and the overall financial industry

 

What do I think about globalization and its effect on individual country’s business ,and jobs>

 

What do I think about the young <in business, in education, in critical thinking>?

 

And.

 

Now … what do I think about wearable technology.

 

Let me be clear.

 

At best … I am 50% right on thinking thru innovations success <maybe the last I got right was the double edged razor>.

At best … I am 50% right on thinking thru the future of entire industries.

 

But … that doesn’t mean I do not have an opinion … and I do know some things about people’s behavior and what they like and dislike <from a usage standpoint> … so here goes on wearable technology.

 

I read somewhere that 2014 was greeted as ‘the Year of the Wearable.’

 

Well.

 

That’s a little over-the-top nuts to me.

 

As most over-the-top futuristic type things are … someone has decided to make some over-the-top claim about an innovation and the future of “the next hot thing” <which is most likely tepid at best>.

 

I think wearable technology is going to have some major complications as it tries to become integral into people’s lives.

 

Why?

 

Well.

 

As people try to cram more and more stuff into whatever they are already doing and what they want to do there will be two main decision criteria for anything trying to work its way in to someone’s routine:change-people-technology

 

  • Lubrication:

 

We all have gobs of things to do and a to-do list longer than time available. In most cases we are not seeking to add things but are more than happy to utilize techniques & tools which make what we have to do get done more efficiently.

That’s Life lubrication.

 

If someone or something can convince me that buying it & using it will lubricate everything I already have on my plate … well … they can have my money.

 

And if it actually DOES lubricate? Well. They will continue to not only get my money but I will use the product/service on an ongoing basis because it … well … has shown value.

 

Everyone should note that the link between purchase & proof of value is tenuous between innovations and people/users which is why many them look good in trial but die overtime.

 

I will admit … for the life of me I cannot figure out why futurists or the blowhards who espouse ‘year of anything’ with regard to an innovation ignore this.

 

<on a separate note: that’s why I believe smartphone telehealth is the next generation of general practitioner medicine … it lubricates Life on a valuable consumer need>

 

 

  • Enhancement:

 

Sticking with my to-do list or stuff I do daily <regularly> … if something can

improve, maybe make more effective, something I am already doing … it is an ‘enhancer.’ In most cases we are always looking to subtract something if we can add something better. Or even better … enhance something we are already doing that we like <better because that incorporates less change in our Life and it suggests what we are already doing was smart>.

That’s Life enhancement.

 

If someone or something can convince me that buying or using it will enhance my life, make it better or more enjoyable or ‘fuller’ on an ongoing basis … well … they can have my money.

 

And if it actually DOES enhance? Well. They will continue to not only get my money but I will use the product/service on an ongoing basis because it … well … has shown value.

 

All that is kind of basic but for some reason gets overlooked.

 

That said.

 

Wearables, for the most part, neither lubricates our life nor enhances it … they simply educate us on how effective, or ineffective, or how efficient, or inefficient, we are already managing our Life.

 

It simply adds shit to what we are already doing and … well … adds work.

 

It simply provides information.

 

Good information? Sure.

 

But all it will either do is piss me off or show me what else I need to be doing.

 

Look.

 

I have more than enough things, and access to a zillion things, which will tell me what I am doing wrong or what I could be doing better … and all for less than $300.

 

If wearable technology would actually change shit without me having to do shit <kind of like a morphine drip without the morphine> then maybe it would meet lubricate/enhance criteria.

 

At the moment all wearable technology does is highlight the eliteness of the super fit and the rest of us every day non super fit schmucks.

 

They are certainly cool … but in today’s world ‘cool’ doesn’t get you too far in the marketplace. It can gain you a business niche but if the cool doesn’t Life lubricate or Life enhance … it will gain nothing more than a niche.

 

By the way.

In the business world a niche model can be quite lucrative.

 

Anyway.

 

I hesitate to jump on board the ‘digital wearable technology revolution.”

At least from a mainstream consumer choice perspective.

 

Now.

 

Let’s take a minute on corporate wellness or health or maybe … the “digitally health and fitness continuumengaged patient.”

 

Let’s say wearers can earn discounts of as much as 15% on their health insurance premiums. Well. That sounds appealing … and not just to me … 70% of consumers surveyed by PwC said they would wear a device to reduce payments.

 

Let’s say that wearable applications become more practical as both hardware and software develop where the devices can measure temperature and blood chemistry which would permit doctors to monitor patients from afar. Well. That sounds appealing … and not just for me … doctors love the idea and for people with chronic illness it could be life-saving or at least life-changing.

 

Let’s say wearable devices, which could include a smartphone that can measure blood-oxygen and blood-glucose levels <key if you’re diabetic>. Well. That sounds appealing.

 

Let’s say that a wearable device can monitor your ECG linked to an app that can tell when you’re running low on heart medication and need to order up a repeat prescription. Well. That sounds appealing.

 

Some of these devices are already on the market or coming soon via private health providers. And some people envision a time not in the not-so-distant future when physical activity and vital sign data will be collected seamlessly from devices planted on or in our bodies without our having to do anything mobile-technology-phones-antennamuch at all. Well. That sounds REALLY appealing from a lubrication and enhancement viewpoint.

 

Fitbit, and other wearables, don’t really seem that viable to me, however, they do appear to be on the leading edge of what will be valuable to us.

 

 

 

I imagine that if you have some extra money to waste or you are one of the superfit obsessed with maximizing every little edge out of your body then a wearable is well worth pursuing.

 

But for us every day schmucks who are comfortable getting what little we can out of our bodies when we do choose to do some exercise or like to take it easy on Sundays in front of a TV watching other people exercise … well … my wearable is much more likely to be a ‘cold one’ in my hand then some $300 wearable on my wrist.

 

Owning up

October 26th, 2016

 ideas-cloudy-chaos-trouble-contraian

 

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“Mistakes are always forgivable, if one has the courage to admit them.”

 

 

Bruce Lee

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“If you own up to your mistakes, you don’t suffer as much.

But that’s a tough lesson to learn.”

 

Lee Iacocca

 

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So.

 

responsible act feelOwning up is all about the respect for the boundaries of responsibility.

 

Owning up to what you have done and said is possibly the truest test of character you will ever see.

 

When you are managing people you learn a shitload about employees by how they handle a mistake … and how they ‘own up.’

 

Now.

 

As a manager … you always filter the ‘owning up’ through your own management style <because you affect your employees behavior whether you admit it or not>.

 

Any leader worth half a shit encourages the people on their team to think, go and do.

 

And, in doing so, they also accept the inevitable mistakes that happen with those who are often reaching beyond what they are currently capable of <that reaching is called “growth” by the way>.

 

Leaders aside … anyone, in any organization worth a shit, is going to find themselves in situations where well intended actions which have become mistakes have been made.

 

<note: I will ignore the crappy organizations who believe stupid ongoing mistakes are a fundamental building block to everyday business>

 

This is where ‘owning up’ moves to the forefront.

 

In general … you will find owning up falls into three basic categories:

 

 

  • Cocoon the mistake.

It is mine. Examine it. Accept it. Blame yourself for it. Own it as an isolated incident.

 

 

  • Leverage the mistake.

It was mine. Examine it. I learned from it. Own it. Use it moving forward as a stepping stone.

 

 

  • Equivalize the mistake

<note: I made up the word “equivalize” … I could have used ‘equalize’ but it is actually more about someone searching for some equivalence that they can pony up in their defense>

 

It was mine … but … it was pretty similar to this other mistake … and remember when <insert name> did this? … which makes it not so bad, right?my bad mistake

 

 

<note: there are certainly degrees of each and every of these response categories>

 

 

Let me talk about these.

 

The first is a martyr. Throwing themselves at the mercy of the court.

 

The last is a victim. Saying … well … if you are going to convict me, be aware, you will also have to convict all these other people.

 

The middle one? Well. Before you convict me let me tell you how it makes me, and us, better.

 

Once again, any good manager worth half a shit will reflect upon their responsibility for the response before they respond. Good managers understand that they set the tone for ‘encouraging mistakes’ and managing the main filter someone flows through when assessing and articulating their own mistakes – fear of repercussions.

 

All that said.

 

If you remove fear of repercussion you gain some true insight into the person.

 

For example … a senior person who feels entitled and ‘above the fray’ will have little to no fear of repercussion and you will see who they truly are in their response. And they can fall into any of the three categories I outlined.

 

Younger employees, on the other hand, are more likely to be scared shitless and their response is like looking into a mirror of your management style.

 

But.

 

Here is an interesting thought with regard to owning up.

 

Shit hitting the fan is like … well … a hurricane. Rarely is it simple and even rules not follow shitmore rarely does it stay a simple storm if you ignore it … it will eventually become a hurricane if you let it.

 

The thought?

 

The ‘i’ of the word hurricane is also in its center.

 

That is where owning up truly resides. How the “I” in the middle of the hurricane acts.

 

Still amidst the buffeting winds?

 

Scared of the mountain high waves?

 

Make little nuanced responses to remain in the calm of the hurricane?

 

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“The little things? The little moments? — They aren’t little. “

 

John Zabat-Zinn

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I imagine my point is that in owning up there is certainly the larger “am I willing to accept responsibility” but there are numerous little things within the acceptance which showcase character.

 

Being accountable, in general, demonstrates you are responsible. It certainly demonstrates you are willing to do shit, to make a mistake and are prepared to take accountability for it.

 

Being unaccountable creates an incredibly irksome dilemma to a manager.

dance-adams-family-couple-distinct

“I didn’t do it” , when all the obvious evidence states you did do it, creates incredibly stilted conversations circling some alternative universes.

 

It can become an absurd dance around reality.

 

And, worse, not owning up to something actually creates a spark which creates a smoldering fire which needs to be constantly dealt with over and over and over again.

 

And each time its little flame appears it scorches that person’s integrity just a little more.

 

I know.

 

It is incredibly easy to point fingers when things go wrong. Even easier to not even speak up and hope that no one notices.

 

Good things, the right things, are always harder to do.

 

Which leads me to a really neat thing I found about ‘owning up’ … which I found when doing some research — an organization called ‘cultures of dignity’ that has a curriculum they offer for young people.

 

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Owning Up teaches young people to understand their individual development in relation to group behavior, the influence of social media on their conflicts, and the dynamics that lead to discrimination and bigotry.

 

Whether you’re teaching in a school, a team, or a youth-serving organization, Owning Up is a flexible, dynamic curriculum that respects your knowledge of the young people you work with and the communities in which you serve.

Owning Up is a tool to help educators work with the most interesting, funny, and challenging people in the world: tweens and teens. It’s also a tool to teach young people the capacity to understand their individual development in relation to group behavior with their peers, the social dynamics that lead to discrimination and bigotry, and the skills to be socially competent in the difficult yet common social conflicts they experience.

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I love it. I love we go out of our way to show young people the power of ‘owning up.’

 

Uhm.

 

Now adults have to exhibit the same behavior <or have their own class>.

 

 

Which leads me to Trump who is, unfortunately, serving as a potential role model for our young people.

 

I imagine I thought about ‘owning up’ because of Trump.

 

He has mastered the art of not owning up to anything. But he does it in a way that I am not sure I have ever seen before. He just ignores what he has said and done. He just keeps moving onward <not upward> and I imagine in his head he shows a disdain for ‘owning up’ because it is so far in his rear view mirror he can’t even see why others want to keep talking about it.

accountability quote

I am not sure if in his own alternative universe <in his head> he never did anything to own up to … or if he is so focused on where he is going next he cannot be bothered by going back to what was.

 

Either way … it teaches nothing about the value of ‘owning up’ to our young people and sends a horrible message with regard to accepting responsibility for words & actions.

 

I would be quite pleased if Trump ‘owned up’ to that.

 

Regardless.

 

All I would suggest to everyone is that there may be nothing more reflective of someone’s character than their ‘owning up’ behavior.

Enlightened Conflict