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“I don’t think any madman ever said ‘Why, what an ass am I!’ “

BBC discussion on Hamlet

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Well, fortune favors the brave, sir.”

“I think that last night, fortune was merely inclined to favour the least incompetent.”

Richard Woodman

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Ok.

Success can be a, well, a deceitful sonuvabitch.

Winning can be a, well, a deceitful sonuvabitch.

Oh. As a result. Madmen who have had some success or wins can be, well, real sonuvabitches <asses>.

Regardless. Success and winning can be deceitful because it makes madmen not recognize what asses they are or how incompetent the incompetent are. Suffice it to say I have worked in businesses for over 25 years and I have never heard one of the random madmen I have come across admit they were an ass and I have rarely ever heard an incompetent ‘winner’ suggest they were simply the least incompetent that day <or any day that matter>.

Success has that effect on people.

But maybe the most dangerous effect is, for many people, once you have had some any loss seems like a threat to, well, survival. Or, as Clausewitz said:

…victory leads easily to overextension, which leads to defeat.

Uh oh. Defeat is not an option <to madmen & incompetents>. Business people in survival mode tend to shed themselves of any ability to rationally adapt as well as any ability to navigate the ‘unknowns’ inherent to any business world. Instead, most shift into a more desperate effort to fling themselves into any possible path to the next victory.

Ok. Survival may sound extreme, but I cannot think of a better word. Suffice it to say that winners think it is a life or death scenario and losing is all about a part of them dying. The ‘part of them’ may partially be confidence but, what the hell, that is a pretty significant part.

Anyway. Success or failure I do know one thing. Madmen will never say what an ass they are and incompetent people will always believe fortune favors the brave. Unfortunately, that suggests they are unchangeable.

Look. That alone isn’t so weird <or damning>. In general none of us are particularly good at changing <particularly in their business style & character & skills within business>. And THAT is important because far too many try to change themselves in order to ‘be a winner.’ I am fairly sure it was Peter Drucker who suggested it is significantly more effective to improve upon the way you perform – how you already do what you do <rather than try to fix the bad things you do>.

Uh oh. This means <gulp> madmen become more asshole-ish and the incompetent double down on their incompetence. If the mad and the incompetent seek some solace, I would note that most people do not really know shit about how they actually get things done.

Shit.

Most of us have no clue how other people do their voodoo <get things done>.

Shit. Most of us don’t really know what we are good at.

Shit. Even worse, most of us misjudge our strengths.

Shit. Even worser <I made that word up>, most of us who have had some success are even worse at misjudging their strengths.

Shit. The truth is more people actually know what they suck at <not good at>. Oh shit. But even then most people don’t get that exactly right. Holy shit. Suffice it to say we suck at judging ourselves. With all that self-assessment suckedness what do we do? Well, particularly in today’s world, you go the easy path — you simplistically judge off of outcomes/results <the successes & wins> avoiding any interest in scrutinizing any of the details of how you achieved the outcome.

In fact the details of our success becomes so unimportant in the scheme of things we create a mosh pit of all positive things which COULD have contributed to how good we were in that success. It is a crazy mix of ethics, values & integrity <inextricably tied to the results rather than the process embraced to gain the results> blended with a good amount of curiosity & perseverance & resilience <against the negative tides pushing against our inevitable deserved success> all sprinkled with the necessary “team player” <‘I thrive when I work closely with others’>.

Unfortunately, most of that self-reasoning is bullshit. The truth is this mosh pit simply cloaks incompetence, mistakes, errors in judgement and whatever ‘not-so-good shit’ <being a madman> by painting a positive coat of ‘something’ over them <”we weren’t as efficient because I wanted the team involved” or “we pursued this idea out of planned curiosity only to judge it was not the best path” … crap like that>.

Oh shit. This gets worse. Winning tends to concentrate one on doing more of what they perceived they had done to succeed rather than invest any energy on cultivating any additional skills, needs or improvements.

======================== 

“it takes far more energy to improve from incompetence to mediocrity than  to improve from first-rate performance to excellence.”

Peter Drucker

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What makes that even worse is that translates into madmen concentrating more on ass–like things and incompetents focusing more whatever bumbling they had done.

Anyway. I have found <without any research> people fall into two buckets on this topic – those who focus on the win and those who focus on improvement. I would suggest the madmen and oblivious incompetent fall in the former bucket and the truly sane business people, with a chance of actually being good, fall into the latter bucket.

I say that because any pivot points in progress tend to become more obvious in reflection than in the actual ‘living’ within the moment.

Therefore, if all I do is focus on the win I will reflect with little true critiquing and most likely remain a madman and incompetent <this is actually called ‘objective blindness’>.

Therefore, if all I do is be slightly perpetually dissatisfied with my performance and critique, in a healthy way, I will most likely increase my competency and have progress.

The former says “fortune favors the brave.” Always.

The latter says “fortune was merely inclined to favor the least incompetent.” At least on occasion.

Lastly. I would suggest that madmen and the incompetent have one thing in common — lack of meaningful convictions <beyond success at any cost>.

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“Convictions are not like gloves; one cannot easily change them.” …

General Petr Grigorevich

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Well. “Convictions are not like gloves.” There is a keeper of a thought. Madmen and incompetents are incredibly good at treating convictions like gloves.

Shit. Their convictions are more like chameleons.

I end there because I wish more of us in the business world would keep all of this in mind. Especially the madmen, who are asses, and the incompetent <who win more often than they would like to admit … despite their incompetence>.

Sometimes you can be an ass and it is <generally> okay if you are aware enough to sit back and say “what an ass am I!”

Sometimes you can be an incompetent and its <generally> okay if you are aware enough to sit back and say “fortune was merely inclined to favour the least incompetent this time.”

Who am I kidding? No madman has ever said “what an ass am I!” and no incompetent has ever said “fortune was merely inclined to favour the least incompetent this time.”

That’s only the kind of things we, the normal business people, do. Ponder.

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I used to tell people we use research to INFORM decisions and not MAKE decisions.

Then.

I told people we use numbers to INFORM decisions and not MAKE decisions.

Then.

I told people we use data to INFORM decisions and not MAKE decisions.

Now.

I tell people we use algorithms to INFORM decisions and not MAKE decisions.

Me

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“An idea of working based on three pillars: science, insight and faith. Science because I’m a social scientist by training. I believe in data, robustness of information, making sure you’re on the right track. Insight because if you’re not able to draw insights from research, you’re not a strategist, just someone observing the data. And faith because you never know what’s going to work, so you always need a bit of faith to get everyone started.”

Laura Chiavone

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I believe great companies have one common infrastructure characteristic: culture. Good companies can be grounded in systems, processes, operations, etc, however, the step up to ‘great’ demands a culture (which is always implemented by people) to elevate the ‘infrastructure aspects. To be clear. “Culture” is not some ‘thing’, or values, or some nebulous feeling, it is an emergent consequence of how people interact with each other within a business. It is not what someone does or doesn’t do, it is what happens when people do things with each other. I thought of this because Mike Walsh has a new book, The Algorithm Leader, which suggests that the most successful companies of the future will support/augment/enhance that culture infrastructure – with algorithms. Now. Before anyone defaults into thinking this translates into “empty soul, technology order taker” company, or even holocracy (ponder how polar opposites could be relevant to the algorithm topic), let me share some thoughts on how I believe the thinking suggests structural value creation lift: for business & humans. To me this will occur through a balance of stability (knowledge infrastructure), uncertainty (quests versus missions) & understanding of Antifragility (selective redundancy maximizing untidy opportunities).

Let me pose some thoughts on the relationship between algorithms and antifragility upfront.

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“It is optionality that makes things work & grow.” AntiFragile

Maybe algorithms shouldn’t provide answers, but options. Maybe, more importantly, we become a little less comfortable with the need for construct and more comfortable with using algorithms as dynamic application of ‘movable construct’ at the right time & place.

“The antifragility of some comes necessarily at the fragility of others. In a system the sacrifice of some units – fragile units or people – are often necessary for the well-being of other units or the whole.” AntiFragile

Maybe algorithms should evaluate tradeoffs, fragility versus antifragility & well-being factors (of units & whole).

“The crux of complex systems , those with interacting parts, is that they convey information to these component parts through stressors.” AntiFragile

Maybe algorithms should not highlight solutions, but rather stressors or what Donella Meadows called ‘leverage points.’.

“There is a category of things that we can call half invented, and taking the half invented into the invented is often the real breakthrough.” AntiFragile

Maybe algorithms shouldn’t seek new innovations but rather ‘half invented’ ideas ripe for innovation maturity.

“Meaningful progress is non-linear.” How To Lead a Quest

Algorithms should enable an organization to identify progress paths to explore and discover rather than simply meet the needs of present identified ‘paths’ of progress or solve present identified issues & vulnerabilities.

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Full disclosure on my business beliefs. Throughout my career I have always felt comfortable by making the less certain decisions just certain enough that someone would go “well, it seems riskier, but, if you own it, go do it.” I say all that because I believe all Future of Work discussion should be grounded on the relationship between certainty & uncertainty – for the business, the people within the business organization and people’s minds/attitudes.

Algorithm leadership.

Most people want certainty therefore they let research make decisions, use numbers to make decisions, show data to make decisions and, increasingly, will suggest algorithms make decisions.

This is just a different type of efficiency couched in efficient operations. It will be called “efficient decision making.” The problem is this efficiency is just an attempt to strip a decision of uncertainty and, well, the best, most effective; decisions always carry along some burden of uncertainty.

What made me think about this? I just finished rereading AntiFragile (Nassim Taleb) and reread Mike Walsh’s first chapter of his new book The Algorithm Leader.

The former is about figuring out how to maximize from disorder or uncertainty while the latter is not becoming too dependent upon seemingly ‘certainty.’

—

“The future of companies, regardless of size, will be shaped by algorithms.”

Mike Walsh

—

Ultimately, it will be humans who use the shapes created by algorithms to assess options, evaluate antifragile components and navigate asymmetrical uncertainty.

It within this dynamic environment in which we should note business is inherently fragile. HBR once said “business is a quivering mass of vulnerabilities.” I say that because as a pendulum swings one way it will inevitably want to swing the other way. We inherently feel the fragile pendulum swing and start seeking to build ‘un-natural’ antifragile aspects to create a sense of antifragility. Aspects like systems, process, rules, KPIs, data/dashboards and, yes, algorithms. Depending on how fragile we see, or feel, the business to be the more likely we use the created mechanisms to ‘tell us what to do.’ We must fight against those instincts.

Frankly, this is where generations DO become relevant in discussing business. Older workers, 50somethings, can be an impediment by seeing past experience as ‘certainty’ . On the other hand, some 50somethings can actually be a bridge between some certainty-type learnings and younger people who are more comfortable with disorder (but they don’t necessarily have the expertise do discern the best bridges between certainty & uncertainty).

Here is what I do know. Business people inherently abhor risk, business organizations inherently gravitate toward the ‘safest’ and numbers, research, data & algorithms look like life rafts in a risky, safe seeking business world. That said. I also know progress is rarely found without some risk and is often found on ‘not-the-safest’ path. Algorithms create a false sense of ‘right thing to do.’ any leader who leans on algorithms too much isn’t leading. Period.

Uncertainty leadership.

For this I lean in on How to Lead a Quest by Dr. Jason Fox. In times of uncertainty a business does not need business ‘heroes’ but rather people aligned on a quest and leaders who embrace the uncertainty of a complex interconnected multi-dimensional business world.

—-

“You must learn to be still in the midst of activity and to be vibrantly alive in repose.”

Indira Ghandi

—-

Contrary to popular belief I would suggest a highly successful algorithmic leader is likely a 50something who has navigated research, then data, the ‘dictating’ decisions challenge gauntlet, & who were more likely to see how seemingly unrelated disparate fragments could be coalesced into decisions and futures that the numbers/data didn’t completely support, but also did not completely discount. That was a long winded way to introduce the idea of “data decipherers”. This type of leadership invaluable to an organization more & more steeped in numbers, dashboards, data & algorithms.

Jason Fox calls this “shining a light on the path before us.” Leadership will not use algorithms for ‘squinting into the future but rather to identify the stepping stones in a sea of uncertainty. They will offer people moments of some certainty without promising a certain future nor even promising steady progress organizationally. It will be more about uncovering options, making choices to alleviate stressors, so that teams can breakthrough while others provide the organization with the redundancies to protect an organization from uncertainty vulnerabilities.

Here is what I do know. Psychologically businesses will arc toward a belief algorithms will provide an increased tidiness and symmetry to business. that is a false sense of tidiness. Business will become increasingly untidy, the paths will become increasingly complex, therefore business will become increasingly uncertain with regard to the best, and proper steps, necessary for progress. Pragmatically business will need more, and better, leadership comfortable with uncertainty despite more numbers, data and algorithms.

Antifragile leadership.

Crisis, disaster resolution is rarely about resources available, but rather people* availability.

• * ‘people availability’: this is all of physical energy, skills and mental energy combined.

Here I lean in Taleb’s AntiFragile. We tend to build redundancies incorrectly, don’t assume for disorder well & only enhance fragility in plans. We too often see AntiFragile as a “leadership concept” when in reality it is best absorbed by agile/adaptable teams.

Risk management almost always solely focuses on resources necessary to sustain, and manage, foreseen crisis. As Taleb points out the largest flaw in that is most crisis do not look similar to ones on the past (they will have similarities but still be unique). In addition. Most organizations build in redundancy safety nets as, well, a net.  Because we dislike fragility so much we start building in antifragile everywhere. We tend to think of leadership as “what if” redundancy design. Antifragile leadership should be more ‘aligning resources to meet different scenarios.” Some people would call this ‘agile.’ I would not. I would simply call this pivoting (I am old school) based on the Law of the Situation. Great businesses have always been able to pivot to meet market challenges and opportunities. This is pivoting – no more, no less.

This is where I would view using algorithms a little differently than other people. Algorithms tend to look at opportunities when I believe they could be better used to identify stress points and stressors. Most good leaders are best as problems solvers or maybe better said “removers of obstacles to opportunistic behavior.’ (that doesn’t mean they don’t optimize existing operations/situations just that where good leaders get paid the big bucks is getting moments/situations unstuck). I would also argue identifying stressors permits smarter experimenting and tinkering.

Here is what I do know. Algorithms, used properly, permit people to stop just optimizing for the present and start attempting to optimizing the future. Yes. It may mean being less efficient in the short term (sometimes), but, done well, will create a more effective long term construct.

Conclusion:

I think the smart businesses of the future will be “directed to act” by algorithms, but not managed by. The latter demands acceptance of algorithm as qualified to make us to do something behaviorally, the former demands we accept algorithms as something that ‘informs’ our doing. Somewhere in between is the decision of how much we, people, are accountable for thinking. Algorithms inherently encourage us to believe business is not best when it is random. Yet. The best businesses resist the urge to suppress randomness and permit people to be more accountable for some untidy decisions with some untidy outcomes.

All businesses will exist, in some form or fashion, grounded in algorithms. I am fairly sure that’s a given. The challenge will be to not get consumed by algorithms.

To realize algorithms do not give answers, but outline options.

To realize algorithms don’t define redundancies, but rather where and when to apply redundancy resources (therefore help to define how to create proper redundancies).

To realize algorithms don’t necessarily create innovation opportunities but rather find opportunities to ‘reinvent’ ideas.

And.

To realize algorithms will not replace people, but rather augment minds and skills OF people. Ponder.

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“… if you look beyond the tumult of sensational headlines and well-publicized atrocities, there’s a quiet trend of improvement throughout the world.

But although it’s sometimes drowned out by the drumbeat of fear-mongering, the progress that gives rise to hope is real and ongoing.

Adam Lee

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As we near another Christmas I don’t know if it is because I associate hope and hopefulness with Christmas or that I tend to pay attention more to the good things happening in the world (the sometimes unnoticed small steps of progress) than I do the bombastic voices of ‘everything is bad’, but despite all the noisy shitshow stuff happening, I do believe there is a quiet trend of improvement happening before our eyes.

I say that recognizing it is tough to be optimistic these days. And I don’t mean because of what is actually happening in today’s world, but rather because if you are optimistic you run the significant risk of being trampled by a herd of cynicism, pessimism and those unwilling to believe the future can be better than the past. That said. I believe the bigger challenge we face is a general reluctance to believe people can change or should be forgiven.

There is a quiet voice of positive being overwhelmed by a loud voice of ‘nothing can be good’

I mention this because I just reread an old Pope Francis Christmas homily. It was positive, hopeful, instructive and a request that we look beyond decadence and selfishness in order to raise all of human kind to a better place.

It is the kind of message you would hope a religious leader would give.

And then I made the naïve mistake of scanning the comments underneath the article <in several papers>. An overwhelming amount of comments were negative.

Either they:

<a> suggested the message was misguided <somehow some people saw it as anti-capitalism>,

<b> suggested the Pope was a hypocrite <because he represents a church with millions in assets>,

<c> the church had no basis to offer hope because of past transgressions or

<d> religion is bad and therefore what religious people say is simply fantasy <even if it is a good message>.

It is like people were seeking reason to not accept the positive message.

Let’s be clear. The Catholic Church and its history is strewn with moments of sin. And, yet, the Church has a Pope who not only accepts it, but is trying own its history. Should we judge an organization by the moments of transgression & sin <albeit they can be heinous transgressions on occasion> or by the true intent & soul of the organization and its voice for the future? That is a big question with an answer bigger than I can offer.

That said.

I find it disheartening that we cannot accept positiveness and hope without trying to burden it with cynicism or pessimism.

I find it disheartening we can’t accept heroic acts from non heroic people – when we view them in totality.

Good is good.

Hope is hope.

Heroic acts can be done by flawed people.

We shouldn’t discredit the words or the thoughts as we seek to diminish the bearers of the words & thoughts. Maybe we should seek to find the good in what someone says rather than find reasons to point out why the words are flawed or the deliverer is some insincere fraud.

This leads me to the bearers of the words & thoughts.

– Changing to do something good is being slowed by people who suggest someone cannot change.

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“People tell you who they are, but we ignore it because we want them to be who we want them to be.”

Mad Men

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Well. Surely doing good today doesn’t absolve you from something you did bad yesterday. And, yet, I could argue those who have made bad mistakes in the past, and recognize them as bad, are most likely the most qualified to lead today.

I scan the headlines of the papers and there are a shitload of flawed people saying a bunch of smart, positive, hopeful things.

I scan the headlines of the papers and I see article after article diminishing the people who are saying these things by pointing out past transgressions or their ‘lack of consistency’ with regard to their beliefs <so why should we believe their positive thoughts>.

Smart flawed people, who maybe had flawed ideas in the past, are often smart enough to realize they need to change or make changes.

I would like to point out that the difficulty seems to arise not in the person who has changed, but in those around the changer/doer. While the best of the best changers seek to build the new, ignoring the old, we the people, continuously fight back with the old.

Can someone actually leave the old baggage behind and move on to do better things? <a question we should all be asking ourselves in today’s world>

We seem hell bent on not letting people even try to change.

I would like to remind people of several things:

Andrew Carnegie, whose Pinkerton men shot down workers at the Homestead strike in Pittsburgh, also left the Carnegie Endowment for International Peace and an international network of public libraries.

John D Rockefeller, whose use of troops against Colorado mineworkers led to scores of deaths, including of women and children, created his foundation, so creative for young people worldwide.

Alfred Nobel, arms manufacturer and “marchand de mort extraordinaire”, set up the peace prize.

Regardless. I fully understand why some people want to hold on to the ‘better days of the past’ and nostalgically wish we could go back to many of what are perceived as ‘better ways of doing things.’

It is natural and, honestly, comforting. But I don’t understand why we far too often hold on to the ‘bad things from the past’ and pessimism/cynicism and constantly burden people who, sincerely, want to do good things, show change, and offer a better version of themselves with the intent to create a better version of the world.

Far too many people today do not see much to be upbeat about. They simply see a lot of existing problems getting worse. And because of that they are tending to gather around anyone promising a return to an imaginary past era of greatness.

Some of the best leaders today are those who were in the past, and in the past flawed, and now are new versions of themselves and do not want to return t some past but try and create a new future.

People change.

We should allow them to change.

Especially if they are one of the valuable few who see the good and hopeful and optimistic in the world. For they are the ones capable of showing us light when dark can appear to be winning. In fact, many of these people accept the quite improvements, enable the quiet improvements, and facilitate the progress that humankind deserves. Maybe we just need to stop the noise and start quietly embracing good improvement. Ponder.

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“It is always important to know when something has reached its end.  Closing circles, shutting doors, finishing chapters, it doesn’t matter what we call it; what matters is to leave in the past those moments in life that are over.”

Paulo Coelho

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“When you start to suck, stop.”

Kristen Hersh

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So. This is mostly about business <although, I imagine, some aspects bleed into Life>.

In business we create false endings all the time. And I mean ALL the time. Milestones, quarterly objectives, standards, etc. We do this not just because people have a tendency to work better aiming at something but also because we suck at knowing when something has naturally reached its end.

Now. I have written about stopping, or closing down, when you start sucking and how difficult that is.

Back in 2012 I said “sucking is like quicksand.  The harder you work to stop sucking the further you get sucked down into suckedness.”   A fun idea to write about, but that is different than recognizing an ‘end.’ That is simply not recognizing you have given all you can and it is all downhill from there <diminishing returns>. I have written about ‘periods’, the stop punctuation, and the art of knowing when to stop. A fun idea to write about but that is different than recognizing an ‘end’ … that is simply about not recognizing when you should shut up.

This post is about knowing, and I mean really knowing. when something has reached its end. Knowing that it is time to close, close up … and move on.

Uhm. This is hard. Really hard.

And, speaking for myself and how I think philosophically, I know I make it even harder. I once wrote about running through the end of project, I called it “riding to the buzzer.” Riding through things you are working on makes it a little more difficult to recognize whether you ran through a milestone or through its natural end. I say that because here is where a natural end truly becomes sneaky. 99% of the time it doesn’t appear as some brick wall or solid stop.

Sure. ‘The end’ most likely does have a stop sign around if you pay attention. More often than not any sign there is, is most likely covered up by some overgrown bushes which have never been trimmed. It seems a little strange because one would think we business people would be better at seeing ends and when to close up on something and move on. I mean, what the hell, business is strewn with milestones, objectives, deadlines and a slew of ‘people created’ ending points. Yet, most business people suck at the really important ability to know when something has reached its end.

We are not particularly good at it with regard to a company <uhm … companies actually do have life spans>.

We are not particularly good at it with regard to employee initiatives <once in place we have a nasty habit of thinking it should be an ongoing ‘organizational culture tool’ which enables consistent behavior>.

We are not particularly good at it with regard to existing products & services <what happens when there is actually something better to be offered?>.

We are not particularly good at it with regard to sales objectives <what happens when our stated audience is … uh oh … sated?>.

In fact. What we are particularly good at is getting whatever it is that we want done into a “doing” mode and then developing a whole slew of ways to nudge it down the road. I imagine if I stick with that metaphor I could suggest we suck at not seeing any stop signs because we are too focused on nudging and tweaking the engine and replacing shoes so people can keep walking down that road. But ‘being over’?

Whew. We hold on way beyond the sell date. Everyone does <me included>. It is natural.

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Letting go. Everyone talks about it like it’s the easiest thing. Unfurl your fingers one by one until your hand is open. But my hand has been clenched into a fist for three years now; it’s frozen shut.

All of me is frozen shut. And about to shut down completely.

Gayle Forman 

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It is natural because of the dreaded “what’s next?”

Yeah. In order to acknowledge an end, to close up shop and move on, you have to know what’s next. And not only that … you kind of have to already have a plan in place or at least a road to bus everyone over to where they can get off and start walking. Maybe that is where we business folk suck the most. It’s not that we don’t know when to stop we just don’t know how to start again. Start anew.

About the only time we are actually good at it is within a ‘forced end.’ As in … we have no choice.

As I typed that I thought about, well, a different kind of business — the business of having a band and the arrival of the Foo Fighters after the death of Kurt Cobain:

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“There were people that really resented me for starting this band. ‘How dare you start another band?’   They asked me ‘Why did you decide to carry on and make music that sounds like Nirvana?’ and I said well, wait a minute – like, loud rock guitars, and melodies, and cymbals crashing and big-ass drums?

‘Cause that’s what I do. What do you want me to do? Make a reggae record?”

Dave Grohl

<Foo Fighters>

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When viewing the music industry and bands and individual artist you can find a lot of examples of forced ‘doing what needs to be done and moving on’ as well as ‘well, it is time to move on’ type endings <we business people should think about that a little>. When forced, talented business people do what needs to be done.

Unfortunately most of business doesn’t really create this kind of ‘forced decision.’ Most times we simply try and squeeze whatever we can out of whatever we have. And we squeeze until there is nothing left <way beyond the ‘end’>.

Ok. What to do. This is solvable and relatively easy in the scheme of things.

It is a version of ‘planned obsoletion’ <which I have always been a HUGE fan of in business>, but your senior management team needs to sit down on occasion and not do ‘blue sky thinking’, but hunker down like a military plan of action and say “we won this ground and what ground do we attack next.” This includes an attitude which says we will aggressively pursue that plan <so it is not just a plan but a plan of action>.

Far too often we look at the ground we have won and seek to consolidate it and, well, consolidate it. Squeeze and squeeze and squeeze. And, on occasion, we fool ourselves into thinking we are truly exploring ‘what’s next’ by saying ‘let’s take that hill just outside of the area we currently occupy.’ We make it sound like some massive effort that will refresh us. Instead we are investing significant resources on a less than significant objective. I am certainly not suggesting that incrementalism does not have a role in business strategy but rather we far too often use incrementalism to ignore the stop sign we just walked past. I am not a big SWOT analysis guy nor am I a big ‘white space’ business guy. I am more a pragmatic “this is who I am and this is what I am good at and I don’t care who I may compete against or what they may be currently doing I believe ‘these x’ people will like what I have to offer and I am going to go get it” business guy.

In a growth situation <which, by the way, I tend to believe any healthy organization should always be in> you should be seeking to grow. To expand. To think of ‘saturation’ as a swear word. To always be thinking about how to shake-the-etch-a-sketch so that stagnancy <in sales, attitude, behavior, thinking> never sets in.

To be clear. Sure. I believe you should always talk with your innovations/new product pipeline people because they may have some new widget up their sleeve you can go and expand your business with but, more often, you will be successful by looking at what you have now and finding new ground to attack with that. I have found your new widgets just have a tendency to cement the ground you have already won more often than not. Keeping with the military analogy I often tell businesses to think of their business modeling with an ‘occupation force’ team with a separate “attacking army” team mindset. Especially if you are in a growing category you almost have to have a “win this ground and move on” attitude or you can get stuck in a grind-it-out business war.

Regardless. It is important to know when something has reached an end. If only because it permits us business folk to close it off, leave it behind, not invest more energy squeezing something that has really ended <even though we do not want to admit it> and move on to the next chapter of our business life.

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“Do not fear to lose what needs to be lost.”

Sue Monk Kidd

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“I’ve been injected with false hope so many fucking times I’ve lost count”

via concealthefeeling

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“We all suffer from dreams.”

Bernard Cornwell

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Well. I am unequivocally a hope guy.

I believe leaders should be dealers of hope.

I believe hope is stronger than … well … pretty much anything.

I believe no one should be empty of hope.

I believe everyone deserves someone to give them hope when hopelessness seems the only thing available.

That said.

While, technically, false hope is a simple definition, realistically, there are a couple kinds of false hope.

Ok. Actually a shitload of derivatives of false hope.

In my words there would be, on one end of the spectrum, the more heinous version of ‘offering a fantasy unrealistic thought’ all the way over to the other bookend of ‘grasping for some glimmer of a semi-impossible reality.”

And then everything in between.

Hope, in even a false way, has many dimensions. And within any and all dimensions I would suggest even a sliver of hope has an exponential value beyond its mere size. It is quite possible that is where false hope becomes a little dangerous – that exponential value beyond its actual size.

Even with a glimmer, hope can shine so bright it can blind you to the relentless onslaught of truths and realities. The truths which are more likely to showcase the horizon you are not only gonna be stuck looking at, but visiting at some point <which is not the horizon you had actually hoped for>. But false hope is maybe even slightly more dangerous than that <if anything could be more dangerous than be blinded by reality>.

It actually is more likely to blind you on the important little shit than the meaningless bigger shit. False hope inevitably drives someone to focus on the bigger more audacious, and less likely, objective. This translates into the fact that same someone is more likely to overlook the smaller more important shit that would actually have increased the odds of attaining the hopeful objective.

How does that most often happen?

You are more likely to make some smaller, more impactful, poor choices and decisions hanging on to the sliver of false hope like it is a security blanket from the dangers of the reality you know must be out there.

By the way. That is the main difference between real hope and false hope – in the nuts & bolts aspects.

Real hope. Real hope, which truly has aspects of reality embedded within, actually permits you to navigate reality’s obstacles as you pursue the real hope of something. The real truth is that real hope does not blind, it actually opens your eyes. That said. Contrary to belief the most dangerous false hope is not the one which is complete fantasy it is the type that actually has some reality embedded.

Yeah. False hope is not always some fantasy.

Yeah. False hope is not always something with “no knowable chance of coming to fruition.”

Yeah. As I stated in the beginning someone who purposefully propagates a true fantasy, something so unrealistic, well, that really isn’t false hope that is propagating a lie. And exploiting a lie is a heinous act <but that is NOT false hope>.

So, to be clear, false hope can be propagated not as some false promise or lie, but rather in a weird ‘well intended way.’ Say, for example, someone has been elevated to a position who is unqualified and untested … but has some tested competency. They sit down at their new desk with all the intentions to succeed and all the words to suggest everyone should believe they will figure it out and succeed.

Well. Let’s say they have strong well intended hope that they will do the job and deliver what they promise.

That is a trickier version of false hope. It is propagated from someone who quite possibly has some false beliefs with regard to their own capabilities, but true belief in a good objective.

Uhm. But what if they do figure it out?

Well. They have delivered on hopes therefore, in some weird equation of Life, a false hope has becomes a real hope delivered.

Look. My point is hope is hope.

And unless someone is lying just to get everyone’s unrealistic hopes up, any hope is better than no hope. You can either not have hope, or have false hope, or real hope <albeit ‘real’ and ‘hope’ is a tenuous relationship>.

To be clear … all actions should be determined by reason, logic and practicality within a construct of strategic hope. That is the main Hope equation.

But hope is, well, hope. And it is hope for a reason. You want something better and at exactly the same time you are not omniscient nor a future prognosticator therefore any and all hoe is fraught with some potential falseness an some potential truth.

Hope, in and of itself, is and has always been an abstract concept.

Fortune, luck, hard work & preparation can guide someone toward hope or away from hope.  Hope is never, and I mean NEVER, representative of certainty. Therefore to accept any hope, false of true, you have to accept the existence of possibilities – good and bad.

To me, in my pea like brain, all false hope implies is that the odds are against you and success is slim, yet, people believe they can overcome any and all obstacles. And, in that point, is where I could argue that false hope is as good as any hope out there.

For in that statement if that is what makes someone get out of bed in the morning and go out and try to do something good or even just try, well, that’s not false that is real.

Having led people I do not use hope flippantly even though I believe in hope as a leadership responsibility.

I do believe people want truth.

I do believe people want to feel safe.

I do believe people want someone to accept some of the burden of the bigger more visionary aspects of Life.

I do believe people want to contribute, personally, within progress toward a specific hope for something better.

I do believe Hope, false or true, is hope.

And we all deserve hope.

===========

“People aren’t interested in the truth.

They’re interested in what keeps them safe.

They’re interested in being looked after. They’re interested in a tale being spun… Mighty men have moments of great despair that common people do not want to know about.”

Melina Marchetta

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originally published December 2016

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“I am free and lost in this freedom

Do you know what I mean by that?”

Ingeborg Bachmann

=============

Freedom, in and of itself, is quite possibly the most valuable privilege one can have in the world.

Freedom, in and of itself, may be one of the most misunderstood and least understood ideas in the world.

Freedom, in and of itself, may be one of the most appealing concepts in the world.

Freedom, in and of itself, once attained may be one of the most difficult concepts, as an individual, to manage in the world.

Freedom, once truly given, can be a scary prospect to wield responsibly and well.

Freedom is one of those things that should make you think long and hard about what, exactly, do you want? But, yet, many of us do not. And we should. We should because, at its core, freedom is about liberty of self and what you want. I believe it was John Stuart Mill who stated that the individual “is the person most interested in his own well-being,” and that the “ordinary man or woman has means of knowledge immeasurably surpassing those that can be possessed by any one else.”

What this suggests is that, while freedom may have some societal demands and constraints, the real ‘rule of freedom’ comes from within each individual and, well, responsibility.

Within?

No fences. No boundaries. Not even a public compass … just one that resides in yourself. Well. This would suggest it could become easy to get lost.

Look. I am not suggesting society would ever permit all of us to actually decide how we wanted to define freedom for our own lives and live our Life in that self-defined way without any repercussions <and there would have to be as each of us pursued ‘our own wellbeing’ to the possible detriment of the ‘greater we’>.

However. Because you can view from such a personal standpoint and a self interest standpoint, it can become incredibly easy to start seeing your own path as <a> the path everyone else should be walking on and <b> the path which reflects the best definition of how freedom should be viewed. In that, well, it can become incredibly easy to get lost within your own views of what is freedom and how you may choose to use your freedom.

I tend to believe freedom is freeing AND constricting at exactly the same time. In addition. The only way to enjoy freedom is to actually do something with it and not just talk about it or enjoy it.

Yeah.

The secret to not being suffocated by freedom is the ability to use that freedom to create something <not simply being free>. Please note I say ‘create’ not destroy. Anyway. I imagine another way of saying that is you can suffocate by not doing anything <or not choosing to choose to use your freedom>.

============

“The ability to convert ideas to things is the secret of outward success.”

Henry Ward Beecher

================

Ah. Therein lies the rub. Create from freedom.

Sometimes that can seem like creating something from nothing. Freedom encourages ideas and thinking but then … uh oh … Life kind of demands you convert your access to freedom into ‘something.’ It is within that ‘demand from Life’ where most people abuse freedom — people choose not to choose.

Now. We do this all the time – choose not to choose. Oddly enough, a shitload of people think this is actually exercising your freedom. Go figure. Not doing something is an expression of freedom.

<scratching my head here>

Some people argue this is an excellent way that we exercise our freedom and flex our choice-making muscles. Either we actually do not make a choice at all or we delegate the choice-making to someone else <sometimes an expert – doctor, banker, service provider> or we just delegate the choice making into the “to be done later” file. In general, we have good intentions. We do this because we do not want to invest the energy and  time to make a ‘right decision’ <this actually becomes ‘not choosing’, or using your freedom, because of fear of not making the right choice … or using your freedom properly>. And, yes, it is ‘good intentions’ to intentionally avoid making a bad decision.

Sure. Using the overall excuse of “I am too busy” choosing not to choose can often seem to be the best choice because it can sometimes appear to then free us up to do something else. Personally I call bullshit on this type of thinking.

Freedom kind of has two levers or maybe an “on/off” switch … opt in or opt out. Either use your freedom or don’t use it. You either value your choice or you don’t. There really isn’t a lot of room in-between. And, yeah, people will argue with me on this, but I am stating it this way because while freedom can far too often look abstract, in reality, in practice, it is anything but abstract.

Doing, action, is at the core of freedom itself.

I have traveled the world and seen freedom and no freedom.

I have traveled the world and seen the arguments and debates and fights over freedom itself <my freedom versus your freedom>.

But here is the deal.

The opportunity to choose is not all that matters. I say that because far too many people who actually have the opportunity <a> do not exercise their freedoms or <b> get bogged down on the debate & conflict of my freedom versus your freedom. Choosing is what matters where freedom is concerned.

That said. As I have said before, surprisingly, freedom is tough. And it is even tougher because you may never really know if you have used your freedom well or wisely.

But here is what I do know.

It will be how you use your freedom which will be immortalized. And, yes, everyone is immortalized. Either through your forgetfulness or lack of memorability or lack of choice or doing something or how you cannot be forgotten or memorability through how you used your freedom and the choices you made. I say that because immortality will be the stories that are told about what you did with your freedom. That will be the final judge. Ponder that <because I think it is important>.

Hmmmmmmmmmmm … maybe that is why we get both lost and free within freedom. Given freedom we tend to hug tightly to any boundaries we find for fear of getting lost. But, assuming we actually ‘do shit’ and make choices using our freedom more and more we start to get a feel for those boundaries and begin pushing them out. Simplistically we push them further and further away from ourselves. At some point if we push them far enough it will feel like there are no boundaries and yet we do not feel lost.

I imagine that is what some people would call “freedom.” Seeing boundaries yet pushing against them to stretch what can “be”. And, yes, I also imagine that it feels good. So. Ponder this: If you have freedom, use it wisely.

=============

“When you do something noble and beautiful and nobody notices, do not be sad.

For the sun every morning is a beautiful spectacle and yet most of the audience still sleeps.”

John Lennon

=================

===

“What people don’t understand doesn’t exist.”

Jan Carlzon

——–

“Chance favors the connected mind.”

Steven Johnson

===

Ok. We chase a lot of things in business in search of ‘advantage’. We sometimes chase them so blindly and relentlessly we don’t even recognize the rabbit hole we have started running down. Differentiation is one of those rabbit holes.

Now. I have a warped perspective <it includes rabbit holes> with regard to differentiation and differentiating in the business world. I think it’s a shit objective. Ok. It CAN be a shithole objective. But suffice it to say I believe chasing differentiation is … well … yes … often a rabbit hole.

To be clear. I don’t dislike differentiation and I believe a well differentiated sustainable idea can dominate a market. But. Chasing differentiation seems to take on some fairly absurd efforts to attain the objective. In addition. I worry about differentiation as an objective because it points people in the wrong direction. If I were to kill this whole differentiation thing, I would begin by saying “define, define, define.” Define yourself with such a clear distinctive thought that permits you stand up and say ‘here is who I am.’

Here is the deal. Sometimes you may look similar to someone else. But more often you will look like ,well, you. And in a sometimes complex fragmented world where everyone is shouting how different they are <and people are becoming more & more cynical> distinctness can win. And more often than not you will also be, well, different. In addition. In today’s world about the only sustainable differentiation isn’t a thing, it is knowledge, thinking & what you have done with what you learn.

Regardless. The meaningless rabbit hole. In our blind pursuit of differentiation we can make some fairly absurd decisions with regard to thoughtless specialization, nuanced differentiation and niche definition. In our blind pursuit of differentiation we can gleefully land on some ‘spot’ and declare differentiation victory only to have it all negated because of lack of alignment throughout all aspects of operations. Attempted, or false/meaningless, differentiation is useless and distracting and a rabbit hole.

Bottom line on differentiation is the reckless pursuit of it encourages us to lie to ourselves, i.e., convince ourselves of ‘true difference’ when it is simply meaningless differentiation. And therein lies the worst of the rabbit hole. Pretending to not see the truth, or maybe <to be kinder>, to pretend it is what it isn’t.

—————

“… the person who pretends to not see the truth is committing something much worse than a mortal sin, which can only ruin one’s soul – but instead committing us all to lifetimes of pain.

The truth is not just something we bring to light to amuse ourselves; the truth is the axis munid, the dead center of the earth. When it’s out of place nothing is right; everyone is in the wrong place; no light can penetrate. Happiness evades us and we spread pain and misery wherever we go. Each person, above all others, has an obligation to recognize the truth and stand by it.”

Jacque Silette

—————-

That last point is semi-important because many business people simply ignore truth as they pursue this elusive <and debatably poor objective> thing called differentiation. Far <far> too many business people embrace acceptable doubt and the possibility that a stupid belief might have something going for it in the pursuit of ‘differentiation’ all the while completely ignoring something that makes you distinct <but possibly not different>, or, let’s call it ‘an obvious and rational truth.’ People ignore it because they believe it will get you nowhere.

Trust me. These are the meetings and discussions in which I often sit dumbfounded and silent and thinking ‘wow … the rabbit hole just gained a whole new crowd of loons.’

—-

“…I was calm on the outside but thinking all the time.”

A Clockwork Orange

———-

Our relentless pursuit of differentiating most often than not leads to an unimportant product feature <not what customers consider valuable>

–——-

“Differentiation is a unique quality, perceived or real, of a good or service that distinguish it from a competing good or service…”

Your Dictionary.com

——–

Look. I fully realize that the need to be distinctive and competitive are the reasons why the company needs to think about differentiation.  However, differentiation can take on so many faces there is no reason you should end up chasing down some rabbit hole for some elusive ‘this is what you MUST seek’ objective as defined by one expert <only to have another expert state unequivocally you need to chase another completely different shiny object>.

Suffice it to say, I can almost guarantee whenever someone brings up differentiation it is more often than not simply code for “please enter this rabbit hole.”

Next. The perfection rabbit hole. On a parallel course is a similar group chasing perfection often ending up in the same rabbit hole as the differentiators <can get awful crowded in that business rabbit hole>. The pursuit of perfection is an insidious rabbit hole. Its stench seeps into the darkest corners of an organization. And while the stench is enough to make anyone’s stomach heave most organizations have people with no real ability and yet strive to maintain an aura of ability under the guise of ‘seeking perfection for the good of the organization.’

More good employees are actually LED into the perfection rabbit hole than employees who actually CHOOSE to dive into the perfection rabbit hole. That said. Organizations are built over this particular rabbit hole. Every organization. It is the unfortunate burden of every organization to deal with the pursuit of perfection.

————–

“Just because you took longer than others doesn’t mean you failed.”

Hassann

—————

Maybe that is my biggest point about rabbit holes and business. Some of the things we seek most in business, whether it be differentiation or perfection or whatever silly thing you have decided will better your business, always seem to take longer than what you want. We get impatient. And if we get really thoughtful about this whole impatience we would realize that our aggravation is with Life and not any inability within ourselves <or even in assessment the foolish pursuit of this un-real reality objective>.

Note:

we SHOULD be more thoughtful about this more often … mostly because if we do not far too many of the wrong people get fired <the right ones> and too many of the wrong people <the wrong ones> get praised and encouraged to maintain the ‘pursuit’ for the good f the organization.

Regardless. Life does not suffer fools lightly. Life is oblivious to your impatience <and relatively indifferent to you in general>. And Life bleeds into any and every organization.

How does Life deal with the fools and silly impatient people? Rabbit holes. It gives us rabbit holes to chase after silly things and dive into in our relentless pursuit of attaining “it” and waste our lives wandering aimlessly within.

But here is where Business and personal Life diverge.

In personal Life you are responsible for the stupid choices you make. Choose to enter a rabbit hole and the issue is all yours to own. In business you can actually get shoved into a rabbit hole whether you want to or not.

All I can tell you is that when I hear someone leading a discussion about ‘how are we different’ and ‘what’s our differentiation?” I start swiveling my head around scanning for rabbit holes.

All I can tell you is that when I hear someone in the hallway espousing the need to pursue perfection I start swiveling my head around scanning for rabbit holes.

 All I can tell you is that when I am in a meeting and someone is discussing both differentiation and perfection I don’t swivel my head, I just sigh, because I know I am already in a rabbit hole.

That is business … and rabbit holes. Ponder.

==

“Stop looking for happiness in the same place you lost it.”

via creatingaquietmind

==

“Well I guess it’s only life,

It’s only natural we all spend a little while going down the rabbit hole. “

The Shins

==

“We don’t create a fantasy world to escape reality, we create it to be able to stay.”

Lynda Barry

==

Ok. We chase a lot of things in Life. We sometimes chase them so blindly and relentlessly we don’t even recognize the rabbit hole we have started running down. Happiness is one of those rabbit holes.

Whoa !

WTF.

Happiness is a rabbit hole?

Well. Suffice it to say happiness is a tricky thing.

Having it is awesome.

Seeking it is … well … a rabbit hole.

The search injects us with most of our everyday stress which means most of our stress has nothing to do with what we have, but rather what we don’t have <seeking what we want in other words>.

And while wanting a new car or some shirt or the cool new phone is a tangible ‘want’ <and not even close to sending you down a rabbit hole>; happiness is much more elusive. In fact. Much more elusive than you would imagine <or want>.

First. Our brains struggle to remember happiness in a realistic way. Semi-happy moments in the past take on a Life of their own and become exponentially happier in the memory. Yeah. Happiness has a wary relationship with reality.

Second. Our brains relentlessly tug at and tease out the minutiae found in unhappy moments. This, ultimately, translates into the fact we cannot seem to forget unhappiness and inevitably, because of that, do anything – include some absolutely absurd things – we can to avoid it.

Therein lies the rabbit hole. Life is not meant to be avoided.

Shit.

Life cannot be avoided <whether you try to or not>.

What do I mean? While we seek to control our own destiny and write our own fates … others grab our Life while we aren’t looking and write whole chapters for us that we can only look at and say “WTF” just before the inevitable ‘not written by us’ happens.

———

“Life is like a library owned by the author.  In it are a few books which he wrote himself, but most of them were written for him.”

Harry Emerson Fosdick

————

And all that ‘not written by us’ stuff keeps on getting in the way of what we want to write about happiness for our Life as well as it gets in the way of erasing the unhappy shit. This particular rabbit hole, this relentless pursuit of happiness, makes Life particularly difficult.

———-

“It hasn’t been easy, and it never will be. After all, every day is also a chance to slide back into the darkness. To live in ourselves and our regrets, instead of this moment. To run away from those that would help us and let self-hatred drive us back into isolation, despair, and destruction.

Nick Spencer

——

Every day is not easy and actively pursuing happiness shoves our happy ass in a slippery sloped rabbit hole faster than you can blink an eye.

Ok. As a corollary to chasing happiness, lets maybe call this the other rail on the tracks down into the frickin’ rabbit hole, is chasing simplicity <often believing this ‘elusive simplicity’ will lead to happiness>.

Is this a paradox in Life? Shit. I don’t know, but I do know the more we seek simplicity the more complex things tend to get and … uhm … the less happy we become.

Whew. Boy oh boy, talk about the slippery slope leading down to the rabbit hole of self-hell. Seeking simplicity is it.

Simplicity entices you day by day and even hour by hour. And each day you do not attain simplicity the more and more you look at it as some type of failure and you try harder and harder for something I am fairly sure you just cannot attain. Or if you can attain it … well … it doesn’t come from a book or some formula or even some sage advice from a friend, it is something more earned by living and attempting and finding.

Simplicity seems so simple and yet it inevitably takes much much longer to master than you feel it is supposed to.

Simplicity seems so damn easy that we, well, get impatient when it doesn’t happen.

Let me state that differently. We get impatient with Life. Uh oh. It’s not like we can dictate the pace & flow of Life <I will come back to this>.

The next problem?

Even if you actually DO attain some simplicity you are aggravated it took so frickin’ long. This is compounded by the fact that simplicity is one of those weird things that as soon as you attain it you start hearing other people say “geez … why did it take you so long to figure THAT out?”

————–

“Just because you took longer than others doesn’t mean you failed.”

Hassann

—————

<I use this quote to close the rabbit holes business post too>

And maybe that is my biggest point about rabbit holes and Life and reality.

Some of the things we seek most in Life, whether it be happiness or simplicity or whatever silly thing you have decided will better your Life, always seem to take longer than what you want. And we get impatient.

And if we get really thoughtful about this whole impatience … we would realize that our aggravation is with Life and not any inability within ourselves <or even in assessment the foolish pursuit of this non-real reality objective>.

Life does not suffer fools lightly. Life is oblivious to your impatience <and relatively indifferent to you in general>.

How does Life deal with the fools and silly impatient people?

Rabbit holes.

Life gives us rabbit holes to chase after silly things and dive into in our relentless pursuit of attaining “it” and waste our lives wandering aimlessly within this hole with slippery walls and minimal handholds to help us climb out of it.

Well. That summarizes reality … and rabbit holes. Ponder.

=====

Everyone was born with a limited amount of fucks to give.

During your teenage years you give a ton and slowly give less and less from there.

just shower thoughts

=====

When I saw this quote had to sit back and think.

Why?

Because I could read it two ways.

First.

As you get older you just get worn down and just stop giving a fuck about a lot of things.

Second.

As you get older you learn that not everything deserves ‘giving a fuck’ and you give less, but, you should give more of a fuck when you do.

I pondered this a little.

And then I got curious and found that if you type “give a fuck” in google search you will get about 4,610,000 results (0.38 seconds), but … here is the interesting thing  … you get page after page on ‘philosophy <or ‘the art’> of not giving a fuck.’

Basically the internet is strewn with articles and advice on how to not give a fuck. How crazy is that? It is almost like the google world is attempting to offer some extraordinary justification for being indifferent, to actually practice being indifferent, which, in my mind, is maybe a different slant on how to be a complete moron.

I mean, c’mon, if we really only have a limited amount of fucks to give, well, wouldn’t you expect some really good advice on how to prioritize and parse them out? I say that because it seems like we could all use some good advice with regard to knowing when to give a fuck and when not to give a fuck.

I will say one thing about giving a fuck. Caring about shit is the essence of Life.

Ok. Maybe two things.

Caring and actively engaging in shit is the essence of Life <I actually called it RSVP and Life once>.

But. The moment you become indifferent, the moment you just don’t give a fuck, well, there is no Life. There is no heartbeat. Life is dead.

I am certainly not going to suggest you care about everything. I will not because I agree that we do not have an unlimited amount of fucks to give. But it just doesn’t make sense to not care.

Now. Life does a fairly good job of suggesting not giving a fuck is a much easier way of living Life.

Life is full of a lot of shit we don’t understand.

Life is full of a lot of things that just do not seem to make sense.

Life is full of a lot of things that just doesn’t seem logical.

Life is full of a lot of things that seem different than what you want or think about.

Life is full of a lot of questions and a lot fewer answers than we want.

Life is full of a lot of answers that don’t really solve anything.

Life is full of a lot of things that make you scratch your head and say “I never understood why.”

All of those things seem like “slow” as in “a lot of shit that will slow me down from getting to where I want to go and getting what I want to get.”

I imagine after reading that list and my last sentence many people may think “then why give a fuck.”

Well. Because none of those things make Life any ‘less’ or any less meaningful. They just make it a little less certain. They just make things a little more risky. They just make it all a little less straightforward.

In fact I could suggest that almost all Life throws at you could fall into the “WTF category”. But that doesn’t mean you shouldn’t give a fuck.

Anyway. I agree with the opening quote. I don’t believe we have an unlimited amount of fucks to give. That doesn’t mean we only have one or two just that they are not unlimited.

But that doesn’t mean you should embrace the thought “well, I have no more fucks to give … so … I just don’t give a fuck about anything anymore.” Nor should it mean you should start seeking opportunities to not give a fuck under the belief it will help you get what you want and where you want to be faster.

Look. Here is what I know about giving a fuck.

If you give enough of a fuck about your life, and trust it to give a fuck about you on occasion, well, a fuck of a lot of good things can happen if you just fucking go out and work hard. Ponder.

====

“The detective thinks he is investigating a murder or a missing girl. But truly he is investigating something else altogether, something he cannot grasp hold of directly.

Satisfaction will be rare. Uncertainty will be your natural state.  Much of your life will be spent in the dark woods, no path visible, with fear and loneliness your only companions.

But answers exist.

Solutions wait for you, trembling, pulling you to them, calling your name, even if you cannot hear.

I believe that someday, perhaps many lifetimes from now, all will be explained, and all mysteries will be solved. All knowledge will be free for the taking, including the biggest mystery of all – who we really are. But for now, each detective, alone in the woods, must take the clues and solve mysteries alone.”

Jacque Silette

====

We are all detectives investigating Life and our Life within it.

That said. We all think we are investigating purpose or career happiness or happiness in general.

But despite doing all that investigating most of us eventually realize that grasping the things we seek is fleeting and more often our grasp is tentative and indirect.

Sure. We all find some satisfaction, but they tend to reside in glimpses, not in endless continuity, and certainly not in perpetuity.

Suffice it to say we tend to find this inconstancy & uncertainty far too common … and uncomfortable.

The truth is we are most often in the dark with regard to overall personal purpose with no clear path visible and even when on a clear path it is often paved with doubt & uncertainty. That means the physical companions which stand alongside are the companions of fear, doubt and loneliness.

Despite all of that I tend to believe we all know answers exist, and we all know they await us somewhere, even if we cannot hear them.

Because of that belief we are constantly investigating who we really are often desperately grabbing at clues or proof to provide some comfort that we have either solved the mystery or at least are on the path to solving it.

That said.

I find “who you really are/who am I?” as a silly, if not stupid, self question.

Why?

Who I am today is not who I will necessarily be tomorrow.

Which leads me to an uncomfortable thought.

If you take the time to really think about this topic, I believe we all kind of know, in an uncomfortable sense, that the mystery of who we are will only be explained … well … maybe lifetimes from now, but suffice it to say most likely not in our own lifetime.

How frustrating that sounds as I type it. Think about it.

The only people who will know who we truly are today are not us, but someone somewhere in a future yet to be defined.

What a frustrating thought <at least to me>.

And yet.

I have no doubt most of us, each of us a detective, will continuously search for clues and solve what mysteries we can today.

That’s what we do.

We scan about for clues to be better, think better and understand better. Why? Because we are all detectives, whether we want to be one or not, all attempting to solve the mystery that is us & Life around us.

Ponder.