==

“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.

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

fearlessly-fiona:

“I’m an adult” I whisper as I try not to panic while I’m filling in all those forms that I don’t understand.

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

“Liminal” means “relating to a transitional stage” or “occupying a position at both sides of a boundary.”

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

Ok.

First. Liminal spaces are real spaces.

Liminal spaces are throughways from one space to the next. Places like rest stops, stairwells, trains, parking lots, waiting rooms, airports feel weird when you’re in them because their existence is not about themselves, but the things before and after them. They have no definitive place outside of their relationship to the spaces you are coming from and going to. Reality feels altered here because we’re not really supposed to be in them for a long time for think about them as their own entities, and when we do they seem odd and out of place.

Second. I plan on discussing liminal spaces as intangible mental spaces.

If you feel that you are anxiously floating in the inbetween perhaps you are in The Liminal Space. The word “liminal” comes from the Latin word limens, which means, “threshold.”

“… it is when you have left the tried and true, but have not yet been able to replace it with anything else.

Okay.

Mentally this in-between is a space in which we have lost context and, uhm, uh oh, our brains love context <and hate lack of context>. This ‘hate’ translates into discomfort, maybe some anxiety and absolutely an innate mental desire to get the hell out of that space and into some space where we can reengage some context.

Rationally we know these spaces are irrational and we can mentally stifle the anxiety … for a while. Because no matter how good we are at stifling it there will always be an underlying sense of uneasiness. In business you either figure out how to manage the anxiety or you are never gonna make it in the business world.

Why? Because a career is riddled with these moments and spaces.

All that said.

I think we, as people, enter liminal spaces in our heads all the time. I don’t mean every minute I just mean on a fairly consistent basis we lose some context and enter into some wretched mental in-between space where, well, we feel uncomfortable. We feel uncomfortable because we are mentally in some transition space from which we cannot envision what will be there <outside this wretched space> when we actually find the exit we can leave the space by.

Yeah.

Unfortunately, while we seek an exit to get out of the liminal space we also feel uncomfortable because <insert a ‘shit’ here mentally> the next step may actually place us into a tangible “unknown” place.

Not only does that suck, but we do not like that it sucks. It is a weird combination of tangible and intangible and  shitload of unknown.

It feels tangible as in you walk in some blank-ish vanilla type room and actually exit by some door which appear at some point. That part we may not like but we can semi-understand.

And, yet, at the same time this space is truly 100% intangible <lacking context> which creates a sense of instability and warped perception space. I imagine a lot of people flail about a bit in this space trying to not only find context or something tangible to hold onto, but also a frickin’ door to get out of this wretched liminal space. All the while we flail about in a space which naturally encourages some confusion and a lot of “things seem off” feelings. I would argue part of our angst is we seek some one-dimensionality in this space. What i mean by that is our natural inclination is to seek some linear path <this & that> to get us from what feels like it should be “here to there.” But the truth is liminal spaces, in their vastness, are multidimensional spaces in which the really important doors open up not on some simplistic one-dimensional pathway but rather as a combination of dimensional fragments put together in some way that unlocks an unseen door.

Which leads me to ‘Worse’. It not only feels wrong, but feels like something is going to go wrong. You cannot really put your finger on it <although most of us try desperately to try to put a finger on something> and it increases anxiety.

Sometimes that anxiety is high and sometimes it is just a bothersome niggling in the head, but it is anxiety nonetheless <and it is uncomfortable>. The anxiety occurs because reality is not really being altered, but it appears slightly warped. It is kind of like looking through an imperfect piece of glass – where things can look a little fuzzy or odd. Its kind of like time has warped a little and you are coming and going at the exact same time where in the blur of the transition your brain is suggesting “this is not good … this is not normal” and you desperately want to move on, but cannot find that frickin’ exit.

All that sounds horrible.

Oh. And it sounds particularly horrible if we are talking about the business world. The fact is that business people are more often than not judged on how well, and how quickly, they can navigate the mental liminal space.  We, in business, don’t really talk about it much but a lot of the shit we do is transitioning from the known to some version of known/unknown. That’s kind of what managers and leaders do. And it is certainly a main component of shifting from a young less-responsible employee to an older more experienced responsible employee/manager. Heck. Its change management 101.

Along the way the stepping stones are actually lily pads with differing expanses, dimensions & depths of water in between. You either navigate the transitions or drown in the liminal space.

Oh. And, yet, liminal spaces are also throughways to places of the imagination – kind of the construction sites of “what will be.”

We like that kind of shit. That’s ‘future’ and ‘hope of something better’ type stuff.

That thought helps us out a little. It helps because this isn’t the kind of stuff that gives any tangible context, but it does give us some fortitude to get through this space.

Anyway.

I admit. I love the whole concept of a liminal space and I do believe if more people not only learned to manage the anxiety & angst of a liminal space AND embraced the fact it was a valuable transitional space … well … we would be much more efficient & effective in business and in Life in gaining the more valuable “what could be’s” — which are what we all live for anyway.

Ponder.

=====

“It’s dark because you are trying too hard.

Lightly child, lightly. Learn to do everything lightly. Yes, feel lightly even though you’re feeling deeply. Just lightly let things happen and lightly cope with them.

I was so preposterously serious in those days.

Lightly, lightly – it’s the best advice ever given me. So throw away your baggage and go forward. There are quicksands all about you, sucking at your feet, trying to suck you down into fear and self-pity and despair. That’s why you must walk so lightly. Lightly my darling… “

Aldous Huxley

=====

Life truths.

Hard and lightly.

Haste with patience.

Forward diagonally.

Happy and sad.

Success and failure.

Right and wrong.

Thinking and doing.

Dreams and hard work.

Whew. This means that the truly great things in Life may be a coin you can put in your pocket — a coin made up of two sides and two faces.

Yeah. Life is usually a combination of opposites fighting a tug of war moment to moment. I bet no one told you that when you were growing up.

Far too often we are told the secret to life is one thing.

Far too often someone is not telling is the truth <or maybe they don’t really know the secret to life?>.

Th truth is Life <and business also> is a wonderful, maddening blob of inconsistency.

The only way to survive , and not be totally boring, inept or a hermit, is to steal a little of something from both sides and do your best to proportion it all out in the end.

Proportional?

I need some sadness to recognize true joy <only I certainly don’t want to dwell on sadness nor walk around as Happy the Clown every minute of the day>.

I want a leader who is energetic and demanding and cajoling, pushing, shoving, pulling, inspiring people toward a horizon < but I want the moments of idle strength and compassion intertwined>.

I want to work hard … so hard the muscles, brain and/or physical, are strained and hurt … and get to maybe get a glimpse of one of my dreams on occasion <so I can dream a little when not working hard>.

I want people to play hard and play to win <in any endeavor> … but do so with grace in victory & loss, with sportsmanship & fairness and respect for the game.

I want, well, it doesn’t matter what I want. Pick your ‘hard-lightly’ Life combination. I guarantee you will find the most interesting people, most interesting experiences, most interesting moments, most interesting anythings are a reflection of this ying-yang combination. Life is meant to be lived, and experienced, hard & lightly.

Now. By the way.

Just because Life is meant to be lived this way doesn’t mean it is easy to actually live it that way. Living hard, or living lightly, is not only addictive, but also often generates a sense of ‘lostness’ when shelved for a bit.

Why lostness?

Well. It is mostly fear that we will not refind or regain it therefore we hesitate to ever let it go from the way we currently live our Life.

So what do we do? We ‘take a break.’

We ‘get away from it all.’ In other words instead of seeking some ‘how we actually live’ balance in our lives we just step away from the way we live our Life by simply not going lightly <if we typically go hard> or not going go hard <if we typically go lightly> and we don’t do anything other than how we live our Life so, ultimately, we just choose to do nothing to ‘recharge.’

I would suggest that you don’t need to ‘take a break’ to recharge, but rather if you seek the proportional ‘yang’ to your ‘ying’, well, you will find additional purpose as well as your ‘ying’ takes on an entirely new image n your eyes & mind.

• *** note: proportional versus balance: I purposefully use proportional rather than balance because on an individual, person to person, basis it is rarely a 50/50 split – even over time. everyone customizes their life between hard & lightly as is appropriate to their personality, ambition and life desires. once again, this is rarely 50/50 and everyone should just seek what their optimal proportional mix is.

Regardless, just approaching Life one way means you miss out on what is most interesting in life – going hard & lightly.

Aw shit. Look. All I really know if that if you can figure out how to go hard and tread lightly at the same time, you will most likely be successful in business & in Life. You will most likely be appreciated, respected, sometimes liked and certainly not hated. I know … I know … the ‘tread lightly’ part is really really hard if you like to live Life going hard.

But.

As I just told someone go hard for the things you want and dreams you seek to reach toward and if you continue to do these things for you, knowing that your moral compass is set correctly and that your instincts with regard to ‘what is right’ versus ‘what is wrong’ are good, you will be happier and the people around you will rarely be disappointed.

Ponder.

—-

==

“There are times in life when people must know when not to let go.

Balloons are designed to teach small children this.”

Terry Pratchett

————–

Well. I have written about how difficult it is for people, in business & Life, to let go of things so much I am not sure I can find any new words to share on that topic.

In fact if you google “reasons to not let go” you get nothing. Nada. You get jack shit on the topic.

All you get is page after page of ‘reasons to let go.’

And, yet, there are certainly times to know when to not let go.

To be clear, a purposeful ‘not let go’ is a different difficulty for us. While not letting go is something that is mostly based on some version of fear or doubt, knowing when to not let go of something seems to be more about our difficulty in discerning what is important, or good, and what is unimportant, or bad.

In fact. I think part of the ‘not letting go’ difficulty resides in how we learned to hold on in childhood <the balloon thing>.

We learn very early on that when you let go of something good it floats away never to be seen again. So we have learned to hold on a tightly as possible to anything that could be construed as good <note: even if it is really a crappy balloon>.

We have become so good at it we are almost proud of not letting go. Therefore the problem isn’t our ability to actually hold on … it is choosing what to really not let go of.

Not letting go is a complex decision compounded by the fact we are complex people.

Why does the complexity matter? Because there is no formula. No ‘rules of not letting go.’

Yeah, yeah, yeah.

Some things are obvious. The self stuff, the character stuff, the ‘who you are as a person’ stuff you don’t let go of. They are good balloons. But if you are not careful, after a while, you have so many balloons you can’t discern the good ones from the bad ones. Which leads me to suggest I sometimes believe the ‘what not to let go’ choice is an acquired intuition thing.

Yup. I just typed acquired and intuition side by side.

I like to remind people that you are not borne with good intuition. You may be borne with a good intuition muscle, but experience strengthens the muscle and it takes some time & experience to ‘acquire’ the intuition necessary to ‘not let go’ of the right things.

Regardless. I suggest intuition because unless one of the balloons has lost all its air and has sunk to the ground you are choosing amongst a shitload of balloons that maybe all look pretty good to you.

This may sound crazy because balloons float above you and should seem obvious at all times, but the connections to many of the balloons in your life are actually like links of a chain underwater.

==

“The moment of truth, the sudden emergence of a new insight, is an act of intuition.

Such intuitions give the appearance of miraculous flushes, or short-circuits of reasoning. In fact they may be likened to an immersed chain, of which only the beginning and the end are visible above the surface of consciousness.

The diver vanishes at one end of the chain and comes up at the other end, guided by invisible links.”

Arthur Koestler

==

You see the balloons. Okay. You see some of them.

But the strings get all tangled up and you cannot tell which string to let go of <because you are not sure which balloon will go away> and which one to hold on to. Some of the choices you make as you look at the strings are intuitive. And given some time and experience I imagine the string feels a little different in your hand as you pluck it out from all the others. That is this version of intuition.

So. One of the things I admire most in people is consistent great intuition and how they manage what to not let go of.

It is an interesting characteristic to assess when you meet people and is fairly easy because you can just look up and see the balloons they carry with them.

So, in the end, maybe the balloon metaphor is bad, or maybe I simply overused it, but suffice it to say that while there is a lot of free advice on ‘letting go’, there isn’t a whole shitload of advice on ‘what to not let go of.’

I think it is obvious that there are certainly some ‘be yourself’ characteristics that you should never let go of <although figuring out what to not let go of as you try and improve yourself is not easy either>.
What is less obvious is the other stuff in your life. Experiences, knowledge, even people.

I don’t have any answers today. Just questions. And maybe some prompting that this is something we should think about a little more.

Most letting go advice online is vapid and a waste of time <albeit with good intent>.

I don’t have any advice for ‘not let go’ other than think about it. We all learn to hold on to balloons because they represent freedom and hope and good things waiting above us. Paradoxically, despite the fact it may appear like they should be let free so we can benefit from them, it is actually those that should be the things we hold on to and not let go of. Ponder.

=======

“We cling to our fairy tales until the price for believing in them becomes too high.”

Ransom Riggs

====

“The best way to expose our ignorance is to hold on to biased ideas and opinions, because we fear giving the upper hand to the other side.”

Charles F. Glassman

====

Business is a tricky combination of adapting and consistency.

Suffice it to say discerning what to keep and build some consistency, and what to change or adapt, is, well, the key to creating a successful business.

Letting go of shit is difficult. We all know that.

But. Knowing when to hold on to something is just as difficult.

Simplistically:

<1> many organizations are burdened with older employees who tend to hold on based on their experience, and

<2> many organizations are burdened with younger employees who tend to let go of existing ideas and opinions based on their lack of experience.

Both sides are stubborn, fearing to give the other the upper hand.

And that is where business really needs to get its shit together. This whole ‘upper hand’ thing.

Because success isn’t about compromise it is more often about good ideas winning no matter where and when and who they come from.

When someone or a generation feels like they have the power, or run the risk of losing power, they do stupid things. Obviously, the business pays the price, not the person doing the stupid things. That is why adapting and selecting what to be consistent about should be about anything but power. It should be about creating a culture & organization in which old & new is debated and ‘the good of the organization & business’ decides what to hold on to and what to let go of.

Far too often the power structure in a business <and this can be one individual wielding an inordinate amount of power or an age group/cohort fighting for their space> holds the ‘fairy tale’ success formula, uhm, until the price for believing them becomes too high.

Sigh.

Unfortunately that moment is often too late to ‘fix’ what has gone wrong.

Regardless. A business’ success, and flaws, is typically driven by a couple attitudinal things  <a> a general feeling that you could be doing better and <b> the virtue of the participants.

Doing better.

There is gobs of pressure put on a business both internally and externally. Internally <be successful or be fired> and externally <the market is brutal on any business which does not show growth>. Even if the business has been steadily improving someone will be hammering away on either how terrible things are or how much better it can, and should, be.

Virtue of participants.

A business, in order to function efficiently and effectively, is dependent upon the virtue of the participants. A lack of virtue engenders wasteful transactions, wasteful actions and breeds an overall monitoring cost which can paralyze an organization from any movement or adaptation.

Both of those things I just shared are power. They both have the power to do good, and bad, for a business. What I mean is that the price for believing, disproportionately, in doing better is virtue-driven – that can make the price too high to meet simple ‘doing better’ objectives.

Power, ultimately, resides in, and will always, identifying what should remain consistent and when & where to adapt. All of that is organizationally driven and not individually driven. And yet … it is the individual who must assess all actions & behavior with the intent to always seek when ‘the price in believing something becomes too high.’

In the end I would simply note that the strongest most powerful thing you can do for a business is to understand that doing better with virtue can work.

This is not a fairy tale.

Just know there are no shortcuts and it isn’t easy — you have to work for it.

You have to find ways <just having it as objective will not work>. You have to somehow do something, sometimes anything on occasion, all the while keeping your head on straight and go do something that saves … well … the business <which is kind of like saving the world>.

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

“What I fear I avoid.

What I fear I pretend does not exist.

What I fear is quietly killing me.

Would there were a festival for my fears, a ritual burning of what is coward in me, what is lost in me.

Let the light in before it is too late. “

 Jeanette Winterson from “The Green Man”

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

“Autumn shows us how beautiful it is to let things go.”

Unknown

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

Well <part 1>.

I just read a an article in one of those local papers you can pick up at Healthy Grocery stores which attempted to discuss how this time of the year <October/November/December> is the season of ‘decay and death’ … and how it was a potent time to connect with the dead <and highlighted several celebrations around the world which do just that>.

This thought was combined with the thought we human folk balk at connecting with death because it … well … seems morbid to do so.

and summer regrets

               getting rid

       of winter wishes

summer and i

=======

Well <part 2>.

I balk at the whole concept of ‘decay & death’ as well as the ‘morbid‘ thought.

Simplistically, seasons remind of us the cycle of Life <not death> and that death, in and of itself a sad event, contains at its very core the very simple concept that without Death, there is no Life. This was immortalized in pop culture by Blood Sweat & Tears in their absolutely fabulous song “and when I die”:

====

And when I die and when I’m dead, dead and gone,
there’ll be one child born and a world to carry on, to carry on.

I’m not scared of dying and I don’t really care.
If it’s peace you find in dying, well, then let the time be near.
If it’s peace you find in dying, when dying time is here,
just bundle up my coffin cause it’s cold way down there,
I hear that’s it’s cold way down there, yeah, crazy cold way down there.
And when I die and when I’m gone,
there’ll be one child born and a world to carry on, to carry on.

====

While each Life is a stepping stone for every future generation each death represents a stepping stone for … well … the future.

I don’t need any Eastern religion wisdom to remind me of this, I think we all know this.

Now, I will admit that connecting with this thought is much much easier for us when we remove any personalized death and accept it as simply a turning of generations. Therefore, one of the reasons we do not celebrate death is because it can get too personal. And if that is a reason it sure as hell is a good one.

But death itself?

While death is something we dislike, facing seasons remain something we must face year in and year out. It is a constant affirmation of the turning of time and that some things we may have gained will most likely be inevitably lost in the natural turn of time.

And, yes, as we near January 1st, I am reminded that Winter is the time of Life’s strategic retreat and conservation of what gives it all life.

It is not death. And it is not decay.

It is Life’s thoughtful way to insure its existence and survival.

It is the time of incubation and rest and restoration for all things to come in the following year.

I could also suggest that winter is a time of reflection and, well, comfort. In winter’s dark nights the stars are at their clearest and we have the opportunity to see them as the sparks of potential and wishes and dreams and Life. Uhm. And dreaming is never a bad thing particularly during the ‘ebb tide of seasonal Life.’

I will not argue that as Life recedes in autumn and rests in winter we do, at least emotionally, get closer to connecting with death, but I do balk at thinking of autumn & winter as ‘things associated with death.’

I would argue it actually does a nice job of reminding us we need to let go of things. and, sure, maybe we connect with ‘the dead’ better at this time because it reminds us to celebrate what we had and embrace letting go.

And that is the thing about winter, it demands to not only be felt but also that you meet it on its terms. Even better Winter demands us to let go of things we most typically hold onto with ragged claws.

You cannot refuse its existence and you cannot ignore what was because what is … is … well … is starkly different. Where Life was once obvious it is now starkly absent.

I would note that all Eastern mysticism and ‘being in touch with the universe’ and the ‘natural ebb of the earth’ and all that stuff, at its core, just suggests that we pay attention. In other words, pay attention to whatever energy seasons give us and more often than not that energy it gives us is … uhm … just good ole fashioned thinking. It gives us the energy to think about our lives, lives lost and lives yet to be lived.

Acknowledgement of all of that increases your overall connection not just with ‘the universe’, but rather to the eternal pattern of life and invests a sense of energy into pretty much everything <yourself and Life>.

And just as Death breaks things down to the bare essence, winter does the same.

And maybe that is the connection.

When things are at their barest, when we are drawn closer to endings rather than beginnings, we inevitably ponder the ‘great perhaps.’

Back in September I wrote this on the first day of Fall:

I think we all seek a great perhaps of “what I know can be”. I think we all know what a better world really looks like. I think we all want to see the beauty that can be found in what is better in everyone.

And maybe it is within Fall and the falling leaves we begin to better grasp that failed plans and failed dreams can beget new plans and new dreams. And maybe it is within Winter where , in ts barest of bare essences, we are forced to begin envisioning what could be in plans and dreams because it is left to us standing in the bare environment around us.

What I do know about all seasons is that they are markers of Time and, poetically speaking, Time is always hungry for many of the things we dearly want to endure and do.

This makes Time both beautiful and doomed. Yeah. Time is beautiful and doomed. And that is where I really believe the whole ‘morbid time of the year’ goes astray.

for it seems all of Fall’s stars

                       have fallen

and often summer and i

run through the last warm days

through the cool grass

       gathering stars caught in people’s dreams

with the intent

           to toss them to Winter

through windows of dawn.

Summer & i

======

We, especially in the West, hunger for time.

Conversely, time itself <to us Western folk> has a hunger and its hunger is for ‘things.’

It is a nasty emptiness waiting to be filled.

Well.

If there is one thing humans are fucking great at, it is filling time and stuffing whatever we can into any emptiness we can find.

Death and dying makes us reflect. It forces us to do so. Just as the bare often starkness of Winter does.

And it makes us reflect on what ‘stuff’ we have crammed into whatever Time we have had.

Oh. Maybe what it really forces us to do is reflect upon time. and that is where death truly makes us feel uncomfortable, not any morbid feeling, but rather it’s just that we have been indoctrinated to focus on living, living life to its fullest, not wasting any time, to do lists that never get completed and just doing shit <just do it!>.

Nowhere in that list of shit I just shared does death have a place. In fact. Death represents the exact opposite of everything society & our culture almost demands we think about 24/7.

And when forced to face death, or feel a need to connect, we are much less likely to celebrate but rather assess … assess our ‘doing mantra’ versus ‘stop.’

Look.

Most of us don’t purposefully ignore connecting with death and those who have passed away because of sadness <because if it were we would be more likely to actually do it because the opposite of sadness is reflecting upon the inevitable happiness>, but rather because death and past lives force us to reflect upon our ‘doing accomplishment’ <as well as it forces us to stop … which compounds the feeling of ‘shit, I haven’t done enough and I am not doing anything now’>.

Yeah.

If you can get beyond the ‘doing’ aspect, inherently death is more about sadness <loss of something or someone or time> more so than morbidity. Conquer the sadness and you have conquered death.

And all of this is just not that difficult <if you are willing to actually think about it>.

Several cultures do celebrate the autumnal solstice as the time life & death is closest. I would argue it is less a celebration but rather recognition of that which came before, and that which is dying, so that what will be will come forth.

Generations beget generations just as falls beget springs.

Death begets life.

This doesn’t mean we should celebrate impending death but rather recognize, even in sadness, life & beauty resides in the future.

Fall is of beautiful dying.

Winter is of starkness of death.

Spring is of rebirth from death.

This doesn’t mean you can find beautiful things to enjoy throughout any season.  Seasons simply remind us of the fact time does not stand still and no matter how hard we try and fill up the emptiness time offers us day in and day out … leaves fall, winter comes and spring arises.

I believe it is the Celtic wheel of the year describes this time of the year as Samhain — “the veil between the worlds is thin.” Just as several other cultures, they use his time to reflect upon “that which was.” In my pea like brain it is a celebration of navel gazing. It is an intentional event to purposefully explore the valuable relationship not only between Life and Death but the past and the future.

Listen to the cry of falling leaves,

            but winter breaks the silence

and warms us with words

of how to change it all

      before the Fall completely ends.

So, So

Look.

I don’t believe we do not celebrate death and dying because we think it is morbid. I tend to believe we do not traditionally do so because we, as in Western civilization versus Eastern, don’t celebrate reflection.

We treat reflection more as  a personal thing and not a larger more public event and celebration.

Should we celebrate reflection? Shit. I don’t know. But understanding that seasons can offer us enlightening thoughts about how we actually think about death & Life & holding on & letting go is surely not a bad thing.

As for Fall and Winter? I do not think of death and decay. I actually think of flowers.

Huh?

I credit Mark Strand for making me think Winter is the time to bring flowers into your Life as he describes Winter in his poem called Blizzard of One:

“A time between times, a flowerless funeral. No more than that …”

Mark Strand <Blizzard of One>

Every funeral deserves flowers. Every Winter deserves thoughts of Life. Ponder.

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“For our own success to be real, it must contribute to the success of others.”

–

Eleanor Roosevelt

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“The way to achieve your own success is to be willing to help somebody else get it first.”

Iyanla Vanzant

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Business, as businesses should, think about how to improve their business. The good ones balance effectiveness and efficiency, the poor ones triple down on efficiency. But. 95% (I made that # up) of businesses focus on customers, service, process, systems and “best practices” — in their pursuit of efficiency (with head nods to effectiveness). This means 95% typically think of people as interchangeable pieces who can deliver all the service, process and outputs. All the systems are designed to ‘output’ and people simply make the systems ‘go.’

I would argue this is at the root of why organizations begrudgingly train employees. I would argue this is not only a bad ‘grudge’ if you really want to improve your business, but it is also stupid.

I always made a promise to anyone who ever worked for me – “if you ever leave this job I promise you will be well prepared to do well at your next job.” I’m not sure I was particularly good at preparing people for life, but I always said if you had a title/job responsibility with me you would be able to do that title/job responsibility wherever you went.

3 reasons:

• I knew people outgrew jobs & organizations and often organizations sucked at meeting peoples ‘grow’ needs. In other words, there is an incredibly high likelihood a current employee would become an ex-employee. I felt a responsibility to prepare them for their next job believing I/we would benefit for as long as they stayed where they were.
• Word of mouth is the most powerful recruiter. If you give, you get. The more people I sent out to build successful careers of their own, the more people recommended new employees to me or past co-workers sent people to me.
• I didn’t care about training per se, I cared about preparation to do jobs well. That may sound like semantics, but I think its important semantics. I believe businesses get hung up on “training people and receiving benefit.” And they may be right because, if you view training as simply training, you will most likely will not reap any meaningful benefits. On the other hand. If you look at maximizing an individual and enabling someone to do their job well, you will not only build individual strengths & potential, but also receive the direct benefit of them doing the job well. Choose wisely.

Regardless of your own view on this topic, the bottom line is a decision to invest in a person. Not some nebulous, often vapid, “invest in your people”, but rather ‘a person.’

I, honestly, can’t figure out why this is so difficult for businesses to grasp.

Is it lack of trust in people?

Is it a leadership ego thing?

Is it simply a misunderstanding of culture as a ‘we’ thing .. that you can enable & empower individuals and still be a ‘we’ culture?

I don’t know, but I do know any lasting change or effect in a business is not organizational or on systems or even on some broader cultural narrative. People leave, therefore, if your modus operandi is to enforce or impose (this includes ‘best practices’) systems, I can guarantee you that enforcing or imposing is not motivating nor long term effective (nor even optimizing short term effectiveness).

Truly lasting change & organization effect is within people themselves. Effectiveness is emergent. And because it is emergent it is something they not only embody when within the business, but also take with them outside the business (in life, family, community and other jobs). Therefore. To effectively lead people you actually need to view people beyond the limits of the organizational boundaries. This may sound odd, even inefficient. Its not. It doesn’t ignore the job that existing responsibilities demand, but it also enables individual potential to cross and bridge normal divides & barriers. Or, as Peter Drucker said, ‘business is of the community and the community is of the business.” And that is where true benefits reside. We far too often discuss ‘getting out of your comfort zone’ when instead we should suggest there is no zone or even if there is you should just push out on the limits and boundaries and give people the freedom to grow (and the business will grow). When a person is engaged as part of who & what they are they have the ability to engage to their fullest potential.

“Why do you, or they, or anyone get to determine my limits?”

Veronica Roth

Simplistically this is investing in people, not an organization. This leads me to the eternal question in business: “why train employees (people) if all they are going to do is leave? (and someone else will benefit by my investment).”

This is a valid, and important, topic.

At its core is, well, business’s decision to make business better. It’s like believing if you plant healthy seeds they will bloom here, there and everywhere and the entire forest grows.

Believing this demands we view a business in a non traditional way – you don’t ‘push down’ beliefs, behavior, responsibilities, etc. because, honestly, any time anything is ‘pushed down’ the world shudders to a halt as the people who are actually doing the work take the round peg senior leadership has created and try to figure out how to put it in the square hole of reality. In order to do so, most times, instead of convincing leadership they actually need a square peg, the teams design a mish mash version of a round peg that will fit into the square hole.

“In our consumer culture, we are encouraged to assume roles that aren’t truly authentic to who we are. In a way, this culture is its own kind of simulation, one that requires us to make more and more purchases to maintain the integrity of the illusion.”

Stowe Boyd

To be clear. I am not suggesting a ‘bossless’ organization. And while I do believe business has become more complex than in the past, I have always believed maximizing an individual maximizes the business. What was true then is exponentially true as business becomes more complex.

Stowe Boyd said “We’re in a time of rapidly expanding insights about human motivation and connection, but meanwhile our companies continue to be run with a perspective on human psychology and sociology circa 1970.” I slightly disagree. While, as a generalization, it may be true, I would suggest some people have always known this is the best way to maximize an organization — its just that leadership doesn’t trust it to be done that way.

Of course I believe discussing new organizational models is important and, in some cases, a business should have a new business model. But at the core of any organizational discussion it really isn’t about models but rather “how do you think about individuals?”

Because until you answer that question autonomy, empowerment, self management, is all irrelevant. If you do not believe in people, than you do believe in control. Period. Full stop.

If you do believe in people, than you will stop talking about leaders, and what makes great leaders, but instead talk about resource management – how can we get the proper resources into the proper hands at the proper times to maximize each individual and group of individuals.

This expands the business by expanding the individual. Therefore leadership isn’t about direction or control, but rather managing/optimizing expansion. Ponder.

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“There’s always a strange feeling you get when you come across one particular line by chance.

It feels somehow significant.

That’s irrational of course, but humans are irrational creatures.

Even the sturdiest, most down-to-earth chap will turn pale if he opens a book at random and sees the words PREPARE TO MEET THY DEATH. “

Mark Forsyth

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Survival is a great motivator.

Suffice it to say there is pretty much nothing like feeling like ‘prepare to meet thy death’ is imminent to create a sense of urgency in your actions. I believe this is true in your personal life as well as in your business life.

But.

Let’s be clear.

Up until that “death scenario” point most of us swing back & forth between a general sense of lack of urgency and just getting all the shit done you need to get done <no urgency nor laziness just doing and checking shit off your list>.

It is a fairly practical approach to approaching Life <and business life>.

Looking at Life objectively, Life is almost always a balance of pacing yourself so that you don’t burn out <and have the energy when you actually do need it> and a sense of urgency to ‘do’ when the situation dictates.

And, yet … we almost seem irrational when it comes to this balance. We run, and run, and run and then all of a sudden schedule some forced ‘stop’ under the guise of ‘re-energizing’ or recharging our batteries.

This is kind of nuts.

This actually implies we can control what we face and when we face it.

Let me explain what I really mean.

Well.

Even the sturdiest, most down-to-earth chap will turn pale if he opens a book at random and sees the words PREPARE TO MEET THY DEATH.

So let’s say your idea of balance is a simple “go” or “stop” — either 100% of one or 100% of the other.

So let’s say you have been running and running and running with your planned “stop” imminent.

Uh oh.

Life stands in front of you with some situation and places the words is ‘prepare to meet thy death’ squarely in front of you.

You pale.

Shit.

We all pale in  moment like that.

It is ‘survival time.’ What many crappy bosses flippantly call “an all hands on deck” moment.

Well.

You are fucked.

Just when you need the energy the most you are most likely at your most depleted.

Suffice it to say the ‘100% stop or go’ Life strategy is not the most practical or efficient living Life model. And, yet, that is exactly the model most of us use.

Our reason <excuse>?

This is what Life demands of us.

Well.

I could argue that Life may certainly pressure us to live life this way, but it certainly doesn’t demand us to live it this way.

We get lots of choices in Life and one of them is how we live it.

Even with all the “survive must do’s” we get a lot of room on how we conduct our lives.

Death or survival moments reminds us of this. It is in these moments in which our survival mode kicks in, i.e., “I am not prepared to meet my death … if at all possible”.

Most of us figure we may as well go out fighting … hence the urgency.

“Better it is to die as a soldier since die we must.

And though the man who dies hath pain – to all his house accrues praise and pride. “

Euripedes

Now.

I will admit.

I hated the false ‘prepare to meet thy death’ moments a shitload of managers create in business.

Well. I really believe most of them do not create them, but rather they simply cannot discern between a true “meet thy death” scenario versus a “a calculated action is called for here.”

In addition.

I admit.

I found it incredibly frustrating to have a “prepare to meet thy death” scenario rear its monstrous head and any and all resources became available. Not because I begrudged the resources needed to meet the situation, but because months before you had asked for the same resources <maybe even a lesser degree> and, if invested then <as asked>, this particular ‘prepare to meet thy death’ scenario most likely would have never occurred.

But that is why I said what I said upfront — most of us grind our way through life, business & personal, with a general lack of urgency. The uncomfortable truth is that creating urgency without a ‘prepare to meet thy death’ situation is difficult. And because it is difficult and because there is a mostly lack of urgency general attitude, managers almost get trained to inspire urgency with ‘death-like scenarios. This is the truly evil business version of “false sense of urgency.”

It is a mind numbingly stupid situation we have created for ourselves.

I, personally as a manager, do not know if I was particularly good at heading off ‘prepare for thy death’ situations and I don’t know if I was particularly good at recognizing real ‘prepare to meet thy death’ scenarios <because sometimes they actually can be slightly sneaky>, but I do tend to believe I erred on the side of treating almost all scenarios initially as ‘non urgent’ believing more often than not if we didn’t run around like chickens with our heads cut off and didn’t invest a shitload of extra resources we could most likely handle it fairly efficiently.

My only proof to back up what I just wrote?

I am not dead.

Regardless.

I do wish more of us, in Life and in business, could cut back on the “go 100%” and “stop 100%” interval living. I don’t think it is particularly healthy nor particularly effective in the long run.

Death comes to all of us soon enough … no reason to seek it out.

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“The unexpected, always the unexpected.

If they expect you to move right, move left. The first law of survival in this jungle that you’ll inhabit.

The unexpected move. “

—-

The Avengers

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“She was already learning that if you ignore the rules people will, half the time, quietly rewrite them so that they don’t apply to you.”

—

Terry Pratchett

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Well. Far too often in business we talk about making an “unexpected move” to gain an advantage as “zig when they zag.”

So lets’ take a minute and talking about the whole “zigging when they zag” bullshit. To be clear. On a football field zigging when they zag can be effective, but in business it is bullshit.

Look. I am all for running with a temporary advantage when given the opportunity <and, yes, about 97.385% of advantages are temporary — I made up the 97.385% number>. But that is not ‘zigging’.

I am all for hunkering down on a specific distinctness when it appears the rest of the category is bumbling around in an array of meaningless claims. But that is not zigging.

I am all for leaping through a window of opportunity when the window cracks open. But that is not zigging.

Suffice it to say … zigging, in general, is a stupid strategy.

Let me explain why.

Most industries, once they have a fair number of competitors, is more like a 7 lane superhighway where everyone is driving in the same direction within the same guard rails.

Not everyone will like thinking that, but the truth is that most businesses have smart people who see the same information and do all the necessary research with people who are likely, and not likely, to buy whatever it is they are selling and therefore strategies are in the same realm and everyone is pretty much competing in the same arena.

This means a couple of things.

• • Everyone is speeding toward the same approximate destination.

  • If something is obvious to you, it is most likely obvious to them.

What all of this means is you have to move, but most moves have to be done artfully.

So maybe despite the fact I balk at the whole ‘zig when they zig’ and ‘unexpected’ anything in business gives me heartburn it is possible I could discuss the art of the unexpected move.

I call it “art” because unpredictability as normal behavior is bad. No one likes someone who is unpredictable 100% of the time and organizations <alignment, operations and ‘day to day doing’> tend to respond poorly to unpredictability (so do customers).

In my highway metaphor unpredictability most likely means either <a> a crash or <b> slowing down and you get passed or <c> you are now on a completely different road than all the other competitors speeding toward sales, & customers.

As for predictable? Yikes. Boring. Lack of creativity. Bad <in a different way>. Let’s just call predictable “lack of any art.” In my highway metaphor this most likely means you are cruising in one of the right lanes, the slower lanes, and people are passing you all the frickin’ time.

This suggests making a move in your industry take more art and artfulness to navigate the path you desire or take advantage of the opportunity that may open.

This suggests, in the business world, you sit up and pay attention just with a little more focus when someone pulls out the “maybe we should zig when they zag” tritism. You do so mostly because anyone who says that who is not on a football field most likely has their head up their ass <but want to say something catchy in a meeting to be noticed>.

I say that, again, because most time in a business industry companies are going in a direction for a reason … that is where the sales are. So ‘zigging’ when everyone else ‘zags’ more than likely means they are heading toward sales and you are not.

Ok. Now. If you want to tie ‘unexpected move’ to survival … well … that is a different story. Survival does have a nasty habit of forcing some unexpected maneuvering. Ok. Maybe out of desperation the predictable in us decides that maybe being ‘unexpected’ may actually be called for.

I would suggest that if you find yourself in desperate times rarely is anything artful in that moment. But I would suggest that in a desperate survival mode I can offer two lists you should write up on some big board in some big conference room and make sure you discuss. There are basically 4 basic responses to a threat <or opportunity I imagine>:

• • • Fight

    • Flee

    • Deceive

    • Submit

Any move you choose to make will be derived from one of these four spaces.

Choose wisely.

Once you have chosen <wisely> effectiveness in a survival fight basically comes down to 4 things <in the order of importance>:

• • • aggression and willingness to hurt your competition

    • willingness to get hurt yourself

    • skill and knowledge

    • strength and power

Some may haggle with my order, but the top two will dictate your success regardless of how you stack the last two. And of the last two I would suggest most of the time knowing what to do is more important than brute strength.

Choose wisely <but always choose the first two or you will get crushed>. I offer these two lists because when anyone suggests zigging when someone zags I bring these out.

Shit. I bring these two lists out almost any time a business wants to talk about effectively competing in an industry.

Why?

Because nothing really matters if you do not figure out these two lists.

Why?

Going back to what I said earlier … advantages are temporary   and the other guys/gals you are competing against are as smart as you are. You don’t zig just for the sake of zigging <that is wasted organizational energy> and if you do have to take an unexpected move it is most typically a response to something in the situation <opportunity or threat>.

While we like to talk about zigging and zagging the reality comes back to the highway. You have to move forward and keep moving forward <or get run over>. The only zigging anyone should ever talk about is either moving into another lane to pass someone or another lane to let someone pass you or change lanes to avoid a crash.

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“Desperation is the raw material of drastic change.

Only those who can leave behind everything they have ever believed in can hope to escape.

William S. Burroughs

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Unexpected moves just to do something unexpected is stupid.

It is in the same category as change for change sake.

It is in the same category as zigging when they zag.

Now.

Unexpected moves made in the search for something incredible waiting to be known <some desired destination>? Well. That isn’t stupid.

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“Somewhere, something incredible is waiting to be known.”

Carl Sagan

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Unexpected moves made to survive on the competition highway? That isn’t stupid.

Unexpected moves made to veer through a window of opportunity that arises? That isn’t stupid.

But zig when they zag? C’mon. That’s just stupid.

It is stupid because more likely than not it just means you will have not left the competition behind, but rather just left the competition.

……. slow down … do not pause ………

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“… they should try slowing down instead.  In our study of businesses (conducted with the Economist Intelligence Unit), the companies that embraced initiatives and chose to go, go, go to try to gain an edge ended up with lower sales and operating profits than those that paused at key moments to make sure they were on the right track.

What’s more, the firms that “slowed down to speed up” improved their top and bottom lines, averaging 40% higher sales and 52% higher operating profits over a three-year period.”

–

Harvard Business Review

====

This is about something called ‘critical slowing down.’ To be clear. This is not “make haste slowly” which I have written about before.

In business, and Life I imagine, some people are masters in appropriately reading a situation and assessing timely ‘slowing down’ which enables speeding up.

This is a business management skill, an invaluable skill, and it is incredibly difficult skill to master.

Slowing down to speed up fights against all the natural business instincts. It is a phrase often tossed around in business, one often discussed, one often not done.

It is not done because most people suck at this balancing act (appropriate slowing down and appropriate speeding up). This balancing actually demands one recognize the environmental contextual aspects. Yes. There is a natural oscillation between the two <speeding up & slowing down>. For example, science has shown that climate actually slows down preceding abrupt climatic shifts.

Regardless. Let’s just say that in business slowing down very often becomes high impact high probability events and that the fluctuation between slow to speed increases impact. This fluctuation creates angst and decisionmaking stress because most people tend to see disaster in the swing <which is, in reality, a pace driven transition> because we are leaving one natural state and arriving at another – liminal space.

Let’s face it.

Not many business people are good at undergoing any critical transition let alone a ‘slow down/speed up’ transition.

Why?

Because each aspect in and of itself is a natural state and each begets inertia <at its worst> or chaotic activity <which is close to as bad as inertia>.

Inertia weakens internal stabilizing forces which compounds inevitable change forces.

Chaotic activity sometimes appears good <it is the semi-appealing ‘we are being busy at being busy’>, but that behavior begets multiple variables which evolve unpredictably and ultimately inhibits critical transitions.

Both states inevitably create what most people see as the unintended consequences in which something can get knocked off balance and become ‘extinct.’ And sometimes the consequences can occur without ever showing signs of critical slowing down.

Here is a truth: consequences occur whether they are intended or unintended.

This business truth happens because business systems, more often than not, are a bit more complex, and contain some complications, in their underlying dynamics than simplistic theory or simplistic diagrams attempting to create structure to an organization and its dynamics with the market & consumers/buyers.

I would suggest that you cannot draw a picture for what is <because it is obsolete as soon as it is drawn> and you cannot draw a picture for what will be <because predicting multi-dimensional dynamics is outside the purview of reality>.

All that said. That is why you cannot pay enough to a business person who has the ability to know when to slow down to enable effective speeding up because, whether they are labeled as such or not, they know how to navigate complexity.

It is here I would be remiss if I did not note, more often than not, the ones who claim to be good at this, are not. It is the ones who do not make the claim, the ones who recognize that more often than not it is something you just kind of sense, that you treasure.

All I know for sure is that I have been fortunate enough on occasion to have slowed down in business and had everything speed up afterwards. It feels amazing and the organization & employees, many who balked at the slowing down, absolutely love the freedom that came after the slowing down.

Here is the truly difficult thing about this whole ‘slow down/speed up’ thing.

You know when you get it right.

But you don’t know when you get it wrong or even when you may have missed the opportunity to ‘slow down to speed up.’

And that makes it exponentially more difficult to convince people it is the time to slow down <and the benefit will be speed later> and exponentially more difficult to figure out when to do it <and makes it impossible to train anyone for>.

I hesitate to say it is a ‘gut/instinct’ driven skill because then many people automatically suggest “judgement over experience.”

In addition I also hesitate to say this is solely a knowledge-driven/experience-driven skill because that ignore the ‘art’ aspect of this.

I would say that this particular business skill is one of those things:

<1> you either have the instinct or you do not and

<2> the instinctual judgement is more often than not driven by at least some experience, and

<3> experience increases the likelihood, but doesn’t guarantee, of future good use of your instinctual judgement.

Many business people screw the pooch on the entire slow down/speed up idea and also falsely implement it.

The most often abused slow down/speed up tactic is, well, there are a couple.

1. The project meeting in which all projects are discussed by everyone.

This is close to slow down/speed up, but not the best kind. This is actually “stop, share, get critique, and go.” More often than not this is simple ‘scrape some barnacles off the bottom of the ship’ type management. Sure. It can help speeding up but incrementally … not exponentially.

2. The ‘kick off meeting.’

This is the infamous “let’s take a moment and make sure we are all aligned before we getting going.” What a bunch of baloney. Yes. it makes sense to insure everyone is on the same page when getting started <although I would point out that more often than not everyone doesn’t give a shit about the overall objective just their own components objective and timeline>. But this is not true slow/down speed up … this is more about alignment.

Look. Real slow down/speed up management is midstream management where you have some critical learnings and maybe even some momentum. And you purposefully do not have everyone stop … just slow down … assess … kind of like having a fighter squadron get fuel in flight … and then shoot off on the mission.

Real slow down/speed up business management creates exponential dramatic speed increases and, at its best, velocity. Reality shows that these dramatic shifts don’t really happen as part of a business status quo. They are situational, contextual and often do not happen because a business doesn’t have a business person who sees it, senses it or can steer it.
Bad slowing down never creates good, or effective, speeding up. It just slows people down and most often frustrates employees as wasted time.

Good slowing down creates dramatic shifts – in speed, velocity and in direction.

More often than not they are driven by one person who senses a contextual shift in the dynamics within a situation. One person who doesn’t have a picture drawn to adapt against but can draw a picture of what they see & sense from which others can leverage from to generate speed.

Truth: not everyone can do this.

In fact, while most people, in general, suck at make choices the business people who are really good at making the faster better choices and recognizing when to slow down to speed up are few & far between.

That doesn’t mean you shouldn’t seek it just understand that more often than not you will just slow down <and not speed up>. All that said. Remember. Critical slowing down is never about slowing down it is about speeding up your business.