===

“From this day to the ending of the world,

But we in it shall be remember’d;

We few, we happy few, we band of brothers;

For he to-day that sheds his blood with me

Shall be my brother …”

Shakespeare’s Henry V

===

In about 1801 aboard some ship it seems Admiral Horatio Nelson, quoting his favorite Shakespeare play, toasted a small group of his best friends and the leading captains/admirals in the Royal Navy as “we happy few.” Oh. Let us remember that this small group helped a small island’s navy kick the crap out of every nation in the world.

That said.

When I began thinking about this and decided to write it was focused solely on business. And it will remain so, however, as always, I seem to find that personal Life mirrors business life in many ways. Particularly if you define your Life <or let’s say that your Life is often defined by> in some significant way by what you do professionally.

Regardless.

I think we are all seeking our own “happy few.” People we can surround ourselves with that don’t comfort us; they just make us better.

I think of this on occasion because I still see or talk with people who i have worked with from decades ago with which I had worked well with. And no matter the years apart, when we work together, we still work well together. Ok. Not just well, but really well.

My point is that we are still part of ‘we happy few.’

Now. About this ‘happy few.’

The group in which we can not only be ourselves, but actually prosper. These can be friends, coworkers or whomever. Some symbiotic relationship seems to exist, even within some hierarchical relationship, that makes things better. And, maybe more importantly, make you better.

This ‘happy few’.

The people you go to battle with in life or in business.

The people who know what you are thinking before you even think it and even when they don’t, when you surprise them they don’t reject, but rather … well … think. Not out of respect, but rather because they assume there has to be some thread of usefulness pragmatism or hope that can be used.

I have written several times about how great businesses are often somewhat based in some fashion of serendipity … having the right people at the right place at exactly the right time. < https://brucemctague.com/right-people-right-place-right-time >

I still am a firm believer in that.

Maybe even more so now.

Because after all these years, time after time, I have been reminded that in the seamless inner workings of a great business relationship of ‘we happy few’, I know in my heart of hearts, if I could gather ‘we happy few’ in one place, at the right time, we would kick ass. And, in my case, having worked in a number of places I believe I could gather the happy few from all places, put them together, and while they would all laugh at the common ‘me things’ which make me, well, me … in the end the ‘we happy few’ would work well together as a ‘we.’

This happy few.

The few are defined by time as well as a natural connection.

Time teaches the nuances. The timing of actions tied to intent. The ability to ‘see’ inside what is being thought in all dimensions without all the explanation. And the comfort to stop and ask and explore and debate the unsaid before it is even said.

And then the natural connection.

In ‘we happy few’ the leaps of logic are no longer leaps, but simply common sense. In this collective mindset there is a tendency to not waste time imagining what is possible because the happy few just see through some personal filter of what is possible.

There is no gap between thinking and feeling. It’s all connected among the happy few.  Discovery is messy but within a small interconnected group there always appears some form of tidiness.

What I just described is a natural thing, maybe honed by time, but the metal upon which is placed on the whetstone of time is already there.

Now <part 1>.

I am not suggesting the sea is always smooth. Nor am I suggesting the sailing is always seamless. In fact I tend to believe what makes a true ‘happy few’ is the conflict as well as the resolution. The ability to fight and make up, without thinking it was a fight, nor that you are actually ‘making up.’

It just is.

The conflict is natural and positive; the resolution is natural and positive. For some intangible reason the ‘what’s next’ portion of we happy few is attainable and possible and happens without any barnacles on the side of the ships to slow you down.

Now <part 2>.

This is all frustrating to those outside this small band of brothers.

Frustrating in that they need and want the words & explanations.

Frustrating because they want to separate <and often debate> the thinking and the feeling.

Frustrating because they can only imagine the finite and need comforting to step into the infinite.

Frustrating in that they only see the impossible and begin demanding the possible.

Frustrating because all they see is the mess in discovery and not the tidiness in the what is discovered.

Well. This is ultimately all frustrating to the happy few because they are already thinking of ‘what’s next.’

This happy few.

It’s different than  family. It is certainly a professional thing. Family can make you blind because its, well, blood. With family you can go through walls for someone, often for all the wrong reasons, because of the one right reason; its family.

In the professional world?

This small band goes through walls for only one reason — the right reason. It is never <if but rarely> blind, but based on respect & trust & a sense of completion of something good based on something more than feeling <which family sometimes leans on>.

I feel sorry for those who professionally have not had the ‘we happy few.’ I would guess if you haven’t experienced it … you have been a little less successful. And I will not have to guess by saying you just haven’t received the full benefit of professional life.

You may attain a different success level, but you haven’t attained the success of the camaraderie and trust and the real opportunity to be open and be yourself in the professional world.

And maybe it’s that last thought that is the most important.

Because having been a leader <even in a smaller sense of the word and world> one of the most difficult things is to be yourself. Open yourself up to exposing the flaws and mistakes and the sometimes stupidity that comes as the façade to what comes before something not stupid. And with ‘we happy few’ you have that small window of opportunity to open up. You don’t forfeit all the things that come with being a leader or having to lead, you just gain because you actually get to grow as a person.

And that is what we happy few is all about.

We got better.

They made me better.

And in doing so I got to lead and be a leader <through some luck of the draw>. We happy few means being one of the luckiest people in the professional world.

And I believe Admiral Nelson knew that.

He was good at what he did. He was smart and intuitive and courageous. But I think in his heart of hearts he knew he was lucky in that he was part of ‘we happy few’ which enabled him to be the best he could be.

His “we happy few” permitted him the luxury to rely on simple strategies rather than complicated complex plans. The interconnectedness of the small band made not only him, but all of them, certain in the knowledge everyone would support one another in striving toward the bigger objective and yet be confident enough to use their own initiative when required. While the thinking was complex and sometimes leaned on a good dose of imagination, in the end the thoughts were easily communicated in simple written instructions reinforced verbally when possible or necessary.

His captains were intelligent, experienced officers; they needed no more. And that is what we happy few is in the professional world. They need no more than each other to be happy.

Ponder.

———: historical note.

About Nelson’s “we happy few.”

Nelson’s happy few were the Royal Navy captains who served under the command of Rear-Admiral Sir Horatio Nelson.  Several of which infamously served as his flag captain at different times. He originally used the term only for his captains at the Battle of the Nile but in correspondence it was deemed a broader perspective in Nelson’s eyes.

The ‘band of brothers’ comprised, in order of seniority, James de Saumarez, Thomas Troubridge, Henry d’Esterre Darby (1764?–1823), Thomas Louis, John Peyton (1760?–1809), Alexander Ball, Samuel Hood, Davidge Gould (1758–1847), Thomas Foley, George Westcott (who died of a wound sustained during the battle), Benjamin Hallowell, Ralph Miller, Thomas Thompson, Edward Berry, and Thomas Hardy. Those whom the naval historian Sir John Laughton considered worthy of an entry in the original Dictionary of National Biography were, with one exception, outstanding officers. Saumarez, Troubridge, Louis, Foley, Hood, Hallowell, and Hardy would hold important commands as admirals. Ball was the first governor of Malta, although he died before reaching flag rank. Thompson ran the Navy Board for a decade. Hardy topped them all: he became first sea lord in 1830 and helped erect Nelson’s Column. By contrast to the others, Edward Berry was prone to serious errors of judgement at sea and in combat.

<source Andrew Lambert – Oxford University Press>

The one left off the list was most likely Nelson’s best friend and most respected companion … his second-in-command at the Battle of Trafalgar Cuthbert Collingwood. I have used Cuthbert in a post before: https://brucemctague.com/moment-to-do-the-extraordinary

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

“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.

=========

“The world is too big and too intricate to conform to our ideas of what it should be like.

Just because we invent myths and theories to explain away the chaos we’re still going to live in a world that’s older and more complicated than we’ll ever understand.”

Moby

===========

“The World is a very complex system.

It is easy to have too simple a view of it, and it is easy to do harm and to make things worse under the impulse to do good and make things better.”

Kenneth Boulding

==========

Well. Today, while reading some trite business fortune cookie wisdom pulled from some gazzillion selling business book, I thought of the day I said “I worry we are killing the next generation of business thinkers with simplistic tripe” to a famous internationally renowned business book author. I did it at while on a panel at some convention in the early 2000’s. I said it <after holding my thoughts for too long> as I listened to simplistic soundbite advice being shared under the guise of “sage wisdom to enhance everyone’s success.”

I followed my statement with:

“Business is messy. Business is complex. It seems to me that those of us who have navigated the messiness have a responsibility to not undersell the messiness & complexity nor oversell simplicity.”

Needless to say it wasn’t one of my more popular moments.

Needless to say it was one of my better professional moments.

Ok. Business is made up of a mixture of skills, personalities and attitudes. Success is most often dictated by alignment of skills, personalities and attitudes, or, some special mix of all. It is that mix, or blend, of all those things which is well, frankly, an absolute bitch to make happen. That said. Let me point out three reasons why business is such a difficult complex unwieldy thing and trite soundbite wisdom rarely helps:

• Building a successful business is rarely about some wide open “white space” awaiting your arrival.

• People. You need people. You almost always have to incorporate people into your evil plan for success <and those who most desperately desire to help most often have their own evil plans for success>

• Dealing with what you have is significantly different than creating what you want <and how the initial recipe is different than the ongoing recipe>

Let me explain each.

• The white space myth:

Business success, generally speaking, comes down to one of two things (a) am I going to build a market for my idea, or (b) am I going to steal some of the existing market for my idea. Needless to say neither of those sits in some dormant white space awaiting your presence.

You either create white space by elbowing some asshats out of your way or simply walk through the front door of the homes of others and steal all their shit <that was a metaphor … you do not really do that>. This doesn’t mean you shouldn’t try and be different or offer some unique aspects <if you can> but more often than not it is all about being sure you are distinct, be relentlessly persistent in communicating your distinctness and offer something that delivers value after it is purchased.

Uhm. No trite soundbites there and I have pretty much told you everything you need to know. Ponder.

• People who want to help <but you shouldn’t let them>:

Help is always available. And self proclaimed ‘disruptive/innovative’ help almost even more so. Pick a topic and go online. I can almost guarantee you will get over a million results <you actually get 31.8 million in .59 seconds> of people discussing “disruptive” ideas to facilitate progress. Many of those people are for hire. The majority are smart, articulate and have boundless energy, uhm, for their version of progress.

Finding people who assist in forwarding the progress of your idea is, frankly, not easy <although it seems like it should be>. Even more difficult is incorporating change agents or what we far too often call disrupters. It is challenging … tempting for sure … but challenging.

Soundbite experts will throw out a gazillion people management thoughts on ‘center everyone on the purpose’ and a shitload of ‘horizon direction focus’ thinking, but I gotta tell ya, I can put the biggest fucking beautiful target up on the wall to aim for but if the people I got cannot, and will not, shoot arrows at it — the target is a beautiful piece of art on the wall and nothin’ else. Ponder.

• Deals with reality and creation:

Soundbite advisors spend a shitload of their energy on ‘bringing your idea to life.’ Not a whole shitload of them invest a lot of energy discussing “what do I do once it is actually breathing.” In other words: what the hell do I do with this Frankenstein?

Huh? What experts neglect to tell you is that all that fine planning and smart implementation rarely ends up creating exactly what you intended creating in the beginning. You will naturally adapt to some things and course correct the best you can as you navigate survival <and that dynamic marketplace which doesn’t have any static white space – see my 1st point>.

At its most basic creating is about making some deals, and dealing with, reality as it gets thrown in your face and at your feet <this means you can trip over a shitload of things>. Some people call this “adapting”, I do not, I call it deal making with the world. Maybe think of creating business like striking a nuclear arms-control agreement. Simplistically the deal is the means, not the end itself, and success simply means everyone keeps their nukes they just don’t use them. But the real point is that business is rarely developed with “dealing” central to success. It is more often the idea <which motivates the energy and company/business>. Deals are simply the way you protect the business idea. What soundbite is there for how to navigate the typical business idea of “mutually beneficial transactions?”

There is none.

You deal with dealing one by one the best you can all the while trying to not lose sight of the desired objective <which can be covered in a deep fog on occasion>. Ponder that one a bit longer than the first 2.

Anyway.

The next generation of business leaders deserve experienced people who attempt to explain complexity rather than serve up trite simplistic soundbites which over time simply amount to a steaming pile of bullshit. While I have a bunch of concerns with regard to what we are, and are not, teaching the next generation of business thinkers the one I am mostly concerned with resides in the simplistic shit shared by multimillion dollar business authors and the hundreds of books you can buy which all offer “simplistic advice for business success.”

There is absolutely nothing simple about business. Misrepresenting reality, the business truth, should be called out and chastised even if it is some high falutin’ author of famous business books. We owe it to the next generation of thinkers to teach the complex and not some trite soundbites. That is, as I mentioned earlier, the deal we need to make with the reality of the business future. All that said. I worry we are killing the next generation of business thinkers.

While I dislike giving interviews I’ll admit this experience with Rob Estreitinho and his newsletter, The Salmon Theory, was kind of fun. Enjoy. More importantly, subscribe to Rob’s newsletter. Its a quirky intellectually philosophical shortish thought-provoking weekly read.

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

Hello!

Welcome to Salmon Theory, a (for now, daily, because of *waves at all the things*) newsletter about philosophy, strategy and hope, now trusted by ~2,400 of you.

One of the greatest joys of this newsletter is the replies I get. And over time, some people become more active and more engaged, to the point where we have actual deep conversations about all things business, life, strategy, philosophy, and so on.

Bruce McTague is one of those people. For 90% of the things I’ve written, he has his own version of that thought on his blog, and I always steal something from his writing because, well, he’s pretty good at stealing from elsewhere too. Gentleman thief.

So I decided that now was a good time to interview Bruce. He’s a business and marketing consultant, has a giant brain for principled thinking, and… look, just read the interview below. I promise it will be worth your time.

I am Rob. You are here. Sit back. Relax. Let’s do this.

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

Bruce, thanks for doing this. How did you get to where you are?

It was a winding road. After getting an MBA, my father had a swanky job lined up at a big bank therefore I, of course, wrangled a job at the first non-NYC advertising agency to win agency of the year in Greenville, SC. It was in media on P&G. I got an indoctrination in spot media (from Benton & Bowles), network media (from Compton), P&G branding, technology (I was one of five people given a computer – mostly to run onerous crosstabs and analyse data for insights and learning) and female leadership (my first boss was an amazing woman, Polly Goodrich-Reese, who could do a reach/frequency by hand faster than we could on a computer, and yet knew technology was the future).

I spent 50%+ of my days in account management offices picking their brains and 50% of my off hours getting my job done. From there it was into account management (Bloom/Publicis Mid-America, Bozell, JWT). I became (they claimed) the youngest VP Bozell/NY ever had (heady stuff for a 29 year old) then proceeded to quit to go to JWT.

JWT is where I honed my brand planning skills (or whatever skills I have there). Unlike England, the US was slow to embrace brand planning, so if you were a savvy account director who embraced brand planning, and had a good research director in your hip pocket, you could have a hybrid brand planning/account management role. So that’s what I did. Even became a corporate “Thompson Way” trainer.

I eventually was a New Business Director at a $350mm shop, but I’ve also been a brand planning director, COO of a small agency (trying a virtual creative department) and now, having embraced the fact I am more a generalist than I am an advertising person, consult with businesses on, well, everything. I have found that, while businesses think they have one problem, in a complex business world it is actually a multi-faceted problem (or opportunity). And a lot of business people like someone who sees complexity as expansive, not a problem.

Anyway.

What I found was I was always chasing more. More knowledge, more experience, more experiences, more responsibility, ways of looking at things, more books, more. Not more things, just an insatiable interest in learning things. Paradoxically, it has given me more than I have ever dreamed while also giving me less of some fairly important things (never married, don’t really have a place I call home – I’m more of a nomad).

I will also admit chasing more included chasing a space in which there was no politics. Agency politics are a sonuvabitch. All I ever chased was doing the right thing and doing good shit and, well, politics isn’t really conducive to that. I was actually pretty good at navigating client politics, able to weave my way through landmines and bludgeon my way through the Peter Principle management, but was never good at agency politics. That particular chasing did not serve me well the farther I got into my advertising career. On reflection, I am not sure if my stubbornness on this made me reject the advertising world, or if the advertising world rejected me because of my stubbornness.

While I love what I do now, I would be lying if I didn’t say that walking into an advertising agency, any one, feels like coming home.

Why do you do what you do?

Thinking is breathing to me. I’d die if I weren’t thinking.

I imagine the corollary to this is that many of the people around me want me to die because it can make me a pain in the ass.

Regardless. I like turning thinking into a specific type of doing. I imagine, if I am honest, I like to fix things. I like to fine tune things. I always believe something can be better than it is. I believe there is nothing that cannot be fixed. That, by the way, is a path fraught with peril (because some things defy fixing).

I do what I do because I don’t know how to do anything else other than what I am doing. Wow. That last sentence sounds pitiful. But it’s not. I love being ‘in the game.’ I love thinking and learning and, well, ‘the agony of defeat and thrill of victory.’

How do you speed your brain up?

I don’t. It always is running. It may not be fast, but it’s always running. It’s always collecting things. I am a collector of ideas, people, experiences, whatever. I don’t care. I have hundreds of notes scribbled on random pieces of paper which, as Dave Snowden point out in a fabulous video, looks chaotic but I know where almost everything can be found. I like my brain to collect things. On a separate note, this makes me a wonderful conversationalist at parties if anyone wants to invite me.

All that said. If I want to force clarity, I don’t speed it up, I actually do something like going for a run, or listening to music. And, all of a sudden, the pieces I have collected rearrange, get pulled off of dusty brain shelves, and fall into place on something I am thinking about.

How do you slow your brain down?

This question made me think. When I was younger, everyone kept on telling me to slow down, take a break, find other things to do. And I tried. I really did try. But I never got it. I couldn’t understand why anyone would ever want to slow their brain down. So I eventually stopped listening to everyone and I actually cram it with things.

What I found was if I keep putting things into it, all of a sudden things fall into place (an intersection of multiple pieces of crap I threw into it). Is that ‘slowing down’? Shit. I don’t know. It may actually be a weird version of Mihaly Csikszentmihalyi’s Flow (a book which I loved) but I imagine a part of ‘slowing it down’ is simply encountering an existing idea, thought or group of words that centre a number of random thoughts that are swirling around in my brain. Maybe I consider ‘slowing down’ as simply clarity.

I will say that I am not sure I recommend this attitude to anyone. It works for me but that may be partially what makes me mad.

Which two fields should talk more to one another? What should they talk about?

I, personally, believe everyone should picture the most opposite of what they do or how they see themselves and then go and spend a week with them. I will make a sweeping ‘talk more’ wish – people should talk more with everyone. The best of the best philosophers have a knack for communicating the abstract in a way that, well, seems tangibly useful. I would note ‘tangibly useful’ is, well, an incredibly useful skill for brand planners, strategists or anyone in the advertising business.

That said. My two fields.

The thinkers should take more to the unseen workers. The janitors, garbage collectors, the landscapers, the maids. They should talk about hopes, dreams and daily fears, wants and needs. They will find they have more in common than in differences. As the new documentary play about West Virginia coal mine country says, “they (people in NYC) think we are stupid, we’re not. We’re just from West Virginia.”

It’s all about perspective. It’s all about context.

I spend a lot of time observing people and always have but it’s a specific type of observing. This may sound odd, but while I always believe everyone has a story (trite I know), more importantly is I believe everyone has a certain gravity. Maybe it’s kind of like carrying a weight. Traditional brand planners may call this ‘a problem to be solved.’ That always seemed to simplify a personal aspect too much to me.

I always felt like if I could identify that weight, that burden, me – as a fixer – could seek to get them unstuck or fixed. The tricky part is many people only give you the superficial weight and it’s up to you to find the gravity.

That may all sound esoteric but, getting back to the question, I believe if the ‘thinkers’, the futurists, the brand planners, the behavioural science wonks, could talk more with the people who truly aren’t unhappy with their life, but are still trying to figure out how to get through each day, maybe we would stop trying to sell people ‘up’ on a way of life, but connect people in ways maybe even they haven’t thought about – and, of course, sell shit as a marketer/advertiser along the way.

On a separate note. That’s why Zach Mercurio’s work with janitors and car wash employees are so interesting to me.

What’s something everyone could do with a bit more of?

Read. Anything. And talk about what they read.

It was Arturo Perez-Revarte, whose first four books are spectacular, who wrote “Everything has to do with everything else. Life is a succession of events that link with each other whether we want them to or not.” If you read a story to your child, there is a moral. If you read someone’s Twitter thread, there is an opinion. If you read Michener, there is perspective. If you read this newsletter, there is intellectual twisting (what I call bending the mind’s perspective). And if you read anything, there are words and combinations of words which always seem to capture your mind’s attention.

I don’t have to agree with everything I read and, yet, love the words that speak to me. So maybe what I am suggesting isn’t really we need a bit more of reading, maybe it’s just we all need to inhale more words. How about that?

In general, I dislike business books and the advertising books are few and far between. Ogilvy, Book of Gossage, a 1915 book How Advertising Pays, Disruption (Dru), loved The Choice Factory, Grant’s Brand Innovation Manifesto and New Marketing Manifesto are essentials, Decoded and my St. Luke’s book is dog eared (but mostly for business consulting thinking) and Hugh McLeod’s How to be Creative/Hughtrain Manifesto are all must reading.

The business books I think advertising folk should read is Tom Peters Thriving on Chaos (his best book by far), Toffler’s books will all make you wonder why we think anything we talk about today as ‘new’, Cluetrain Manifesto and a new book – Mike Walsh’s The Algorithmic Leader. Oh. And Calvin & Hobbes. Perspective.

What’s something everyone could do with a bit less of?

Whining. Complaining seems to be a default these days. This is probably a reflection of the fixer in me. For example, I never understood why an agency said “I don’t want to be measured on sales because I am not responsible for everything that contributes to sales.’ Jesus. What a copout. In for a penny, in for a pound. I would look around the conference room table and say ‘quit making excuses and let’s make some business.’

Complaining, to me, seems to have an unhealthy underbelly – fear of risk, fear of failure, fear of, well, fear. I will never control everything. Shit. Control is an illusion. Get on with getting on and be accountable to what you do. Complaining is wasted energy. Maybe worse, complaining is really fear of doing what is right.

What’s the last thing you changed your mind on?

I chuckled. I bet I just changed my mind as I wrote this. Because I am permanently collecting ideas, words and thoughts, I constantly renovate ideas and my thoughts. I imagine I have some unchanging laws, axioms, postulates (I get them all mixed up) but, in general, the only unchanging belief I have is with regard to gravity, thoughts and attitudes.

I believe most things have a natural arc (a sense of gravity) and while some ideas fight that gravity for a bit, over time things will progress in a better way. I think thoughts and attitudes work the same way. The Cluetrain Manifesto, Herd, Toffler’s 3 books (Future Shock, Third Wave, Powershift) all are about gravity and how to fight gravity (or change its formula) if you want to view trends and societal waves.

I imagine, thinking about this, this could appear like I have no gravity. I do. Integrity, dignity, doing what’s right, optimal risk. My gravity bends my behaviour and thoughts (for good or for bad). Maybe those are my unchanging laws. I tend to believe people should (seriously) think about that shit maybe more than they do.

Everyone’s a bit mad. How are you mad?

I’m perpetually dissatisfied with what I know.

It’s odd. Years ago, I wrote a white paper about early age learning where I pointed that the education system needs to be careful because if they do education properly young people, students, will constantly be frustrated (because the more you learn the more you learn how much you don’t know). My madness possibly resides in my embrace of always being ignorant.

I deal with it in a variety of ways. It’s like Taleb said: “clever people become more clever by being with people cleverer than they are.” I constantly, and have always, sought out the smartest, most skilled/qualified, people and placed myself as close to them as possible. I want to be at the same table as these people.

Oddly, some people have seen this as arrogance that I see myself ‘as smart as they’ or I belong in their sphere worthy of debating/discussing things with them. It’s odd to me because all it ever does is showcase, to me, how ignorant or how ‘lesser than’ I am. I imagine I am slightly mad to always seek to be in situations where you never know the most or constantly feel behind intellectually, but I salve my madness by judging myself on “better today than I was yesterday, better tomorrow than I am today.”

Yeah. I’ll die mad, but happy.

What gives you hope?

Well. People. Mostly the everyday people who have little (the ‘have nots’ if you want to label them). Despite being a privileged white male with two college degrees, I was lucky enough early in my career to, through work, visit rural West Virginia, Kentucky, Ohio, Texas, Arizona, Florida, Georgia, North Carolina, Oklahoma, Wisconsin, Minnesota and more. Inner cities in a number of cities. I’ve also visited rural France, Ukraine, and seen and heard the same.

There is no ‘give’ or ‘give up’ in these people. They have the same hopes and dreams for their families and children. They aren’t stupid. They just live in different places doing different things. This is true in any business you work at or with. There is a person working in the shipping department, accounting, cleaning crew, and so on, who know shit I will never know, see things in ways I will never see, and, yet, have similar hopes and dreams as I do.

I owe them listening because sometimes I can make things happen, and they cannot. And sometimes I cannot do things and, yet, they give me hope I can the next time.

Anyway. Personally, I don’t understand the whole ‘people don’t change their minds’ rhetoric. I have only seen people, addressed respectfully with well-articulated thoughts, who listen closely, are curious, and hungry for a better way of not only thinking about things but doing things. These people give me hope.

Just to note. I am a hope guy. I believe taking people’s hope away from them is one of the most heinous crimes one could commit. On the other hand, I also believe hope is one of the most resilient characteristics in existence. It’s like a super Kevlar to a world constantly trying to dent people.

One final thought.

I feel like I was one of the luckiest people in business. I was never the smartest nor the most ambitious, but I was always surrounded by incredibly smart mentors who saw that the more freedom they gave me the better I would be. Throughout my career I found ‘herders’ not dictators. That was lucky.

When people ask me my favourite boss, I cannot answer one. From the account director who laid on his back on the floor under his desk, with a world map taped to it, who said “I just want to see the world differently”, to Polly, a woman in a man’s world, who tirelessly explained why things mattered. I had dozens, all of whom taught me something a little bit different, and I have ended up an accumulation of all of them.

When people ask me about my best job, I cannot answer one. My first agency was a cauldron brimming with Burnett, JWT, Bates, Dancer, BBDO, Benton & Bowles trained talent. Bloom in Dallas (then Publicis Mid America) was a place where talent jostled each other everyday and then played together at night. JWT was, well, JWT and the office I was at spawned numerous independent agencies. Even the agency with a world class brand consulting group intersected me with some of the smartest business consultants I have ever run across.

I have hated leaving almost every place I worked. It’s the people, not the work. I think everyone should remember that.

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

They say it all breaks down to keeping your feet on the ground

My sole intention is keeping my head in the clouds

They say that I can’t last a day in the real world

I say you wouldn’t survive one night in mine

—

Asking Alexandria

===

I get businesses unstuck  (90% of the time that simply means helping them get out of their own way). That’s what I do. This discussion most typically revolves around Taleb’s concept of Antifragile. And while I find Nassim Taleb whipsmart trying to explain Antifragile in a pragmatic business sense, and business environment, is semi-impossible (or at least beyond my intellectual capabilities).

Suffice it to say almost every business I have ever interacted with has struggled with balancing, or applying proportionate effort, pragmatism and possibilities – standardized process and agility/vision to meet opportunities. Most businesses see them as binaries where I see them as malleable. Most businesses see them as an organism and I see them as molecular. That said. While I love conceptual discussions (and actually believe the future of business will be owned by the ones who can think conceptually) my job is to frame in the abstract and deliver in the concrete – balancing idealism and realism. I call it ‘’pragmatism and possibilities’ and suggest its all about having your feet in the clouds and head on the ground.

Suffice it to say that 99% of the best businesses have figured out how to successfully keep their feet in the clouds and their head on the ground.

Yeah, yeah, yeah. I know it looks like I got it twisted around, but I did not. Good businesses are always walking with the future in mind. Always traveling toward possibilities. Always seeking ‘what’s next.’

Good businesses are always closely listening to the drumbeat of the feet of what is happening around them. Ear to the ground insuring everyone in the business is keeping their head in the game today. I have called it mastering pragmatism & possibilities. But, in reality, it is the ability to have your feet in the clouds and head on the ground.

I tend to believe if more people thought about it this way businesses would actually manage their pragmatism better (i.e., maximize existing resources in an agile way), would have more hope (i.e., maximize opportunities that arise better) and achieve more possibilities than they could ever imagine.

You have to admit the current definition – feet on the ground & head in the clouds – just ain’t working that well these days. Businesses seem to be more woefully stagnant <albeit always ‘talking’ change> and have more despair and lack of hope with regard to actionable possibilities than ever.

Why? Well. I am sure I could invest dozens of pages sharing thoughts on why, but instead I will focus on what I would consider the intellectual aspects, i.e., what is going on in with our attitudes that affect our heads, how we think and how we approach these things.

** note: if one were to need a playbook on how to discuss pragmatism & possibilities with a business this is as good a place to start as any – deconstructing each issue.

• Issue one. over-simplification

Suffice it to say we have devolved into a society of sound bites. This is true in business even moreso. In business it seems to be all about simplicity. In everyday Life it is ‘summarize it for me’ or ‘oh, it’s simple <insert some explanation here>.’ In the end I can’t figure out if should be pointing the finger at us or them.

Them <management & leadership> because they think we are not capable of understanding some form of complexity and therefore they only offer up simplified versions of what needs to be communicated.

Or us <the employees> because we either:

<a> demand a sound bite under the guise of ‘we only have time for the headline’

<b> we only latch on to the fragment of the whole which we believe summarizes the whole.

Therefore I will point the finger at all of us and them. Here is a Truth.

Most things are just not that simple, in fact, they are complex. An effect can have multiple causes and a cause can have multiple effects. I say this despite the fact, naturally, we would like all the dominoes to line up one after another and when one falls the next naturally is impacted and falls. Causality is just an easier thing to grasp.

Well. Things don’t really work that way. Especially in a business environment. Maybe in a controlled test environment but, in business, events are typically bombarded from a variety of directions and while not all causes are created equal <some can impact more than others> most things are too complex to be simplified into ‘one thing.’ And, yet, we oversimplify again and again and again.

Over simplifying simply means ignoring complexities.

Over simplifying simply means being consciously ignorant.

Over simplifying … well … just doesn’t work in the long run.

It eases you through the moment only to have to doubly <or exponentially> invest energy later on. Let me put this as simply as I can: over simplification just doesn’t work.

Instead of dumbing things down to some simplistic sound bite we need to raise the level of general understanding & knowledge to the level of complexity of the ideas & systems in which a business works – in other words, unravel the complexity into understandable components. Factually, seconds of involvement <sound bites> versus minutes of involvement <deeper complex discussion> leads to degrees of real knowledge, i.e., seconds leads to shallow knowledge or let’s call it ‘less knowledgeable.’ Over simplification will not demystify uncertainty and cannot help us do what we really need to do — reconcepting & rethinking that which is (which is the portal to unlocking potential).

What I am suggesting is difficult and uncertain work. But certainly more satisfying and inspiring when we solve and recreate and it certainly is a more effective way to keep your feet in the clouds and head on the ground..

I can unequivocally state that the fate of possibilities for a business, any business, lies in balance if we don’t invest in the hard work of ‘non over simplification.’

And worse? We won’t solve any of the problems we face if we do not address this.

This leads me to …

• Issue two. being intellectually insightful is about hard work.

Let me begin by suggesting that good ideas cannot be decided by number of tweet votes in favor of. Business ideas do not compete on American Idol nor, frankly, should they compete in any larger group. We are not all judges <and probably shouldn’t be on American Idol either>.

Why? Good ideas are rarely popular; therefore, I don’t really want a business idea to win some meaningless popularity contest. If we really want to do what needs to be done to maximize both the pragmatism & the possibilities in business we have to hunker down and work hard … work hard in that we need to use what we have to rethink things … use all aspects including economic thought and philosophy and the past … all of which means dealing with ambiguity and contradiction.

And, yes, that is hard work. That is the kind of work that hones the intellectual insightfulness necessary to keep your feet in the clouds and your feet on the ground and, well, make progress. Smart progress.

Instead of dumbing things down we need to be raising the level of general understanding to the level of complexity of the systems in which we are embedded and which are embedded in us. And while you may balk at something like ‘intellectual insightfulness’ as too far reaching or ‘elitist’ … suffice it to say we just need to be smarter … less ignorant … more enlightened <open to additional thoughts> and more involved in the difficult and uncertain work of demystification and reconcepting ideas and systems in which we live in and … well … just plain rethinking shit.

Suffice it to say that there is nothing simple when talking about world-changing ideas … because talking will not simply make the world change.

I read somewhere recently that ‘if you remove this boundary … the only boundary left is our imagination.’

Wrong. Wrong. Wrong. Imagination is important, but even imagination is complicated and difficult and tends to not offer tidy solutions. Especially if you don’t invest in the hard work.

We need to be doing more of ‘using your imagination within the box of what exists.’ We don’t need to be wandering aimlessly ‘outside the box’ but rather using our imagination insightfully and creatively WITHIN the box and expand the boundaries.

It is all hard work, but hard work will work. And in this case I mean hard thinking work.

Simply ‘doing’ aint gonna cut it. We need to be smarter. And whether you think about thinking this way or not, it ain’t about staring off into space doing nothing <random dreaming>, thinking is a blue collar job. Thinking is all about work. Hmmmmmm … it is quite possible that what I just wrote defines “head on the ground” better than anything I have ever written before.

Anyway. As a corollary to issue number two …

• Issue three. innovation is not <just> technology.

What makes oversimplification even more challenging is that for some reason we seem to be associating innovation with technology … and just technology. We can’t … and shouldn’t.

This type of thinking leads us to possibly believe technology innovations will eventually solve all problems and maximize everyone’s Life as some point. That is a very dangerous idea.

It is dangerous because in reality if we focus just on technology as the solution we are actually preventing the real change we need. It’s a very dangerous idea because it completely removes the human aspect. I cannot tell people how often I need to remind everyone technology augments humans (if you seek potential & possibilities), not humans augmenting technology.

Regardless. Minds need to innovate too. Thinking and attitudes need to evolve and innovate. New thought systems, economic systems and systems in which people live eat and breath all need to evolve and that happens through innovation <whether technology is involved or not>. Technology is simply a path that runs parallel to culture <or society> basically amplifying everything that is happening on the parallel path <the corollary to that is … with nothing to amplify the technology remains silent>.

Technology and culture and people and business are entangled. Everything is connected with everything. Technologies may enable new ways of doing things as well as thinking. This effects culture so culturally we need to innovate to structure how those technologies will be involved in our lives <so that we can dictate a little how they are incorporated> and we need to innovate our thinking and culture so that we can actually impact how technology evolves <so that we can dictate how what technology is innovated in some form or fashion>.

At the moment it seems like we respond to technology rather than proactively drive technology. Yes. Technology has certainly dramatically improved the overall quality of business but, at some point, technology is not a reason for being, but rather simply an enabler for being. The paradox is that the system we have now may make amazing new technology possible, but at same time is creating such cultural conflict that maximizing technology ‘what could be’ seems impossible. We need to innovate the systems in which technology exists.

Economically, culturally and philosophically. All systems need to see innovation.

• Issue four. adaptability does not mean ‘no strategy’.

Businesses inherently like structure. They see structure as replicable (safe, efficient & maintaining whatever level of effectiveness they have currently attained). The problem is emphasizing structure, pragmatism, actually increases the fragility of a business (source: antifragile) and limits the scope/horizon view of pursuing possibilities. With a ‘feet on the ground’ philosophy structure & construct of resources/systems/process dictate the direction, velocity and vision of the business. In other words, pragmatism is the source of possibilities. If you flip the equation, pragmatism becomes the enabler of possibilities. This does not mean a business has no strategy, all it does is maximize flexibility & agility to pragmatically apply resources to possibilities as they arise. Taleb calls this AntiFragile, Toffler called it the polymalleable organization, HBR has called it “Agile”, I call it “feet in the clouds, head on the ground” or “managing pragmatism & possibilities.” Call it whatever you want but it is the issue a business needs to address in order to be successful in the future.

<that’s it for my issues>

Look.

Hope and possibilities grounded with enlightened pragmatism abound in today’s business world if you look hard enough <and have your feet in the clouds an head to the ground>. But none of it comes easy. These types of things are rarely just given, they need to be earned mostly thru hard work.

I don’t believe simplicity is bad.

I don’t believe being optimistic or having a positive attitude is bad.

I don’t believe technology is bad.

I don’t believe hard work, smartly done, is bad.

But we seem trapped in the old paradigm of “head in the clouds & feet on the ground.” This old paradigm kind of separates work & thinking <vision> in a non useful way. And I … well … I admit I sometimes think this paradigm encourages a slightly warped version of some lazy thinking.

And we cannot be lazy moving forward. And we certainly cannot afford to be lazy thinkers. For in this type of laziness lurks ignorance and it is ignorance we should fear. Not any ideological argument or technological innovation which inserts itself into our daily lives but ignorance.

Avoid lazy thinking. Maybe have everyone should hearken to Emerson’s words:

“Consent yourself to be an organ of your highest thought, and lo! suddenly you put all men in your debt, and are the fountain of an energy that goes pulsing on with waves of benefit to the borders of society, to the circumference of things.”

In the end.

Effective business has always been about applying the right resources at the right time against the right opportunity (or challenge). Period.

Efficient business has always been about applying resources in a consistent way all the time to be applied against the opportunities that exist. Period.

Agility resides in the optimization betwixt the two. Either, alone, is fragile. The fragile mixture, proportionate focus, of the two actually makes one Antifragile (stealing from Taleb). That said. A business is most likely able to find the optimal proportion by, well, keep their head to the ground and their feet in the clouds.

Consent yourself to be of your highest thought.

And how do you do that? Keep your feet in the clouds and your head on the ground. Be pragmatic and explore possibilities.

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

Originally published September 2016

On November 17, 2009 I began Enlightened Conflict. On that day I shared my thoughts about what I wanted for visitors to the site, “Your Visit here”, my thoughts on Conflict and People and, of course, About Me.

I recently revisited what I wrote that day and, well, wouldn’t change a thing. I am sure there are some lessons in that:

– my North Star remains my North Star

– my beliefs, and principles, remain true

– my understanding of me, well, maybe my understanding of who I am, what I care about and what I want to do (in terms of making an impact) remain unchanged

Your visit here.

I am not a big business or self help book reader. I often find they simply rehash a variety of things, thoughts and ideas that if you have been in the business long enough you pretty much know already. On occasion someone does a great job of articulating a thought and in those cases I take my hat off to them and wish I could have said it as well. With all that said I believe people would be better off reading less of these things and reading & learning more about other things. Anything. To me the most interesting people in the world are the ones who have a variety of interests. That doesn’t mean you should not have a specialty just that maybe your specialty would be even better if you knew more about other things.

 

I do believe: Ideas result from a new combination of specific knowledge about products with general knowledge about life and events.

 

I do believe: Interesting people are extensive browsers in all sorts of fields of information.

I do believe: The more of the elements of the world around us which are stored away in the mind, the more the chances are increased for the production of new and striking combinations, or ideas.

I do believe: There are certain things you just cannot write, or think of, until you have lived through certain experiences and filled your reservoir of knowledge to a point when you can drink freely from it.

I do believe: Knowledge is basic to good creative thinking (and interesting personalities).

I do believe: Conflict done well, enlightened conflict as it were, is healthy, challenges the status quo, sparks thinking and fresh ideas.

 

Interestingly all of those things are also believed by James Webb Young in his 1937 booklet “How to Produce Ideas” (a book on my list of things everyone should read).

So if you want someplace to visit to see a variety of different ideas on some of the most random topics you can think of (although there is business stuff) then I hope you visit here and maybe learn something, maybe chuckle a little, maybe have your curiosity piqued somewhat. There will be some fiction, some fact and always an opinion. I guess my objective is personally reflective (I just want to share some thinking and writing) as well as professionally I have a desire to help broaden someone’s perspective on the world. So, even if one person visits here and starts thinking about something new or in new ways, then I imagine I would have achieved success. Of course, if someone wanted to hire me for a project or something I wouldn’t be opposed to that either.

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

“I should have been a pair of ragged claws

Scuttling across the floors of silent seas.”

—

TS Eliot

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

“Do I dare disturb the universe?”

–

TS Eliot

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

Both lines above come from TS Eliot’s poem The Love Song of J. Alfred Prufrock. In the 130 line poem Eliot explores Life from the depths of the ocean floor where one scrabbles out a living on ragged claws to the heights of the universe and the immensity of Life that resides in between.

Uhm. Okay. At least that is what I see and think when I read it.

Unfortunately <or fortunately> I am no literary expert and therefore do not have the ability to tear his writing apart evaluating what they call ‘literary allusion’ <… pulling from Donne, Dante, Shakespeare and Marvel to Chaucer, Hesiod and the Bible. A reader has to take these allusions on board to get the most out of his poems, though on the surface they are fairly accessible>.

Therefore. I can only tell you what I think after I read it. That must mean ‘what is on the surface’ is what I imagine the experts would suggest I am doing. So take what I share with a grain of salt.

Ok. I admit that TS Eliot poems tend to make me think — stark language steeped with cynicism and a hint of urgency driven by desperation, but always with an introspective look at Life.

This poem is about a person’s desperation that time in Life is running out and he hasn’t made his mark on the world.

I believe most of us have an ongoing thread of ‘am I being meaningful’ in Life. It is ongoing from the time we begin wondering what we will do in Life through the moment we step out of school and into the real world and continues as we do what we need to do day in and day out to survive and be the best we can within the circumstances we exist in.

But. I do tend to believe with age we begin to obsess a little more over the whole idea of ‘being meaningful.’

That is what the poem makes me think about. A man looking back on his Life, and at his life, and desperately assessing what could have been.

In my pea like brain the whole idea centers on adequacy.

Adequacy: Equal to what is required or expected but not exceeding it by much. Adequate is suitable to the case or occasion. Nothing to rave about but meets what is needed.

I purposefully chose adequate to share my thoughts because it suggests we have what it takes to do what we need to do in Life, yet, is adequate enough?

Most of us muddle through Life with small glimpses of something bigger. Maybe it is slightly beyond our grasp for some reason we cannot truly understand, but the glimpse remains etched in our minds in such a way we tend to come back to it again and again in our thoughts.

I am no prophet—and here’s no great matter;

I have seen the moment of my greatness flicker,

And I have seen the eternal Footman hold my coat, and snicker,

And in short, I was afraid.

Is this what we fear as we ponder our lives?

That Death mocks us as it awaits our arrival?

The arrival could be years away … but it can be seen mocking even from afar. I imagine the thought behind the mocking is found within us in that I was afraid I was not good enough, did enough or been enough of what I could have been. The thought I wasn’t adequate to be anything more than what I was.

There is a self-consciousness with constant introspection and anxiety about mortality and fragility of ‘doing something’ in life.

The poem digs deep into a self reflected desperation, which I don’t see as all consuming, but rather a moment of deep thought. A thought so deep that Life begins to become overcome with feelings of self-consciousness and regret and echoes of a hundred indecisions and a hundred visions and revisions.

The hundreds bombarding you in that one moment.

Luckily we tend to shed these moments well and move on. When we don’t we tend to be haunted.

Are we haunted by the Life led?

Or by the Life which we never led?

Regardless we are haunted. This kind of soul searching for meaning is often simply seeking a richer association with Life than simply scrabbling with ragged claws. And in that search and introspection of adequacy we often seem to dare to peek at unimaginable heights. The heights which we are uncertain we are adequate enough to not only explore but to survive and prosper.

Which leads to my favorite part of the poem.

There will be time, there will be time

To prepare a face to meet the faces that you meet;

There will be time to murder and create,

And time for all the works and days of hands

That lift and drop a question on your plate,

Time for you and time for me,

And time yet for a hundred indecisions,

And for a hundred visions and revisions,

Before the taking of a toast and tea.

 In the room the women come and go

Talking of Michelangelo.

 And indeed there will be time

To wonder, “Do I dare?” and, “Do I dare?”

Do I dare?

Do I dare to walk among the disdain I expect from the people who talk of Michelangelo?

Am I good enough to accept that I will have my time just as you have yours?

Am I only adequate to use ragged claws to survive the day to day depths of life?

Am I adequate enough to actually dare to do, and be, more .. to actually disturb the universe?

And then there is the immensity of Life that resides somewhere in between.

I tend to believe while we do not dwell on these types of questions most of us ask them of ourselves at one time or another.

Ok. I will admit. It is poems like this that one ponders whether they have made a mark in the world.

Have they done something meaningful or maybe more importantly … ‘am I meaningful.’ And I don’t mean to people <because someone always cares about you> … I mean meaningful to something bigger … Life.

It is only the arrogant who say ‘yes I have.’

The majority of us just wonder.

And there is a discomfort in not knowing.

Discomfort in not knowing if you have not only been adequate or whether you would have been adequate doing more.

Discomfort in not really knowing how ‘big’ we could be.

Discomfort in the belief that our ‘adequate’ made us little.

Discomfort in not really knowing if you could have been better … done better … and made a better difference.

In the end. I gotta tell ya. Having a tombstone read “he dared disturb the universe” would be quite a legacy.

Anyway.

To close. A thought from Marianne Williamson which seems to tie well with the poem.

Our deepest fear is not that we are inadequate.

Our deepest fear is that we are powerful beyond measure.

It is our light not our darkness that most frightens us.

We ask ourselves, who am I to be brilliant, gorgeous,
talented and fabulous?

Actually, who are you not to be?

Dare to disturb the universe.

——–

To read the entire poem.

The Love Song of J. Alfred Prufrock – T.S. Eliot:    http://www.theotherpages.org/poems/eliot02.html

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

“For good ideas and true innovation, you need human interaction, conflict, argument, debate.”

—-

Margaret Heffernan

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“Above all, disagreement is needed to stimulate the imagination. One may not need imagination to find the one right solution to a problem. But then this is of value only in mathematics. In all matters of true uncertainty such as the executive deals with—whether his sphere be political, economic, social, or military—one needs creative solutions which create a new situation. And this means that one needs imagination—a new and different way of perceiving and understanding.”
―

Peter F. Drucker

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“To live is to war with trolls.”

―

Henrik Ibsen

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Let me get the contrarian view out of the way – I believe conflict between people in business, in general, is good. I know that it is good when conflict is done well.

Conflict captures not only attention, but also captures interest. Even lurkers, uninvolved, follow along. It is here where conflict can vector out in a variety of ways. Simplistically there is an array of good vectors and an array of bad vectors. Within those vectors there are degrees of civility & incivility, vitriol & respectful discourse.

Conflict actually amplifies, and energizes, amplification. Therefore, conflict done well is dependent upon the vectors.  Oh. And also in resolution – or lack of resolution. Without a resolution destination the combatants just face the challenge over & over & over. This is where conflict, used in misguided (or purposeful evil), can lead to the worst of the worst – conflict for conflict sake. Conflict with no interest in resolution. Open ended conflict. This is the worst type of conflict because it cocoons what already exists and doesn’t open up thinking to new things.

That said.

Let’s discuss attempting to have fruitful conflict. One that actually has a potential to enlighten.

Now.

I would note conflict has a silent combatant – Bias. Yeah. Everyone has personal bias. Let me highlight two ways of viewing bias.

There are mental closed portals.

“Constructivism” is a theory of learning, where the brain creates new mental models in order to handle new data and solve problems. In other words, learning is a creative act. So when you’re taking in new data, and your brain hasn’t created a new mental model to handle it yet, you are in a state of “disequilibrium”, a state of confusion. But the inverse is also true: When you’re in a state of disequilibrium, your brain is creating new models.”

GapingVoid

While we could discuss mental models for days let me just say Ideas are like marbles in the brain. They roll around but don’t get anywhere unless little doors open to let them funnel into a room to gather. In other words, most ideas are quite capable of exploring corners in the mind – if you let them (its up to you to open the little doors). Bias are the closed doors. I always hesitate to call the mind a maze because I actually think its more like a house with hallways, doors, rooms, closets and, yes, even bathrooms.

Recognizing the mental closed portals leads to attempts to master the art of ‘self idea management.’ In the context of conflict <wherein the ideas in your head are being discussed externally> I would suggest people will bring up 2 thoughts: psychological safety & criticism

• Psychological safety

I’m a firm believer in psychological safety (i’ve always called it ‘being dauntless in business”) but the true power in business is harnessing the potential within unique individuals toward a common vision/goal/purpose. that’s collaboration & it isn’t. its uneven managed.

i would agree that psychological safety increases the likelihood, but, would not automatically enable. it takes a confluence of factors to maximize potential of which psychological safety is a key component. it is what i would consider a structural factor.

i’m not a psychologist, just a business person. i sometimes believe we approach this from the wrong direction. we treat collaboration as some synergistic well aligned blob of progress. reality is collaboration is conflict done well. conflicting ideas sparking ideas/doing.

• Criticism

I have a love/hate relationship with the topic of criticism as associated with positive conflict. Its hard to imagine ideas being debated, the thinking & the actual doing part, without the idea sustaining soe criticism. Yet. I, personally, have never associated criticism with idea debates. To me debates are debates and criticism is criticism. Regardless. conflict, well done, will incorporate some criticism at some point and we shouldn’t associate ‘negative’ with ‘criticism.’ No criticism allows us to float on the superficial surface and ideas need to explore depths. Will criticism always be done well? No, of course not. So we should eliminate it so everyone doesn’t have to suffer through shitty criticism? No, of course not. Look. If you accept the concept of positive conflict you have to accept that criticism is a tool within the environment. Period.

And then there are societal/cultural closed portals.

What do I mean? I think I read somewhere that less than 10% of all counties in the USA are actual “battleground” counties in an election. What that means is about 90+% of counties in the USA contain a general group of likeminded people. This becomes important because one-on-one enlightened conflict is a duel of ideas & thinking. However, if one of the ones is surrounded by a tribe who is countering any new thought with existing thought/bias enlightenment faces a multidimensional maze of hallways with stubborn warped doors serving as obstacles to attain an objective of “thinking in a new way.”  Residence can define ideas & ideals. What I mean by that is the greater intangible idea, & ideal, gets defined more by a where the physically live & who surrounds them at the corner of the bar, the church, the barbeque & the school board meeting. That is a societal closed portal.

Anyway.

I will say that most people who discuss conflict done well approach it incorrectly. They have an idea, usually based or grounded in an insight, and then believe if they can articulate the insight wekll that the idea will win the day. Nope. Not gonna work. The insight might get you in the game but conflict done well needs some traction, some believability, some actionable proof.

On that last thought I saw a great article from Abby Margolis at Claro about insights .

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Many years of innovation work have shown me that insights are not enough. In fact, they are fairly worthless on their own. Insights have little intrinsic value without being transformed into frameworks and narratives that can drive strategic action.

The best part is when you realize the value is not in the insight itself but what can be done with it. A good insight can inspire unique frameworks, narratives, and actions appropriate for very different challenges and opportunities.

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This leads me back to conflict, if you agree ideas are the desired outcome, then, unfortunately, there is a ‘middle man’ in this transaction – the insight. The enabler of the eventual outcome is some insight and, unfortunately, insights are not all created equal and that’s why ideas need some aspect of real ‘doing’ or action for people to get onboard. In other words, ideas don’t sell themselves, only ideas-to-action sell themselves.

Regardless. I think this whole topic is important. Important because as individuals become more isolated, and business, society & politics seem intent on encouraging isolation <us versus them narratives>, we need to become more intentional with regard to admitting there is conflict AND addressing that conflict in an enlightened way.

This doesn’t mean being a jerk nor does it mean scaring the shit out of people into accepting your idea <this would be the balance between psychological safety and criticism management>. Ideas get honed thru conflict. Conversely, ideas borne of no conflict are, well, not really ideas, they are simply thoughts doomed to deflate in the reality of action. The world needs ideas and needs conflict well done.

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“Your greatest need is to clean out the enormous mass of mental and emotional rubbish that clutters your mind.

You need to learn how to select your thoughts just the same way you select your clothes every day.

This is a power you can cultivate.

If you want to control things in your life, work on controlling your mind. In most cases, that’s the only thing you should be trying to control.”

–

Marc Hack

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So. Controlling things <shit>, in general, in Life, in business and, well, in everywhere I imagine, is possibly the least possible objective of all.

Yet. In some form or fashion we attempt again and again to gain & maintain some control over all the shit we are faced with day in & day out. Pragmatically this is our attempt to offer some sanity to what can seem like a fairly insanely chaotic life.

All that said. Control, for the most part, is an illusion. It is an attractive illusion, but an illusion nonetheless.

But. As the world swirls around you like a hurricane I would suggest the one thing you can control is your mind and what you think. It ain’t easy, but it is doable.

Control when you think.

Not everything takes a shitload of thinking. This is my way of suggesting overthinking is a bad thing. Uhm. So is underthinking. Controlling when you think is about “thinking just enough” – not over or under – when faced with something.  Some would call this ‘maximizing efficient thinking.’ I would simply call it learning how to not overthink or underthink something. This comes naturally to an incredibly small % of people, let’s make up a number, less than 5% of people. Haggle with that number of you would like but I offer it to make the point that the majority of people who say “I am a good thinker” <with regard to over & underthinking> are probably not.

You have to learn how to do this. My guess is even if you are a great learner no one truly becomes an expert at this.

Control how you think.

Our minds are often like people viewing an all-you-can-eat buffet table … we will inevitably gravitate to either the desserts or the prime rib. We don’t focus on the most healthy and less glamorous stuff on the table. This means you have to control not only your thoughts, but also how you think.

You have to sift through what appears attractive versus what may actually be more healthy <the ‘non-rubbish’ as it were> in order to most effectively meet the needs of the thought moment. By the way. Please note I purposefully chose effective and not efficient.  ‘When you think’ is about efficiency and ‘how you think’ is about effectiveness. This is a focus aspect of thinking. Shiny objects are shiny objects and tasty indulgent desserts are tasty indulgent desserts.

You have to learn to do this. Some people are actually very good at this. They have a knack for viewing everything all at once and have an ability to discern the less important from the most important without being distracted by shiny and tasty things. please note “some.” Not a lot. Not many. Some. You can learn to be better at this but unless you have the innate instincts you will just be good at it and not great at it.

Control how you select your thoughts.

Ah. Once you have focused you have to select some thoughts to craft your decision, choice & conclusion. This point kind of circles back to underthinking & overthinking.  If you suck at controlling how you select thoughts, you will invariably end up mired in overthinking shit <because you chose the wrong things and got bogged down in a less-than-conclusive spot> or underthinking shit <because you found an attractive thought which seemingly, in some linear way, suggested “that’s it!”>.

We all have a rolodex of thoughts in our minds that we have accumulated over time through whatever experiences we have had. Inevitably the mind, in its wily way, flips through it for you and shoves a thought or two to the forefront – immediately. Some people call this ‘instincts.’ I call it dangerous.

The subconscious can be wrong as often as it is right. Unfortunately you have to force thinking at this stage. Dive a little deeper than your initial “oh, that’s it.” This is absolutely learnable. Unfortunately today’s world doesn’t exactly encourage us to force thinking and learn to do this. We encourage instincts & speed above all.

That is unfortunate.

That is dangerous.

That is unlearnable <you can unlearn this> … and controlling how you select your thoughts IS learnable.

Lastly.

Disconnecting. It would seem fairly obvious that if you want to increase control you would decrease distractions. And, in general, that is a fairly safe formula.

But, I admit, I am not a disconnecting <from twitter, facebook, social media, internet … any escapism > fan. I am not because, if you buy into what I shared above, that is simply avoiding some possibly valuable inputs into your thinking for the sake of, well, thinking. It seems to me that controlling my own mind has less to do with managing external stimuli and more to do with HOW I manage incoming external stimuli.

Just to finish this whole thought. I do believe we spend far too much time talking about distractions and how smartphones are decreasing attention spans and how the external world is killing true thinking. The only thing killing true thinking is us … people … the individual and how the individual decides, or doesn’t decide, how to think.

I imagine I am talking about personal responsibility in some form or fashion. In a world in which we do seem to spend an inordinate amount of time blaming a whole bunch of shit on someone other than ourselves it really does seem like we should spend more time talking about how we can assume more responsibility for how we think, what we think and learning to think.

But that’s me.

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“With an apple I will astonish Paris.”

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Paul Cezanne

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Well. I saw this quote in a book last night and immediately wrote it on a piece of paper.

Could you ever imagine a business person suggesting something like this? … suggesting surprising the world with one of the most ordinary common things in Life?

Everyone would think you were fucking crazy.

Everyone would start shouting …

“We need something new!!”

“We need to be unique!!”

Well. Let’s face it. Most new things suck.

Most new ideas are just bad. And most new shit just stinks.

All that said ……

“With an apple I will astonish the world.”

I wish more businesses would think this way. Within the ordinary always resides a small mundane thing which is incredibly easy to view as mundane, as common, as useless, or even pedantic.

Yet each ‘ordinary thing’ also has the capacity, if we are open to it, to usher us into an experience of something extraordinary, usher us into some new way of looking at the ordinary, usher us into some new way of experiencing the ordinary.

Even the ordinary contains infinite possibilities <if we would only seek it there>.

Within finite often resides the infinite.

Within each of us ordinary people resides something extraordinary.

I mention that last point about us ordinary everyday schmucks <people> because we need to remind ourselves something experts have been trying to tell us for quite some time … “ no one is born a genius … genius takes time and opportunity to develop.”

David Shenk <The Genius in All of Us: New Insights into Genetics, Talent, and IQ> described genius as a process, not something someone has or is borne with, but rather something that someone does.

We all have some genius within us.

We all have the ability to take something ordinary and surprise the world with something extraordinary.

This belief, this understanding of self, far too often is trampled in the rush to get things done and the search for ‘something new.’

As we rush up & down the hallways of our businesses we tend to overlook the opportunities in the ordinary.

As we rush up & down the hallways of our businesses we tend to overlook opportunities, and potential, found in the seemingly ordinary people.

<sigh>

Surprise the world with an apple.

What an awesome thought. What an awesome thing to actually do in business. What do I mean?

I can guarantee 2 things if you surprise the world with an apple:

business success: its called optimal newness. If you take something ordinary and make it newly extraordinary to people it offers them something familiar and something extraordinarily new. people love that.

personal success: I don’t know if its monetary success, but i do know there is little more satisfying than walking into a business, taking something ordinary that 99% of people have overlooked or dismissed, and bringing it to Life in a way no one had really thought of doing so before.

Anyway. Go ahead. Grab the apple. Someone in business should.