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

–

Bruce Lee

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“If you own up to your mistakes, you don’t suffer as much. But that’s a tough lesson to learn.”

–

Lee Iacocca

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So.

Owning up is all about the respect for the boundaries of responsibility.

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

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

Now.

As a manager you always filter the ‘owning up’ through your own management style <because you affect your employees behavior whether you admit it or not>. Any leader worth half a shit encourages the people on their team to think, go and do. In doing so they also accept the inevitable mistakes that happen with those who are often reaching beyond what they are currently capable of <that reaching is called “growth” by the way>. Leaders aside anyone, in any organization worth a shit, is going to find themselves in situations where well intended actions which have become mistakes have been made.

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

 This is where ‘owning up’ moves to the forefront. In general … you will find owning up falls into three basic categories:

• Cocoon the mistake.

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

• Leverage the mistake.

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

• Equivalize the mistake

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

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

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

Let me talk about these.

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

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

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

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

All that said. If you remove fear of repercussion you gain some true insight into the person. For example a senior person who feels entitled and ‘above the fray’ will have little to no fear of repercussion and you will see who they truly are in their response. And they can fall into any of the three categories I outlined. Younger employees, on the other hand, are more likely to be scared shitless and their response is like looking into a mirror of your management style.

But. Here is an interesting thought with regard to owning up.

Shit hitting the fan is like … well … a hurricane. Rarely is it simple and even more rarely does it stay a simple storm if you ignore it, it will eventually become a hurricane if you let it.

The thought? The ‘i’ in hurricane is also in its center. That is where owning up truly resides. How the “I” in the middle of the hurricane acts.

Still amidst the buffeting winds?

Scared of the mountain high waves?

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

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

John Zabat-Zinn

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

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

Being unaccountable creates an incredibly irritating dilemma to a manager.

“I didn’t do it” , when all the obvious evidence states you did do it, creates incredibly stilted conversations circling some alternative universes. It can become an absurd dance around reality. And, worse, not owning up to something actually creates a spark which creates a smoldering fire which needs to be constantly dealt with over and over and over again. I would note each time its little flame appears it scorches that person’s integrity just a little more.

I know.

It is incredibly easy to point fingers when things go wrong. Even easier to not even speak up and hope that no one notices. Good things, the right things, are always harder to do. Which leads me to a really neat thing I found about ‘owning up’ which I found when doing some research — an organization called ‘cultures of dignity’ that has a curriculum they offer for young people.

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

Whether you’re teaching in a school, a team, or a youth-serving organization, Owning Up is a flexible, dynamic curriculum that respects your knowledge of the young people you work with and the communities in which you serve. Owning Up is a tool to help educators work with the most interesting, funny, and challenging people in the world: tweens and teens. It’s also a tool to teach young people the capacity to understand their individual development in relation to group behavior with their peers, the social dynamics that lead to discrimination and bigotry, and the skills to be socially competent in the difficult yet common social conflicts they experience.

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Fabulous. I love it. I love we go out of our way to show young people the power of ‘owning up.’ Uhm. Now adults have to exhibit the same behavior <or have their own class>. Which leads me to Trump who is, unfortunately, serving as a potential role model for our young people.

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

I am not sure if in his own alternative universe <in his head> he never did anything to own up to … or if he is so focused on where he is going next he cannot be bothered by going back to what was. Either way it teaches nothing about the value of ‘owning up’ to our young people and sends a horrible message with regard to accepting responsibility for words & actions. I would be quite pleased if Trump ‘owned up’ to that.

Regardless. All I would suggest to everyone is that there may be nothing more reflective of someone’s character than their ‘owning up’ behavior. And, I have to tell you, ‘owning up’ is possibly a key common characteristic of a good person & a good leader.

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“And I do not assume that my experience is universal. It is simply mine, and I offer it to you as a window, dirty though that window may be.”

–

opticalnoise (a blogger)

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Ah.

Sometimes young people say things with the type of panache you only expect from older people. This young blogger wrote the quote and I liked it enough to use it.

The basic thought many of us ignore. Experiences are personal <unless there is enough similar critical mass to make it quasi-universal>.

And in the business world I often find myself debating with people when they offer their experience as …. well … not dirty but rather … well … universal (and that is an issue).

Two basic thoughts.

–          Research of one is not research.

–          The odds that the person relating the experience <in business management> actually reflects mainstream American <or any mainstream consumer> is so low that, well, even Las Vegas wouldn’t take them odds.

Bottom line?

Realize that your experience is most likely not universal <particularly when discussing business … but beware when offering personal advice also>. This may seem like a no brainer, but I can’t tell you how often this basic rule is ignored. WE, even the most savviest behavioral people in business, ignore it all the time <alebet in degrees not wholesale>. I think a large part of it is that is because people personalize their experience <or their wife/husband’s/group of friends> that they cannot fathom that no one else feels exactly the same way.

Anyway.

All that said I am now going to share my dirty window experience list <although I actually stole the original thought from a blogger named arina and put my own dirt on some different windows>. I created the list because I almost have it all figured out <yeah … not so much>. Thinking back from my personal experiences I believe there are a few universal experiences <let’s call them windows we all peer through on occasion just for the sake of this post)> that seemingly work without fail throughout life:

–          The Karma window

Karma is this random thing floating out there in the ether that somehow impacts cause & effect on all of us. Simplistically … for every action there is a reaction. Yeah. Every action <and thought just in case you have forgotten>. It is amazing to me how often we forget that our actions always, yes, always, have repercussions.

Whatever force we exert … things we send into the ether around us in the form of our thoughts, feelings and actions … comes back to us in kind (if not sometimes multiplied). There are no exceptions and you get no free passes. Oh. Please note I included thoughts & feelings in the “cause” column. That is truly the Karma aspect. Somehow … someway … thoughts & feelings enter into the ether as some type of tangible force (or ’cause’) that often creates a nuclear-sized effect. Never forget that.

–              The Life window

This may actually be a different pane of glass in the Karma window. We are all connected by invisible glass in one window … called the Life window. When we hurt someone or when we pass judgment on someone … we are affected as well. Sorry. Life, for some reason, just likes to keep everything balanced.

What that means is you are probably better off (or more likely to be happy) if you attach what you care about (and Life objectives) with good intentions for other people. If you look at it selfishly, when your objectives benefit other people there is less difficulty in achieving them. Oh. And others will assist you. If you don’t look at it selfishly … well … just assume more good shit will happen in your life if you do good shit (and think good shit about other people).

–          The Creation window

Everyone is creative and every one has unlimited creative potential. It is just how you define creation. Create art. Create financial success. Create the most awesome balance sheet your company has ever had. Create a kid that will be the next president. Everyone one of us has the potential to create some type of greatness. You just have to make sure the window is open and the blinds are open. Oh. And make sure you know that you actually have that window.

–          The Neutrality window

Life is neutral. It does not play favorites. This is probably a derivative of the balance thing. In the absence of good & evil Life probably wouldn’t choose sides but rather stay in bed taking a nap. Life does not decide someone is more important or less significant. Life never randomly punishes.  Life never randomly rewards. Nothing is random but pretty much (with some notable exceptions) everything is earned. Everyone is given an opportunity to learn something (which ultimately is the key opportunity for personal success). Everyone pretty much has a chance in Life (albeit it is tougher for some people than others).

–          The Action window

This is the window right next to the neutrality window. In the absence of individual action Life will do its own things in its own time. Life does not just happen to us. It requires our active participation. Remember. Life is neutral. If you are inactive … Life is inactive <with you>. It will not take interest in you until you take interest in it. It is too busy paying attention to people paying attention to it.

–          The You cannot Ignore ‘What is’ window

“What is” will evolve into “what will be” when ignored. That I guarantee. In other words … you will continue to receive what Life gives you even if you refuse to accept it. If we ignore our problems, they will only get bigger and more urgent. If we ignore opportunities, they will cease to exist. If we refuse to learn lessons from the past, larger, more serious, lessons will be given to us. If we obsessively pursue a goal or idea that is not right for us, it will elude us until we accept that we can live without it.

–          The Stagnancy window

This one is the opposite side of the Action window pane. And this one is a warning. Stagnancy is addictive. What I mean by this is, if the view from your window is awesome, you can find yourself sitting there doing nothing but enjoying it. So. This I guarantee … it may be a beautiful view today but if you don’t move … and just stay there … it will lose its appeal. Stagnancy is the death of inner growth and happiness (or seeing beauty in life). When you do not use skills you lose them. Similar, without continuing effort in personal growth, you are doomed to fall back as Life continues moving. What happens then? Obsolescence.  Life, and people, and thoughts, and whatever …. just pass you by.

–          The Impatient window

Impatience is sneaky in life. Sometimes it can disguise itself as ambition or ‘goals’ or things like that. Because the allure, and desire, of success is something we all desire. And we may like the idea of instant gratification or easy success or short cuts … but deep down all of us know that things of value have to be earned. And that is where impatience rears its ugly head. You are peddling as hard as you can toward success … but as look through this window you are impatient, and it is challenging, because you want it NOW … but this window is about patiently waiting for the reward to come in its own time. Ok. This doesn’t mean you should be scared to do things nor shouldn’t be ambitious … this is more about having some common sense. Good things typically don’t come easy. If it were all that easy anyone could do it. Maybe learn to be patiently impatient for success.

–          The Reality-based Optimism window

Here is a reality <2 of them actually>.

1. Negativity begets negativity. If you think negatively I can guarantee you will never attain happiness.
2. Uh oh. But. If you always think optimistically I can guarantee you will always be disappointed <sorry about that>.

So can you ever be happy? Yup. By being realistic, but being optimistic. A truth in this window? Good things DO happen to good people. Well.  Let me be specific … that is ‘good people who exhibit some reality-based goodness’. By the way … for anyone who wants to debate the view from this window …. research (published in Proceedings of the National Academy of Sciences)  predicted in simulated models that generosity/trust pays. Mathematically they found it pays to be trusting in the long run even though you will sometimes be cheated (so that is how Santa can figure out how to assess naughty or nice).

–          The Trade-off window

For everything you gain you have to give up something else. This is an unfortunately simple complex dirty window.

And the last.

–          The Desire window

This window sometimes has a weird filter over it that makes things not look as they really are. What I mean by that is not everything we go after is what we truly want. Sometimes we only think we know what we want … and sometimes we don’t know what we want until we get it. Maddening? You bet. But everyone has this window. Unfortunately this window is most typically found in the main room so you look through it a lot. This window is also, individually, often the dirtiest. You will be tempted to go to other people’s houses and look thru their “desire window” and hope for some guidance. Sorry. No can do. Your Desire window is your Desire window.  I kind of think they are like snowflakes … no 2 the same. You will probably not have a more aggravating window in your home. Too bad. Every home has one.

So.

There you go. I would suggest these windows are universal but will be individually dirty in different ways. At best you should try and wipe each one as clean as you can <smudgy is better than dirty>. While I made my personal experiences universal … I do look through other people’s dirty windows as often as I can.

Like the opening quote said … they offer a view … regardless of how dirty the view may be.

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“Like it or not, we are a part of the world.

What a crummy world if we all retreat inside our borders.”

“To quote a British observer of us from some years ago, bear with us, once we have exhausted all possible alternatives, the Americans will do the right thing.”

———–

James Mattis

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Well.

Throughout my life & career I have crisscrossed the country walking into mechanic shops, retail stores, supermarkets, numerous hotels/motels/inns and bars & restaurants.

I went to a public high school with a mostly agriculture student attendance and went to a college where the Crips and Hoover Family Blood patrolled the edges of the campus <and had a gang member stabbed 75 times in the alley behind my off campus apartment>.

In addition, I have received glimpses into the lives of Americans, rural/suburban/urban, behind the one way mirrors of research and face-to-face… in rural West Virginia & Kentucky, Wyoming, Ohio, Texas, Wisconsin, New York, California, New Mexico, Colorado and … well … pick your home and I have had a glimpse of your life.

I have met the least educated and the most educated <and you most likely would be surprised at how alike they are behind the façade of education> and felt hopeless at the hopelessness of some and found hope in the stories of those who had so much ‘no quit’ in them I felt less than worthy of my own efforts in Life.

I would suggest that what we all have in common in America is maddening. It is the fact we will exhaust all possible alternatives … and then, in most cases, do the right thing.

Love it or hate it … that is what we Americans do.

We are a stubborn folk we Americans. But I tend to believe the ‘exhausting all our alternatives’ is simply the same gauntlet we run time and time again … “I” to “we”.

What? Almost every single person when pushed into a corner <”no one puts Baby into a corner” type attitude> will defend what is possibly the most tried & true American ideal that every American in every corner of the country can pull out of their hip pocket – individual freedom. Freedom to think what I think, freedom to pray like I want to pray, freedom to say what I want to say, freedom to own a gun if I want, freedom to watch, do or go where I want.

Everything begins there.

That is the entrance to the gauntlet. And unlike Dante’s entrance to Hell which says “Lasciate ogne speranza, voi ch’intrate” — most frequently translated as “abandon all hope, ye who enter here” — the American entrance says “this way to something better.”

However, I feel compelled to point out that no matter how much you gussy up a gauntlet … it is still a gauntlet and while it may have some pretty pictures on the walls of the tunnel you are still gonna get the crap kicked out of you.

We don’t take the easy path. That’s just what we do. Despite the fact we talk about common sense or “the simplest is the best” incessantly … America inherently explores all and any alternatives, no matter how painful, until we arrive at what is right.

Mattis reminded me of this.

We never make it easy.

I will note Trump may add a painful dynamic to this characteristic but even without him … we exhaust ourselves as we exhaust all alternatives.

Here is the good news. Our history resides with arriving, ultimately, at the right thing. The arc of our gauntlet tunnel curves toward ‘doing the right thing’ versus ‘doing the wrong thing.’

I imagine my thought for today is twofold.

First is that there is no one person, or class of people, or type of person which ultimately places us in this ‘right thing’ place. This one place is arrived at by the fruits of labor of the many — out of many, one.

The second is that far too often we refer to the ‘many’, people, in demeaning or diminishing terms. We look at people who don’t think the way we do, people who voted for someone else or people who want to do something different than what we want to do as ‘stupid’ or ‘idiots’ or ‘ignorant.’ I can honestly say, having traveled the far corners of America, I would suggest we should maybe see other people as ‘good hearted’ or ‘well intended’ or ‘knows things I don’t know.’

I would also suggest that most people are willing to listen if you are respectful enough to listen to them.

I would also suggest that most people have a story and that story impacts how they think about things and how they decide what should be done with … well … “the we.”

I would suggest if we ever want to solve some problems we should think about this a little more often.

Which leads me back to where I began on the gauntlet.

Most people enter the gauntlet with an “I” perspective … even those who fully understand that we are a greater “we.”

We do so because we are part of America which is built upon individual freedoms and each of us value our personal choice. Amusingly <painfully so> it is that individual freedom which permits us the excruciating good conflict that not all the other “I’s” view their individual freedoms the same way. Therefore, the gauntlet is alternative after alternative in which we are painfully bludgeoned into understanding that the “I” makes some compromises for the greater “we”. In addition … we go through the excruciating painful conflict which permits us to see 99% of the other ‘many’ have good hearts, are not really idiots and know shit that we do not know.

We enter the gauntlet as an “I” and come out with a larger respect for the “we.” And it is that gauntlet which hones all the other alternatives into the one alternative which is ‘the right thing.’

Sometimes it helps to remind myself of this.

It helps especially when it doesn’t feel that way … especially when the Warrior Monk, James Mattis, is forced to say it out loud to non-Americans. Because, in my mind, just the fact he has to say it means that we all need to be reminded of it. And, maybe most importantly, as we think about this man … and his words … it permits us to reject the entire concept of “abandon hope all ye who enter” with all of us already who are in this concept called “America.”

Yeah.

It feels painful now. It feels more difficult than it has to be. It feels like there is even less alignment than maybe we had even a year ago.

But maybe it just feels like we are exploring all the alternatives along our way to exhaust all of them n our pursuit to the inevitable – Americans will do the right thing.

Good thought for the day. Well, at least, that is my thought for the day.

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“Laws and principles are not for the times when there is no temptation: they are for such moments as this, when body and soul rise in mutiny against their rigour.

If at my convenience I might break them, what would be their worth?”

―

Charlotte Brontë

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“Ideology knows the answer before the question has been asked.

Principles are something different: a set of values that have to be adapted to circumstances but not compromised away.”

―

George Packer

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“There are perhaps many causes worth dying for, but to me, certainly, there are none worth killing for.”

―

Albert Dietrich

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Coincidence is a funny thing.

This morning I said to a business friend “oh, I won’t turn down a project” … then I hesitated … and said “well, let me take that back … I need to believe there are ethical guardrails and the place has a soul.”

And then later in the day when I had a minute I went to a website called WarontheRocks …     a site I love but maybe visit once a month at most.   And they had just published an auricle called “A Moral Guide to Serving in the Trump Administration” <by David Barno and Nora Bensahel>.

Principles and principled actions are a tricky topic. Tricky in that while a principles ‘are statements denoting fact or generality which are universally or widely considered to be true and fundamental’ they, in fact, have a great range of meaning. While ‘principles’ most often refers to the elementary, or fundamental, basic proposition of some system or of conduct, it can also be tied to some specific designation, i.e., religion, government, business, education, etc.

It would be much nicer if we actually referred to ‘principled behavior’ as an axiom. While an axiom is a derivative of ‘principle’ it is more tightly tied to ‘one agreed upon as the basis of truth … a truth so self evident as to be indisputable’.

Principles, in theory, are an axiom … unfortunately, in practice; they are more a theorem <a proposition>.

Regardless.

From a personal perspective I believe I have an ethical responsibility to ‘serve’ any good business idea.

That may sound a little strange but, in my eyes, truly good ideas are not a dime a dozen and more good ideas die from negligence, ignorance or malpractice than … well … should.

And, yet, at exactly the same time I made a decision, long ago, to not be blinded by the idea and take a job in which my principles are compromised.

This is a trickier decision than one may think. Mostly because … well … a couple things.

Not everyone wears their principles on their sleeve. And depending on how junior you are you may never even have an opportunity to see the sleeves of the main people driving the culture & behavior of an organization.

Suffice it to say I have got it wrong several times. And it is painful. You have one of two choices … carefully step on to the slippery slope of ‘compromise my principles as little as I can’ <and, yes, it is a slippery slope> or you can stand fast and stubbornly maintain your principles in the face of encouragement to behave another way <this, by the way, creates friction & conflict>.

Let’s just say … you can ask good questions and you can have your eyes wide open and you can still get this wrong.

You may actually be doing what you love and are passionate about. It is a great job from a responsibility and tasks standpoint. Awesome in fact.

Every day you can walk in to an office where you can do what it is you have always wanted to do … tactically. But then … all of a sudden … you start noticing that your good work is being used for some ‘not-so-good’ purposes or being utilized in a slightly perverted way from what you had actually intended. Technically you are doing the right things and enjoying what you are doing but in a larger view you are contributing to behavior which doesn’t meet your principles.

So.

Here is one thing I know for sure. This is a Life truth.

I am not sure there is a worse feeling than looking back and wishing you had been more principled.

In a business world where sometimes jobs are tough to get, and good jobs you would enjoy are even tougher to find … and good jobs you enjoy and get paid a lot of money are even tougher to find … we often put principles aside when job seeking or thinking about what job we want.

Maybe we do so because we begin at the starting line assuming ‘principled behavior’ is … well … an axiom.

We would be wrong.

They are a theorem.

Look.

Every day we are asked to compromise in some way. Sometimes it is simple ‘tradeoffs’ <do this or do that> and sometimes it is ‘a no good choice’ decisions <all choices are bad … which is least bad> and sometimes it is an actual ‘right versus wrong’ choice.

These are not difficult choices in our minds. These are difficult choices in reality.

You have a job to do, you have accepted responsibility to do that job and everyone around you is counting on you to do that job <and you do not get paid if you do not do your job>.

On the teetering scale of business what I just wrote weighs … well … a shitload. It tips the scale heavily.

Unfortunately, principles, which should hold the weight of the world, far too often are placed on the scale with the weight of a feather. I am not suggesting this is easy. All I am suggesting is that everyone should at least think about it.

Anyway.

How do you navigate this type of decision?

While the authors at WarontheRocks wrote this from a public servant standpoint I am not sure I could have written anything better for the business world. They offer seven questions that someone should consider as they search for their own individual answers.

My favorite line? … this will not be a one-time choice. It will be an ongoing calculation throughout the entire administration, a decision that must be revisited repeatedly, week after week as new policies and decisions unfold.

When you take a job … even if you gaze into the ‘principle crystal ball’ it is never a one time choice nor is it an unchanging choice. Business is ever changing and the leaders of a business are constantly being challenged and responding in an ever changing way. Business has a nasty habit of challenging a leader’s character almost more than it does his/her skills. Principles and principled behavior needs to constantly be assessed … and judged.

So.

Read the 7 things they ask someone to think about. While most of us are not in the unenviable position of having to navigate the moral compass of serving in a Trump administration we all, every time we look for a job, navigate the same construct of thinking & decision making.

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… Trump’s wide array of troubling comments mean that every responsible public servant should think about just what level of affront to their principles would simply be too much to tolerate — when choosing to serve or remaining on the job means becoming an enabler to policies or actions that they find deeply unethical or immoral. And this will not be a one-time choice. It will be an ongoing calculation throughout the entire administration, a decision that must be revisited repeatedly, week after week as new policies and decisions unfold.

There are no easy answers to these incredibly difficult questions, and we do not presume to tell others where those personal boundaries should lie. What we can do, however, is identify seven questions that public servants should consider as they search for their own individual answers.

• Do you believe that your service will help improve policies and decision-making? No appointee or civil servant wins every argument all of the time, of course. But do you believe that you will help make things better on balance or at least prevent some truly bad decisions from happening? Will your presence lend an informed contrasting voice to what otherwise might be an echo chamber of groupthink?
• Do you believe that the policies or values that you find objectionable are rooted primarily in the new administration’s inexperience and lack of knowledge or in its core ideology? If you believe the former, then the case for serving is stronger, since you can help educate the new team. But if you believe that the administration is operating more from an ideology that fundamentally violates your deeply held beliefs (such as promoting torture or indiscriminate bombing), then the moral decision bends the other way.

• Who specifically will you work for? Do you believe that person is guided by ideals and values that you respect? Will that person stand up to their bosses for the principles that you deeply believe in? Will they act as a bulwark of decency, shielding you and your colleagues — and maybe even the country — from the worst of politics going on above your pay grade?

• Are the people you most respect choosing not to serve for a principled reason? Or, if later in the administration, have they resigned for cause? In each case, do you know what factors shaped their decisions? How does their logic align with or differ from your thinking? Understanding their experiences can serve as useful guideposts.
• When would choosing to serve (or to remain in government) do more to advance the ideas and values you believe in most? Declining the opportunity to serve or leaving the civil service at the outset of an administration runs the risk of being seen as presumptive rather than principled, assuming the worst before the new administration arrives. Moreover, as Benjamin Wittes (who was early to this debate) writes, “resignations in response to illegal orders are far more powerful than preemptive resignations.” The same logic applies to moral and ethical principles as well.
• When would choosing not to serve (or to leave government) do more to advance the ideals and values you believe in most? How will you carry your commitment to principle into action from the outside? If you elect not to serve now, what might change your mind? Who would you find sufficiently principled to work for that might convince you that serving is the right thing to do?
• If you choose to serve (or to stay), how frequently do you plan to reassess your decision? Failing to do so runs the risk of the “boiling frog” syndrome, where every small uptick in the water temperature, or new policy that modestly erodes that which you deeply believe in, becomes slowly, inexorably acceptable until the whole is invisible and no longer objectionable.

Lt. Gen. David W. Barno, USA (Ret.) is a Distinguished Practitioner in Residence, and Dr. Nora Bensahel is a Distinguished Scholar in Residence, at the School of International Service at American University.

We all have to work. And some of us, like me, actually love to work. That belief system does not make the business world any less challenging.

While I am not a public servant and am not challenged by the service of my country versus service to a morally flawed leader dilemma I am a business person who views this through a similar lens.

I have taken jobs knowing that my principles did not exactly match the principles of the leaders <but most likely not as far a stretch as say … well … my principles versus Trump’s> but I did so with eyes wide open believing that if I hung I there, was smart enough in my articulation, my ‘doing it the right way and still winning’ principles would stem the tide of less than stellar principles.

Ah.

Tides.

I have learned that ‘stemming a tide’ is like asking the ocean to sit still and never ebb & flow again.

But as the article ended … that is a worthy goal for all of us who work …

I do not envy anyone asked to work in the Trump administration. It would be a tough decision for me. But to serve the greatest idea, business as well as ideologically, called America?

Whew.

That’s the grandest prize for a guy like me who would kill to work on any good idea.

But.

As always … I would step back and say … ‘would it kill my principles?’

Because, in the end, I am not sure there is a worse feeling than looking back and wishing you had been more principled.

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

“When you make a choice, you change the future.”

―

Deepak Chopra

===========

“Oh, yes. Choosing… it has always hurt. And always will. I know.”

―

George R.R. Martin

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

Ok.

This is about Intelligence … and making choices.

Why do I put both of these together? Well. Do you know the origin of the word ‘intelligence’?

<because I did not>

Intelligence is derived from the latin verb intelligere … which actually means “to choose among.’

Hmmmmmmmmmmmmm … so that means an intelligent person isn’t a smart <high IQ> person or one who has reams and reams of knowledge and factoids stored away in their pea-like brains <although I envision it could increase the likelihood of actually being intelligere>.

It actually suggests that the ‘intelligent’ are those who can discriminate fact from fiction, truth from lies, which half of a half-truth is the important half … and I imagine those who can discriminate … even if only between the bad and the worse.

Oh.

And, of course, that means intelligere is founded upon the concept of choice. And not jut the ability to discern the choice but also the character, and fortitude, and smarts … to actually make choices.

In addition … intelligere demands one have the curiosity to have at hand that which is needed to actually create, and have, ‘the among’ available.

Uhm.

The ability to ‘choose among.’

Once again … we seem to face the uncomfortable truth that things are rarely black & white, choices are inherently unclear and a simple “if this then it must be that” linear choice is almost never at hand.

Intelligere is … well … not easy.

Look.

I don’t know that I really have a point to make here today.

I simply found this interesting. It made me think about what I perceive as ‘intelligence’ in people.

I know I had always simply thought people who were smart were intelligent. And, frankly, I didn’t think much beyond that.

But.

Assessing intelligence not just as being smart but rather what you do with those smarts?

Whew.

I like that.

===

“Believe those who are seeking the truth.

 

Doubt those who find it.”

 

————

Andre Gide

=====

Well.

If I could earn a salary being a truth seeker I would sign up today. In fact. I believe we need a job like this.

I think we need a job like this because … well … Truth is significantly more elusive than I tend to think we believe. Truth is rarely simple … certainly not as simple as we would like it to be and even more rarely tied to what could be misconstrued as “common sense.” Truth is often complex, nuanced & tinged with contradictions.

And because I believe what I just wrote … I am always wary of those who come out blazing by speaking “the truth.”

Why? Things are rarely black & white. I also imagine I say this because my truth attitude is tempered by the fact I have been called optimistically cynical.

While my incessant curiosity always has me pursuing new & better & different knowledge <which inevitably create unlearning> I guess I question everything upfront. This means I filter thru everything I hear & rarely accept it as “it is what it is,” I imagine this is my cynicism part <or maybe one would hope as I have become older I can judge what to question and what to accept upfront>.

My optimistic side?  I always believe great things come of the cynicism filter <rather than use cynicism to drag things down>. Maybe this style of mine insures I feel more confident in what I know versus what I don’t know as well as draws my thoughts & thinking a little more away from opinion & more towards truth, fact & real knowledge.

By the way. I would like to believe more people <and society … and business … in general> would benefit from a filter like that.

Regardless.

I would like to believe I am one of those people who is constantly seeking truth. I may not be, but, it is certainly a good objective to try to attain. And I would welcome anyone on to my truth seeking team <as long as they truly were open to “unlearning to learn”>.

I do know that I believe as long as you are ‘seeking’ … you are being persistently curious … and … well … there are worse things to be.

I do know that I believe we need more persistently curious truth seekers in today’s world.

Anyway.

Truth seeker.

Well.

That is certainly a title I would like to put on a business card. Tough job but, whew, I would do take this job in a second.

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

“We should place confidence in our employee.

Confidence is the foundation of friendship.

If we give it, we will receive it.

Any person in a managerial position, from supervisor to president, who feels that his employee is basically not as good as he is and who suspects his employee is always trying to put something over on him, lacks the necessary qualities for human leadership – to say nothing of human friendship.”

—–

Harry Humphreys

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

“The conventional definition of management is getting work done through people, but real management is developing people through work.”

—-

Agha Abedi

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

Well.

Leading and managing people is possibly one of the most rewarding things you can do in a business career.

Firing people is possibly one of the most unrewarding things you can do in a business career.

Unfortunately these two things are inextricably linked.

I could argue that once you assume responsibility for firing someone … you learn more about yourself, and I imagine others learn about you, than from almost any other responsibility you assume as a leader.

No one likes firing people. Well. No one who is any good at business leadership. I don’t care if you absolutely hate the person you are firing, if the person has actually committed a fireable offense and you are in the right to fire them, or even if you fire someone for good reason … suffice it to say … it never feels good to fire someone.

And because of that … a good business leader never delegates the tough termination. And they never send someone to terminate a direct report.

Generally speaking … you fire anyone who is a direct report, or you were directly responsive for hiring, face to face.

Yeah.

This may not be, logistically, the easiest thing to do but it is part of the burden of responsibility. It is the mantle you wear and it is what you are obligated to offer the person being terminated – dignity & respect.

Anything less than that and you are shirking your responsibility.  Anything less than that is … well … chicken shit. And you are a chickenshit business leader if you do not do these things.

Sure.

What I just shared is a hard lesson but one business people learn in young management.

I will never forget the first person I ever fired. Paul.

An absolute great guy in absolutely the wrong position and possibly career. But that doesn’t mean it was easy to terminate him. While I was 99% sure it was the right thing to do <and my boss and her bosses agreed> there was an extraordinarily loud 1% in my head that kept me awake that night.

Inevitably he chose a different career and went on to become an SVP of sales.

And he was kind enough to drop me a couple of notes to tell me it all worked out for the best.

But I will never forget firing him. I can honestly say I never forget anyone I have fired <and that is a semi-long list after years of management>.

However.

I would like to think my leadership career is measured more by the people I did not fire.

Not firing, in a larger organization, can be harder than you think.

I think I spent more time explaining to the most senior people why I would not fire some of the people I managed than I did ever discussing almost anything else about employees with them.

Well. That is … it felt that way.

The crap that floats upwards into senior leadership about individual employees is amazing. The littlest mistakes and quirks seem to take on exponential size when it arrives at the most senior people — and they do not hesitate to share their disproportional views.

Regardless. All of those views cut into the ‘trust belief’ … are they respected within the organization, do they have the trust of the organization and can they be trusted with their responsibility.

And that is when you earn your stripes as a manager. You do not cave in to the ‘easy thing to do’ but rather stand up for your people and let the chips fall as they may. Oh. And you learn it is totally worth it to not take the easy way out.

Let me be clear.

No one is perfect. I was not a perfect employee nor was a perfect manager. And, yet, when judging employees there sometimes is the ‘perfect measure’ of which becomes the absurd standard.

Yes.

We should judge senior people more critically but we should judge them fairly.

Anyway.

I didn’t fire a lot of people. And I can think of at least 4 who made me incredibly proud that I didn’t … despite some pressure from others to do so.

All 4 of these have sent me notes at different points, not thanking me for not firing them but rather for simply giving them a chance, believing in them and seeing something in them that they knew <because all employees know when they are under ‘the human resources microscope’>  many others didn’t.

All 4 of them have been professionally successful and, more importantly, are solid good human beings. Neither of those are because I didn’t fire them but rather vindicate the non-firing decision.

All that said.

Firing someone, despite the pain of actually doing it, is often the easy way out and is certainly a way to avoid looking at your own flaws.

Flaws? I sometimes believe one of the hardest things you can learn in your career is that your best is not particularly special.

Learning the fact that your talent, in reality, is matched by a shitload of people.

Learning that your best is relatively easily matched by a shitload of people.

It is an unfortunate truth that:

• Talent is talent.
• Smarts are smarts.
• And expertise is almost always relative.

At any given point in Life and your career you can look around you and, if you are self aware, you will note you are rarely the most talented, rarely the smartest one in the room and rarely the only expert.

Even on your best day you may not actually be the best.

I imagine that is a tough thing to get your head wrapped around.

But I also imagine if you do wrap your head around it evaluating employees and how you fire them is affected.

I always watch how someone terminates an employee.

You can learn a lot about people in that situation … and you can learn a shitload about how someone feels about dignity, respect and responsibility in how they terminate an employee.

===========

Postscript 1: under the general heading of “chickenshit” from a business perspective I will comment on a Trump firing:

There are hundreds of different viable reasons to fire someone and if you have the responsibility to hire & fire and it is ‘at will’ you can do what you want. But HOW Trump fired James Comey was chickenshit.

It wasn’t face to face with a direct report <or even face to face with anyone … just a letter delivered by a non-government employee>.

While there appeared to be no sense of urgency to terminate the action was taken with an absurd sense of senseless urgency which permitted Comey the indignity of being blindsided, in the middle of a commitment to the people who reported to him and not even in town.

This was a chicken shit way of terminating an honorable employee. It is indicative of Trump’s lack of character.

Postscript 2: Under the general heading of “this is some crazy shit” from a business perspective:

Firing someone for lack of confidence when the people who you are actually working for have a general lack of confidence in you is slightly surreal.

This may actually be the ironic point of this little postscript rant.

The stated “Donald J Trump fired his FBI Director because of ‘lack of confidence’ is … well … crazy shit.

Well. If that is a true criteria and I were to look at some national polling data I could argue Trump could be fired on the same criteria by the American people.

Most leaders do not defend their firing decision through childish name calling.

“Crying Chuck” .. “Richie” in quotes <instead of Richard>. Calling people diminishing names. Childish crap like that. I have been criticized as a leader for people I have fired, as well as people who I didn’t fire, and when appropriate I responded with some “why I did it” information but I never deflected my choice & decision onto others by suggesting they were not qualified to criticize … and I certainly always treated peers with a modicum of respect.

Tweet response rather than standing up in person

Sniping from the sidelines is not leadership.

Period.

‘nuf said.

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

“Life is a test of endurance, strengths, challenges and patience.”

–

Kim Hoth

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

“We are many, many people and yet we are one. What we do today with our thinking, what we do tomorrow with our thoughts, what we do with our actions and our interactions with people determines the course of the universe itself.

You are not powerless. You are not without power.” 

 –

Little Crow

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

Well. I have written several times about how businesses fear doing what it truly takes to survive <for some good reasons & some bad reasons>. I was reminded of this because I just saw an article that said “GE is broken. Fixing it will be long & difficult.”

My 1^st thought?

They will fail to fix it just like Kodak failed to fix itself and … well … there is a long list of companies faced with ‘broken’ and failed to fix itself.

Oddly enough the reason is simple.

They weren’t willing to make the hard choices and were not willing to do what needed to be done.

== 

“Stop discussing how serious the problem is, and get serious about finding an immediate solution to it.”

Terry Mark

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

This permits me to share my favorite business lesson. One from September 14^th 1812. The beginning of the lesson? On September 14^th 1812, the Russians set fire to Moscow in the face of Napoleon Bonaparte’s troops.

Yup. The governor of Moscow herded out most of the Moscow residents and then burned almost 80% of the city.

Just as a reminder to all non-historians this began the demise of Napoleon’s reign. This action not only permitted Russia to defeat Napoleon by forcing a debilitating retreat back to France, but it also began the demise of the Grand Armee of France. The point of this is, well, how far would you go to solve your business problem?

What happened on this date should make us all think about what we in the business world would sacrifice to win.

Look.

Do you imagine there was consensus in this Moscow discussion & decision? <hell no>

In fact. Can you imagine the first person who stood up and said “hey, I have an idea, how about we purposely burn Moscow so they can’t have it?”

<of course all said in Russian, probably after several liters of vodka, to the Czar and probably a couple of Cossack bodyguards … who have some very sharp swords>

Someone had some guts – lots of guts. I hesitate to believe many people in today’s business world have that type of guts.

The tough decisions are … well … tough. Hard choices are … well … hard. And I can guarantee they seem to get even tougher & harder when your survival is at stake.

—————

So would you be willing to burn your burn your business to win in the face of overwhelming odds?

——————

Far too often we try to keep our options open. Straddle the fence as it were. Keep some of what we value in place and do “radical” shit with other parts. 90% of the time that is simply mental masturbation. 90% of the time that is simply suggesting your Frankenstein strategy will help you survive … when what you actually need is a “6 million Dollar Man” strategy.

Sometimes you have to kill the structure to rebuild something better from the ashes.

I say all this because I believe more businesses, whether they believe their survival is at stake or not, should be sitting down and having the hard discussion … what ARE you willing to do to win?

Heck. Maybe most importantly. When you look at your situation do you even recognize how desperate your situation is?

<remember … someone in Russia recognized, and had the balls to say something about, the fact they were about to get their ass kicked>

I mention that because the business landscape is strewn with the wreckage of businesses that did not envision their own demise.

Next. Think about ‘burning the city’ as a solution.

I believe we can all agree that someone “stepped out of the box” with a solution. Ok. They actually stepped ‘into the box’ and said “let’s destroy the box.’

And let’s be clear. I have to imagine neither of these points, as stated above, were popular, well-received nor accepted as a 100% agreement “so what we will do” type of moment.

Anyway. Survival or not, one of the most difficult things a company can do is address their situation in the market. It is just not a fun discussion <usually lots of fingers get pointed in a variation of a circular firing squad>.

In general I believe most companies and businesses are pretty good at assessing their situation in the marketplace. I, for one, have been in a number of those types of meetings where everyone sits down and honestly assesses the difficult position they are in. In other words, you can see the hole you are in or heading into.

I also have been through too many meetings where that same business just isn’t willing to do what it takes to resolve the situation.

Hey. I am not suggesting this is an easy discussion <but at least we don’t have Cossacks with really sharp swords standing around us while we are discussing what to do>.

So.

Are you willing to put 80% of everything you have up in flames to win? I guess it depends on whether you believe the situation merits it. And that is a toughie for sure because we are certainly a country and group of optimists and in general we always believe there is a positive horizon. All that means is we tend to lean back in our expensive chairs in some expensive board room and think, well, c’mon … if you believe there is some positive horizon then burning ‘the city’ isn’t necessary.

But. What if it is necessary? Would you recognize it? Would someone in your group recognize it?

Oh. And if someone did would you listen?

Look. I don’t have the answers. And I am clearly a “burning the city” type of person. I am quite fine with destroying to create <not just destroying for the sake of destroying>.

You may not agree with me, but I would point out burning Moscow sure as shit helped guarantee the survival of Russia.

In the end?

Keep your eyes open. And keep your mind open to solutions. Most of the time we see the danger but, in our optimism, seek creative ways to navigate the danger all the while ignoring the fact danger has no finesse and is a sledgehammer. Ponder. Sometimes the extreme solution, while scary, is the right solution.

========

“The most successful businessman is the man who holds onto the old just as long as it is good, and grabs the new just as soon as it is better.”

—

Lee Iacocca

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

“I have found that hollow, which even I had relied on for solid.”

—–

Henry David Thoreau

==========

Ok.

Let’s get the harsh truth out upfront. I am a 50something and I believe the older generation, mostly old white men, hollowed out business to the shithole point we face today.

That said.

Let me spend a minute on old white men <and I have the right to do so … because I am one> to explain why I believe this.

While a generalization, because there are exceptions, old white men have hollowed out the business world in their quest for “winning at any cost” and “maximize win-to-cash <making $>” ratio. These men have guided business to a level of so-called “greatness” through a variety of ‘great’ business acumen thoughts & business culture attitudes which were hollow attitudes and, ultimately, created fantastic looking hollow achievements.

In doing so they successfully hollowed out business.

Now.

The other aggravating thing I am doing today is, while I could write this without making this point, everyone should note that Trump is the poster child of this hollowness <and I will aggravatingly point it out over and over again>.

He has been the guiding light into this dark world of money grubbers with questionable moral compasses. You want some specifics? Here you go. This is how they have hollowed out business:

Capitalism

Capitalism is not inherently bad. In fact … it is an incredible engine for growth, innovation and increased wealth & standard of living for any and all.

But old white men hollowed capitalism. They took out all the good and added all the greed. I could partially defend old white men and suggest that they were simply participants in the arc of business history … but I will not. Peter Drucker pointed out the beginning of the arc in 1989 <as I noted in Salvation by Society> and we old white men could have eyed the arc and … well … stopped it. Instead old white men viewed the arc as an opportunity to not be burdened by morality & soul rather an opportunity to build personal wealth.

That is Trump in a nutshell.

Branding

Brands are fabulous creatures and not inherently bad. They offer us every day schmucks a nice heuristic way to make decisions and isolate differentiation in which we can make true choices.

But old white men hollowed brands. The easiest way to point this out is that we stopped talking about brands and started talking about branding. Old white men started looking at brands as vehicles of wealth and not vehicles of differentiation. Brands should evolve and not be constructed or built like some building of cold steel and cheap Styrofoam ceiling tiles. The whole concept of ‘building a brand’ is one of the most insidious concepts to infiltrate good and meaningful marketing and communications.

That is Trump in a nutshell.

Profit.

Profit is not inherently bad. Used wisely it contributes not only to personal, or individual wealth, but spurs on business growth in terms of innovation and employee development AND social involvement. But old white men hollowed the soul out of each dollar as they squeezed every cent of profit it of it. Profit is good only if it is not tainted by <a> greed and <b> at the expense of giving back <in terms of true societal salvation type things>. Businesses represent an important weave in the fabric of society and the moment a business ignores that weave and focuses solely on the profits of the entity itself … well … the opportunity arises to let the soul of each dollar made bleed out into the ether. And, yes, dollars can have a soul. Making money shouldn’t feed stock holders it should feed society.

That is Trump in a nutshell.

Wealth dispersion

Making money and creating wealth is inherently a double positive: proof of the value for your efforts and increased standard of living <not just in materialistic comforts but in real living>.

Old white men hollowed out the middle. This is more a byproduct of their business acumen more than anything else because I cannot really point out any specific behavior they consciously took to do this … but … suffice it to say that more went to the old white men and less to the ones who actually made the money for them.

That is Trump in a nutshell.

Communication.

Effective communication has been, and always will be, complex and complicated. But effective communication inevitably feeds into the minds and enlightenment of the listeners. If you dumb down communication inevitably you dumb down the listeners.

Old white men hollowed out communication. I imagine as they hollowed out everything else they found it inherently more productive to gain their objectives by hollowing out communication. Everything became soundbites, powerpoint bullet points and ‘elevator speeches.’ Effectively communicating complexity took on less importance than puncturing the mind with a quick sharp stab <and then walking away>. Old white men mastered the art of emptying communication to a point where businesses end up walking on the slippery surface of irrelevance <cloaked in a beautiful robe called “what is important for you to know.”>

That is Trump in a nutshell.

ROI.

ROI <return on investment> is a fabulous tool. It offers us every day unimaginative pragmatic schmucks an almost heuristic way to judge some fairly complex and complicated things in business.

But old white men hollowed ROI of anything intangible and along the way scraped away some of the most meaningful things associated with investment in their desire for simplistic “this led to that.” Certainly some investments have linear outcomes and results. But not all. And these hollow men in their black & white pursuit of profit, efficiency and outcomes became color blind.  Old white men started looking at people as equal to numbers & dollars and not organic organisms of less than linear productivity <in terms of Life actualization as well as business actualization>. These hollow men fell in love with numbers and began diminishing the value of humanity.

That is Trump in a nutshell.

Racism

Racism in the workplace is a stealthy virus invading the organism in ways that can create an unhealthy organism which sometimes seems to never attain its full potential despite producing results.

Old white men enable this virus to exist by hollowing out the meaning in any racism discussion, and real substantive actions, in business.

These old white men rose through the ranks of business surrounded by other white people, & few minorities, simply believing it was so because it was a reflection of those “who deserved to be here” (assuming everyone COULD be here if they worked hard enough). When in leadership positions & told about racism issues they didn’t really believe it, reluctantly doing things they were told they should do all the while thinking “it’s just political correctness”. The times old white men got trapped in diversity meetings & told 5 things they did & said that were racist in their heads they said “they can’t handle truth, they are too sensitive.” What this all led to was hollow efforts at addressing racism. They grudgingly implemented some initiatives, while publically espousing their enlightenment, but privately thinking it was a waste of time, energy & monies. All the while they believed white people never got any more breaks than anyone else or that there was never any inherent ‘privileges’ bestowed upon white skinned people.

What the business world ended up with was a generation of old white men who are the worst of racists – racists convinced they are not racist. Ultimately, any substantive efforts to address racism in business were hollowed out by old white men who didn’t really believe in them.

That is Trump in a nutshell.

Lastly.

Behavior.

I hesitated to call this “the hollowing out of morality” mostly because that sounded a little harsh and I tend to believe the reality within this particular hollowness is more pragmatic. That said … it doesn’t make it any better just that I didn’t really want to get into a morality & ethical finger pointing game.

Behavior

Leadership is a complex mix of personal, professional and pragmatic. When wielded well it is a beautiful tapestry of effectiveness, however, beauty is often in the eyes of the beholder when actual effectiveness becomes

the measuring stick. As a reminder, old white men leadership grew up in a business of dictatorship leadership behavior or, at its best, benevolent dictatorship.

Old white men grew up in the hallowed halls of hollowed leadership management. This means that their ‘management twitch muscles’ inevitably provide reflexive business decision making based on this.

The easiest way to point this out is that businesses have developed a myriad of cultural initiatives and, yet, old white men leadership tends to simply treat them as “feel good politically correct” initiatives. They view them as “society dictated” thinking and not “business dictated” thinking. Therefore, a hollowness was inherent in the organization between how the old white men leaders attitudinally approached the business, how they viewed behavior and how the organization actually behaved.

Old white men began talking longingly of straight talk, when people knew their place in business and ‘carrot & sticks.’  Old white men started looking at businesses in disdain as vehicles of political correctness and not stark effectiveness. The truth is that many of the old white men simply didn’t buy in to a better way of doing business and, therefore, when put in a corner & challenged revert back to the hollow management style of “do what I tell you to do and shut up.”

To be fair, old white men did not create this hollowness … they simply propagated it.

That is Trump in a nutshell.

All that said.

These old white men, in their heart of hearts, inherently do not care about a ‘better America’ from a soul perspective nor do they care about any aspect of ‘being a better person’ but solely attach ‘better’ with wealth, importance and wins.

I get angry.

I get angry because I do not believe ‘hollowness’ is the path to greatness. It certainly has not helped us reach greatness up to this point.

And I am angry because I have believed this, and known this, for decades.

And I am even angrier because we are now led by a hollow someone with a hollow platform, hollow plans, hollow skills, hollow dignity, hollow composure and no soul <that I can see>.

Look.

This can be solved. And it can be solved by … well … old guys like me.

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

“At any other time it’s better.

You can do the things you feel you should; you’re an expert at going through the motions. Your handshakes with strangers are firm and your gaze never wavers; you think of steel and diamonds when you stare. In monotone you repeat the legendary words of long-dead lovers to those you claim to love; you take them into bed with you, and you mimic the rhythmic motions you’ve read of in manuals. When protocol demands it you dutifully drop to your knees and pray to a god who no longer exists. But in this hour you must admit to yourself that this is not enough, that you are not good enough. And when you knock your fist against your chest you hear a hollow ringing echo, and all your thoughts are accompanied by the ticks of clockwork spinning behind your eyes, and everything you eat and drink has the aftertaste of rust.”

―

Dexter Palmer

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

Old white men created the problems and … well … as so well said in the movie The Return of the Pink Panther … “you set a thief to catch a thief.”

Older people can reverse the problem in one fell swoop.

I could do it with a small merry band of contrarian older people (women & men) who have chafed in this hollow existence could bring some good healthy substance back into this wretched hollowness.

This is a unique time in history in which business, country and politics have intersected.

This is a unique time for older business people to right the wrongs of all they have wrought up to this point.

I certainly hope this happens, as an old white man myself, simply for the sake of redemption for all of us old white men.

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

“Just remember, if you flinch from your destiny, you’ll never achieve your true greatness — you didn’t choose to be chosen, but being chosen means you have to choose.”

–

Charlie Jane Anders

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

“Souls are funny things. They stay constant even when the outside changes, or when the heart makes mistakes.

Souls don’t really care about good or bad, right or wrong — they’re just true.”

—

Miranda July

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

Wow.

If you flinch …  that Anders quote is fucking awesome.

I had no idea who Charlie Jane Anders was when I read this quote and I am now glad I found out who she is.

Charlie Jane Anders

She is an American transgender fiction author and commentator. Author of All the Birds in the Sky, coming January 26, 2016 from Tor Books. Raconteur, bon vivant, wild and perilous soul. Willing to be a bad influence for a good cause.

Anyway.

I am glad I did some research because I gained a better perspective on the depth of this quote.

On its surface I just liked it.

I like the thought of it.

I like the truth of it.

I like the circumspection aspect of it.

I like the aspirational perspective of it <I do believe each of us has a destiny if we elect to achieve it>.

And I like the simplicity … and complexity within … of it.

But.

Coming from her point of view brings this quote to an entirely different level.

It shifts from merely communicating in platitudes to generating a deeper understanding that life chooses your destiny for you, everyone is included in that “you,” but it’s up to you to choose whether you accept your destiny.

And it is there, for all to see, in the quote … it is easy to flinch from your destiny.

Incredibly easy.

And that is what makes her thought a little more powerful because it is easy to see how she would have flinched. And … just guessing … probably did at some point.

And, yet, this woman who was born in New England and was herself a choirboy.

And, yet, this woman who has stated that she has been cross dressing since “definitely in my early teens.”

And, yet, this woman who has also self-identified herself as genderqueer and a trans woman.

She chose.

Yeah.

At some point she chose … yes … she chose … to follow the destiny life chose for her.

No excuses … she just chose.

Easy?

Yikes.

I imagine not.

Inspirational?

You bet.

I respect her. I am envious of her strength of character. But I am most likely most envious of her ability to access, and embrace, some self truth. Maybe I could suggest she peeked into her soul and decided she would choose to embrace it rather than flinch from it.

I say that because, ultimately, I imagine the stability and security of our souls needs to be grounded in some self truth. Ok. Some harsh unfettred self truth. The kind of harshness that could … well … make you flinch.

Harsh?

No lies.

No bullshit.

No ‘wishes.’

Just harsh unfettered truth.

In order to be greater than the turmoil of life.

In order to stand unwavering in the storm of life.

In order to not flinch in the face of the stiffest winds of life.

Just harsh unfettered truth.

I would argue that this harsh unfettered truth gives us a space.

It’s kind of like the eye of a hurricane.

It enables us to draw some lines.

It enables us to create some limits.

It enables us to place some margins as a buffer.

But at the center?

Just harsh unfettered truth.

I use harsh purposefully.

Self reflection is always difficult. It’s tough facing some shit you most likely don’t want to face.

But admitting it? Whew.

That’s where harsh comes in.

You come face to face with some shit you more than likely would rather not face about yourself and then … well … you admit that what you face is you.

That’s, more often than not, harsh.

You flinch a little.

But in flinching at this point you are empowered to not flinch when facing outwards.

You face your sins.

You face your flaws.

You face your failures.

You face the harsh unfettered truth.

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“I speak my own sins; I cannot judge another.

I have no tongue for it.”

—

Arthur Miller

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I believe any hope of greatness … any hope of attaining our destiny … always resides within us. I would also argue the harshest evaluation of your hope resides within the harsh unfettered truth within.

Now.

All of this may sound like only personal Life thinking.

It is not.

I use these same words these days with business people about businesses and companies. Businesses are given every opportunity to flinch. And I would suggest that most businesses, and business people, do flinch.

Shit.

The world makes it fairly easy to flinch.

In today’s world in which there seems to be no black and white and only grays.

In today’s world in which there seems to be no facts and only common sense.

In today’s world in which there seems to be no truth and only lies.

That said.

Not flinching resides in the power of self <as an individual r as a business> and naked unfettered truths.

Those who strip themselves naked of anything but truth will stand out not for their nakedness but rather for their clarity of who and what they are. These will be deemed the true authentic and the true credible and the true commendable or capable of winning favorable acceptance in people’s minds.

That is a harsh unfettered truth for the few who desire distinction and success in today’s world.

Don’t flinch from your harsh unfettered truth for it contains your destiny.

I will end by suggesting if Charlie Jane Anders didn’t flinch from her destiny … then none of us have an excuse.

None.

Being chosen means you have to choose.

So don’t flinch when faced with your destiny.

Maybe, just maybe, we should all seek a little willing to be a bad influence for a good cause.

 

 

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“Just remember, if you flinch from your destiny, you’ll never achieve your true greatness — you didn’t choose to be chosen, but being chosen means you have to choose.”

–

Charlie Jane Anders

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