In a previous blog I mentioned TOMS shoes founder Blake Mycoskie who has been described as a visionary, exceptional businessman, philanthropist and outstanding entrepreneur. When it first appeared, his book Start Something That Matters impacted me with its message of inspiring others to turn their passions and dreams into reality. Following his talk at a leadership conference several years ago I saw him sitting on the floor outside the meeting room and I mustered the courage to flop down beside him for a brief conversation.
Blake retells his fascinating story in the January-February (2016) issue of Harvard Business Review. He writes about building a very profitable company but then losing the passion and excitement for what he had been doing. He became disillusioned. His days had become monotonous. “What had once been my reason for being now felt like a job,” he wrote. He felt lost because his company—and maybe his life—had become centered on the process of making things work rather than on it’s purpose. “The excitement and camaraderie of our start-up was beginning to be replaced by a hierarchical culture.” The focus was on what the company was doing and how, with fading interest in why it existed.
So Blake Myscokie took time off from work. He reflected a lot on his life, his gifts, his passions. He looked at his mission in life and began to refine it, “reimagine it,” thinking back to what he did best. He met regularly with a coach, with friends and with leaders that he admired. About that time Blake and his wife had their first child, with the life-realignment that parenthood brings.
This whole story invigorates and encourages me. At various times my career, relationships and productivity have slid to a slow-down. The passion and excitement has faded into a succession of pressures. Quitting has seemed like a good option and sometimes (with support from close friends) that’s what I’ve done. More often I’ve bounced back like Blake, probably like many of you who resonate with these words. My life purpose, my calling or mission, has not changed much. But it’s been refined and the way I live has been updated and rearranged. This is hard work. Blake says nothing about God but I believe the Holy Spirit gives us new direction, strength and ongoing transformation.
How do you get moving again when passion fades and life slows to a crawl? Please comment.
Last week’s newsletter brought this thoughtful response from Sheryl Bullock who is a life coach: I am not particularly good at crossing cultural and age barriers to develop relationships with others. I would love to hear your stories about the people you mentioned…. What questions did you ask them initially? How did they respond? At what point did you know you had made a good connection with them? …There is a huge need for this information. People love stories and I think you still have many to tell!
Here are some observations that I’ve had to this point:
- Ask God to lead. Sometimes when I will go into a church service, fitness club or restaurant I ask God to open a conversation that might be of value. The previous post mentioned friendships arising from casual conversations with a grocery checker, a waiter, and a stranger at a conference book table. These contacts seemed to arise spontaneously. Did they? Be available and you will be connected.
- Cultivate the attitudes that characterize all good cross-cultural conversations: Be friendly, sensitive, willing to learn, respectful, authentic, not paternalistic (looking down on others), flexible. It’s amazing how people respond positively to attitudes like these.
- Resist your biases. (We all have them). If you disapprove of people who differ from you, this will be picked up quickly. That stifles connectivity.
- Express genuine interest in others. Ask open-ended questions. Then listen. Recently my wife and I moved into a condo community where we didn’t know anybody. Doors have opened with statements like “Hi, my name is Gary and we’re new here. Tell us about you.” Ask others about themselves and they usually respond. This works with visitors to your church, for example, with people you meet in the fitness club, or even with busboys who pick up your restaurant dishes.
- Respect boundaries by avoiding personal questions or asking about confidential information.
- Expect that some people won’t respond to your overtures. This may reflect shyness, discomfort with your friendliness, or cultural differences. What works where I live will need to be adapted elsewhere.
Previously I mentioned a good friend who is French. He jokes that his countrymen are like baguette bread: hard on the outside but very soft once you get past the crust. This takes time, patience, and sensitivity but the benefits are great. How have you connected across age and cultural gaps? Please comment.
Several months ago a friend introduced me to a blog titled Farnam Street Brain Food: www.Farnamstreetblog.com. This is a weekly posting on diverse topics, many on leadership, education, psychology, books, and unusual Internet commentary all compiled and written by Shane Parrish who lives in Canada (Ottawa Ontario). In his most recent post he mentioned that Farnam Street takes hundreds of hours and thousands of dollars a month to sustain. It is widely read and free of cost, supported by readers who make donations in response to periodic low-key requests for donations. Probably there are many subscribers like me who don’t have the time (or take the time) to read everything but it is worth checking out. There is no Christian emphasis and you won’t agree with everything, but it’s a good way to sample the huge world of blog posts, many of which deal with topics or sources that most of us would not see otherwise. Here are examples:
The November 27, 2015 post listed mini-articles titled “Your Brain is Programmed to Reach False Conclusions,” “The Pleasures and Pitfalls of Art,” and “Ten Qualities of Creative Leaders.” The latter was taken from a well-known advertising executive named David Ogilvy. Sometimes described as “The Father of Advertising,” he never wrote a book although last year his friends and family published The Unpublished David Ogilvy, a collection of Ogilvy comments and lists compiled long after his death in 1999. People who knew him confirmed that Ogilvy personally lived out the succinct list of qualifications that he sought in the creative leaders he hired:
- High standards of personal ethics.
- Big people, without pettiness.
- Guts under pressure, resilience in defeat.
- Brilliant brains — not safe plodders.
- A capacity for hard work and midnight oil.
- Charisma — charm and persuasiveness.
- A streak of unorthodoxy — creative innovators.
- The courage to make tough decisions.
- Inspiring enthusiasts — with trust and gusto.
- A sense of humor.
Be honest with yourself. Which of these do you have? Which do you want? How could you develop these? Please comment on the list or on the Farnam Street blog.
The current issue of Leadership Journal (Fall, 2015) includes a short article by Josh Harris. Well-known as an author and megachurch pastor, Harris recently left his thriving ministry and went to seminary for the first time at age 40.
“I think Jesus still calls people, even pastors, to drop their nets and follow him,” Harris wrote. But why did he move his family across the continent to attend a trans denominational seminary focused on more than “merely churning out pastors.” His answers will not apply to every leader but they’re worth considering. The following words in italics are quotations from the Harris article.
- It’s hard to evaluate and change while you’re leading. It’s hard to step back and ask questions when you’re supposed to be the guy with the answers. Can we be fresh and relevant when we’ve spent years in the same company, teaching role, retirement community, or church? We need to get outside of our bubbles, at least on occasion, to get our thinking and perspectives stretched.
- I needed significant retooling and recalibration. Time to stop talking and to listen. Time to relearn how to abide with Jesus. Time to unlearn professional busyness…. a place to discover who you are apart from what you do. Pulling away is not available to everybody, but we can get some recharging from what we read and from the people we spend time with. My closest friends are younger than me, multicultural, and some in professions different from mine.
- Everything I’d learned about leadership and pastoral ministry had been in one context. While I’m grateful for many aspects of that, there are things that need to be evaluated and changed. Recently I (Gary) have realized that one way of thinking has shaped my views about leadership and building people. I devour what I can about setting goals, career planning, business leadership or getting through transitions. This can be valuable but most is very secular, focused on what we do ourselves, and ignoring how God leads when we let him show the way. The Bible affirms planning for the future. But this also can be addictive and completely deaf to divine guidance. In seminary I hope Josh Harris finds time to escape the academic busywork, getting opportunities to be still and to let God show the way.
I’ve learned a lot from students and from others who remind me to listen to Jesus. You too? Please comment.
Work Simply is a great book title. It is short, understandable, easily remembered, and hinting at a solution to the busyness that rules so many of our lives. Author Carson Tate is sensitive to the needs and frustrations of her readers, self-revealing, and consistently practical. She summarizes the essence of her book: as “an array of tools and strategies related to every aspect of your life.”
The author avoids the hype and unproven generalizations of many self-help books. In addition to writing well, Tate serves as a consultant, coach, and executive trainer for various Fortune 500 companies. She is familiar with published research, including basic brain physiology, relating to driven, productivity-focused lifestyles. She points to Internet tools and shares other aids for helping overwhelmed people control their busy lives.
Often we “try popular productivity solutions and tools only to find ourselves falling further behind and more frustrated than ever. We end up spending more time managing our calendars and to-do lists than doing actual work.” This failure of time management and other programs is because their authors assume that all brains are the same and that one approach fits all. In contrast, Tate proposes an assessment device that helps people discover their individual productivity styles as Prioritizers, Planners, Arrangers or Visualizers. Some research shows that work and lifestyle management is most effective when we adapt the programs to the style that fits us best. I took the test and scored about equally in each of the categories so this didn’t help. But the book was useful in other ways.
For example, Tate describes how to tame your inbox, control your to-do list, and lead better meetings. Also:
- Carefully determine and clear away whatever clouds your vision or holds you back. These hurdles include fuzziness about what you want to accomplish, distractions that sidetrack you, or uncontrolled beliefs about what you should be doing. Shoulds lead us to overcommit–then the quality and impact of work suffers.
- At any time, decide what to work at by considering three issues: how much time do I need and have at present for an item in the to-do list, what resources are available, and what is my current energy level? Avoid the magnetic pull of email unless or until responding is a top priority.
Tate’s book can be overwhelming in spots but it’s worth checking out. How do you tame your busyness? Please comment.
Should you take time to read Susan Pinker’s book The Village Effect: How Face-to-Face Contact Can Make us Healthier, Happier, and Smarter? For me, Pinker’s book isn’t a “must read” but fits the “recommended reading” category if you work with people. Last week’s newsletter (#631) introduced the book but here are several subjectively-selected, potentially-practical conclusions. Like most of the book, each is documented by easily-understood research summaries and the author’s face-to-face interviews.
- Internet training programs can be useful but contact with a skilled teacher is better. Consider this: “Policy-makers get a lot more from parent and teacher training programs than from investing in expensive—highly perishable—classroom technology.” Does this apply to on-line training or college courses? Surely the best distance learning includes conversations with instructors and peers as opposed to watching video lectures passively. [Personal perspective: I have taught both approaches. The interactive courses involve more engagement, more active participation, and undoubtedly more effective learning for both teacher and student.]
- “Even though we all need face-to-face contact, one approach does not fit all.” What does this say about church programs that expect everyone to grow equally in identical pre-programed small groups?
- Live human contact has major business implications. There are benefits to letting employees work from home on individual schedules but this needs to be limited. Without face-to-face interaction at work, productivity and creativity go down. Even Google has designed a headquarters where workers have opportunity to ‘bump into colleagues and have real conversations [because without this] innovation and social cohesion take a hit.”
- When companies cut costs by reducing the number of employees, eliminating training, paying “basement-level wages,” or blocking benefits and opportunities for advancement, profits can drop and customers often move elsewhere. Same with companies where cost-cutting involves “deploying robots or foreign call centers whose agents know nothing about the business and are paid per call so they try to make it fast by passing you off to someone else.” There’s a price to be paid for replacing human contact.
The book has implications for counseling, leadership, education at all levels, marketing, family therapy, ministry, health, stress management and the ability to recover from disasters. You get the point. “Despite the clear advantages of the Internet, if we want to be happy, healthy, long-lived, [productive] and clever, then we need to find ways to spend more time with each other face-to-face.” How does this apply to you? Please comment.
Last week’s newsletter (#628) left me unsettled even though I wrote it. Looking back, it seems that the tone was too negative, presenting only one side of the book-publishing story. That newsletter was stimulated by comments in a business magazine that correctly pointed out the small and disappointing payoffs for the time and energy invested by most authors. This extends beyond books and includes the writing of blogs, newsletters, magazine articles and contributions to professional journals. We noted the difficulties of producing writing that is clear, unique and interesting. The newsletter alluded to the challenge of getting one’s written work published, marketed and then purchased.
But last week’s newsletter pushed me to re-evaluate my reasons for writing books at all, looking for the positives as well as what’s negative. From there I moved to doing something similar for my coaching and teaching. These were helpful exercises, building on a belief that periodically we all need to look critically at our work and calling. The negatives are easy to remember but a written list of the positives can be good to review whenever we are tired, discouraged, or tempted to quit.
Here’s a personal example. I continue writing because this:
- Provides the most effective way for me to impact others and to fulfill my life mission,
- Is an area of competence for me, a God-given ability, seemingly one of my spiritual gifts,
- Is one of the best ways for me to keep learning and be able to make decisions,
- Lets me be innovative and creative,
- Is something that I feel compelled to do, like some of you who are artists, teachers, or mentors and know in your hearts what you need to be doing.
In contrast to these reasons for writing, my thinking about teaching and coaching is producing different lists. If your work involves counseling, ministry, running a business or leading an organization, your lists would be different. But each list can help you decide whether to stay the course, change direction or refine what you are doing.
There is much in life that can’t or shouldn’t be changed. But reflective re-evaluations can increase our effectiveness and sense of fulfillment as we rethink our motives, abilities, competencies and circumstances. The same applies to our clients. Without ignoring the negatives, what is good about what you do in your life or career? Please leave a comment.
At some time in their lives probably most people dream about writing a book. I’ve gone beyond the dreaming, published some books, and have a couple of partially finished book manuscripts in my computer waiting to be completed. But is further book writing what I really want to do at this stage in my life? A recent article in Inc. Magazine (October, 2015) got me thinking about questions like the following that should be considered before anyone begins working on a book:
- What’s Your Motive? Good writing results from hard work, discipline, and usually more time than we anticipate. Write for money? Forget it. You won’t earn much from writing unless you are well known, have a big following, or are willing to launch an aggressive book-marketing effort. Self-publishing may even cost money. Write to build your ego or get fame? Inc. suggests that book-writing rarely accomplishes these purposes. Nevertheless, a book can increase credibility, especially for public speakers, academics building their resumés, or professionals looking for clients and business opportunities. Some people primarily write to synthesize ideas or develop something creative and innovative. For this group, fulfillment is in the process of writing, whether or not anybody sees or buys the end product.
- What’s Your Message? Do you have anything unique and valuable to say? Realistically, would anyone bother to read what you write? If not, writing may be a waste of your time, except for the fun or challenge of doing it.
- What’s Your Audience? It’s an old cliché that if you write for everybody, you’re unlikely to impact anybody. Clearly identifying your intended readers is at the core of any successful author’s work.
- What’s Your Expertise? Bluntly stated, some people are not engaging or clear writers, however hard they try. What’s the evidence that you are a good writer? Do you have the energy, determination and time to get through the writing, publishing and marketing process? Currently I’m working through Michael Hyatt’s course on publishing, primarily to tap into Hyatt’s knowledge about how the publishing industry is changing and what this means for writers today.
What’s your reaction to these thoughts? If you are determined to write anyhow, then probably you should. You might ask similar questions about other topics: “Do I really want to teach? Do coaching? Counsel? Go into ministry?” Ask a close friend to walk with you through this. And try to determine God’s will in the process. Please leave a comment.
Recently I completed a newspaper questionnaire promising to reveal my “career type.” Designed by Universum with at a least minimal scientific support, the tool identifies seven types of careers. Each of these is described if you click on comments below. I was identified as an Internationalist, somebody who is enthusiastic about building cross-cultural connections. In addition I would have liked to fall into the Leader or Entrepreneur categories but a Wall Street Journal article (August 24, 2015) shows the one big obstacle that paralyzes entrepreneurs and maybe others who are attracted to creative, innovative entrepreneurial work.
That obstacle is fear. The WSJ report describes research by Phillip K. Berger at University of Bremen in Germany. Here are highlights from Berger’s surveys and interviews with 600 entrepreneurs who talked about their start-up worries:
- People are less fearful if they have leadership experience.
- Same applies when there is intrinsic motivation. Fear is lower and perhaps success comes more often when there is a high determination to reach an entrepreneurial goal.
- Initial fear is seen more often in women, but women and men are equally successful when they move forward and build enterprizes.
- Cultural differences also play a role. The American culture seems to be more accepting of failure, especially because of the widespread “get up and try again” attitude. In other cultures there is more criticism and less acceptance of entrepreneurs who fail. That increases start-up fears.
- Fear is lower in people with a very high estimation of their ability to succeed. That might be expected. But these high-confidence entrepreneurs often lack the skills and qualifications to succeed so they’re more likely to fail.
- As might be expected, fear lessens when potential entrepreneurs can find partners, business professionals or others to join the venture.
- Fear also goes down when the entrepreneurial project can be broken into smaller steps so failure along the way is less catastrophic.
This was not in the article, but it would seem that fear would decline and confidence could grow when entrepreneurs have social support. Likewise, might fear be less in people, like Joshua in the Old Testament, who believe that their ventures are from God and who trust him to lead? Please click on comment to share your perspectives and experiences.
Some of you may remember that Relevant is one of my favorite magazines. Written mostly for people in their twenties (probably I’m one of their oldest readers), Relevant is described as a publication “on faith, culture and intentional living.” It includes interviews and reviews of music, books, and movies that aren’t part of my world, along with frequently insightful articles about living and contemporary issues. It assumes that its millennial readers are determined to “reject apathy” and make a difference in the world without sitting around waiting for someone else to initiate change.
Consider a two-page article on leadership by a young pastor named Aaron Loy (July/August issue). Simple and basic, the article gives only five traits of innovative leaders. But these are good reminders that apply to any of us:
- Learn to follow first. Loy writes that “the idea of leading can sound pretty sexy. Aspiring to lead can play to our pride, but following develops humility…. Learning how to follow is an important part of becoming a leader worth following.” Besides, following is a biblical principle (1 Corinthians 11:1).
- Find a mentor. Even the very best leaders at the highest levels of companies or organizations often have coaches and mentors to help them learn and improve. As a side note, the September/October issue of Relevant has an article titled “Why You Need a Mentor” regardless of your age. I have several mentors, all of whom challenge me and speak into my life.
- Finish what you start. Creative and passionate people tend to jump from one idea or project to another. This breaks trust with others who expect follow through and do not get it. Good leaders, beginners and old pros, do all they can to complete what they begin.
- Decide what you want to be (or do) and act accordingly. In the long run, “you will be who you have decided to be, whether actively or passively… Your life will be a reflection of the decisions you make over time”.
- Don’t wait for permission. Get going on your plans as soon as you can. Dreaming and talking about the future can distract many of us from taking steps to get things done.
What do you think of this list, written for young adults? Does it apply to you like it does to me? What would you add? Please comment.