The Best Time

Karen Lamb said a year from now you will wish you had started today. Jim Rohn said if you really want to do something, you'll find a way, if you don't, you'll find an excuse. 

We all have ideas we don’t act on. We may be waiting for the best time, more money, or permission. Hindsight and AI probably won't help. Waiting for the absolutely perfect time will never arrive. 

We may be out of excuses and left with one option. 

 The best time is probably right now.

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Less or More

Move more. Envy less. Sing more. Cling less. Accomplish more. Show less. Complain less. Live more. Compare less. Contribute more. Annoy less. Enjoy more. Worry less. Fulfill more. Take less. Focus more. Talk less. Start more. Eat less. Laugh more. Work less. Give more. Regret less. See more. Ignore less. Progress more. Criticize less. 

Invent more. Renounce less. Embrace more. Spend less. Share more. Measure less. Collaborate more. Upset less. Dream more. Irritate less. Write more. Doubt less. Read more. Whine less. Accomplish more. Drink less. Listen more. Waste less. Smile more. Own less. Learn more. Say less. Help more. 

Use less. Connect more. Stop less. Play more. Hope less. Communicate more. Skim less. Thank more. Fret less. View more. Reflect less. Originate more. Copy less. Do more. Love more. Share more. Be more.

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Actual Intelligence

If you've ever spent time with a group of people from the same industry which you're not a part, you begin to sense the have their own sayings, short forms, and acronyms. It’s almost as if they are speaking another language; their own language. 

Years ago, I was consulting a large pharma company and on one of our conference calls, I asked them to translate into English. At first, they were confused, but then they laughed and understood. 

 What do You Mean? 

We think we’re being clear, but we have to understand that our thoughts may not align with others’ understanding. When we take the time to step back, breathe, and gain more insight into how others are perceiving us, we stand a better chance of understanding each other and at times ourselves. 

 Technical speak and industry specifics are often needed, but sometimes boiling things down to the most basic level is the best way to avoid misinterpretation. If we take a moment and suspend our beliefs to check for understanding, conflict can be avoided and teamwork can be improved. 

Data in. Data out.

One idea is to find someone outside our circle to ask their opinion. Their lack of industry knowledge might unlock some questions we hadn't considered. As the AI frenzy continues, this may become a larger issue. Someone asks you to write a technical document on your work. 

You plug in what you can into the AI generation interface. It spits out what you think is a well-crafted piece you can share with the team. Then you realize self-creating data works best when the data that's fed into it is actually accurate. The real issue is when a human being starts asking questions about the content you didn't write or understand. 

Good luck!

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Count the P's

Anyone in marketing can recite the four P's which are product, price, placement, and promotion. But how do the four P's apply to company culture and leadership? 

Practice 

Have you ever been to a sporting event or seen a live play or concert? Have you watched a great movie? Do you have any experience meeting someone else who is successful in business? Do you find motivation from people who show talent and prowess in a particular discipline? In each case, someone spent years honing their skills to make it appear effortless. Yet we are quick to criticize from the comfort of our 20oz beer mug in the 300 level. Now think about your skill set and what you can bring to any situation. Did you learn and execute all you know immediately? 

Patience 

If you enjoy writing, reading a good book may give you more determination to work on your own novel. You may know someone who went back to school and emerged with a whole new career path. Seeing others succeed may give you reason to study their process to improve your business. 

Persistence 

It requires working nights and weekends, writing ideas on scraps of paper you later find in the laundry, networking well, reading incessantly while life blends with work. No successful person in history has gotten it right the first time. And no one does it alone.

Play 

There are many ways to be successful. What's important is to be organized and have a strategic plan. It is equally essential not to settle for good enough - that's what the other guys do. It's critical not to rest on the past or think we have all the answers, that's where danger resides. And it's okay to get a little messy once in a while, take some chances. 

Let's add a fifth – Purpose. __________________________________________________________________

The Stories We Tell Ourselves

We love stories. They give our lives perspective. They help give context to concepts we share. If we can present a new idea that resonates with the audience, it holds more credibility. But if I share an idea with you, you don’t just digest what I'm saying; your beliefs, perceptions, and point of view come into play. Your experience and bias is always part of the equation. 

The same happens with team culture. If you work in an environment that encourages sales at all costs but you prefer building relationships first, your time will be challenged. Those who measure success solely by financial gain may tell you to just make more calls because their perspective is relationships are a numbers game. 

 It’s the way we do it around here 

 If your leadership style is to give a good portion of your time to help the development of your people to in turn grow the bottom line; someone who tells you the best way to motivate people is through fear, will be a recipe for conflict. The stories we tell ourselves are powerful. They feed our narrative, perspective, and beliefs. They can become our truth regardless of reality or facts. 

And it gets even trickier when you have culture comprised of people from different demographics, psychographics, or points of view. This is not to suggest teams succeed when everyone thinks the same way - just the opposite - but if we become rigid, we can close ourselves off from even better ideas. 

Turning the camera around 

If you have a belief embedded deep inside you, it will require enormous energy for me to first convince you another stance and then share my view. 

Multiple that dynamic by hundreds or thousands in an organization and you can quickly see how the power of story can morph into complication. But if we accept our differing points of view, we both win. 

 The stories we tell ourselves can also get in our way.

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How About Now?

There's never a good time to buy a new house. It's not the right time to have a baby. I'd be better to wait a bit longer and not take the gig. She will probably say no, so it's better I don't bother. We often look for reasons not to do something, which we discuss in greater detail in a future post, than just go for it. 

I was speaking with a good buddy the other day and this subject must have come up a dozen times in a phone call that lasted less than half an hour. He's working on a new business venture and deciding what moves to make now and what to push to the future. In each case, doing it later seemed like the wise decision. 

Deciding to Decide 

The late legendary musician Neil Peart of the band Rush once wrote; "There are those who think that life has nothing left to chance. A host of holy horrors to direct our aimless dance. You can choose from phantom fears and kindness that can kill. I will choose a path that's clear, I will choose Freewill."

Even if we decide to defer something until later, we have made a decision. But why does it often seem easier to put things off? Well, I think one reason might be that we don't have to deal with the consequence of our decision. But as Peart reminds us, then we have to deal with the fallout of not making the call.

Daily Choices

We make a thousand decisions each day from what we'll have to breakfast to whether or not to buy that new car and a multitude in between. So this theory may ring true with you - there's actually never a good time to do anything. Other than breathing, ensuring we drink enough water, and eat enough food to sustain life, the rest are decisions. 

We could sell all our stuff and move to a cabin in the woods. We could quit our jobs and start our own business. We could throw some clothes in a duffle bag and hitchhike across the country. We could do something on the "some day" list. We could decide not to let our lack of decision be our fate.  

But let's decide that later.  

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What? Why? What?

We all know we are flawed and make mistakes. We know we don’t have it all figured out. And we know there's work to do. But part of finding clarity is discovering the joy in work rather than the seemingly unattainable finish line.

Clutter makes us nervous and stressed. It can derail us from our goals. Clarity can help us find our baseline and silence some of that unnecessary noise.

To gain clarity, there are four questions you can ask yourself and your team.

1. What do you stand for?
2. What will you not do?
3. Why do you do what you do?
4. What won't you do?
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Technology and Other Human Things

We can cook a turkey in 15 minutes; send a text around the world with the press of a thumb; watch or listen to anything we want on our smartphones. We are so fortunate. And now we can have a computer create everything. Look at us doing stuff and things with gadgets and doohickeys. We are the coolest.

Media are consumed mostly when we're alone. We don't gather around and answer an email and we don't hover over Josh's phone when he's texting Susan. We may binge watch that show on that streaming platform with our partner. Once a year we may gather at a buddy's house to eat too much and watch the Super Bowl. The rest of the time we are on our devices researching, reading, texting, replying, and searching by ourselves.

Technology, they said, would improve our lives. 

We can buy a car on the internet, learn about penguins on our mobile device, find the best sushi restaurant in Des Moines, and read about an awesome vacation someone else took while sitting on our couch.  

Most of the time we are connecting with each other through all this supposed cool technology while we are by ourselves. I wrote this alone and you're probably reading it while you're alone. I have a friend who hasn't answered his phone in years. He'll respond to my texts almost immediately, but I don't dare suggest an actual conversation. 

Technology, they said, would give us choices.

I remember a restaurant experience when the table next to us had six people all staring at their phones. Their meals arrived and phones weren't put away; they were placed beside plates and glanced at often. Their bill arrived and it looked like the dance of the smartphones as each of them transferred their amount to the one guy who tapped the server's machine to pay it in full. 

Technology, as it turns out, has created more depression and less human interaction. We are checking our phones yet miss what that guy said about the thing. I got a text; it must be important. I'd better check my email; I may have missed something. What's on my smart device is clearly way more important than any of this human stuff. 

I'm sure AI will solve it all.

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Emotional Fracture

They put a cast on a broken ankle; they give medication to the patient recovering from surgery; they prescribe pain pills for someone with chronic migraines. And yet, the stigma remains with emotional health because you can't see it on an MRI. 

 Key facts from the World Health Organization;

• Globally, it is estimated that 5% of adults suffer from depression. 
• Depression is a leading cause of disability worldwide. 
• More women are affected by depression than men. 
• Depression can lead to suicide. 
• There is effective treatment for mild, moderate, and severe depression. 

Check the Math 

Depression isn't a one stop emotional shop; it is a range. I deal with emotional setbacks often. I work; I have friends; I'm in a wonderful relationship; I function and carry on. I guess that's mild but it doesn't make the struggle any less for me. A past bad work experience; that presentation eleven years ago; that test I messed up at college. 

The amount of time I spend beating myself up over things no one even noticed, is exhausting. Some say it's not logical, but it's no less real to me. We need to stop messing around. My emotional hurdles are just as critical as your broken leg. This isn't a 5% thing; this isn't a "them" issue; this affects all of us. Something to ponder if this effects all of us.

Let's share some help for each other. __________________________________________________________________

Fear Factory

The topic of what makes a great leader has been debated since humans could say the word. When you think of the values a mentor has brought to you, it's often those intangible aspects which are more difficult to define.

In business, it's tough to be thrown into a new role when you may be good at the work but not as well versed at the people part. It’s easy to point to those who have handled leadership with grace but it's not a skill you learn in short order. And it can certainly be a balancing act when the company continually reminds you profit is the goal.

Fear can be why strong leadership is often as rare as great customer service.

I could be wrong. 

Mindful Nothing

We live busy lives often being busy doing busy things with others getting busy on busy tasks. But how often do we take time for think time or better yet, do nothing?

Andy Puddicombe is the co-founder of Headspace, a project that aims to demystify meditation and make it applicable to everyday life. He is a Clinical Meditation Consultant and former Buddhist monk.

For more than a decade, Andy’s meditation training took him all over the world. He became a fully ordained monk at a Tibetan Monastery in the Indian Himalayas. In his TEDTalk, Puddicombe explains the importance of making time to do nothing.


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Costa Rico or Costco?

I do wake up at 4am wondering if my life is fulfilled. It may not be the same time on the clock for you, but I'm going to guess I'm not alone. I worked with a guy early in my career who was instrumental in my professional development. He was awesome, in fact. And he passed away last year. He was about 15 years older than me and now I'm thinking about what will I do in the next decade and a half that will matter. 

I get lost. I get scared. Sometimes I don't know what to do next. Occasionally I forget that I do have gifts to give the world and just to keep going. I can say the same for you. There are times when I wonder if it will all work out. Of course, worrying with no action won't get me anywhere, so I give myself a mental kick in the backside and keep going. 

What Have We Learned? 

I spoke with a colleague this week I hadn't spoken with in probably a decade. She and her partner are thinking seriously about dumping their careers, selling their house, getting rid of most of their stuff, and moving to Costa Rica to help others. That's so cool and brave. 

I don't suggest we have to go to those lengths to find happiness, but doing the same crap we've been doing for the last couple of decades may not be working either. So yeah, there are early mornings when I wonder what I could be doing to better my life and the lives of others. And that's okay because I will be more worried when I stop thinking about those things. 

You?

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Tell Us a Story

Stories give our lives perspective. They offer context to concepts we share. If we present a new idea that resonates with the audience, it holds more credibility. If I share an idea with you, you don’t just digest what I'm saying; your beliefs, perceptions, and point of view come into play. Your experience and bias is always part of the equation.

The same happens with team culture. If you work in an environment that encourages sales at all costs but you prefer building relationships first, your time will be challenged. Those who measure success solely by financial gain may tell you to just make more calls because their perspective is relationships are a numbers game. 

That's not how we do it here 

If your leadership style is to give a good portion of your time to help the development of your people to in turn grow the bottom line; someone who tells you the best way to motivate people is through fear, will be a recipe for conflict. 

The stories we tell ourselves are powerful. They feed our narrative, perspective, and beliefs. They can become our truth regardless of reality or facts. It gets trickier when you have culture comprised of different demographics, psychographics, or points of view. 

What's your opinion?   

This is not to suggest teams succeed when everyone thinks the same way - just the opposite - but if we become rigid, we can close ourselves off from even better ideas. 

If you have a belief embedded deep inside you, it will require enormous energy for me to first convince you another stance and then share my view. Multiple that dynamic by hundreds or even thousands in an organization and you can quickly see how the power of story can morph into complication. The dangerous part is this bias can hide inside what some may mistake as company culture. 

Someone else's view might give us needed perspective. 

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Engineered Pasta

If you have worked a day in your life, it is fairly safe to say you have worked alongside others. In some cases, those experiences have been enjoyable while others have not. You may have had to endure an arrogant selfish boss while other situations have been filled with giving collaborative coworkers.

We seem to enjoy looking at things “on paper” but they get all wobbly when we add the human element and often it’s because we are unclear about the mandate. Often there is a struggle among conflicting agendas or someone comes in and plays the “I’m the boss” card. None of these scenarios are effective, productive, or long lasting business success models. However, sadly they are far too common.

But what happens when you ask a group of people to build a structure out of spaghetti, string, and a marshmallows?


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