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Balance

BlogPersonal

Marriage

by Ron Potter December 29, 2022

My wife and I have been married for fifty-three years.  It’s wonderful and rewarding but it’s not always easy.  It takes hard work.  I get upset by our media that tries to convince young people that if they just marry the right person, they’ll be happy.  When those difficult bumps in the road happen with that attitude, your first thought is, “I guess they’re not the right person for me because I’m not happy at the moment.”  Who (or what) you’re married to speaks volumes.

Who or What Are You Married To?

Over 40 years ago I hired a young man who had just graduated from university and had become very skilled at coding and writing software.  He was a wizard.  He could code on a computer screen faster than I could read it as it scrolled up.  An amazing young man.

I try to give him a call about once a year just to catch up and hear a little bit about his life.  He knows my family and my two daughters in particular because he used to invite them over to his home to play on his grand piano.

When I talked with him a couple of weeks ago he mentioned something about his girlfriend.  I stopped the conversation right there and asked more about this person because he has always been single.

As I probed about having someone else in his life, he said, “You know me, I’ve always been married to my work.”  That’s true, he always has been.  He started a company from the ground up, and has built it into a growing enterprise employing many people.  He has indeed been “married to his work.”

Who or What Am I Married To?

But after our phone call, that statement got me thinking.  Can we identify who or what we’re married to?  Yes, my marriage to a woman has produced children and grandchildren.  But were there other things I was “married” to—and what does that say about me?

As I began to reflect on that thought, one thing that came to mind was cars.  When we were married in 1969, I had a brand new (cheap) Pontiac Tempest.  There was nothing fancy about the car (rubber floor mats, straight six engine) but while I was getting married in the traditional sense, I was also getting “married” to the idea of always having a new car.  I have had a new car every three years (thanks to leasing) up to and through my current 2020 Buick Envision.  I love (am married to?) new cars.

For the last 30 years of my career, I consulted with corporate leaders around the world.  We built trust, got comfortable with each other, and talked about any and every topic.  I loved that work.  I was married to consulting with executives and would go anywhere in the world to help them.  I sacrificed other parts of my life because I was “married” to that work.

Boundaries

As a side note, there was one time when an executive I was working with in London asked me to come over and work with him and his team right now.  It was one of the few times I said No.  He tried everything to get me there but I said my daughter was getting married on Sunday and I was not going to be away.  I said I was sorry and we hung up the phone.  However, a little while later, he called back and asked if he got me a ticket for the Concorde on Monday morning, would I be willing to fly over and meet with him and his team Monday afternoon?  I said sure and I have great memories of flying on the Concorde supersonic jet.

Reflection

So I’ve been married in the traditional sense but I have also been married to my work and new cars.  I’m sure that if I spent more reflection time, other things would fit into that category.

I urge you to look at and reflect on your life.  Who or what are you married to?  Do you have things in the right priority?  Are you ignoring important things in your life because you’re married to something else?  No matter your age, should you and would you change priorities so that your life is in better balance than it is today?

This concept was new to me.  I would love to hear from you.  Share your experiences.  Tell us about getting priorities straight and how that has affected your life.  Let us know if you just came to the realization that you’re married to something else that is being a detriment to your love.

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Four Tools of Discipline

by Ron Potter December 9, 2021

Shane Parrish (my favorite blogger) wrote an article titled “The Four Tools of Discipline”.  The four he lists are:

  1. Delaying Gratification
  2. Accepting Responsibility
  3. Dedication to Reality
  4. Balancing

Dealing with Difficulties

Shane sets up the article with a few quotes from other well-known people.

Scott Peck from “The Road Less Traveled: A New Psychology of Love, Traditional Values and Spiritual Growth”.  This has been one of my favorite books through the years.

Peck points out that most of us want to avoid problems.  They’re painful, frustrating, sad, and lonely.  All things that we would prefer to avoid.  But he also points out that the whole process of facing, dealing with, and solving problems is what gives meaning to our lives.

Benjamin Franklin said, “Those things that hurt, instruct.”  He said that fearing the pain involved we attempt to avoid them.  We procrastinate, ignore, forget, and pretend they don’t exist.  We attempt to get out of the pain rather than suffer through it.

Avoiding problems avoids the opportunity for growth!  Shane lists the four disciplines needed to face and deal with the problems.

Delaying Gratification

We’ve all seen this play out in our lives.  I’ve been desiring a new watch.  Do I need one?  Not really.  Do I need one right now?  Definitely not!  What would delayed gratification tell me to do?  Wait?  The price will likely come down.  I have a watch that meets my needs right now?  Will I put off the purchase of the new watch?  Probably not.  Why?  Because I want it and I want it right now.

You can see the difference in children who have learned to delay their gratification.  If they haven’t, they want something now and will raise all kinds of calamity so that the parents will stop trying to delay their gratification and just give them what they want in order to shut them up.  The child has learned that if they just throw a new and louder tantrum, they’ll eventually get what they want.  They never learn delayed gratification.  Unfortunately, that leads to difficulties as young adults and even into their adult lives.

Accepting Responsibility

Shane says that accepting responsibility is emotionally uncomfortable.  He’s right.  It’s easier to say

  • traffic delayed me
  • someone else did the wrong thing, it wasn’t my fault
  • no one told me about the bigger picture or what was at stake
  • It wasn’t my fault.  It wasn’t my fault.  It wasn’t my fault.

The list goes on and on.  Shane closes that section with the following statement

Whenever we seek to avoid responsibility for our own behavior, we do so by attempting to give that responsibility to some other individual, organization, or entity.

Dedication to Reality

My blog last week was titled “Reality is Constructed by Our Brain”.  In that blog, I quoted Brian Resnick who said “Intellectual humility: the importance of knowing you might be wrong.  Knowing that you might be wrong should drive you to be curious about how others see their “reality”.  If it doesn’t create that curiosity, it causes us to dig in our heels about what we believe to be true and our own version of what reality is.

Scott Peck says “Truth or reality is avoided when it is painful.  We can revise our maps only when we have the discipline to overcome that pain.”

Shane says “The only way we can ensure our map is correct and accurate is to expose it to the criticism of others.”

If we believe our view of the world is the one and only correct view, we remain closed to the view of others.

Balancing

Shane says that “Balancing is the discipline that gives us flexibility.  Extraordinary flexibility is required for successful living in all spheres of activity.”

A few blogs back I talked about Simone Biles and the balance she exhibits in her gymnastic routines.  There are only a handful of people in the world who can come close to the physical balance she exhibits.  But many of us can work at and accomplish that kind of balance in our mental thinking.

Delaying gratification.
Accepting responsibility.
Dedication to reality.
Balancing.

Let’s close with the last one, “Balancing”.  Think about balancing the other three.  If the first three get too far out of balance with each other, problems arise.

Too much-delayed gratification without a dedication to reality will lead to frustration.  Eventually, the question will arise, delayed gratification to what end?  If there is nothing at the end of the tunnel, the delayed gratification is for nothing, it only leads to frustration.

As I was about to write the next statement about “Accepting Responsibility”, I found myself looking over at a picture of my father.  He had lost a leg during WWII.  I never heard him talk about how the Germans were responsible.  I never heard him talk about how the generals and leadership were responsible.  While he may not have accepted responsibility, he did accept reality.  He came home from the war, married, started a business, and had four children.

The picture I found myself looking at was dad (with his cane) and all four kids out on a frozen pond with a hatched while he taught us to cut a hole in the ice for ice fishing.  Looking at that picture reminded me why he has been one of the most influential in my life.

Balance.  Balance.  Balance.

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Enjoy the Journey

by Ron Potter October 21, 2021

Shane Parrish, my favorite blogger, offered the following quote—

“Become addicted to the process and results will follow. “

I believe many of us who are used to charging ahead and getting things done have a hard time coming to grips with this quote.  It just seems like we should be focused on the outcome and the results more than the process.

Simone Biles

Simone is considered the best gymnast of all time.  She has had four gymnastics elements named after her — one on beam, one on vault, two on floor.  She seems to be able to locate herself in space, regardless of what her logical brain is trying to tell her.  When she is high in space over that beam, her mind is able to locate herself and her body in relationship with the beam or the floor.  There is nothing quite like her ability to do so.

So when she pulled out of the Tokyo Olympics, everyone was baffled.  Why would she do such a thing?  One of her own explanations likened it to being blind all of a sudden but with everyone expecting you to continue to perform your regular job.  But I was blind!

Her quote that caught my attention was “The outpouring of love and support I’ve received has made me realize that I’m more than my accomplishments in gymnastics which I never truly believed before.”  Italics are mine.

The point is she never realized that her self-worth was more than what she could and had accomplished as a gymnast!

More Than Your Accomplishments

This is the heart of the issue that most high achievers deal with.  They (we) assume that our self-worth is dependent on a high level of accomplishment. 

This is a dangerous tightrope.

Just like Simone, her original feeling of not being able to compete at that high level equaled failure.  Her quote above about being more than her accomplishments shows that she was dealing well with what originally felt like a failure.

What Keeps You Up At Night?

Is it a task or accomplishment?  Are you thinking about everything that has to be done but you haven’t accomplished?  Is it thinking about what you have to “do” first thing in the morning (Saturday and Sunday included)?  Does it feel like you have to instantly respond to emails or texts 24/7 because something might need to be done?  Have tasks and the need to accomplish them taken over your life?

When I was first going into the consulting world 30+ years ago, I had an interview with the head of the Detroit office of one of the large consulting firms.  As I talked with the general manager he asked me, “If I need you and I call you to immediately come to the office, but you’re at your son’s birthday party, will you be will to leave and come to the office?”

I was so blown away by the question I didn’t even know what to say.  I asked the manager “How did you handle those situations?”  His answer was, “I got remarried!”

He was willing to sacrifice his family in order to get the job done.  His wife divorced him and he eventually remarried with no kids.  That ended my interview.  I wasn’t willing to sacrifice my family (and life) and he wasn’t willing to hire me if I wouldn’t make that sacrifice.

He seemed happy.  He had the corner office high in Detroit office tower, an entire section of the company working for him; he was well paid, etc.  But he may have been the saddest person I ever met.

Become Addicted To The Process

As Shane says, become addicted to the process and results will follow.

What’s process?  If you’ve been a reader of this blog, none of this will be news but your process should include:

  • Being Humble.  We all want to stand out and be seen as the best.  But what people remember about you will be your humility, not your arrogance.
  • Build Team.  There is an abundance of research and experience that indicated teams outperform individuals.  However, that’s only true if the team is functioning as a unit rather than just a group of people.  Especially a group of people who are there simply to do what the arrogant boss tells them to do.
  • Build relationships.  People want to know that you care for them and know them as human beings, not just about what they can accomplish.  People are motivated to work hard and be innovative if they believe their teammates and their boss know them and care about them as human beings.
  • There are many other processes that you can be focused on but start with these three.  The results will follow.

Meaningless Photo

This is a photo that really has nothing to do with the blog but when I saw this photo of Simone and Shaquille O’Neal together I couldn’t resist including it.  Enjoy!

 

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Noise Is Overrunning Us

by Ron Potter September 30, 2021

We recently remembered the 20th anniversary of 9/11.

I was in New York City working with a client on 9/10.  Trying to get home that evening from La Guardia, we left the gate three times only to return each time for various reasons.  On the last return to the gate, the pilot came over the speaker and said that anyone who wanted to get off the plane was welcome to but he was going to try to take off one more time.  If I stayed on the plane and this take off didn’t work, I was unlikely to find a hotel room anywhere.  I would have to spend the night in the terminal.  If I stuck with it and the plane was able to take off, great.  It would be late but I would get home.

We finally did take off and I arrived home about 1:30 am on 9/11.  After a few hours of sleep, I awoke and watched the events of that horrible day on my TV.  But I was home.

For the next several days there was not a plane in the sky.  There was no noise from the jets flying overhead.  It was a bit unnerving.  I realized that we had become so accustomed to the noise of jets flying overhead that we just didn’t hear it anymore.  Until it stopped!

That was 20 years ago.  The noise in our lives has gone much beyond jets flying overhead.

Noise has Increased

The sound of jets in the sky has returned (although diminished during Covid).  And once again we barely hear it anymore.  But it’s a little frightening to me how much other noises have increased in our lives.

One that I find particularly annoying (although it may simply be my age) is the sound in restaurants.  When I go to dinner with someone I enjoy the conversation as much as the food.  However, as the noise levels of talking and laughing increase, for some reason the restaurant feels compelled to turn up the background music.  If you look around, no one is listening to the music, they’re trying to talk.  But because of the sound, they need to talk louder.  It’s a vicious cycle and renders quiet conversations impossible.  I’ve given up.

Invisible Noise

The noise that I’m worried about even more is technically not noise at all.  It’s the constant distraction and overwhelming presence of email, texts, and social media, etc.  Even in open-air restaurants where a conversation is possible, I see couples and families all setting together, all on their own devices.  This “noise” has diminished human contact.

I’m Not A Luddite

I’m not opposed to technology.  In fact, I purchased my first Blackberry in early 2000, just months after it had been introduced in late 1999.  Back then I even had to search for a nationwide network for the Blackberry to run on because the phone companies had not discovered that it could be a great revenue stream for their own networks.

Overworked and Increased Stress

It was soon after that I began to hear from clients and colleagues about how overworked they were and the increase of stress in their lives.  I tried to observe what was causing this feeling of being overworked and I really couldn’t see that people were working more than they always had.

What I did observe however was that they got no relief from their workload.

Prior to the availability of smartphones, people would close up shop at the end of the day (even long days), and head home for time with the family, rest, and relaxation.  That wasn’t happening anymore.  They felt they were suddenly on call twenty-four hours per day.

It’s not that they were working harder, it’s just that it never shut off.  If they received an email from their boss late in the evening, they felt it was important (maybe even required) to respond as-soon-as-possible.  This pattern interrupted their time of rest and recuperation, got them thinking and responding, and turning their work brain back on with no opportunity to recover.  This “noise” of being in contact 24/7 has overrun and disrupted our lives.

The Boss is Often Not Aware

One leader I was working with had a reputation of being a demanding tyrant.  I was surprised to find a very pleasant and caring person when I met her.  As I began to ask those who had labeled her a tyrant about the behavior that caused that reputation, they began to talk about her 24/7 demands through email and texts.  In their opinion, it never let up and was destroying their health and family life.

When I asked her about the behavior, her first response was that she had tried to make it clear that she wasn’t expecting an immediate response.  However, if you’re a direct report, it’s always hard not to respond to your boss.

I encouraged her to write her thoughts as an email draft whenever she wanted to but not to hit send until either late Sunday night or early Monday morning.  She was very happy to do that.

Within a week her direct reports asked what I had done because their stress levels had gone down and they didn’t feel obligated to think about work all weekend.  Simple things can make big differences.

Take Control of your Life

I wrote a couple of weeks ago about not allowing technology to take over our lives.  It requires personal discipline.

When you go on vacation but dedicate late night or early morning to “getting your work done” you completely override your body and mind’s need for rest and to just be unplugged.  Let your boss and colleagues know that you’re going on vacation and will be unplugged for a while.  For the most part, they’ll understand.

When you get back to work, delete those emails that have filled your inbox while you were gone.  The really important ones will resurface.

Take control.  You’re not a victim unless you choose to be.  You’ll be a stronger, healthier, happier person in the end.

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People are Crazy

by Ron Potter June 3, 2021

The son of a friend of mine just graduated from law school.  When asked what type of law he would like to pursue, his response was: “I’m good at writing and I enjoy research.  Plus, if I go into research I don’t have to deal with people.”

As my friend was telling me this he told me this story,  he said “I never listen to country music but when I got into my car, somehow the radio had been switched to a country music channel and the repeating line of the song being played was:

‘God is great, beer is good
And people are crazy’

People are Crazy

Throughout my career, I’ve dealt with fairly healthy people.  And they’re all crazy!  Including me.  One of my clients said that everybody is 15% crazy.  And if their 15% matched her 15%, everything was good.  But if their 15% was at the opposite end of the spectrum from her 15%, they were going to have real problems, because they were crazy!

Smart People are Crazy

I think people with large IQ’s are particularly stubborn when it comes to crazy.

  • They’re smart.
  • They’re logical.
  • They can think through things.
  • They assume there is no other way to see a problem or solution.

Our reaction to them is that… “They’re crazy.”

Untrustworthy People are Crazy

When people are untrustworthy, devious,  or manipulative they can be seen as crazy.  If someone acts one way in certain circumstances and another in others, they are not seen as having integrity.  They can be termed crazy.

If you feel you’re being manipulated by another person (and we always seem to know) one of our reactions is “Are they crazy?”  People with integrity are seldom seen as crazy.

Overcoming Crazy

We mentioned integrity above.  That’s a big part of overcoming crazy.  Another trait is humility.  Humble people don’t believe they know it all.  They don’t seem crazy.  A third is curiosity; it requires good listening.  I’ve often talked about listening with the intent to understand.  When you’re really curious, it requires that you learn something while you’re listening and asking questions.  Listening with the intent to understand really cuts down on craziness.

Where is your Crazy?

People are crazy!

Have you thought about where you seem crazy to other people?

  • Think about it.
  • Ask about it.
  • Do something about it.

Being less crazy will help you be better at everything you do.

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Myers Briggs Type Indicator: Diversity – Closing Thoughts

by Ron Potter April 22, 2021

Statistics Worth Noticing

There are a few statistics that I think are worth noticing.   I have seen some interesting patterns in corporate leadership teams that are quite different from the US population as a whole.

Thinking

The first observation is that there are five dominant types when I look at corporate teams.   They start with the types that end with the TJ combination.  Remember that T (Thinking) is very logical in their decision-making.  The opposite end of the scale is the F (Feeling).

The word feeling is misleading in Myers-Briggs types (MBTI).  People often assume that you either work and think logically or your feelings tend to take over and may make rash decisions.  A better descriptor might be values.  People who have a preference for F (values) over T (logical) are not illogical.  They’ll weigh all of the logical points of view but their final decisions will be driven by the values they believe the team (and themself) should live by.

Feeling Plays a Large Role (or Should)

As an example, I would often watch leadership teams prepare to make decisions based on the logic of one dimension or another.  Once they have worked through all the logic, an answer might seem very obvious.  Then, if there is a person on the team with the “F” preference, they may ask a question something like this: “I see the logic and I agree with the logic but how do you think our customer will react to that decision?”  The question was not logically based but was value-based.   I’ll notice the rest of the team being silent for a moment as they contemplate the question and then say something like “You’re right.  The customer probably won’t like that at all and we may lose customers because of the decision.”  This often leads to a rethinking of the decision, taking into account both logic and values.

Entrepreneur

Before I show you the interesting statistics, I want to throw in one further MBTI type.  That type is the ENTP.  It doesn’t end in TJ like the other four but it has been classically known as the “Entrepreneur Type”.  I find that with leadership teams, the ENTP (Entrepreneur) type often comes up with a new or innovative approach to a topic but then the TJ’s take over for implementation (very logically based).

Together these five types INTJ, ENTJ, ISTJ, ESTJ + ENTP make up 71% of Leadership teams and 68% of Operations teams.  Those numbers aren’t unexpected but in contrast to a general population where those five types are the preference of only 28%, it paints a very different picture of corporate leadership.

Don’t Misunderstand

It’s important that you don’t misunderstand me.  I’m NOT saying that you should have a preference for one of those five types to be considered a good corporate leader.  If you’ve learned to balance your own thinking on each of the four scales, regardless of your personal preference, you’ll make the best corporate leader.  In fact, it is my belief that many teams and many individuals on teams fool themselves into thinking that the TJ+ENTP types are required and therefore “act” as if they are one of those types for fear that they’ll be “found out” to be one of the “inferior” types.  There are no inferior types, only inferior balance of all types.

The Other Statistic Worth Noticing

The other statistical anomaly I’ve noticed on corporate leadership teams is in the NT/ST area.  Notice that both types have the T component (logical) while some of them also have the N (iNtuitive) component and others have the S (Sensing) component.  They are both logical in their decision-making but some are driven by their conceptual (N) view of the future while others are driven by the facts and details (S) of the present.

The US population, in general, is 10% NT and 30% ST.  Leadership teams are 49% NT and 39% ST while Operations Teams are 32% NT and 50% ST.

Once again, this pushes corporate leadership teams in a much more logical approach to decision-making versus the general population.

Word of Caution

But here’s one word of caution.  Madison Avenue learned a long time ago that we make decisions based on feeling (F) and then justify those decisions based on logic (T).  Neuroscience has proved that to be true.  This also holds true for ideas and thoughts.  We “buy” based on feeling and then justify based on logic!  Don’t kid yourself.  Your feeling, value, emotional side comes into play in your decision-making much more than you think.

Years ago my wife and I were in a Chevy dealership looking for a “sensible” car.  While we were waiting, another salesman and I were drooling over the current Corvette.  My wife finally said, “I see no logical reason to buy a Corvette.”  The salesman and I looked at her as if she was from the moon.  The salesman said, “No Corvette has ever been sold based on logic!”  Guess which model makes the most money for Chevrolet.

Diversity of Thought

Diversity has been used and misused a lot recently.  I think one cartoon recently summed up that misuse:

When we think about diversity from a leadership point of view, we should be celebrating and encouraging diversity of thought, history, perception, and preferences.  This helps us build unity, engage everyone and in the end, make the best decisions.

Respecting team members and their ideas will be key to building unity.  Dividing people into arbitrary groups doesn’t help.  Building respect is what helps.  I’ve built these thoughts around the Myers-Briggs Type Indication.  But working with any valid assessment of personality will do the trick as long as you drop the arbitrary ethnic, racial, or gender division.  Diversity of thought is independent of these arbitrary divisions.

RESPECT the people you work with!

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Myers Briggs Type Indicator: Orientation

by Ron Potter April 15, 2021

The last of the four functions is known as your Orientation or “Living” function.  The two ends of this scale are judging (J) and perceiving (P).  It’s really about how we want our lives to be lived.

Judging vs Perceiving

The judging (J) preference likes things to be organized and planned.  Perceiving (P) preference likes things to be spontaneous and flexible.  I often see couples land at the opposite ends of this scale.  I have a preference for “J”, planning.  My degree from the University of Michigan is actually in project management, which means it was my job to organize, plan, and keep projects on schedule.  My wife falls on the perceiving end of this scale.  Although she is very organized, it’s something she has to work at and her normal mode is to bounce around from project to project.  For us “J’s”, we like to finish one project then move on to the next.

Vacation Story

You might want to look at the last story about vacations in the April 8th blog titled Where Decisions are Made.  Vacation structure is a good place to look at the difference between natural preferences.  If we talk about your job, you have likely trained yourself to function more like a “J”, even if you have a natural preference for “P”.  Away from work, in environments like vacations, our natural preferences tend to be a little clearer.

You Think Too Much

Recently another family member who happens to be a natural “P” made some life decisions that I found curious.  When we finally spent some time together after these life decisions were made, I asked her if I could ask a few questions about her decision.  She agreed.  I asked my first question and she gave a thoughtful answer.  I was halfway through asking my second question when she stopped me and said “You think too much!”

She was right.  I think through decisions much more completely that she would be comfortable with.  But I had to admit, she was right, I do think too much.  But I also came to realize that I was most happy when I could plan things out.  Yet she was equally happy in her spontaneous approach.  I would say that both of us are equally happy with our lives.

Happiness comes when we’re able to function in our preferred world.  It has nothing to do with one preference being happier than the other.

J vs P Statistics

When we look at the statistics on this function, we see that the US population is roughly evenly split with 54% on the “J” side and 46% on the “P” side.  However, corporate leadership teams are closer to two-thirds and one-third with 63% on the “J” side and 37% on the “P” side.

That difference becomes a little more pronounced with Operation Teams falling 67% on the “J” side and 33% on the “P” side.

Be careful if you have a preference for the Perceiving (P) side of this scale.  Work often demands that teams think and act on the “J” side of this preference.  As with most people, the “J” side can be trained even if it’s not natural.  There are a few things to remember:

  1. Teams need balance.  Bring out your “P” preference when it can add to the conversation or decision-making.
  2. You need balance.  It’s OK to function as “J” in the business world but not let that carry over to all aspects of your life.  You won’t be happy if you can’t live part of your life in your natural “P” preference.
  3. None of the MBTI or other personality assessments have anything to do with skill or ability.  They are simply preferences (When the opportunity exists, I would prefer to live and work in … my world.)

Walking the Balance Beam

Almost all of our education system up to and through graduate school pushes toward the “J” side.  Apprentice programs of almost any type of work also push us toward the “J” side. (Measure twice, cut once).  So you’ll probably be pretty good at working with a “J” bent.  However, if you never allow yourself to have part of your life in the “P” world, you won’t experience the happiness that you would enjoy.

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Myers Briggs Type Indicator: Where Decisions Are Made

by Ron Potter April 8, 2021

We’re going to take this break because the last two functions (Sensing-Intuition & Thinking-Feeling) are the two functions that make up our decision-making process.

Energizing

The Energizing function doesn’t come into play in our decision process except that we must be in our preferred function (extraversion or introversion) in order to make our best decision.

If we have a preference for introversion, but because of norms or a particular leader, we are required to make decisions during the meeting or on the spot, we’ll make a decision but we will remain uncomfortable.  For the introverted person to make the best decision, it would be better to take a break so they can think clearly before asking them to make a decision.

If we have a preference for extraversion, energy remains high during conversations and it seems easier to make decisions that we’re comfortable with.  Our quiet times are useful to think about the many options and maybe even rank-order them.  But we’re never quite comfortable with a decision if we don’t have the opportunity to bounce our thinking off someone else.  This ability to talk through a decision gives us confidence.  I once heard a person with extraversion preferences make the statement “How do I know what I think until I hear what I say?”  Perfect summarizing statement!

But neither extraversion nor introversion contribute to our decisions, they are simply environments that allow for better or more confident decisions.

Decision Functions

The next two functions, perceiving and deciding, are exactly where our decisions are made.  Of the sixteen Myers-Briggs Types, the second function will be either sensing or intuition (Perceiving) and the third function will be either thinking or feeling (Deciding).  For instance, my preference is ENTJ. My second function (Perceiving) is iNtuition and my third function (Deciding) is thinking.  I must have these two functions satisfied in order to make a decision.

Which Function is First?

It is the first (Energizing) and last function (Orientation) that determine which of the two functions lead.  When we get to the last function (Orientation) it will identify us as having a preference for either judging or perceiving (J vs P). You will recall from a previous blog that the third function (T-F) is called your Deciding function but it was originally described as your Judging function.

The last function (Orientation) will indicate if you have a preference for either judging or perceiving (J-P).  This indicates your preferred world.  If your preferred world is judging, then you will prefer to start your decision-making process with the deciding (Judging) process.  If your preferred world is perceiving, then you will prefer to start your decision-making process with your perceiving process.

ENTJ Example

I mentioned earlier that my MBTI preference is ENTJ.  This means that I will rely on the Perceiving function of iNtuition and my Deciding function of thinking in order to make my best decisions (ENTJ).  But, which of the NT functions do I tend to begin with?  My last function (orientation) is J.  This J refers to the original Judging function, now called the Deciding function.  This means that I prefer to start with thinking then back it up with iNtuition.

Had my preference been ENTP, I would have preferred to start with the Perceiving Function of iNtuition and then back it up with the Judging (Deciding) function of thinking.

It’s important to know this sequence because I used the term “back up” in the previous paragraphs.  For instance, my preference for ENTJ will start the decision-making process based on logic.  However, I will back this up based on my iNtuition of what the right decision should be.  So, even though I make decisions that seem logical, I also make them based on what I perceive to be the right decision.

What does the World See?

The last function helps us understand one more thing about our decision-making process.  We will tend to use our lead decision-making process in our preferred world.  The preferred world for extraverts is out talking with people.  The preferred world for introverts is quietly thinking.  This means that for the ENTJ, the world is exposed to and engaged in my lead decision-making process of thinking.  I’ll use the iNtuitive process to think about the decisions long-term implications or to support how iNtuitively I see the world.

Personal ENTJ/INFP Example

One of the best ways to understand the J vs P preference (last function) is to think about non-work time.  At work, we have often figured out that a good balancing act pays high rewards.  In our non-work time, we tend to function much less guarded.

Let’s look at vacation time.  Because of my “J” function at the end, I like to have my vacation time structured and decided.  I want to know arrival and departure times, where we’ll be staying, when and where do we have meal times scheduled and when are we scheduled to “have fun!”  Yes, even our “fun” time is scheduled!  My wife is just the opposite —everything should be spontaneous!

I decided I needed to give her some vacation time built around her preferences because usually, my “J” preference won out over her “P” preference.  So I made it clear to her that I wanted to give her a vacation that fit her preference.  She was thrilled!  But as our vacation time approached, my “J” would attempt to seize back control.  “Where are we going?”  “When are we leaving?”  “What should we pack?”  etc.  But with each of my questions, she responded that she didn’t know yet.  I finally received an indication that she wanted to go “antiquing.”

The day of our departure came.  I drove to the end of the driveway, stopped, then asked “Left or Right?”  She thought for a minute (she also has a preference for introversion), then finally said “Right.”  These Left-Right questions continued for the entire week through five states of our vacation.

As we drove we would see a sign for an antique store at the next exit.  Normally, when she wanted to stop at one of these stores, I would look at my watch and make a statement something to the effect of  “Sorry, we don’t have the time built into our schedule.”  But on this trip, my response was “Sure!”  I was slowly learning.  When we pulled up out front I wouldn’t ask “How long will we be here?”  As we entered the store I wouldn’t ask “What are we looking for?”  Once in the store, she might spot a cute little salt and pepper set.  I would ask “Can I find some more of those for you?”  That would put me on the hunt and firmly in my “J” mode.

We would leave the store and get back on the road and I”m thinking (I bet it’s going to be Strawberry Festival in the next town and there won’t be a room within 50 miles).  And then she would say “I’m tired, let’s stop at the next B&B and rest for the afternoon and evening.”  I’m thrilled.

And so the next several days went in a pure spontaneous “P” mode.  I painfully survived but she enjoyed every minute.

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BlogMyers Briggs Type IndicatorMyers-Briggs

Myers Briggs Type Indicator: Deciding

by Ron Potter April 1, 2021

There are a couple of problematic issues with this preference pair.  One of the issues is the title of this preference.  For years it was titled “Judging” but the wise people at Consulting Psychologists Press (CPP.Inc) who own the Myers-Briggs Type Indicator (MBTI) changed it to “Deciding” a few years ago.  I think this is a better description.

The other problematic issue with this particular scale is that one end is defined as “Thinking” while the other end is described as “Feeling” (T vs. F).  Business teams in particular revolt at the use of feelings.  They’ll say things like they don’t let their emotions or feelings get in the way of making logical decisions.  But this is your Deciding Function!  You will either make balanced or unbalanced decisions.  Make balanced decisions, both thinking and feeling.  Those will be better decisions.

Thinking – Positive and Negative

A thinking preference can be very positive when it comes to decision making.  The thinking preference tends to be very logical, objective, and can be firm but fair.  In addition, they will often hold justice in high esteem, can be very principle-based, and will easily critique ideas and decisions.  In the end, it’s very difficult to argue with the logic-based decision that comes naturally to the thinking preference.  And that can sometimes become the problem.

Because the thinking preference comes across as confident and even critical, there is a natural barrier for others to challenge.  I had a boss once that was probably the most logical, thinking based person I’ve ever known.  Because I had gained his trust, he often would take me to visit various project sites to get a feel for how the business was working.  Unfortunately, it never occurred to him that the way he set up the meeting rooms seemed much like a judge (with full authority) questioning those running the business.  He would sit at the center seat at a small table.  To his left would be the site’s general manager and to his right would be me.  He then would ask each of the site managers to enter the room, sit in a chair (feeling fully exposed) in front of this tribunal looking over the desk at them.

I know that my boss was simply trying to get as deep into the details (He also had a strong presence for sensing that we talked about in the last blog) and find out the truth of what was going on.  As soon as he detected any weakness in a person’s thinking or attention to facts, he would relentlessly pursue further details with more critical questioning.  Often the person seated in front of us (the tribunal) would eventually crumble and sometimes leave crying.

Later, as we were driving away from the site, I would say to my boss that he had really crushed Larry (or whomever).  My boss would come back with genuine surprise and say something like “I noticed there was something wrong.  What was the matter with that person?”  I would explain to him that his approach to questioning and drilling down shook the confidence of some people.  Again confused, he would say “I don’t get it.  I’m just trying to find out how things are going!”  He was a total thinker and never learned the value of balancing it with feeling type questions.

Feeling – Positive and Negative

The positive side of the feeling preference is truly caring.  Caring for people.  Caring for values.  The feeling preference focuses on things like values, mercy, compliments, harmony, empathy, compassion.  These are actually the issues that help create great teams.  If you’ve read my blogs you’ll know that there is no correlation between IQ and success.  But, there is a complete correlation between EQ and success.  EQ is Emotional Quotient and deals with many of the issues we just listed above: value, harmony, empathy, compassion.  The feeling preference does not ignore the thinking side.  They’ll acknowledge all of the points that the thinking preference makes as being real and accurate but will question if a decision is better being made on the facts or harmony (or other feeling preference focus).

I’ve watched leadership teams get ready to make a decision based on logic.  They’ll list all of the logical reasons they should make this particular decision.  But then, someone says “But how will our customers react to that decision?”  After a pause, someone will say “Your right.  They’ll hate it.  Maybe we should consider a different decision.”

Statistics

I’m going to take a look at the statistics to see what we might learn and then I want to close with a couple of more thoughts.

Here at the Statistics:

US Population Thinking = 40%;  Feeling = 60%
Leadership Teams Thinking = 84%;  Feeling = 16%
Operation Teams Thinking = 83%;  Feeling = 17%

One of the things we learn from these numbers is that both Leadership and Operations Teams are substantially more thinking-oriented than the general population.  To some degree, this makes sense because businesses and corporations generally run and make their decisions based on logic, not feelings.  However, that’s a falsehood.

Fifth Avenue marketing firms learned long ago that people make decisions based on feelings and then justify those decisions based on logic.  Business and Corporate leaders are just the same, they just won’t often admit it.  In fact, it’s important to know that even ideas are believed to be true based on our emotions and then justified by logic.  Knowing this to be true, it’s important that when having a team discussion about which decision to make, members should share their feelings, emotions, previous experiences (baggage) with each other.  And don’t let a member get away with explaining the logic of a decision.  Make sure they share their emotions first, then explain what logic they use based on the emotions.

You’ll get sick of me saying this time and time again, but the best decisions are balanced.  Balance, balance, balance.  However, it’s important that to balance this Deciding function, you must start with the feeling side.

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Myers Briggs Type Indicator: Perceiving

by Ron Potter March 25, 2021

The perceiving pair in Myers-Briggs (MBTI) helps identify how you perceive the world.   Each of us has a preference for either sensing or intuition.

The Positive and Negative of Sensing

This preference is for seeing and understanding as much detail as possible.  When making decisions, the sensing preference wants the facts.  What information is available to help make a decision?

The sensing function also seems to be focused on more of the near term than the future.  In the business world I’ve seen the sensing types have the attitude that if we don’t make the right decisions at the moment, there will be no future to worry about.

The positive side of sensing is that they will often pay much more attention to detail than the intuitive preference.  Like many married couples, my wife and I tend to be on the opposite ends of this scale.  She has more of a sensing preference while I have more of an intuitive preference.

This has saved our (my) bacon many times, sometimes in big ways like purchasing a new home.  I tend to think about the overall look and feel of the home and how that will help or hurt us when we’re ready to sell in the future.  I’m also thinking about future market conditions and how that will affect our purchase.  Meanwhile, she is going through the buy-sell agreement with a fine-toothed comb and is also paying attention to the details of the mortgage.  I may be ready to buy or reject based on my preference when she’ll point out something I didn’t catch that changes my decision foundation.

The negative side of sensing is they will always want more detail.  Having more detail is always a positive thing in their preference world.  However, this can often delay decisions.

The Positive and Negative of Intuition

The positive side of the intuitive preference is that it is almost always thinking about the future.  The intuitive preference will want to know why a decision is getting made, what will be the positive and negative outcomes of that decision, and will a sensing-based decision support our future goals?

Often the intuitive preference can discount the current data.  They might ask questions like “Will this decision help prepare us for the future?” or “Should we be hiring now when the skills we need at the moment don’t align with the skills we’ll need in the future?”

Best to Use Both

Obviously, the best decisions will be made (keep this in mind when we look at the statistics) when we balance sensing and intuition.  In my consulting work, I would often say to the teams, it never really matters which side of this scale (or any of the other scales) you fall on, the key issue is balance, balance, balance!

We talked in our last blog about a technique of pausing during a team meeting to have people write down key points.  That helped balance extravert and introvert preferences.  You can also use that time to ask team members to identify meaningful details and discuss their future implications.  This helps balance sensing and intuition.

Statistics

It’s important to note that in the MBTI nomenclature, we use an N for the intuitive types rather than a I.  This was done to help distinguish between introverted and intuition.  Introverted = I; Intuitive = N.  You have a preference for E I and S N.

US Population: Sensing = 74%   iNtuitive = 26%

Leadership Teams: Sensing =41%   iNtuitive = 59%

Operations Teams: Sensing = 60%    iNtuitive = 40%

Notice that Leadership Teams are highly iNtuitive.  This helps a team to be prepared for the future but can become a problem if they ignore or discount current details that the sensing preference will provide.

Operations teams need to be much more sensing focused because they are dealing with the here and now.

Balance, Balance, Balance

I’ve told my consulting clients that I don’t care if they ever remember what their natural preference is in the MBTI.   What I do care about is that they learn to balance each of the four types.  It’s the balance that brings the power of better thinking and better decisions.

I’ve spoken of a few of the CEOs that I considered the best I ever worked with.  Their common trait is that they learned to balance the preferences.  It didn’t mean that their personal preference changed.

It did mean that they had learned to balance the preferences by becoming better at asking themselves questions that their natural preference wouldn’t have thought of and by appreciating the balance they had in their leadership teams.  They never let themselves or anyone else on the team ignore the questions that may come up based on opposite preferences.

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BlogLeadership

Understanding Speed and Velocity: Saying “NO” to the Non-Essential

by Ron Potter November 16, 2020

Shane Parrish said in one of his blogs “It’s tempting to think that in order to be a valuable team player, you should say “yes” to every request and task that is asked of you. People who say yes to everything have a lot of speed. They’re always doing stuff but never getting anything done. Why? Because they don’t think in terms of velocity.”

Speed vs Velocity

I learned the difference between these two elements in engineering school.  Most people don’t know the difference between the two and use them interchangeably.  I admit that in most cases, it doesn’t really matter that people use them incorrectly.  But I believe that part of great leadership is saying what you mean and meaning what you say.  You can’t do that if you’re using words incorrectly.  People understand different words differently and it’s important to clarify what you’re saying.

Speed

Speed is a scalar measurement.  It tells us how far we’ve traveled in what amount of time.  It is distance divided by time.  Our roads have “speed” signs along the way.  Our state increased the speed on rural interstate highways from 70 miles per hour (mph) to 75 mph.  This means that I can cover more miles in the same amount of time.  My speed increases.

But speed doesn’t indicate direction.  I may merge onto the interstate and increase my speed to 75 mph.  I’ll be making good time.  But if I entered into the northbound side of the divided highway and my intended destination is to the south of my starting point, my speed is meaningless.  I may drive for an hour at 75 mph but at the end of that hour, I will be further from my desired destination than when I started.  It doesn’t have much value to go fast if you’re headed in the wrong direction!

Velocity

Velocity, on the other hand, is a vector measurement.  It includes direction.  Going 75 mph to the north is the same speed as 75 mph to the south but has very different velocities and very different destinations.  Just going fast doesn’t necessarily get you to your desired destination.  In fact, you may have a faster speed but take longer to your destination if you have the wrong velocity.

Saying No

The title of this blog indicates that you must say no to the non-essentials.  If you don’t, you’re just going fast!

There must be a purpose or a destination in mind to achieve the greatest velocity.

Some people just can’t say “no.”   Even when they say yes to non-essentials.  They’re just going fast.  This leads to burnout, stress, health issues, and missed targets.  Without a clear destination, there’s no value in going fast.  It’s just that some people feel that if they’re going fast then they’re more valuable.  Wrong!

Successful People say No

I’ll close this blog with a quote from Shane Parrish’s blog:

The difference between successful people and very successful people is that very successful people say ‘no’ to almost everything.
– Warren Buffett

If I were to rank the CEO’s I’ve worked with through the years, the one at the top of my list (best CEO) said ‘No’ more than all the others.  There is a tremendous demand for the time of the CEO.  And the demands are almost all worthwhile.  But the best CEO I ever worked with made it very clear the three things they were focused on in any given year.  When a demand arose that required them to spend time on something other than the three things that were the focus for the year, they immediately said ‘No’ and recruited someone else to accomplish the task.  It’s usually ego that drives them to spend their time on the non-essentials.  Good CEO’s overcome the ego.

Increase Your Velocity

Three things are listed in the blog that will help increase velocity

  1. Ruthlessly shave away the unnecessary tasks, priorities, meetings, and BS.  See the paragraph above to help with this item.
  2. Don’t rely on your willpower to say no; instead, create systems that help you fend off the distractions.
    I think this is a really good suggestion.  Just believing you have the willpower to say no when the time comes will fail.  Rely on a visible system (to you and others) to put demands in the ‘no’ category.
  3. Say “no” to your boss.  This may be the most difficult one for most people.  But, if you have a good boss, you will be respected for saying ‘no’ based on your system.  If you are not respected for saying ‘no’ for the right reasons, look for another job (boss).

If you’re all about speed, you’ll simply experience burnout.  Velocity indicates you have a meaningful destination.  Velocity will lead to success and satisfaction.

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Blog

Coronavirus and Deep Work

by Ron Potter March 26, 2020

I know, I know, enough of the Coronavirus already.  We’ve been self-isolated and at this point have no idea what to believe is true and what is hype.  What I do know is the interesting journey I’ve been on in relation to Deep Work.

Deep Work

The COVID-19 virus may be offering the opportunity that you’ve been looking for to stand-out in a crowded world.  In his book Deep Work by Cal Newton he makes some great points about Deep Work and the lack of it.

One of the things that Cal says is:

To remain valuable in our economy you must master the art of quickly learning complicated things. This task requires deep work. If you don’t cultivate this ability, you’re likely to fall behind as technology advances.”

“A McKinsey study found that the average knowledge worker now spends more than 60 percent of the workweek engaged in electronic communication and Internet searching, with close to 30 percent of a worker’s time dedicated to reading and answering e-mail alone.

This state of fragmented attention cannot accommodate deep work, which requires long periods of uninterrupted thinking. At the same time, however, modern knowledge workers are not loafing. In fact, they report that they are as busy as ever. What explains the discrepancy? A lot can be explained by another type of effort, which provides a counterpart to the idea of deep work:
Shallow Work: Noncognitively demanding, logistical-style tasks, often performed while distracted. These efforts tend to not create much new value in the world and are easy to replicate.”

How not to be replaced by a computer

The “easy to replicate” emphasis is my note.  Why did I highlight that particular statement?  Because when something is easy to replicate it means that a person who makes less wages can easily to the same work.  More importantly, a computer can be taught to do easily replicable work.  Your job is in danger of becoming computerized if you don’t shift from shallow work to deep work!

How do you counter this danger of being replaced by either cheaper labor or a computer?  You learn, practice, and become good at and known for your deep work and deep thinking.

Cultivate Deep Work (Thinking)

You can pick up almost any article, magazine, podcast or post that will tell you how to survive working from home.  These sources talk about

  • Get started early (don’t let your day get away from you before it starts)
  • Act like you’re going to the office (wrong, take advantage of doing things differently)
  • Have a dedicated workspace (good idea, but focus on making it a non-interruptable workspace)
  • Go to coffee shops, libraries, public lounges (may not be a bad idea but discipline must tag along as well.  You can’t go to a coffee shop just so you can enjoy your favorite drink)  And during the pandemic, many of these public places are not even available to us.
  • Stay off the public media! (great suggestion.  Regardless of where your working from, stay off public media.

What you really need is the discipline and focus for deep work.

Living a life of Deep Work and Thought

As Cal Newton closes his book he says

Deep work is way more powerful than most people understand. To leave the distracted masses to join the focused few, I’m arguing, is a transformative experience.
The deep life requires hard work and drastic changes to your habits. For many, there’s a comfort in the artificial busyness of rapid e-mail messaging and social media posturing, while the deep life demands that you leave much of that behind.”

Take advantage of the opportunity being offered

We’re all looking for a silver lining to the isolation caused by our current pandemic.  Take advantage of the forced isolation to become a deep worker and deep thinker.  It will pay rewards that you can’t even think of at the moment.

 

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