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Conquering Our Fears

by Ron Potter January 13, 2022

It was a beautiful sunny day.  A light breeze was blowing and I was walking along a sidewalk.  What conditions could make it better?

Well for one, it would have been great to have some safety equipment.  My walk wasn’t exactly on a sidewalk.  I was about 140 forty feet in the air (fourteen stories) walking on an 8″ I-beam with no safety equipment.  To further hamper the situation, for those who know me, you already know that I’m extremely knock-kneed.  When my knees are tightly together, the inside of my feet are still 5″ apart.  This makes it even more difficult when you walking on a “sidewalk” that is only 8 inches wide.

I was just out of engineering school and this was in the day prior to safety equipment.  No belt tied off to anything.  No net to catch me if I fell.  If I missed a step, it was 140′ straight down to a concrete slab.

Encouraged to Overcome Fears

At the end of that first day, I went to see the chief engineer and said I just couldn’t do that job.  I spent the whole day terrified.  His come back was “Give it three weeks.  If at the end of that time you still can’t do it I’ll give you another assignment.”

I’m sure he had worked with other “rookies” through his career and had learned about facing your fears and then overcoming them.  Who knows, he may have gone through the same experience in his early career.

Facing my fears

So the next day I was back in the structural steel doing my job the best that I could while dealing with my fears.

While I was up 140′, the Ironworkers were another 20 feet above me continuing to put the entire structure together.  We topped out at about 200 feet.  These Ironworkers ran around grabbing beams being lifted to them by cranes and loosely bolting them together.  They were running around as if they were on that sidewalk on a breezy, sunny day.  I could tell they were watching me with amusement as I carefully picked my way through steel 20 feet below them.

Discipline and Focus to Overcome Fears

I began to learn a technique that worked for me and helped me move across that 8″ I-beam approximately 40′ in distance.  I would stand at one column with my back wedged in as tight as possible so that I felt secure and then I would begin focusing on the column 40′ away that I had to walk to.  As I focused more and more, a flaw or mark in the structural steel began to become visible to me.  It was something I could look at and keep my focus on.

The next move was to step out on the beam, never losing my focus on my spot, and begin walking.  If I looked down I would fall.  If I moved my focus left or right, I would step off the I-beam.

I stayed focused and disciplined to keep walking forward.  Eventually, I reached the other side and the “safety” of another column.

Distractions Throw Off your Focus and Discipline

After a couple of weeks, the Ironworkers thought I had become more than a curiosity to watch and was now something to be played with.

After slowing my breathing, locking in my focus, and stepping out to walk my next I-beam, I was nearly halfway across when an Ironworker slid down the column where my focus spot was and began walking toward me.

One of the first things they teach you before going into the steel was the technique for passing someone in the middle of a beam.  You were to stand toe-to-toe with the other person, grasp each other’s wrists tightly, and then lean back until your weight was balanced.  Then you would slowly swivel 180 degrees, keeping your toes on the beam and your weight balanced.  After the swivel was completed, you turned and continued walking the other way.

After we completed our little dance, the Ironworker turned and walked away from me chuckling.  I was left standing in the middle of the beam trying to settle my brain, my fear, and regain a focus point.  I finally captured a focus point on the column I had just come from and walked to it.  It took me several minutes to calm my heart and breathing to get the fear in my brain to subside while clinging to the column —the one I had just come from.

All the while there was a chorus of laughter coming from the ironworkers overhead.   On the way down in the construction elevator that night one of the Ironworkers said quietly how proud he was of me for handling such a scary situation.

Distractions: Outside and Inside.

Distractions will come at you from anywhere.  The outside world is constantly throwing distractions at you.  I really don’t like the word “busy” because it indicates to me that you’re letting those outside distractions rule your life and are not facing the fears and difficult situations that you need to face to be successful.

The inside distractions are maybe even worse.  They’re excuses!  Seemly valid reasons for not facing your fears or developing the focus and discipline to overcome them.

Fears are natural and they are powerful.  But they are just fears.

One definition says that fear is “an unpleasant emotion caused by the belief that something is dangerous, likely to cause pain.”  Notice that it’s based on a “belief”.  Just because you fear something doesn’t make it a real threat.

Get focused.  Be disciplined.  Make the decision to face your fears and overcome them.

I was fortunate to have that fearful experience just a few weeks into my work career.  It set the tone for a lifetime of facing my fears directly.  You may not have had that early experience but it doesn’t make any difference.  Starting to face your fears at any point in your life will make the rest of your life much better.

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Humans Project in Straight Lines

by Ron Potter January 6, 2022

“It’s difficult to make predictions, especially about the future.” ~ Mark Twain

A friend of mine who recently retired and is now fighting cancer said to me the other day:  You said something to me years ago that has helped me tremendously through these hard times.  I immediately wonder what I might have said years ago that is having that kind of impact today.  He then explained.  You once said to me that the human mind projects in straight lines but nothing in the world runs in a straight line.  I do remember learning and saying that.  If things were going well, my mind assumed they would continue to improve.  If things were going poorly, my mind assumed things would continue to get worse.  It never works out that way.

Straight Line Projections

  • K&E Company (the makers of high-end slide rules) did a visionary study on their hundredth anniversary in 1967.  I was a sophomore in college and did all of my calculations on a K&E slide rule.  Their study missed the coming electronic calculator.  K&E shut down their slide rule engravers in 1976.
  • A late 60″s prediction was cheap energy forever.  The oil embargo happened in 1973.
  • By the late 80’s economic growth based on new industries and discoveries looked dim.  Netscape went public with their internet browser in 1995.
  • People tend to overestimate what they’re experiencing at the moment and undervalue the possibilities in the future.  This reinforces Mark Twain’s quote that it’s difficult to make predictions, especially about the future.

Straight Lines Tend To Be Short

It’s OK to make predictions and decisions based on how things are going today.  The mistake that most leaders make is assuming that the trajectory they are on (up or down) will last longer than it ever does.

I’ve seen many examples of this during my consulting career.  I’ll have to be careful telling about one example because if people know that industry, they’ll know which company I’m talking about.  In this example, the particular company had been the industry leader for over a hundred years.  They made the best and highest quality product within the industry.  They assumed that trend would continue and made plans and decisions based on the fact that the public would always purchase the highest quality product available.  But the buying public is finicky.  They actually changed their behavior and started purchasing less expensive products in large numbers.

I watched another client struggle with losing customers.  When the leaders asked some of their key employees why they were losing market share, the answer was “customers don’t see us as a nutritious option anymore.”  The leaders discounted their own employees by proclaiming that their products have been seen and promoted as a nutritious project for over a hundred years.  That couldn’t have changed overnight.  But it had changed overnight while the leaders were still projecting in straight lines based on the past.

This last example is not about a particular company but an entire industry.  Many of my clients through the years have been in the pharmaceutical industry.  The pharma industry may be one of the riskiest industries in existence.  They will often take several years and invest nearly a billion dollars bringing a drug to market only to have it fail to pass human trials or FDA approval at the last minute.  I can’t think of any other industry that takes that kind of risk.

I’m going to make a political statement here that I often avoid.  There has been a lot of discussion from our government on price controls.  It’s not a price control issue, it’s a trade issue.  Nearly all other countries in the world do put price controls on drugs.  This leaves the United States carrying the burden of the cost of development.  If the US also puts price controls in place, there will be no further development of new drugs.  Let’s fix the trade issue and have other countries pay their fair share of development.

Once a new drug has been accepted and makes it to the marketplace, there are a limited number of years left on the original patent for the company to earn back the high cost of development.  Once a drug goes off-patent and becomes generic, I’ve seen many companies assume that the brand name drug sales still have a life that will tail off slowly.  It never does.  Once a generic is available, sales of the brand name drug drop to zero almost immediately.  Thinking in straight lines can be deadly.

What’s a Leadership Team To Do?

It can be difficult for leaders and leadership teams to not get caught in the straight line syndrome.  Here are a couple of ways to avoid that issue:

  • Listen to the outlier.  When there is an outlier on the team their opinion is often discounted.  It’s just easier to go with the majority rather than reconcile the outlier’s thoughts.  Don’t do that.  Listen to what they have to say.  Listen with the intent to understand rather than reply.  Don’t try to fit their thinking into your view of the world.  Listen to how they see the world differently.
  • Nurture new and inexperienced employees to look at things differently.  People from different disciplines view things differently.  Listen to how they see the issue.  Inexperienced employees often have the freshest views on things.  They don’t know what they don’t know yet.  They often ask interesting, novel, and surprising questions that experienced people have forgotten.
  • Listen to experts carefully. “Experts”  know the answers they’re looking for and discount new ideas and outliers.  We need our experts.  But don’t just assume that their answers and opinions are right or the final answer.  They know what they’re looking for and discount answers and opinions that don’t agree with their preconceived ideas.
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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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You’ll Never Be Caught Up!

by Ron Potter September 23, 2021

Most people are list makers.  I’ve observed two types.

  1. Logical, structured lists, usually written down in chronological order.  Myers-Briggs refers to these types as Judging.  Don’t let the title throw you off course.  It simply means that they prefer to live a planned and organized life.
  2. Random list makers including anything that comes to mind at the moment.  Myers-Briggs refers to these types as Perceiving.  It means that they prefer to live more of a spontaneous, flexible life.

Each type deals with its own difficulties.  I’ve seen the logical list makers work hard on completing a task that was not originally on their list.  After the task is complete, they have a tendency to write down the task on their list and then cross it out as completed.

Adding it to their list after it’s completed means absolutely nothing but they experience satisfaction from adding it to the list and then checking it off as completed.

It’s a little bit like Fitbit users who keep track of every step they take.  If their device isn’t charged or they forgot to put it on before they leave for their walk, jog, or run, there is no record of the steps taken.  They often feel that the steps were not actually taken because there is no record to show the effort.  They still received all the benefits from all the steps but without a record, they feel like they never took them at all.

The random list makers have everything they can think of on their list.  From critical issues to totally random issues.  One question I often ask them is “How many lists do you have?”  The answer: too many to keep track of.

The point here is not the type of list maker you are.  The point is you’ll never be “caught up”.

You’ll Never Be “Caught Up”, Stop Feeling Guilty About it

This was a recent Harvard Business Review article titled, You’re Never Going to be “Caught Up” at Work.  Stop Feeling Guilty About it.  

As I write this blog my mind often drifts to the other tasks that I haven’t gotten to yet.  It can lead to guilt and even shame if I let it.  It’s a tough human dilemma fighting the issue of never being caught up.

Feeling Guilty Doesn’t Help

It is important to make sure you’re not just procrastinating from doing something that may be difficult but important.  Prioritizing your task list is important so that you do get the most important items first. And though there aren’t enough hours in the day to accomplish everything,  don’t feel guilty about it.  Feel good that you got to the important things.

One of the issues I’ve seen at play is many people’s ability to say no to someone else.  By promising to get to things that are really not going to be possible you’ll

  • Create guilt or even shame for not living up to your promise.
  • Overwork yourself by doing things for other people rather than those things on your priority list.
  • Do a poor job of accomplishing the task for them and at the same time not performing up to the standards that are expected of you.  Again, guilt and shame.

Be honest and straightforward with people.  If you can’t help them or realistically won’t get to the task they’re asking you to do, it is better for both of you to let them know that up front.

Give Yourself a Break

I’ve watched many people try to help others get past the feelings of guilt/shame by exercising self-forgiveness.  Give yourself the same break.  I know this can be difficult because we all want to perform at our peak so maybe you need that honest friend to help you with this issue just like you’re trying to help others.  Do you have that someone that will talk with you straight and you’ll appreciate it?  If not, that should be your number one priority.

Vacation or Break Time

I’ve noticed with myself that if I’m off work for a week, I actually get one day of rest and recuperation.

I may leave work late Friday night because I’m trying to finish off those things I feel are important to accomplish before I leave.  This may flow over into Saturday.  Sunday can be very active with church, friends, or traveling if we’re going someplace.  Monday I can feel myself start to let down and I usually get my best night’s sleep that night followed by a Tuesday that is often completely disengaged from work and very relaxing.

But by Tuesday night I can catch myself thinking about work again and the things I need to accomplish when I return.  That feeling increases Thursday and Friday and in the end, I realize I accomplished one day of R&R.  So I get one day off in a one-week vacation.  I need to take two weeks to get a week off!

Vacation and Break Time Killers

So what will destroy all of those efforts?

  • Not turning off your phone
  • Continuing to read texts and emails
  • Taking some work with you to get done before everyone gets up in the morning.

You’ve got to shut things off!  My personal experience is that even if I’ve been good at shutting those things off during my vacation/break time when I get back to the office I’ll find an email box with several hundred messages and feel immediately overwhelmed.

At first, I would take all of those emails and save them in another file intending to get them soon.  I never did.

After that, I simply deleted all emails in my inbox.  I found that if there was something important the person who sent it will reach out again looking for an answer.  If I simply said, “Sorry, I was on vacation, how can I help you?” most of the time the other person understood and then would get me caught up on the issue.

I don’t believe I ever experienced more than about one percent of follow-up on those hundreds of emails.

Get Your R&R

It’s up to you.  Only you can make sure it happens.

But our personal experiences tell us and research confirms if we don’t get adequate rest, relaxation, recuperation, and regeneration, our body and minds will continue to deteriorate over time diminishing our ability to perform.

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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: 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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BlogLeadership

He Makes Good Decisions

by Ron Potter February 4, 2021

I happened to come across a National Football League (NFL) scouting report of a young college student who wanted to be drafted into the NFL.  The Scouting reports were not good.

The college student also took part in the NFL Scouting Combine where they test physical attributes.  The results of that were not good either.  The reports said he had poor arm strength and athleticism and his sprint times for the 40-yard dash were terrible.

In his report, one longtime analyst said, “I don’t like him. Smart guy. That’s it.”  The only positive part of another report said that “He makes good decisions.”

In spite of these poor reports, this young college student was drafted in that year.  Of the 200 drafted, he was taken at 199.

He Was Prudent

Prudent is not a word we see anymore.  In fact, it doesn’t really sound very flattering.  But the definition of prudent is: The perfected ability to make right decisions.  That seemed to be the only positive thing in his scouting reports and physical analysis.  He was Prudent.

The Perfected Ability to Make Right Decisions

There are two points that you need to pay attention to in that definition.

  1. Right.  It’s easy to make decisions.  It’s not easy to always make “right” decisions.  “Right” in this case means right for the individual, organization, country, and the world in general.
  2. Perfected.  Perfection comes with practice, patience, and wisdom.  It takes time.  You must work at it.  I’ve spent a lifetime trying to perfect my golf swing.  It’s far from perfect but it is better.  Even the pros who will hit thousands of balls a day are trying to perfect their golf swing.

Practice Makes Perfect

We’ve all heard that old adage.  But it’s not true.  Practice doesn’t make perfect if you not practicing the right things or the parts that need to be practiced.  Back to the golf pros, they not only have coaches but lots of technology to help measure and visualize their practice.  They get almost instantaneous feedback on each practice swing.

Feedback

This is why instantaneous feedback is so necessary.  I heard someone once say, if you swat your dog with a newspaper for something he did wrong yesterday, he’ll have no idea what he’s being punished for.  He will only become afraid of newspapers.  This is one reason why annual assessment sessions with employees are so useless.  There may have been an instance several months ago that needs to be fixed.  But by now each participant has formed a memory in their head that satisfies their own needs and ego.  Memory is powerful.

A college professor once had the students in his class write down everything about the day before when the space shuttle Challenger exploded during take-off.  Ten years later, the professor tracked down as many students from that class that he could find.  He handed them their own written record of that day to read over.  One student who had written 14 pages read it through and then tossed it to the side and said to the professor, “That’s not right.  Let me tell you what really happened!”  Ten years later his memory of the incident was more powerful than his recording of the incident the following day.  Memory is powerful.

Prudent Decision Making

Prudence is a process.  It has well-defined steps that will need to be practiced to reach perfection.  The Prudence process requires Trust, Diverse Points of View, and a Good Process

Trust

In my book, “Trust Me” I list the eight elements of trust.  Those elements are self humility, development of others, commitment to learning, listening and creating unity, focus on the issue, compassion for others, personal integrity, not avoiding constructive disagreement, and finally endurance to stick with it to the end.

Diverse Points of View

We hear the word diversity used a great deal these days.  But diversity by itself is worthless unless there is trust.  Trust must be established first.  Without trusted diversity of thought, there is no perfecting of the decision-making process.

Good Process

Prudent decision making is not haphazard; it is a well-defined process.  It can be simplified into three words: Deliberate, Decide, Do.

Deliberate.  Because “time is critical”, most corporate teams don’t do enough (or any) deliberation.  Other reasons I’ve encountered for not deliberating well include:

    • “We already know the answer.”  This happens because of ‘group think’ and ‘selective attention’.  If we don’t have the trusted diversity of thinking, it’s easy to fall into these traps that make us think we already know the answer.
    • This is only one right answer.  This means that all the other possible answers are wrong.  Leadership teams shouldn’t waste their time on truly right-wrong decisions.  Leadership teams should be spending their time on dilemmas.  This means they are dealing with right vs right decisions.  These are the hard decisions.
    • I believe what I see or I remember.  (See the “Feedback” section above.)

Decide.  One element of good decision making is described in something called Triple Loop Learning (Originally developed by Gregory Bateson and extended by Chris Argyris and Peter Senge).  The first step in triple loop learning is to share openly and honestly your beliefs and assumptions about the topic up for decision.

Do.  Having reached a decision through this process, the do part becomes much easier because all the parts of the team are working together.  There is full commitment from each member of the team.  I cover  “Prudence” in previous blogs–take a look to get more detail than we covered here today.

So who was that young college student that was drafted 199 out of 200 that year?  Tom Brady.

No other quarterback has appeared in more than 5 Super Bowls, let alone claimed over 4 rings.  Tom has played in nine Super Bowls and won six of them.  This weekend he will play in his tenth Super Bowl with the opportunity for his seventh win.

He makes good decisions!

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BlogCulture

The Most Important Asset in Your Life

by Ron Potter November 26, 2020

“The Most Important Asset in Your Life” is an article by Zat Rana. I find it a well thought out and researched article.

One of the first quotes that may strike you (at least it did me) is that “Money is a means, not an end.” All too often, people think that if they just make enough money (an end), they’ll be happy. There is way too much research and general observation to get caught in that trap anymore (although many people still do).

Research shows that money is not a motivator that keeps people in jobs. People don’t leave jobs because of money! Nor do they stay in jobs for the money.

Interviews with entrepreneurs that have become very rich indicate that it was the work, trying something new, working on something they loved that kept them going. None of them spoke of the desire to get rich, that was a by-product of doing something they loved. Of course, they also didn’t talk about being dirt poor just so they could follow their dream. The point is, money didn’t enter the interview either good or bad.

But the real zinger comes when Zat says, “The most important asset in your life isn’t time, but attention. The quality of the experiences in your life doesn’t depend on how many hours there are in the day, but how the hours have been used”.

Attention

That is the key! We still have a limited amount of time in our lives and everyone has the same 24 hours per day. It’s not how much we do or don’t have, it’s how we use it. Where do we put our attention?

Today’s world is against us

I’ve written previous blogs on the need for deep thought. Today’s world is designed to keep us from the process of deep thought. The Googles, Twitters, Facebooks, etc. that fill today’s world are designed to capture our attention and keep it as long as possible. This diverts our thinking and pulls us away from deep thought on our desired topic. They are very good at what they do and are getting better (or worse) every day.

Zat mentions three things that help us focus and keep our attention on what is important:

Mindfulness

This is what helps us from getting distracted by what the world attacks us with and helps get us into and keeps us in deep thought. Zat says “By forcing yourself to focus your mind on one thing, you train your brain to develop a sense of control over your attention.” The world (high tech) wants to distract us and keep our attention on its ecosystem.

Ruthless Single-Tasking

Studies that I came across years ago said that only fighter pilots can multi-task and only because they are highly trained to multi-task because their life depends upon that ability. Zat says that single-tasking with deep focus (thought) for extended periods helps fight the adverse side-effects that are actually harmful to the brain.

Routine Detachment

Zat says that “Every time you pull out your phone to scan your social media accounts, and every time a 10-minute internet break turns into an hour-long binge, your brain is building a habit loop that reinforces itself to encourage such behavior.”

I’m not the best at some of this but there are a few things that have worked for me:

• I stopped watching TV news over a decade ago. It’s focused on the immediate and controversial. I’m interested in the long-term and unity. All TV, be it weather, financial, or whatever category, is entertainment. Once again, it’s designed to capture your attention and keep you away from deep thought.
• I get away. I’m writing this blog today in a cabin in the northern woods. There is almost nothing here to distract me. It helps me get into deep thought.

Find what gives you routine detachment. Everyone has a different approach but it’s important that you find what your’s is and do whatever you can to make your detachment (from the distractions of the world) into a routine. Routine means you do it on a regular basis. Don’t just assume that you’ll somehow work it into your life. Make it a routine and discipline yourself to follow that routine.

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BlogLeadership

Oxygen – Part III

by Ron Potter October 29, 2020

 

Over the last couple of weeks we’ve looked at the Project Oxygen findings at Google related to high-performing teams.

This list is from the book Work Rules by Laszlo Bock who is the person at Google that has helped shepherd the project.

The eight findings that help teams perform at their peak include:

  1. A good coach
  2. Empowers the team and does not micromanage
  3. Expresses interest in and concern for team members’ success and personal well-being
  4. Is productive and results-oriented
  5. A good communicator – listens and shares information
  6. Helps with career development
  7. Has a clear vision and strategy for the team
  8. Has key technical skills that help advise the team

In this week’s blog, we’ll cover the last three findings.

6.  Helps with career development

As I’ve mentioned in previous blogs on this topic, it’s difficult for me to distinguish between Leadership issues and Team issues.  This has mainly to do with my Mental Model of Team, Leadership, Culture.

This is not to say that Laszlo’s approach is incorrect, it’s just that I come at it from a different perspective.

In my mind, it’s difficult for a team to help a member in their career development.  Teams can certainly contribute but it is often the leader who is in the best position to help with career development.  What comes to mind is the lack of career development.  I have often been hired as a consultant to work with an individual who has “gone off the rails” in the mind of their leader.  The leader will tell me that unless this person deals with the issue, they will no longer have a position at the company.    In every case, the individual has held a senior position in the company, often they have been Vice-Presidents.

Shocking News

When possible, I have looked back over several years of performance reviews.  It’s always been amazing to me that if the person has worked for the company for any length of time, their annual performance reviews mention the issue I’ve been hired to help them deal with.  And yet, when I mention to the individual that unless they correct this issue they will no longer have a position with the company, they’re shocked.  They’ll say to me something to the effect that “no one has ever mentioned to me that my continued employment depends on me fixing this problem.”

People Pleasing

Why is there such a disconnect?  The person dealing with the issue says “no one” has ever told me it could cost me my job.  The person hiring me to tell the person will say, “I’ve put this issue in every performance review for the last several years.” Why the disconnect?  I believe it’s because almost everyone wants to be a people pleaser and believe that giving people bad news counters that desire.  Managers will say to an employee “you must fix this issue.”  They might even say “unless this issue is fixed I can no longer keep you in this job.”  But, because people don’t like to give bad news, they’ll almost immediately shift their conversation to tell the person all the things they do well.  The bad news never sinks in or is dealt with.  Think about that for a minute.  My boss says to me: you must fix this issue.  It can’t go on like this.

Yet almost immediately they will say: but I love how you handled such and such or you’re great at dealing with certain kinds of problems.  What does the employee hear?  Blah, blah, blah, but I love how you handle this or how you deal with these issues.  You’re doing great!

If there is an issue that must be dealt with

  • state the issue
  • don’t accept excuses
  • don’t move on until the is a plan in place
  • make sure there are milestones to fix the issue
  • make sure the consequences are clear if the issue is not fixed
People Caring

The way to be people-pleasing is to be people caring.  If people feel they are being held accountable with caring and support, they’ll be the happiest.

7.  Has a clear vision and strategy for the team

Once again this sounds more like a leader issue than it is a team issue.  However, while a leader should have a clear vision and strategy for the team, it should never be used to dictate to the team a course of action.

Team members need to be bought into the strategy/vision

If team members don’t have a shared strategy or vision, the team will never grow and develop together.  I’ve worked with too many teams through the years that didn’t take the time or make the effort to develop a shared strategy/vision.  In every case, competition develops as managers try to implement their own vision at the expense of others.  It becomes a tremendous waste of resources.

Leaders must have a strategy/vision but leaders must also be humble enough to see beyond their own vision and they must have enough grit to bring the team together around a joint vision.

8. Has key technical skills that help advise the team

This final “Oxygen” is true at both the leader and the team member levels.   Trustworthy teams and members must have both character and competence.  It never works to have one or the other, there must be both.

Information Technology

From a leadership standpoint, I believe the Information Technology (IT) area of the business is the most vulnerable.  The IT portion of the business is:

  • Complicated
  • Fast-moving/changing
  • Many faceted

I’ve seen too many IT leaders that fall short on one or all of these issues.  When that happens, the IT department can buffalo the leader.

Tyranny of Competence

With team members, I have more often seen what Robert Quinn calls the “Tyranny of Competence” in his book, Deep Change. This happens when an individual has so much competence in a given area that it is felt the competency must be protected at all costs and therefore, the individual may have a lack of character and there are no consequences.

Character and Competence must be present for teams to thrive.

Project Oxygen

This covers the eight elements found to be meaningful in building great teams.  Think about them.   Incorporate them.  Discuss them.  The more you can build these into your own makeup or a team’s makeup, the more success and satisfaction you’ll experience in life.

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BlogCulture

Heeeeere’s Johnny!

by Ron Potter September 24, 2020

I’ve recently noticed there are Johnny Carson reruns from his old “Tonight” show on one of the networks.  I always considered Carson the best night-time TV host so I began to watch a few.  Overall, I have not been disappointed.

Humility

While I’m sure that Johnny Carson had a reasonably big ego, it seemed that he treated every guest with equal respect and humility.  It didn’t make any difference if the person was the hottest movie star of the day or had just won a contest for catching gumdrops in their mouth.  The person had accomplished something and Carson respected them for it.  He would often join the person on stage and attempt to duplicate their effort almost always failing miserably.  Once again to demonstrate their accomplishment and respect them for it.

Monologue

But the real topic of this blog is listening!  Elizabeth Bernstein wrote an article for the Wall Street Journal titled No One is Listening?  Maybe You’re the Problem.

I’ve written several times about listening with the intent to understand vs. listening with the intent to respond.  Many of our communication problems happen because we’re preparing our response rather than trying to listen and understand what the other person is saying.

But Ms. Bernstien made one point in the article that many talkers engage in monologue rather than dialogue.

Carson always started his show with a monologue.  While he certainly was listening to the audience for clues about how funny his statement was, he simply went on with the rest of his monologue just as he had written and practiced it.

The WSJ article said “Often talkers engage in a monologue rather than a dialogue.  They drone on and ignore the listener’s clues that he or she is disengaged.”

They’re speaking in a monologue while seemingly engaged in a dialogue.  And then rate the “listener” poorly for not being engaged.

Dialogue

But once Johnny had a guest sitting across the desk from him, he seemed to fully switch to a dialogue.  He listened.  He made eye contact.  He asked open-ended questions.  He encouraged the other person to elaborate.

Let’s examine the word Dialogue for a minute.  I have observed teams that use:

  • Debate
  • Discussion
  • Dialogue (although very few understand or have been taught what it means to dialogue)

Debate

Many of you have been on debate teams in high school or college.  If you’ll recall, you were often given positions on a topic that you may not have even believed.  But you still had to debate and in fact, were graded on your debating skills whether you believed in the topic or not.  The goal of the debate was to “win.”  If your goal in a team meeting or engaging with another person is to win the debate, you may actually accomplish the goal but over time will be ignored and shunned for your lack of dialogue abilities.

Discussion

Most teams will tell me that they’ve learned the negative aspects of debating and have avoided them by making sure the team is having a good discussion.  While their intentions and often their actions are good, they don’t really know the root of the word discussion.  The word discussion has the same root as percussion.  I played in the percussion section in my high school band.  When we were out marching in a parade or other pageantry, I played the snare drum and my job was to play it as loud as possible to help the band stay in order and be heard over the crowd.  All too often, teams turn to discussion where the loudest person wins through sheer force and percussion.

Dialogue

Dialogue has a pattern that will help a team reach a unified position.  There is much to be learned about dialogue and it can be modified to the team’s particular needs but in general, follows this pattern:

  • Boil the issue down to two positions so that you can decide (eliminate one of the options)
  • Once down to two positions, dialogue them one at a time.
    • This means that for a period of time “everyone” on the team is on the same side to help lead the position to great success.
  • Once each position has been dialogued, decide.  Eliminate one position and put all the team’s energy into the chosen position.  It’s amazing how quickly one position can be reached when the debate and discussion are removed from the process.  It’s also amazing how powerful one position can become when everyone is behind its success.

Heeeeere’s Johnny!

Treat each other with respect!

Treat each topic and position with dignity!

Get the entire team on the same page!

You’ll experience power and speed beyond what you imagined possible.

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BlogCulture

Walk away from Productivity Blocks

by Ron Potter November 2, 2017

I was at my computer at 6:00 am this morning. Three and one-half hours later I was stuck! I was facing a difficult client meeting and it was requiring extreme concentration and creativity to deal with the issue in a constructive way. But, I just got stuck. So, I got up and took a long walk.

Fortunately, I was in a location where I could walk in solitude on a very quiet path through the woods. I took a 45-minute walk. Let me break that walk into thirds for you.

Conscious of my surroundings.

The first third of the walk I was totally conscious of the sounds of my steps, the slight breeze rustling through the trees and the few jays that loudly proclaimed my presence. Nothing else. All my work thoughts were subconscious.

Deep Understanding

Over the next 15 minutes, the concentrated work I had done that morning began to blend with the solitude of my walk. I can’t fully explain it other than my mind began to produce some very high-level understandings. In that 15 minutes, it became clear how I should organize, structure and present the materials.

Blended Experience – Organized Plan

The last 15 minutes of the walk was spent enjoying a little bit of both. I once again became conscious of the sound of my footsteps and jays, but at the same time, I began to see the structure for the meeting, the key points to be emphasized and the steps to success.

High Productivity

Upon returning to my computer the next half hour of work was just incredibly productive. I took all of that thought process from that deep 15 minutes of understanding, put the structure together and began filling in all the pieces. Moving from being stuck to a very satisfying completion with some deep work in between.

Getting past Stuck

When we find ourselves stuck after 3-1/2 hours of concentrated work, most of us will stick with it, stay at the computer, keep hacking away, work until we get at least what feels like a conclusion. And yet, walking away is likely to be the most productive approach. Not to our email. Not to the break room. Not to our news feeds. Just getting up and walking out. Walking through nature in complete silence for 30-45 minutes. That’s when the deep work happens.

Word of Caution

Please understand. I did not decide to spend 15 minutes on each phase of that walk. What I’m sharing with you is my reflection on how I moved from being stuck to some very satisfying work. I didn’t plan to take a walk to solve my problems. I planned to take a walk. Taking a walk lead to some very satisfying productivity.

Deep Work

Deep work! That’s the key. A good walk in the woods. (Note: the book Deep Work by Cal Newport is a great resource.)

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