I’ve written about Jerry before in “That’s a great question“, so it was a privilege and pleasure to meet him in person (as I’ve often noted, a key reason I moved to London was that so many great thinkers, writers, speakers come through London regularly).
Jerry is a truly exceptional leadership coach and someone I have already learned much from. I look forward to diving into his book “Reboot – Leadership and the Art of Growing Up” over the holidays.
For now, a few key takeaways from the event last night:
Better Human, Better Leader.
It is hugely powerful when we feel the workplace embraces us bringing our whole selves to work, including accepting and embracing that sometimes we all struggle.
On the contrary, when we feel forced to always put on and wear a mask, we face huge personal dissonance. This is when companies complain that there are issues with trust in the organisation.
This does not mean turning meetings into therapy sessions, but it does mean meeting someone who is struggling with simple human care, understanding and acknowledgement.
Be human by being open, vulnerable and supportive of your people. Vulnerability allied to the confidence that we will get through and find answers together, this is strength in leadership.
Thank you for your inspiring presence and teaching, Jerry.
One of my favourite places in London is Hungerford Bridge, the footbridge I regularly take over the Thames from Waterloo and the South Bank.
This summer, the “Hungerford Bridge Gallery of Outsider Art” suddenly appeared one day. No explanation, no website, simply art that was suddenly there for the 10,000 or more pedestrians, both tourists and Londoners, who walked past it each day.
Then, all of a sudden, in late September and after 91 days (so I learned later), it was gone. I had wondered what it was all about but was more than content to enjoy it, to not know and to appreciate the playfulness.
Now, I say often that I don’t believe in luck but I do believe in serendipity (see “Creating Serendipity“), so today’s post is late as I went up to town to meet someone I’d met only in October, the unique gift that is Steve Chapman.
As it turns out, amongst our amazing meandering conversation through meaning, humanity, social constructs, middlescence and more, I learned he was the creator and curator of that gallery, which amassed more than one million visitors (ok, passers-by) in 91 days.
Another topic we talked about was the power of having clarity of one’s purpose, why we are here.
For Steve, it is to be “playful with not knowing”.
For me, it is “Making Potential Possible”.
My musing today is the power of purpose. Our conversation today was deeply satisfying for me, and yes, I am playful with not knowing where it will lead to next, and at the same time clear that there is potential to be made possible.
A core part of me living that purpose of #MakingPotentialPossible is to support individuals, businesses and organisations become clear both on what their purpose is and then how they will live that in their life and their work. Arriving at that clarity does indeed require being comfortable not knowing, with an exploration of who we are and what we feel when we are aligned. Again, this is very similar for an individual or an organisation.
If you see the power in not knowing and would like to learn more, I’d love to talk to you.
My clients say I “see what others don’t see”. Experience for yourself, book your 30-minute call now.
My “long read” for you yesterday was on: “Transferring Enthusiasm“, inspired by insight from a long conversation with a wise friend. Another wise friend is Chip Conley, author of “Wisdom and Work” and, like my friend who inspired yesterday’s post, is both wise and also deeply curious about wisdom in many forms.
So, what is your own definition? Let’s explore together.
“Models are useful hypotheses guiding rough maps of the terrain”
Paul Krugman won the Nobel Prize for Economics in 2008 for models and thinking on a particular field. He has also had a unique platform for an Economics professor in writing a twice-weekly column for the NY Times for twenty years.
This weekend I was privileged to listen to Paul Krugman, Dan Ariely and Yanis Varoufakis, moderated by David McWilliams, muse on “The Life and Death of Economics” at Kilkenomics. As David said in introducing his guests, if he had started with a blank page and though who might he like to have discuss the future of Economics, he could not have picked a better group. In short, these three individuals are absolute rock stars in the field.
Now, if we think about our image of rockstars, we might have expected them to be egocentric, pronouncing with great certainty that their models are the answer, perhaps interrupting the others and arguing and even dismissing their thinking.
And yet, these luminaries were humble, respectful, warm, open, enthusiastic, and certainly enjoying themselves.
No one ever made a decision based on a number. They need a story.
An unexpected “bucket list” moment
Last week I was sat in the centre of the front row at the Royal Festival Hall as Hannah Gadsby came back on after her incredible show Douglas to receive the acclamation of an adoring crowd. It had been one of the best shows I’d ever seen in my life, the crow was making so much noise and there was so much applause.
One thing was missing, I realised. A feeling rose in me, articulated in my mind as: “This woman deserves a standing ovation”. I looked from side to side and realised that nobody was standing. In a fraction of second, I realised I had to stand. From my place at the front of the theatre, I did just that, then I didn’t look around, I could simply hear and feel the crowd of 2700 all stand as one and the volume increase still further.
Hannah briefly made eye contact as if to say “thank you”, then, no more than a few seconds later, she left the stage. If I’d had “start a standing ovation at the Royal Festival Hall” on my bucket list, then “tick”.
At certain stages of life, many of us focus more on Editing rather than Accumulating. For me, part of that is to cut back on the newsletters and news outlets I read and pay for.
One that will always stay in my core list is Brainpickings from Maria Popova, a weekly newsletter of exquisitely curated thoughts from artists and writers, each with many links to dive deep into the depths of art and literature. They come out each Sunday and I can often get lost for hours. Oh, and if you enjoy Brainpickings, do support Maria’s art by setting up a monthly contribution.
Now, as I am now well over 750 daily posts on this site, sometimes I write “long read” posts, developing thoughts and ideas. Other times my blogging has evolved to curate posts from others.
Today, I am curating the curator, as Maria recently posted a special Brainpickings. Please note that I have edited down this long post to simply the summary learnings. For the full depth and also her favourite Brainpickings posts of all time, follow the link to the original article.
Maria is a great gift and curator. It is a true gift and wonderful wisdom to read and look to apply these 13 learnings.
Each of these is wonderful, each we can look to apply more in our self-leadership. We must constantly invest in leading ourselves before we can truly lead others.
What I don’t tend to write about, though, is that before seeking to distil (including distilling to these relatively short daily blog posts), I often read and research in-depth to understand the background (and I’ve just linked to five earliest posts as background).
As an example, yes I posted strong opinions quite a while ago about the lack of viability of the WeWork model, but prior to doing so, I read everything I could find about their numbers and business model. Mind you, as soon as I read about “community adjusted EBITDA” my bullshit detector went into overdrive!
Today, then, I’m curating a terrific post from Tim Harford of “Undercover Economist” fame. In this, he warns of the danger of simple ideas. In a UK context, I very much agree with his assessment of Labour party ideas and even policies around such things as nationalisation, shares in companies to the public etc. Depending on your politics, the ideas may well be both simple and really positive. However, read into the detail (and yes, I have done), their policies stack up about as poorly as WeWork’s initial IPO valuation.
So, for more on the idea of being wary of simple ideas, over to Tim Harford.
On average my daily posts take under five minutes to read, yet an average of over an hour to write.
I’ve taken as long as three days at an offsite with a client leadership team to land on a strategy that is simply one word.
When I work on Business Strategy Coaching with a client (see here) we can have meetings and calls over weeks and months simply to hone down their message and story to the absolute essentials so they have maximum impact in the short time they may have to present it to decision-makers.
“Je n’ai fait celle-ci plus longue que parce que je n’ai pas eu le loisir de la faire plus courte.”
~ Blaise Pascal
Literally translates to: “I made this one longer only because I have not had the leisure to make it shorter.”
Seth Godin’s habit of daily writing (for over 20 years now!) inspired me to start doing the same a little over two years ago. I hadn’t written regularly, perhaps subconsciously in part as I wanted to become a better writer first.
I love to work with leaders who are Hungry, Humble, Brave and Open. Yes, we all need to learn our craft before putting ourselves out there, but when the moment comes that the feeling of needing to lead change for ourselves and others is so strong we know we just need to be braver and get out there and do it, then bravery is what we need.
Own that Bravery, that Hunger. Ally that to being Open to learning and the ideas of others and Humble to know you will never have all the answers.
Focus on those four characteristics of #OpenLeadership and go make your dent in the universe a crater!
O wad some Power the giftie gie us To see oursels as ithers see us! It wad frae mony a blunder free us, An’ foolish notion
Translation from Scots:
Oh, would some Power give us the gift To see ourselves as others see us! It would from many a blunder free us, And foolish notion
From “To a Louse” by Robert Burns
A simple thought for a Sunday morning.
I’ve often mused on the thought that “we cannot see the goldfish bowl we are swimming in”, and how we can all benefit from an outside perspective.
My own focus professionally is around being that Sounding Board for leaders, yet of course, I cannot see myself as others see me, so I also am always connected to people I can trust to tell me, unvarnished, how I appear from their perspective.
We can never truly see ourselves as others see us, so let us have the humility to be open to both ask and to be told what they see.
In life and in leadership, you can edit, hone and distill your message constantly.
“The first half of your life is focused more on accumulating: success, responsibilities, family, friends, hobbies, identities. A mid-life crisis is often about feeling weighed-down by all of this. Focus on what’s most important in your life and start the process of editing that which doesn’t serve or nourish you.“