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Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts

Tuesday, September 23, 2014

Wanting Meaningful Work Is Not a First World Problem




“I read your latest essay.” Arms crossed, eyes ablaze. “I don’t think you get it. At. All. I really don’t.”
I’d met Sophie, one of my mentees, for what I’d thought was going to be a pleasant chat over good coffee on a perfect autumn day.
“Meaning,” she muttered, staring darkly into her cup. And then glaring at me, continued, “What planet are you on? I’ve got student debt, credit card debt, an underpaid so-called job that makes me nauseous, a broken car, and a failing relationship.”
“Meaning,” she said again. This time, with scorn and a sneer. “Is a luxury. One that I can’t afford — and probably never will be able to. That’s reality outside the gilded cage and ivory tower. Get it?”.
Many of us, I’d bet, feel like this: in a hardscrabble age of austerity, the search for meaning is an unaffordable self-indulgence, the torrid affair that painfully breaks up the quietly satisfying marriage, an idly romantic daydream, the jackpot whose price is misfortune; that if one is to survive another lost decade, searching for meaning is something like mining the fools’ gold of life.
But she wasn’t done with me yet. “What about the Mumbai slum-dweller?,” she challenged, raising her eyebrows. “Should he seek meaning? Is he going to find a golden ticket to Willy Wonka’s candy factory of meaning amidst the rubbish heaps? Isn’t it a ludicrous fantasy to ask those struggling to eke out subsistence to live on meaning? Can you fill your belly and your wallet with meaning? Isn’t meaning just the ultimate first world problem, just another saccharine flavor of: hey, which color leather should I choose for my new luxury SUV to match my plush designer handbag?”
Man, let me tell you. I felt a little like Chris Rock going to the bar only to get waterboarded by the genetically engineered nightmare child of John Boehner, Dick Cheney, the ghost of Ted Nugent, and Darth Maul.
Most of us, I’d bet, are something like naive Maslovians — we subscribe to a theory of human motivation, and human values, that line up altogether too neatly with Maslow’s famous pyramid, without considering the deeper nuances of his insights. The naïve Maslovian story goes something like this: choose your lower needs over your higher wants, and you’ll lead a materially rich — but emotionally and spiritually unsatisfying life. Meaning is a luxury — but it’s one, like a good watch, car, or handbag, you’d be wise to enjoy at some point.
I’d like to tell a different story: one in which meaning isn’t merely a luxury, but a necessity. While it’s true that we must fill our bellies, and our minds, it’s equally — if not more — vital that we should fill, to the very brim, our lives. With the searing sense that they have counted in human terms; with the mighty grace and quiet power of meaning.
What happens in a society that calls meaning a luxury — like a fleet of private jets, a dalliance reserved for the ranks of the idle rich?
As “consumers” we shop for the “everyday low price” — without regard for the vitality the butcher, the baker, and the barber bring to our communities, our families, and our lives.
As citizens, we reduce our civic selves to “voting” for the “candidate” who represents our most immediate, narrowest, perhaps self-destructive self-interest — the common good be damned.
As “workers,” “executives,” or “leaders,” we become little more than instruments serving the glacial goals of blind machines; puppets of shareholders, marionettes of markets, much less than thinking, feeling, judging beings, who stand tall for a more enduring and worthy ethos, even in the face of adversity, hardship, and disaster.
And so our economies, societies, and polities; our cities and towns; our culture and principles; our imagined future and intended present begin to fray and buckle and crack. That, of course, is the timeless parable of right here, right now, the dismal, failed status quo.
Meaning, then, is something like a responsibility — not merely a need. It resides and resounds, like the human experience, between us. It transcends the narrow confines of the self — and connects us, through the power of grace and purpose, to the human world around us. It is the act of investing in what we profess to care about; in caring about what we profess to love; in not merely “expressing our values,” but valuing that which is worthwhile in lasting human terms, and so arcing the trajectory of not just our own tiny lives, but those of the people around us, towards the just-glimpsed sunrise of mattering.
Let me put that more sharply. “Let the devil take the hindmost” — it’s famously the perfect expression of every great bubble through human history; and when meaning is a luxury, not a necessity, just another urge to satisfy, not a responsibility to master, our set of human action sums to something like a furiously pumped-up futility bubble; of the banal, trivial, and false, filled to bursting point, at the expense of the worthy, noble, and true. We become con men stalking the dull gray perimeter of human potential, dime-store looters of the fullness of the human self; Ponzi-schemers of the human soul, inflating a bubble of Machiavellian narcissism, which, when it bursts, leaves us with little more than hazy memories of lives which as if they’ve barely touched the sunlit peaks of living — because the unforgiving truth is that they haven’t. When meaning comes last, we sleepwalk through our lives, zombies pirouetting in an empty theatre of choice.
The revolutionary psychoanalyst Frantz Fanon once famously wrote of “the wretched of the earth.” The slum-dwellers and migrant workers; the indentured servants and child labourers; the subsistence farmers and the three billion who live on less than $2.50 a day: these are today’s wretched of the suffering, straining earth. They’re as invisible to you and I, in our glittering business-class titanium bubbles, as the earth is to the distant stars; just so much human rubble that we cruise past, over, beyond.
To deny one responsibility is to deny one the power of agency. And to suggest that the slum-dweller, the migrant worker, the forgotten billions, can’t and shouldn’t be concerned with meaning is to relegate the wretched of the earth to mere consumers; to rob them of their fuller potential; to reduce “them” to less than fully human — and so, in the process, to draw a crude distinction, to dehumanize “us” as mere vessels of need, rather than authors of destiny — in the rawest sense.
For meaning is the essence of what it means to be human; you and I, homo sapiens, search constantly for tiny flickers of meaning in every tangle and buzz of the world around us, and it defines our experience not just as living things — but as human beings.
It isn’t a first world problem — but a human challenge. Should one see it as a luxury — and McFood, mega-malls, and debt payments as the necessity — one is mistaking the cubefarm for the open road; the kiss for the feeling; the price for the point.
You and I, each and every one of us, have not merely the slack-jawed consumer’s need to live pleasurably, but the enduring human responsibility to live lives that matter. Not for the sake of our own evanescent self-gratification, but for the enduring obligation of fulfilling, one tiny act of furious purpose at a time, the humbling privilege of life.
“The oppressed will always believe the worst about themselves,” Fanon once famously argued. If you and I, despite our iStuff and internet, our wealth and tranquility, are oppressed — not merely relegated by the failure of our institutions to McFutures, stagnation, and lost generations, but subjugated by a broken paradigm of what it means to live well, to becoming emotionally stunted, socially blunted, willing to embrace, like an old friend, the diminution of the fullness of our potential — then perhaps it’s by denigrating meaning, the essence of the human experience, to the status of a sumptuous handbag or a shiny watch that we became something like our own perfect army of oppressors.
And perhaps the greatest injustice we can do to the world’s wretched is to ask them to be consumers first, and humans last; to invite them to join us in this nihilistically relentless spin cycle of self-loathing, where “they,” for now, can merely hope to be disposable “workers” who make trinkets to satisfy “our” insatiably empty appetites; perhaps the greatest tiny act of grace we can offer one another, rich or poor, is the promise of better lives, in the fullest, truest, and noblest — not merely the narrowest, emptiest, and falsest — sense. Perhaps that’s what love — and revolution — is.
No — you can’t fill your belly with meaning. Nor can you fill a life with McJunk. Yes — when it comes to life, especially in the teeth of great adversity, one must be savagely pragmatic, relentlessly realistic, hard-nosed, tough-jawed. And there’s little more pragmatic than, especially under the Medusa’s gaze of misfortune and hardship, looking up, just for a moment, and breathing in the sky.
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Umair Haque is Director of Havas Media Labs and author of Betterness: Economics for Humans and The New Capitalist Manifesto: Building a Disruptively Better Business. He is ranked one of the world's most influential management thinkers by Thinkers50. Follow him on twitter @umairh.

Disarm Your Audience When You Present


When you walk into a room as a presenter, it’s easy to feel as if you’re the central figure: You’re up front, and people came to hear you. In reality, though, you’re not the star of the show. The audience is. It’s in their power to embrace — or reject — your ideas. You’re presenting because you need them to change their beliefs or behavior in some way, and people find it hard to change. So expect them to resist.
Resistance doesn’t have to be a bad thing. In fact, if you prepare for it, you’ll sharpen your presentation and stand a much better chance of winning your audience over. By considering different points of view and addressing doubts and fears before they become roadblocks, you’ll demonstrate an open mind — and invite your audience to respond in kind.
Here are the most common types of resistance and some tips on getting ready for them:
Logical resistance: As you plan your presentation, try to come up with arguments against your perspective. Familiarize yourself with alternate lines of reasoning by digging up articles, blog posts, and reports that challenge your stance. This kind of research will prepare you for skeptical questions and comments — and it’ll help you develop a deeper understanding of the topic and a more nuanced point of view.

Emotional resistance:
 Does your audience hold fast to a bias, dogma, or moral code — and do your ideas violate that in some way? Hitting raw nerves will set people off. So look at things from their perspective, and proceed carefully. If, for example, you’re at a medical conference launching a new HPV vaccination for kids, emphasize the importance of abstinence in youth.
Practical resistance: Is it physically or geographically difficult for the audience to do what you’re asking? Acknowledge any sacrifices they’re making, and show that you’re shouldering some of the burden yourself. Suppose you’re asking your team to work nights and weekends to meet a tight deadline. Explain that you’ll be in 24/7 mode, too, until the big project is wrapped up — and that everyone will get comp time afterward.
Anticipating resistance forces you to really think about the people you’re presenting to, and that makes it easier to influence them. If you’ve made a sincere effort to look at the world through their eyes, it will show when you speak. You’ll feel more warmly toward them, so you’ll take on a conversational tone. You’ll sound — and be — authentic when you address their concerns. As a result, you’ll disarm them, and they’ll be more likely to accept your message.
If you’re struggling to figure out what kinds of resistance you’ll face, share your ideas with others before you present and ask them to pressure-test the content. You may be so deeply connected to your own perspective that you’re having a hard time anticipating other points of view. Use your boss as a sounding board as you prepare to speak to the executive committee, for example. Or ask a colleague for a reality check before you present to other managers in her group.
Always remember that the people in your audience get to determine whether your idea spreads or dies. You need them more than they need you. So be humble in your approach. Their desires and goals — and their frustrations and anxieties — should shape everything you present.
This is the fifth post in Nancy Duarte’s blog series on creating and delivering presentations, based on tips from her new book, the HBR Guide to Persuasive Presentations.
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Nancy Duarte is the author of the all-new edition of the HBR Guide to Persuasive Presentations, as well as two award-winning books on the art of presenting, Slide:ology andResonate. Her team at Duarte, Inc., has created more than a quarter of a million presentations for its clients and teaches public and corporate workshops on presenting. Follow Duarte on Twitter: @nancyduarte.

The Laws of Money and Meaning


It has always been an either/or proposition: Either you go into charity and give up money, or you go into business and give up meaning. It’s mutually exclusive, or so the story goes. Even cutting-edge thinking operates from a binary context: It ties itself in knots trying to figure out how you can have both. But there is actually another, mind-bending, soul-satisfying dimension in which possibilities are endless and the choices aren’t mutually exclusive. Access to that dimension, though, is restricted by an unwritten code that conspires to dramatically limit the options we perceive as available to us. It infects us with a tunnel vision that obscures our real passions and potential.
Its false tenets go something like this:
  1. You make a difference by what you do.
  2. You make a difference in the future.
  3. If you want to make a real difference, you work in the nonprofit sector.
  4. The impact you have is correlated to the financial sacrifice you are willing to make.
  5. You earn serious money by going into the for-profit sector.
  6. The for-profit sector consists primarily of banks, oil companies, and greedy, soul-sucking corporations.
  7. Nonprofit organizations have a duty to be frugal and keep overhead low, because that’s what the public wants.
  8. You cannot change what the public wants.
The REAL laws of money and meaning go like this:
Law #1: You make a difference by who you are being. All of our focus is on the doing. We obsess over the latest models churned out by for-profits and nonprofits alike. The social enterprise classes at Harvard Business School study the things people are doing. When a foundation asks for an impact report, they mean the impact of the doing. It is all backwards. What we should be asking is who people are being. Are you being courageous? Are you being authentic? Honest? Rigorous? Unstoppable? Because that’s what really makes a difference. You can run the largest NGO on the planet, and if you’re being chicken-shit, then you’ve squandered the powerful position you’ve been given. It’s who you are being that matters — whatever sector you’re in.
Law #2: You make a difference now. “When I get my nonprofit management degree, that’s when I can really start making a difference,” we say to ourselves. “When I start my new nonprofit…” “When my new nonprofit gets to $10 million…” “When it gets to scale…” The difference we make is always off in the future. Like life. “Boy, when I graduate from college, that’s when life will really begin.” And then it’s, “When I get married…” and on and on. But the future never arrives. Because it’s always now. You make a difference by who you are being right now. It is all you will ever have. What difference can you make right now?
Law #3: You can make a difference in any and all sectors. Consider the overwhelming number of transformative innovations that have come from the for-profit sector. iPad apps, which allow, for instance, kids in rural India to learn about the human body in 3-D, dramatically improving their knowledge of anatomy. The refrigerated boxcar developed by Gustavus Swift for his meat-packing company, which coincidentally significantly reduced food-borne illness. Canning, invented by the French chef Nicolas Appert in 1810, which greatly increased the availability of food. The assembly line, which made workers eight times more productive. The automobile itself. None of these seismic transformations in the quality of modern life was accomplished inside a nonprofit tax status. The notion that you can have a real impact on the life of other human beings only in a nonprofit context is a great hallucination.
Law #4: There is no correlation between personal financial sacrifice and impact. Larry Page’s work has made a massive difference in the world — and he is worth a gazillion dollars. Each of us is probably aware of someone who makes tremendous financial sacrifice and whines about it all day long and has zero impact in the world. There is no reliable correlation between the financial sacrifice a person makes and the impact they have in the world.
Law #5: You make serious money by pursuing your dreams. Barack Obama is a wealthy man. Bruce Springsteen is a man whose life’s work is about social justice and his net worth is estimated at over $200 million. Jack Dorsey, the founder of Twitter, which is credited with advancing all manner of social movements, is estimated to be worth close to a billion dollars. Each of these people have made a huge difference and a huge amount of money. All by staying true to their dreams.
Law #6: The for-profit sector is a place where dreams come true and the for-profit sector creates value. Even banks make a big difference. Who do we think finances the construction of all of our art museums, hospitals, soup kitchens, and homeless shelters?
Law #7: Nonprofit organizations have a duty to do whatever will fulfill their missions. If you’re keeping your overhead low and that’s keeping you from making good on your mission, you’re violating your fiduciary duty to your donors. Going into the nonprofit sector does not have to be a prison sentence that suffocates your potential. It is an invitation to be brave enough to pursue your dreams–to be a true radical.
Law #8: The public does not always know what’s best, and you can dramatically transform what it wants. I just have one thing to say: “Pork, the other white meat.” If pork producers can change the way Americans think about pork, we can change the way Americans think about charity.
There, you’re free. Go do the thing that really turns you on, whatever the sector. Go be the person you really want to be. Do it now. Your possibilities are endless.
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Dan Pallotta is an expert in nonprofit sector innovation and a pioneering social entrepreneur. He is the founder of Pallotta TeamWorks, which invented the multiday AIDSRides and Breast Cancer 3-Days. He is the president of Advertising for Humanity and the author ofCharity Case: How The Nonprofit Community Can Stand Up For Itself and Really Change the World.

Getting Past a Career Setback: An Example and a Test




Managers often think about their careers in terms of winning and losing. Winners ascend the corporate ladder and get the praise, recognition, bonuses, and top jobs. But what about those whose careers are sidetracked or derailed when passed over for a key assignment or big promotion? Or those who find themselves on the short end in the latest reorganization or merger selection? Are these “losers” out of the running for career advancement, or can they regain their footing, refocus their sights, and continue to rise?
Very few managerial careers proceed upward in a straight line. So, the real challenge for career success is not just how to “win” the next promotion, but also how to rebound from the next defeat, as we explain in our article in this month’s HBR.
Here’s a case example. With a background in both strategy and finance, Sheila was an up-and-coming manager at a well-known consumer products company. When her firm decided to invest in start-ups, she was asked to put together a team to make it happen. Over the next year, she recruited a small group of professionals, targeted a number of sectors that would make a difference for the company, created a process for sourcing and managing minority investments, and began to make deals.
Eventually her team ended up with a portfolio of investments that caught the attention of the CFO and CEO because some were bringing new technologies into the company’s supply chain, and others were hinting at new business models for engaging with customers. Soon she was meeting regularly with the senior executive team about deals and overall strategy. Unfortunately, her success made her direct supervisor and the head of corporate strategy jealous – and they engineered a reorganization that moved the innovation team under the strategy office and left Sheila as an individual contributor.
Naturally, Sheila was upset. She went through the emotional stages of loss, anger, and bargaining. She made her case for regaining the team to the CEO and several other executives, but soon discovered that while all were happy with her work, no one wanted to intervene or offer her a different role.
Through this process, Sheila realized that while her boss and others had probably acted poorly, she was partly at fault for not managing the relationships and politics more effectively. While she was basking in the glow of attention from the C-suite, she had not helped her supervisor or other peers receive enough credit. This insight helped distance her from the problem, so she could stop blaming others and start thinking about what to do next.
After several months of emotional churning, Sheila decided to focus on Plan B –figuring out what she really wanted to do instead of trying to overturn an “injustice.” Through discussions with a number of trusted advisors, she realized that her work of the past several years had given her fantastic contacts, experience, and credibility in the innovation world. This led her to think about launching her own start-up by combining a couple of struggling new ventures with some additional funding.
At the same time, a few discrete inquiries revealed that a private equity firm was very interested in having her roll up some consumer-based start-ups into a new business. And an innovative manufacturing company offered her a job as head of “strategic partnerships.” Of course, Sheila still had her job – and could even pursue other roles – in the consumer products company if she wanted to stay.
As she examined herself and her environment, she realized she had more opportunities than she could possibly pursue. Eventually she chose the strategic partnerships role with the manufacturing company – not only because it was an interesting challenge, but also because it would give her an opportunity to pay more attention to relationships and politics. She could leverage her past experience and use it as a springboard to continue her development.
The key to Sheila’s eventual rebound is that she used her setback as an opportunity to learn, reflect, and regroup. This allowed her to treat the situation not as a frustrating failure, but as an act of liberation – to get off of the path she was on and to consciously choose whether to continue it or select an alternative.
The lesson here is that careers aren’t just about “winning.” In fact, for most people, success requires an ability to turn inevitable losses around. And that takes time. Note that Sheila did not rush, give in to anger, or rashly jump ship. She used the setback as a chance to rethink her career, collect feedback from others, and wait for the right opportunities to present themselves.
How well do you rebound from career setbacks? Take our assessment to see whether you could improve.
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More on: Career planning
Ron Ashkenas HBR

Ron Ashkenas is a managing partner of Schaffer Consulting. He is a co-author of The GE Work-Out and The Boundaryless Organization. His latest book is Simply Effective.
110-Mitchell_Marks

Mitchell Lee Marks is Professor of Management at San Francisco State University and President of the consultancy JoiningForces.org.  He is the author of eight books, including "Charging Back Up the Hill: Workplace Recovery after Mergers, Acquisitions and Downsizings" and scores of scholarly and practitioner articles.
80-Phillip_Mirvis

Philip Mirvis is an organizational psychologist whose studies and private practice concerns large-scale organizational change, the character of the workforce and workplace, and business leadership in society. An advisor to businesses and NGOs on five continents, he has authored twelve books on his studies including Beyond Good Company: Next Generation Corporate Citizenship.

To Build Influence, Master How You Enter a Room


An airline industry executive has been promoted regularly for more than two decades because he’s good in a crisis.  He’s cool, competent, and authoritative when the rest of the team is panicking.  But now he finds himself in charge of a huge swath of the company — and a large number of employees.  And the board is asking for something different from him:  he needs to motivate people.  For that, he has to emote — to show people he cares — something he’s hidden for over twenty years. Where to start? How can you wield influence while being empathic? It begins with how you enter a room.
Be aware of your unconscious cues. When you stand, are you taking up all of your space, or do you shrink into corners?  When you move, do you move confidently, or do you slink? When you’re sitting alone, do you slouch or sit straight? When I began working with that airline executive, I noted that his tendency was to walk into a room as invisibly as possible.  His shoulders were slumped, his eyes were down.  In discussion, it turned out he had been bullied as a young teen for about five years.  His body had borne the trace of that misery ever since.  And he wasn’t even aware of the price paid in his posture — and in his day-to-day work.  He couldn’t connect with others because he was afraid.  In a crisis, however, he put aside his fears and focused on the job at hand.
There are two essential points here.  The first is that you’re always signaling about your intentions and feelings, and so is everyone else.  The second point is that most of the time you don’t pay conscious attention to all those signals — either the ones you’re putting out or the ones others are sending to you.  Your unconscious mind handles all that. It determines an extraordinary amount of the relationships you have with other people and your influence upon them. Thus it’s essential to get a handle on these unconscious cues.  Once you’ve formed a picture of yourself and have either embraced what you see or resolved to improve it, then you’re ready for the next step.
Focus on a key emotion. Think about the charisma of an actor like Kevin Spacey. How does he achieve it?  Most people think of charisma as something you’re born with, but in fact we all have our charismatic moments.  Think of a time when you’ve walked into a meeting, or come home to your significant other, and been asked without preamble, “What happened?”  You’ve been brimming over with some news  —  either good or bad.  You’re excited, or in despair, or triumphant, or whatever the case is. That’s charisma. It’s really about focus.
You need to focus your emotions before any meeting, conversation, or presentation.  Most of us go through our days with lots on our minds — what Buddhists call “monkey mind” — and we think of one thing and then another like the random movements of a pinball in one of those old fashioned machines. That’s not charismatic.  It’s just a to-do list.  And it doesn’t compel attention.  But the people who are able to free their minds of the usual daily detritus and focus on one emotion find that they compel attention. We are hard-wired to notice strong emotions in others.  We have mirror neurons that fire (without us being conscious of them) when we see someone else in a state of great excitement, or anger, or delight.  They leak their emotions to us; we are infected with them.  That’s how they take over a room.
And finally, have something interesting to say.  If you’re going to wield influence, you need to know what you want to be influential about.  And you’d better have done your homework because once all eyes are upon you, everyone will expect you to have something worthwhile for them.
That’s how you build influence. Take inventory of how you habitually position yourself in front of the world and repair if necessary.  Then, focus on a key emotion for any important meeting. And third, the place where most leaders mistakenly start, be prepared with something interesting and relevant to say.  Leaders often start with content because it’s the natural job of the conscious mind.  But connection, or its lack, begins in the unconscious mind.
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Nick Morgan is the president and founder of Public Words, a communications consulting firm, and the author of Power Cues: The Subtle Science of Leading Groups, Persuading Others and Maximizing Your Personal Impact.

Monday, September 22, 2014

Take Back Your Life in Ten Steps


You’re smart, hard-working and good at what you do, but the truth is you also too often feel your life is just a relentless set of demands you have to meet, and too rarely a source of satisfaction. You long to feel more in control of your days, but the reality is you’re frequently racing just to keep up.
This is the story I hear over and over at every level in organizations, from first line managers all the way up to CEOs in large companies. I’m convinced it doesn’t have to be this way, and that the solution has to do with deeply embedding a series of simple practices into your life.
I have ten in mind, but it’s not realistic to add them all at once, assuming there are a number you don’t currently do. Instead, I hope to lead you on a journey in which you add them one at a time, sequentially, over the coming months. You don’t have to do all of them for your life to work really well, and even small changes will often deliver disproportionately large results. At the same time, it’s likely that the more of these you eventually add, the better and more in charge of your life you’ll feel.
Each month, starting in February, I’m going to offer a deeper dive blog here at HBR.org and a webinar on the Energy Project website about why each of the behaviors I describe below matter so much. (Here’s a link to the first webinar, February 12.) I’ll also offer very specific suggestions on how to build that behavior into your life, by ritualizing it, so you eventually do it automatically, without using much will or discipline, much the way you now brush your teeth at night, or show up for scheduled meetings during the day.
The suggestions are in order from the most basic and fundamental, to the highest level.
1. Get sufficient sleep every night. Sleep is often the single most undervalued behavior in our lives and the one with the most immediate power to improve our experience in every waking moment. If you sleep in the 6-6½ hour range, like the average American, just one more hour of sleep a night will leave you feeling more physically energized, emotionally resilient, and mentally clear.
2. Move more. It’s not only good for your heart’s health, but also for your mental health. Do some form of exercise that significantly raises your heart rate for 30 minutes at least four times a week and move frequently during the day.
3. Eat less, more often. Food is fuel. Lean proteins and complex carbohydrates are high-octane fuel. You’re best off when you keep feeding your internal furnace in small doses throughout the day, beginning with breakfast.
4. Renew more. Human beings aren’t designed to work continuously. We’re meant instead to move between spending and renewing energy. Ideally, take a break every 90 minutes, even if only to spend a minute or two breathing deeply.
5. Invest in those you love. The greatest gift you can give is your absorbed attention. Better to be fully present with someone for an hour than physically present, but distracted, for multiple hours.
6. Give thanks. We’re far quicker to notice what’s wrong in our lives than we are what’s right. At least once a week, hand write and mail a note of appreciation to someone who deserves it, telling the person precisely what you’re grateful for.
7. Do the most important thing first. Early in the morning, you’re likely to have the most energy, and the fewest distractions. Start your workday by focusing without interruption, for 60 to 90 minutes, on the most important and/or challenging task you can accomplish that day.
8. Practice reflection. We’re so preoccupied with the urgent that we rarely take time to think about what it is we’re doing. Set aside 15 to 30 minutes at the end of each work day (or in the evening) to reflect quietly and without interruption on what you learned that day, and what your highest priorities are for the following day.
9. Keep learning. Our brains work better if we challenge them, and life becomes more interesting when we do. Reading books is a simple and surefire way to learn and grow, but so is building a daily practice around learning a new language, a sport, a musical instrument, or around how to write code, fix a car, or draw.
10. Give back. Take at least one hour a week to put your own needs aside and devote that time instead to adding value to the world at large. One hour a week is very little time, but it’s a start — and it’s also more than most of us regularly give.
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Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. Become a fan of The Energy Project on Facebook and connect with Tony at Twitter.com/TonySchwartz and Twitter.com/Energy_Project.

Being Authentic Can Feel Inauthentic


Being authentic requires that you know who you are. This is, of course, easier said than done. All too often our self-image is hopelessly idealized. At other times it can be punishingly severe. And decisions that are driven by aspirations and insecurities inevitably lead to inconsistent and inauthentic behavior, reflecting the divide between reality and self-image.
To get around this problem, it helps to anchor your self-image in the set of core values: the qualities, standards, or principles that you embrace and use to guide decision-making in ambiguous situations. This, however, is not enough by itself to ensure authentic behavior because many of the values we would put on our list get questioned very little. Who would argue with the merits of bravery, generosity, openness, honesty, fairness, commitment, excellence, family, fun, harmony, health, love, prestige, respect, service, and spirituality?
But the meanings of these terms don’t stay the same. They develop as you yourself develop: what seems brave at 18 is likely to seem foolhardy at 40. In other words, to meaningfully ground one’s self-image in values a person has to spend time reflecting on what defines those values and how they relate to any given context. Since many of the concepts get imprinted at a young age, I expect that many people have not seriously confronted what they mean by the values they claim to espouse.
That’s just the first problem. The second is even harder to do: managing yourself in situations in which your values conflict, which they inevitably will. Two of my most important personal values are fairness and effectiveness. But being fair and being effective can pull you in two different directions. How you resolve this tension determines how authentic people perceive you to be.
Often the solutions you come up with may feel uncomfortable, even inauthentic, to yourself. Let me offer this small anecdote as an illustration. When I was managing my family’s company, salesmen were refunded monthly for their expenses in calling on clients — particularly their gas bills. At one point, our auditors noticed that gas expenses were going up even when sales were not. Looking more closely into it, we found that some of our salesmen were padding their gas bills to collect some extra money.
So, in the name of fairness, I devised a way to calculate the gasoline allowance for each salesman, each month taking into account the distance he had to drive, the frequency of calls, and the amount of sales to each client. This new system was rigorously fair to each salesman. But it was also complex, time-consuming, costly, and counterproductive. It forced me into “bargaining” with a number of salesman and actually lowered the morale of the whole group because it seemed obvious to them that management no longer trusted them.
Wasting everyone’s time and bringing down everyone’s morale certainly was not authentic managerial behavior on my part. I finally had to abandon my “fair” system and adopt the simple but “less fair” system of reimbursing each salesman by the amount of sales he had made that month, regardless of how much driving and gas it had taken to accomplish that. The strange thing is that, while I felt inauthentic applying this somewhat illogical system, it seemed fair to the salesmen!
The lesson I learned is that, even though you might think that one’s authenticity ought to be entirely one’s own, it actually belongs to other people as well. In other words, how I resolved my conflict between fairness and effectiveness required paying some attention to how my actions touched the values and self images of the people I was managing. The salesmen didn’t see me as less authentic because of my U-turn, because they felt I was being both fair to them and effective.
Of course, there is a balance to be struck. You cannot allow other people to dictate your values and at times you have to make a stand for your own beliefs where there is a real conflict. But real life is seldom clear-cut and it is a your job to navigate ambiguity. You will do so more effectively if you think through more carefully and more rationally your values, the contexts in which you apply them, and the concerns and priorities of the people you deal with. Taking a position and firmly never budging can make you look like an unrealistic idealogue rather than an authentic manager.
Bottom line, actually being authentic can sometimes feel inauthentic.
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80-charalambos-vlachoutsicos

A former businessman and consultant, Charalambos A. Vlachoutsicos is an Adjunct Professor at Athens University of Economics and Business in Greece.

Compromise Requires Relationships (Not Friendships)


To work out differences and get things done, people in organizations need to work together. To foster this kind of collaboration, managers need to develop personal relationships — and some amount of trust — with potential partners. Without this foundation, negotiations often become adversarial; parties question each other’s motives and neither side truly listens to the other.
Sound familiar? The struggle to reach consensus in Washington over spending, taxes, debt limits, and other issues is a case in point on how the absence of relationships constrains compromise. Clearly the issues involved are divisive and emotional, but watching these leaders try to find a middle ground is painful and discouraging — largely because they have so little relationship capital to draw upon. According to recent news reports, Republican leaders routinely turn down invitations from President Obama to come to the White House for social events, whether they are state dinners or movie screenings. And President Obama, for his part, has indicated that he prefers to spend time with his family instead of schmoozing with members of Congress.
Nobody is suggesting that President Obama, Speaker Boehner, and Senate Minority Leader McConnell become close personal friends. They do, however, need to understand and appreciate each other’s points of view and be willing to look for middle ground. Getting to that point takes hard work. As one manager at the World Bank once said to me, “Building relationships requires a thousand cups of tea.”
A number of years ago, many of the big commercial banks and private corporations encouraged their officers to build relationships by providing special executive dining rooms (with gourmet meals). While there was a certain amount of elitism involved, the practice gave managers a chance to get to know each other and create an underlying support structure for doing business. Similarly companies also organized regular offsite team-building retreats, and social events for managers and their families.
Today companies tend to be more egalitarian, and more concerned about costs and perceived boondoggles, so that many of these relationship-building vehicles (some of which were excessive) no longer exist. However the need may be greater than ever, since managers often do not work in the same locations as their peers, spend more time traveling, and usually do not have the luxury of extra hours to just “get together” with colleagues. The result is that many managers simply do not have relationships with a wide network of people across the company (and outside) and therefore struggle to resolve conflicts. In fact I’ve been in a number of senior management conferences in the past few years in which top-50 managers are meeting each other for the first time.
The bottom-line is that whether you are the president of the United States or a mid-level manager, it’s worthwhile to be strategic and proactive about building relationships. To do so, here are two steps you can take:
First, identify the people in your company, or in adjacent organizations (e.g., customers, thought-leaders, partners) with whom you might need to collaborate at some point. In particular, focus on managers who are likely to hold divergent views or may see the world through a different lens.
Second, develop a tailored way to reach out to each person on the list — a few at a time — with the simple goal of getting to know each other. I know one manager, for example, who commits to setting up 10-minute calls with three people each week, just to “say hello.” Another manager makes sure that he contacts people on his list whenever he’s going to be traveling to their city or country. And still another uses social media to connect to some people and builds an email dialogue with others.
Most people understand that building relationships with potential business partners is a critical strategy for success. But it’s a strategy that often won’t happen by itself.
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Ron Ashkenas HBR

Ron Ashkenas is a managing partner of Schaffer Consulting. He is a co-author of The GE Work-Out and The Boundaryless Organization. His latest book is Simply Effective.

What If You Could Truly Be Yourself at Work?




For two years now, we have been holding regular “community” meetings at our office to give team members an opportunity to check in about how they’re doing, not just professionally but also personally. Each person answers several questions beginning with a deceptively simple one: “How are you feeling today?”* The rest of us simply listen.
It was only when we faced a sudden crisis that I finally understood why these meetings had been so important. On a weekend last October, the 23-year-old son of one of our team members died unexpectedly and tragically. On Monday morning, I called our team together in our conference room.
The feelings that surfaced that morning were raw — grief, bewilderment, fear, an acute awareness of the fragility of life and the preciousness of our own loved ones, and empathy for our grieving colleague.
The emotions ran even higher at a community meeting on the first day our colleague returned to work several weeks later. Painful as it was for all of us, we were able to create a container for our colleague’s heartbreak. Sharing our feelings also made them feel less burdensome. We held her, and holding her held us. It was cathartic, and that helped each of us to go back at the end of the meeting and focus again on the work at hand.
It dawned on me that day how powerful and liberating it is to say exactly what you’re feeling, and to feel truly listened to without judgment.
The impetus to hold community meetings came to us from something called “the Sanctuary Model,” developed by a psychiatrist named Sandra Bloom as a way to help people deal with chronically stressful and overwhelming circumstances — mostly in the world of mental health.
Increasingly, however, the everyday experience of corporate life can be overwhelming in and of itself.
In addition to whatever stresses we bring from home, including not getting sufficient sleep, we’re deluged with email, running from meeting to meeting, skipping meals, and working longer and more continuous hours than ever. Is it any surprise we’re struggling? Worse yet, in most workplaces the unspoken expectation is that we will check any strong emotions we’re feeling at the door.
You know the drill. You put on your game face when you walk into work. “How are you?” a colleague asks, by rote and without real interest. “Fine,” you respond, automatically, regardless of how you’re actually feeling.
“How many of us,” Bloom writes, “have ever felt truly safe in a social setting … [meaning] cared for, trusted, free to express our deepest thoughts and feelings without censure, unafraid of being abandoned or misjudged, unfettered by the constant pressure of impersonal competition, and yet stimulated to be thoughtful, creative, spontaneous and solve problems?”
To the contrary, as demand grows, we feel more anxious, more isolated, and more vulnerable.
Each of us has a tipping point — a moment when we feel so depleted that we fall into survival mode. We’re often unaware of it, but when we move from feeling calm and secure to anxious and under siege, we literally become different people.
Our fight or flight physiology kicks in. In turn, our focus automatically narrows to protecting ourselves. We lose the ability to think clearly and creatively, respond to others with care and consideration, or consider the long-term consequences of our choices. Instead, we do whatever we think we need to do to survive in the moment.
Community, I’ve come to deeply believe, is the cure. It does indeed have the power to serve as a sanctuary — to protect, ground and encourage us, not just in extreme circumstances, but also in the face of countless everyday challenges. Support in a community can also give us the strength to forego immediate gratification in favor of choices that uphold shared values, serve the collective good, and generate long-term value.
I’m convinced that it’s the strength of our community at The Energy Project which has allowed us to become a truly high-performing team. The safety and trust we feel with one another has freed us to focus our efforts on our mission. We have a small full-time staff — 14 of us, along with another dozen working part-time — but we’ve been able to work at senior levels in some of the world’s largest companies. One reason is that we squander almost no energy on internal politics. We’re in this together, including when one or another of us is struggling and needs help.
I’ve always thought of our core team as a living laboratory for the practices we teach our clients — whether it’s the power of renewal, or focusing on one thing at a time, or learning to deal more skillfully with conflict. What I now realize is that I’ve been overlooking one of the most powerful elements of our work.
Each of us is far less likely to succeed by forever pushing to stand out from the pack than by building communities of care and trust committed to raising the bar for everyone.
Transformation takes a village. None of us can truly do it alone.
* The other questions we ask at community meetings include “What’s the most important thing you learned last week?” “What’s your goal for this week?” and “What are you feeling most grateful for?”
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80-tony-schwartz

Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. Become a fan of The Energy Project on Facebook and connect with Tony at Twitter.com/TonySchwartz and Twitter.com/Energy_Project.

Eight Brilliant Minds on the Future of Online Education


The advent of massively open online classes (MOOCs) is the single most important technological development of the millennium so far. I say this for two main reasons. First, for the enormously transformative impact MOOCs can have on literally billions of people in the world. Second, for the equally disruptive effect MOOCs will inevitably have on the global education industry.
While at Davos, I was fortunate to attend an amazing panel — my favorite of the conference — with a murderer’s row of speakers. Moderated by Thomas Friedman of The New York Times, the list of speakers: Larry Summers, former president of Harvard; Bill Gates; Peter Theil, a partner at Founder’s Fund; Rafael Reif, president of MIT; Sebastian Thrun, CEO of Udacity; Daphne Koller, CEO of Coursera, and a 12-year-old Pakistani girl who has taken a number of Stanford physics classes through Udacity. Below is a collection of some of the highlighted comments from this remarkable panel as well as a couple from audience members who were given an opportunity to comment.
Why this disruption is happening:
Peter Thiel, partner, Founders Fund
“In the United States, students don’t get their money’s worth. There’s a bubble in education as out of control as the housing bubble and the tech bubble in the 1990s. Education costs have gone up 400% since 1980. That’s the highest escalation of costs–higher than health care. There’s now a trillion dollars in student debt. And thanks to the way bankruptcy laws were restructured under George W Bush, you can’t get out of the college loan even if you become bankrupt. This is deeply broken.
“You have to ask yourself, ‘What is the nature of education as a good?’ Ideally you want it to be learning. But it also functions as insurance. Parents will pay a lot of money for insurance against cracks in our society. Education as insurance has something to be said because it connects to the economy. You know computer science, you can get a job. But education also functions as a tournament. You do well if you go to a top school but for everyone else the diploma is a dunce hat in disguise. People need to understand what they’re trying to do? Is it insurance? A tournament? Learning?”
Where we are in the evolution of this change:
Larry Summers, former President of Harvard
“It’s important to remember this really wise quote when thinking about the transition to online education: ‘Things take longer to happen than you think they will and then they happen faster than you think they could.’ If you had a discussion with dentists on tooth decay in 1947 it would have been about brushing your teeth and dental care, but the most important thing to happen with fighting tooth decay was fluoridated water and this is similar. It’s hard to know when it will happen but at some point this will be transformative. The first stage is when it does what was being done before but better. That’s what is happening now. But we’re going to where we don’t need to have two semesters, classes of same length, grading on the basis of things called exams. You can’t think of another industry where a list of top 10 providers is perfectly correlated to what it was in 1960.”
Daphne Koller, founder of Coursera
“We’re at 2.4 million students now. The biggest lesson I’ve learned on this is I underestimated the amount of impact this would have around the world. I really didn’t envision this scale and this impact this quickly.”
Raphael Reif, president of MIT
“We manage this transition very carefully. How can MIT charge $50,000 for tuition going forward? Can we justify that in the future? We see three components to MIT- first there’s the student life, then there’s the classroom instruction, but for us, the projects and labs activity is where real education occurs. But I don’t think we can charge that much for tuition in the future and it’s a big pressure point for us.”
Bill Gates, chairman of Microsoft
“When people first put courses online people thought they could charge money and no one bought them. They put them online but from a global perspective, all these high numbers of students we’re hearing about today, the effective number of people who use them is zero. It’s not widely used as a percentage of the global population. Our whole notion of ‘credential’, which means you went somewhere for a number of hours, needs to move to where you can prove you have the knowledge and the quality of these online courses need to improve. Over the next few years the quality will improve. 90% of these courses will be long forgotten and never viewed. Over the next five years this transformation will be phenomenal but only through a pretty brutal winnowing out process.”
On what an online education world means for hiring and talent for educators:
Rafael Reif
[On the question of how to hire professors in the MOOC era] “Can you hire MIT professors who know that they need to teach 150,000 people and not 150? We have spectacular researchers who are lousy teachers. That’s sad. A teacher in the future will become more like a mentor. The model of on campus education will be more about mentorship and guidance with research as an important factor.”
We can’t presume to know what format will work in the future:
Larry Summers
“It’s important to remember that we’re not so good at understanding the subtleties of environments that make them attractive to people. Look at football for example. One way to watch a game is to sit on a cold bench with no good food and bad bathrooms, the other is in your own living room, with replay, and food you like at your convenience. And then ask yourself- which would you guess people pay for? Which do people cheer for? You’d get it wrong. There are aspects of bringing people together in groups that we can’t quite understand and judge. The working out of this will depend a lot on formulas for making it attractive and collaborative. And as football example suggests, it won’t be immediately obvious what those models are.”
What’s next in this space?
Bill Gates
“Who is going to jump first into granting a degree that doesn’t have the seat time requirement that we do today that employers will see as credible? Where does the credibility come from?
Sebastian Thrun, CEO of uDacity
“I think the question is how do you make the credential have currency that an employer knows? We’ve had good success. We have 350 companies who have hired our students. Employers worry about soft skills and we can measure that and it’s on equal performance with hard skills. The credential thing is interesting- we launched a class for credit with California schools for remedial math. We priced them at 10-15 percent of what college costs. There are lots of improvements to be made, but the outcome tends to be better today with us.”
Jimmy Wales, founder, Wikipedia
“The overall quantity and quality of formal education hasn’t changed whereas the informal education has skyrocketed in the last 30 years. People used to go to library and now go to Wikipedia. We haven’t really begun to understand the impact on that.”
Muhammad Yunus, Nobel Peace Prize Winner, Founder Grameen Bank
“What does this all mean? The technology gives us tremendous power to solve this stark problem all around us. We need to design these so no child is left out of this. What need to ask, what is education after all? We need to resolve that. What are we getting our young people ready for? It’s for the purpose of our life. And we need to make sure we give people a purpose to their life. It won’t be done by current system. It will be done by people who have nothing to do with current system.”
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80-eric-hellweg

Eric Hellweg is the Managing Director of Digital Strategy and an Editorial Director at Harvard Business Review. You can follow him on Twitter.