Fight For Each Other and Against Indifference!

Books Resilience Respect

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Story:The opposite of love is not hate, it’s indifference. The opposite of beauty is not ugliness, it’s indifference. The opposite of faith is not heresy, it’s indifference. And the opposite of life is not death, but indifference between life and death.” That is a famous quote by the late Eliezer “Elie” Wiesel, a Romanian-born, American-Jewish writer, professor, political activist, Nobel Laureate, and Holocaust survivor. He authored 57 books, written mostly in French and English, including “Night,” a work based on his experiences as a prisoner in the Auschwitz and Buchenwald concentration camps, where he lost his parents and younger sister. Sadly, his charitable foundation and personal estate were also victimized financially by the scandalous Bernie Madoff. However, as with every other incredible life challenge experienced, the venerable Wiesel shrugged it off and took us all to a higher plain of understanding regarding the human condition. If you want a greater insight into Wiesel the humanist, listen to this podcast with Oprah.

Key Point: The reason I connect Wiesel to the world of organization culture and leadership is a tribute to his prime message, which goes far beyond the eternal horror of the holocaust. Wiesel’s most urgent plea was to guard us against INDIFFERENCE. And there are many emerging forces that can feel beyond our reach and make indifference more seductive.

Based on the premise above, I strongly urge you to read Yuval Noah Harari’s powerful new book, 21 Questions for the 21st Century. The author notes: “My new book will aim to answer the overarching question: what is happening in the world today, what is the deeper meaning of these events and how can we individually steer our way through them? The questions I aim to explore will include what the rise of Trump signifies, whether or not God is back, and whether nationalism can help solve problems like global warming.”

Bill Gates reviews Harari’s book in this past Sunday’s New York Times, offering this assessment: “What does Harari think we should do about all this? Sprinkled throughout is some practical advice… Life in the 21st century demands mindfulness – getting to know ourselves better and seeing how we contribute to suffering in our own lives. This is easy to mock, but as someone who’s taking a course on mindfulness and meditation, I found it compelling.”

Personal Leadership Moves:

  1. More than ever, as we see this disruptive convergence between Artificial Intelligence and Bio Science turn every assumption about work and living upside down, each of us must actively engage in the process of creating cultures and workplaces we desire! (And when you read “21 Questions,” it will make you shake your head a little).
  2. We cannot allow avoidance and indifference to become our default position in a world where the rich technological “haves” overwhelm the rest of us as the “have nots.” We all have a voice, and deeply caring about each other as people first will help us find the best paths forward!

No Indifference in Personal Leadership,

Lorne

One Millennial View: Interesting. I think we’d be lying if we were to say it wasn’t easy to be indifferent about many things. That said, I think it plays to the respect aspect of this blog to give due attention what we are indifferent about, ask ourselves why, and revisit the question. 

– Garrett

 

Friggin’ Obvious in 1916

Accountability Books Productivity

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Story: Our Company Chair is a very wise and accomplished man, perhaps a bit of a curmudgeon, and full of insight based on years of doing the hard work of the hard work. One of his trigger points is complexity. If someone presenting to the board does so in a web of tangled nonsense, the potential of you-know-what hitting the fan is likely. As I come to know him more, I better appreciate his love of the obvious and simple. I also better understand that the Chair’s philosophical management bible is largely based on a book called Obvious Adams, by Robert Updegraff, which was first published in 1916! Wow, and why? (Obtain a free digital copy here). 

Key Point: If I critically examine my life’s work, the more simple and obvious the initiative, the better the outcome. The more complex my ideas or approach, the less accessible and effective. I wish I would have had a “simple and obvious” coach my entire career. What would the Obvious Adams book say to better guide you and me in becoming more obvious and simple?

“5 Tests of the Obvious:

  • The problem when solved will be simple, and when found will be obvious
  • Does it make sense to the simple direct and generally unsophisticated mind of the public? If you can’t easily explain it to your “mother,” it maybe too complex?
  • Put it down on “paper.” Can you write it down and explain it in plain english in three paragraphs or less?
  • Does it explode in people’s minds? People ideally say, “why didn’t I think of that?”  
  • Is the time right? Timing, like in most things in life, is so important.

5 Creative Approaches to the Obvious:

  • What is the simplest possible way of doing it?
  • Supposed the whole process/thing were reversed?
  • What would the public’s vote on it be?
  • What opportunity is being overlooked because no one has bothered to develop it?
  • What are the special needs of the situation?”

Today we have so much cool, breakthrough technology, arguably way more brain power, and certainly more knowledge than in 1916. Still, the great inventions or reimagined work are often so darn simple, and in retrospect, very obvious. Take Uber, Airbnb, and even Snapchat as current examples. Yet, in organizations I often see problems addressed with total complexity. And while I believe management concepts like Lean, Agile, etc. are helpful, they can also become counterproductive when process and taxonomy overwhelm common sense. People get so hung up on form they can forget to ask the best questions, like those published in 1916.

Personal Leadership Moves:

  1. Be confident and humble enough to fiercely challenge, based on the concepts of simple and obvious. (Does not mean simplistic).
  2. If your or my idea takes a long winded slide deck or PowerPoint to explain it, be self-critical and suspicious as to whether we have done enough work on it.
  3. Be wary of fancy language, overly technical jargon and/or so called solutions that seem to make the audience feel stupid. If you and I can’t understand it, we know what’s stupid… And it’s not us.
  4. Get a “simplicity coach.” P.S. – It might be your mother.

Simply Obvious in Personal Leadership,

Lorne

One Millennial View: I remember in journalism school we were encouraged to write as simply and briefly as possible, because studies showed that the average media consumer read at about a 6th grade level. That might be surprising to those who like to dive into academic journals. Simple, concise, and to the point is statistically what people want. A strict and great professor of mine once told me, “if an article is more than 800 words, it better f*!$ing sing.” How’s that for obvious and simple advice?

– Garrett

Edited and published by Garrett Rubis

 

Personal Leadership: The Best Blogs of 2017 E-Book

Abundance Books Personal leadership

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Dear Readers,

Key Point: We write our blogs for you (and us). You give us the gift of reading them and much encouragement. Thank you!

So, just like last year, we wanted to give readers a “Best of 2017” e-book that we’ve created with 12 of the most well-received and thought provoking blogs.

Personal Leadership Moves:

  1. Please enjoy this e-book and share it with those you care for.

Season’s best greetings, and here’s to a happy 2018!

– Lorne and Garrett

Calling For Some Courage

Accountability Books Courage

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Key Point: We need more courage in personal leadership. I just finished a three day conversation with some of the leading thinkers on the subject. We talked about many attributes required by leaders that will take us to a more desired future state. Upon my reflection of the deep discussions we had, the one attribute I think we underwhelmed was “COURAGE.” As serendipity often goes,  I “happened” to read Peter Diamandis’ blog extolling a new book about extraordinary people. And some insight on COURAGE arrived just as I felt the need to emphasize it more.

Brendon Burchard’s new book, “High Performance Habits: How Extraordinary People Become That Way,” is based on the world’s largest study of high performers; people who reach long-term external success while still maintaining happiness, health and positive relationships.

He discovered six habits that move the needle most when creating success. The 6th Habit is: Demonstrate Courage. The following is an excerpt from the book on the subject:

“We did a tremendous amount of research on courage, and we found that in the face of risk, hardship, judgment, the unknown, or even fear, high performers tend to do a couple of things.

First, they speak up for themselves. They share their truth and ambitions more often than other people do. They also speak up for other people more often than others do. In short, high performers are willing to share the truth about themselves.

Just as important, they ‘honor the struggle.’ They know struggling is a natural part of the process. That makes them more courageous, because they enter into a pursuit knowing it will be hard. They can handle the struggle because they expect it.

Many people complain about the struggle. High performers don’t. They’re fine being in the weeds, getting muddy. They know that showing up, even when they’re tired, will help make them the best.

Knowing that the process will be hard — not just accepting that it will be hard but appreciating that working through the tough times is necessary for success — makes them less afraid.

High performers have also identified someone to fight for… Courage comes from wanting to serve one person or one unit: Wife, husband, family, a small group of people. The will to work through uncertainty or fear comes from wanting to serve someone.”

Personal Leadership Moves:

  1. Speak up for the truth, and do what’s right.
  2. Embrace the struggle.
  3. Identify who and what to fight for.

Courage in Personal Leadership

One Millennial View: Wow. Really think about “who” the fight is for. You hear new parents talk about not fully understanding this until they’ve had a child. In my opinion, there’s no greater heroes than the men and women who fight in the armed services, and I’ve studied plenty enough to know that their fight isn’t just about the purpose, it’s about the person to the left and right of them. That’s what they fight for.  And that’s a real definition of courage that can be applied to more than just the battlefield.

– Garrett

Edited and published by Garrett Rubis

Dinner of Truth

Authenticity Books Respect

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Key Point: Becoming more self-aware is just plain hard. I’m reading Tasha Eurich’s great book “Insight”, which is a comprehensive tour on the subject. It’s an important read.

The painful truth is that we all have blind spots and yet most people around us are reluctant to share insights or feedback that might be perceived as undesirable. In the book, the author refers to a term coined by her researchers as the MUM effect; keeping Mum about Undesirable Messages. Findings confirm that when we’re in possession of information that might make someone uncomfortable, we tend to chose the path of least resistance and decide to say nothing. In fact, people are willing to tell white lies rather than the cold, hard truth. Of course, that avoidance does little to help you and me become more self-aware and positively grow.

Perhaps equally unfortunate is that many of us actually prefer the MUM “rule” being in effect. Why? Feedback can be and often is painful. When someone asks if we want feedback, our brain actually sends out physical pain signals. But avoiding feedback does little for us. The way people see us still exists whether we become aware of it or not. So, why not choose to learn the “truth” on our own terms?

You and I need loving critics. These are people who will be honest with us while having our best interests at heart. People like this are not necessarily someone we are closest to. However, there is a high level of mutual trust when this individual is willing to go out of their way to help us. This loving critic also needs to have sufficient exposure to behavior we want feedback on, and a picture of the impact of that behavior. They must be willing, based on a foundation of trust, to be totally honest.

How brave are you? If you have identified a loving critic, how about participating in a “Dinner of Truth?” Over a meal, ask your guest to tell you one thing that annoys them most about you. The rules include telling them why you’re asking, that nothing is off the table, and that you are NOT ALLOWED to respond defensively. You can only listen with an open mind and heart. How about a few Dinners of Truth?

Personal Leadership Moves:

  1. If you venture into the Dinner of Truth, it is helpful to mentally prepare for what might be said. Decide how deep you want to go, and remind yourself and loving the critic that this is about personal growth. Ask questions to clarify and better understand.
  2. Really really listen by applying Eurich’s “Three R Model:” Receive, Reflect and Respond” to the feedback. How you choose to respond and both learn and unlearn from feedback is an intentional practice. Read more about the “Three R Model” here. If you don’t do anything with the dinner feedback, you’ve wasted time with a very valuable ally.
  3. Recognize that being self-aware is understanding both who you are AND how others see you. That’s darn hard work, and we’re worth it.

Dinner of Truth in Personal Leadership

Lorne

P.S. Please click on and enjoy this video below of more Leadership Moves, and stay tuned for an upcoming embedded Lorne Rubis YouTube channel, and Instagram stories/Snapchat videos that will feature many more.

Watch: What If and How Might We

One Millennial View: It’s great to see “loving critics” can be embraced, and feedback be encouraged instead of censored. I’m so glad Eurich can define the MUM effect, develop the “Three R Model,” and how we can learn to incorporate a good meal with it. A “Dinner of Truth” might be tough to swallow, but it’ll only make us stronger and personally improve.

– Garrett

Edited and published by Garrett Rubis