Tag: failure

The beast

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How much of the past are you taking into today?

Will you be saying ‘hello’ to the person who rejected you years ago, calling now with a new opportunity?

Will you be asking ‘what’s next?’ when a friend you have not talked to in years will want to patch things up?

Will you be open to take that chance, despite having failed it before in similar circumstances?

If we can label what’s going on, look the beast in the eyes, move past regrets, judgement and might-have-beens, our day will be much lighter.

There’s no need to overcomplicate things with burdens that serve no purpose in our life.

Precaution and preoccupation

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In certain circumstances, when much is at stake, when it’s a matter of life or death, when you are trying to contain a problem that could have grim repercussion, overreacting can be the right choice. It’s about protecting something that is dear, and it is ok to be overly precautious.

Being preoccupied, on the other hand, is rarely the better thing to do. It’s a distraction to keep us busy, a way to delay important decisions, a focus that engulfs our mind and that we do not need.

Precaution is action that keeps the problem at bay. Preoccupation is debate that makes the problem big enough so that nothing else exists.

Precaution is (it should be) the language of governments, authority, leadership. Preoccupation is the language of media, populism and masses.

Choose carefully which one to utilize as you go about this difficult time.

Behind change

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What moves the change you seek to make?

Anger, frustration, revenge, self-affirmation, fear. It is human to feel all that. Yet, while they are great fire to start the fuse, it’s better to move past them as the explosion approaches, else they will spread.

Empathy, kindness, joy, selflessness, care. They are much slower to burn, more complicated to find and express. Yet, when they reach the core, that’s the type of enthusiasm that sticks and scales.

There will never be enough of that.

Frameworks

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Frameworks, matrices, canvas are great tools to organize thinking and guide action.

And they should be approached with two things in mind.

First, you need to understand how they work. To do that you often have to read articles and papers from the people who have proposed the tool you want to use, and possibly also from people who have challenged their usefulness.

This is particularly problematic with models that are very well known and frequently quoted in organizations, such as the 5 forces by Porter, or the S.W.O.T. matrix, or the Competing Value Framework by Cameron and Quinn. People use these without actually knowing what the authors had in mind, or without having any reference to get them started, and as a result they are often misused. Even when a colleague suggests they have all the information you might need to get started, challenge them and dig into the original material.

Second, they are simplification of reality. And so they might not fit 100% to the specific case you are trying to apply them to. They might need some adjustments. And that is one more reason why it is important to study them, so that when rules need to be bent, it’s not going to betray the purpose or the essence of the tool.

Slavishly applying a framework, a matrix, a canva to your business, and doing that by only looking at the superficial level, it’s most likely not going to bring about the change you are seeking.

Give yourself a reason

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What is the reason you give yourself to continue doing what you’re doing?

If it’s to make things better, to support, to spread an important message, to grow and make others grow, to change toxic habits, to repair something that is worth it. That is fantastic, and you are lucky.

If it’s to feed a habit, to continue a routine, to leverage information that no one else has, to make yourself indispensable, to add layers of complexity and titles to your business card, to keep your mind busy so that you do not have to face bigger, more painful questions, to share your opinion on things you don’t know even when not asked.

Then it is time to find new reasons.