Some situations have the power to take us back to the ground. They remind us we are not invincible, they prove time is a very limited resource, they point to someone who is more prepared.
When we go past them and their drama, they can teach us to be with what we have and what we are, to the best of our own possibilities.
That’s what they are really for.
Every flaw you see in the world.
Every error message for any software, every bug that gets reported, every overly bureaucratic process, every mistake that gets you infuriated.
It is the product of the work of somebody.
And of course, sometimes it was a poor job, sometimes you simply have to go and fix things. But other times instead – most of the times – there are reasons why things work in a certain way and a person who is proud for having found a way to create something that was not there before.
If we are able to step out of our anger and take an inquisitive approach, we might save time and relationships. And we might make it so that the next time, that person, will be even more motivated to take the initiative.
We only see our side of the story.
That’s why when we go to someone with something that’s important for us, that becomes urgent.
That’s why when we read through an email we only notice the parts that confirm what we already know.
That’s why when we find new evidence we are sure that’s the one that will convince everybody.
And that’s also why we should be extremely careful when giving judgements, passing sentences, and building walls.
The target is to be convinced (of your values, your purpose, your views) and open (to other perspectives and versions) at the same time.
Can you do that?
There are two things you can consider when building a team.
In the first case, you are looking to build the capabilities of the team. That is fairly typical for small teams, or teams that need to grow into unexplored territories.
In the second case, you are looking to build the capacity of the team. That is fairly typical of large teams, or teams that need to scale fast.
The problem is when small teams hire for capacity, and therefore do not get the type of knowledge and expertise they would need. Or when large teams hire for capabilities, and therefore get the type of knowledge and expertise they don’t need.
Be aware where you stand and what you are hiring for.
Are you proud of your overall journey, so far?
That is to say, if you look back at some crucial points in your timeline, do you have a narrative to bind them together in a way that makes you proud?
Forget about the latest missteps, the most recent failure, the bad period, the negative feedback, the missed goal. Keep your eyes, instead, on the overall journey.
Are you proud of it?
You've got this 