I love this “SOUL-mate decision-making framework” shared by Aman Bhutani, CEO of GoDaddy. How do you know if a current, or new, role fits well?
Something you want to do. Opportunity to help people more than yourself. YoU should bring something special and unique to the role. Learning is key, there has to be something you’re learning in the role.
During this crisis and in the days, years, and weeks that will follow, the world needs your leadership too,” Pelosi said to the graduates. “Our goal as leaders is to shorten the distance between the inconceivable to some, but inevitable to us … Because Smithies are relentless and persistent, I’m confident in your ability to do so,” she continued.
“The first step is to tone down the prophecies of doom, and switch from panic mode to bewilderment. Panic is a form of hubris. It comes from the smug feeling that I know exactly where the world is heading — down. Bewilderment is more humble, and therefore more clear-sighted. If you feel like running down the street crying ‘The apocalypse is upon us!’, try telling yourself ‘No, it’s not that. Truth is, I just don’t understand what’s going on in the world.”
Yuval Noah Harari in 21 Lessons for the 21st Century.
It is always hard to believe that the courageous step is so close to us, that it is closer than we ever could imagine, that in fact, we already know what it is, and that the step is simpler, more radical than we had thought: which is why we so often prefer the story to be more elaborate, our identities clouded in fear, the horizon safely in the distance, the essay longer than it needs to be and the answer safely in the realm of impossibility.
This very simple step is all that is needed for the new responsibilities ahead.
This is a powerful, pragmatic, and motivational reference that I’ll revisit again each year.
The basic premise throughout is that any problem, dream, goal, or task are figureoutable. Meaning that if I break it down into achievable steps, face my fears about starting it, and truly want to say “yes” to it — and then take full responsibility for failing and learning from the experience — I can and will “win” because I learn and grow.
All you need is one core meta belief, a master key that unlocks every imaginable door in the castle of your consciousness. It’s like throwing a switch that instantly illuminates a field of infinite potential. If you haven’t yet guessed, the whole purpose of this book is to inspire you to adopt the supremely powerful belief that everything is figureoutable!
People are almost always confronting what computer science regards as the hard cases. Up against such hard cases, algorithms make assumptions, show bias toward simpler solutions, trade off the costs of error against the costs of delay, and take chances.
These aren’t the concessions we make when we can’t be rational. They’re what being rational means.
This book by Daniel Siegel guided me beyond the popular meditation apps like Calm and Headspace into something different, the “Whole of Awareness.” The idea is to integrate all types of meditation and awareness training practices from focus attention, to open awareness, to connectedness—non-duality.
The core practice involves visualizing a center hub of awareness, a spoke of attention, and a rim which holds all possible focuses. From the 5 senses, body awareness, thoughts/emotions, and feeling connected to other humans, beings, and things.
Dan repeats a phrase over and over to underline why a practice like this leads to improved well-bing: “Where attention goes, neural firing flows, and neural connection grows.”
Increase neural integration in the brain, enabling more coordination and balance in both the functional and structural connectivity within the nervous system that facilitates optimal functioning, including self-regulation, problem solving, and adaptive behavior that is at the heart of well-being.
I’m a fan of Oblique Strategies for triggering a new perspective when I get stuck. To me this method brings active questions to trigger better thinking.
This practice comes up for me frequently in product management when working on both short and long views of a roadmap. As part of any decision making process, whether by myself for reflection, or in a team working on a product change, I might ask something like:
What is the end result for our customers? Where are we going in the long term?
The purpose of active questions, like Oblique Strategies, is to trigger more questions until you get a better answer. A truer answer. An honest answer. To find the why is to find the signal that drives everything else forward.
Who is it for? How will they understand it’s for them? How will we know if it’s a success? What do we expect to see change? How are we measuring it? What would be a surprise here; something that we don’t expect? Have we considered doing the opposite? Who has the most to gain? What’s the context?