Showing posts with label Continuum. Show all posts
Showing posts with label Continuum. Show all posts

April 9, 2018

An Introverted Extrovert

I thought this was an interesting phrase someone used the other day to describe their personality.

They called themselves an "Introverted Extrovert."

I asked what they meant, and they explained as follows:

"I'm Introverted until I get to know someone then I am extroverted with them."

This actually made a lot of sense to me.

We may be reticent at the beginning when meeting new people, but once we feel comfortable with others and start to trust them, then we naturally open up to them.

The truth is most people aren't extroverted (social) or introverted (shy). 

Instead, people are on a continuum, which is generally a bell-shaped curve.  

In other words, most people are somewhere in the middle---either introverted extroverts or extroverted introverts. 

Well, what's an extroverted introvert?

It's someone who tends to be more comfortable and trusting and social with people, but they also need time alone to recharge, and perhaps they even get shy sometimes. 

Most people don't exist on the extremes--that's why they are called extremes!

So don't be so quick to judge yourself as an introspective introvert or an outgoing extrovert or anything else for that matter. 

We are "this" AND "that"--sometimes maybe a little more this or that, but that's all part of us and it's okay to be us! ;-)

(Source Photo: Andy Blumenthal)
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December 14, 2017

My Realness and My Dreaminess

Just a quote from the show Homeland that I wanted to share:
"My dreams have a realness...
My Reality has a dreaminess..."
This is so true!

Dreaming and reality have a definite touchpoint and carryover between them. 

In Judaism, their is a saying that:
"Sleeping is one-sixtieth of death."

Life-sleeping-death all exist along a continuum. 

The elements of our being cross all three of these domains. 

When we are alive, there are elements of dreaminess--and it often doesn't feel quite real. 

When we are asleep, our dreams can often seem so real that we actually feel them and physically react them--we may even scream and wake up an incredible fright. 

When we are dead, I believe that we live on--that our soul never ceases--that it is a part of our everlasting G-d. ;-)

(Source Photo: Andy Blumenthal)
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July 26, 2012

Leading Along The Continuum

There's a cliff.  

At the bottom is a body.

What do you think may have happened?

It's a matter of how you interpret what you find.

If you think the person:

1) Fell...
--then it is viewed as an accident.

2) Was pushed...
--then it was murder.

3) Jumped...
--then it was a suicide.

Three scenarios...three different interpretations.

With our personality attributes, it's the same way--they can viewed either positively or negatively.

Is the person?
- Trusting or gullible
- Optimistic or impractical
- Caring or smothering
- Self-confidant or arrogant
- Ambitious or ruthless
- Organized or controlling
- Persuasive or pressuring
- Decisive or rash
- Imaginative or a dreamer
- Entrepreneurial or reckless
- Cautious or suspicious
- Economical or stingy
- Reserved or cold
- Methodical or rigid
- Analytical or nit-picky
- Thorough or obsessive
- Principled or unbending
- Flexible or inconsistent
- Sociable or dependent
- An experimenter or aimless
- Curious or nosy

Every good trait, can be viewed and interpreted as bad and vice versa. 

When it comes to the workplace, you need to apply good situational leadership. 

Apply your strengths with the right amount of measure along the continuum and you're golden.

Lean too far toward either extreme, and you risk becoming a poor manager. 

The better leader can apply their traits in a purposeful way rather than being controlled by them.

While the weaker one is a victim of their personality flaws.

So was it an accident, murder, or suicide?

The facts are there somewhere, but when it comes to personality much depends on how you apply it. 

(Source photo: here with attribution to NYC Arthur)

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February 26, 2011

The Lens of Leadership



I read an interesting article in Harvard Business Review (March 2011) called “Zoom In, Zoom Out” by Elizabeth Moss Kanter.


In the article, Kanter states that “the best leaders know when to focus in and when to pull back.”


The idea is that like a camera lens, we can choose to zoom in or out—and change perspectives in the way we see the world.


Perhaps, more importantly in my mind, it is the change in our perspective, that can change the way we, as leaders, behave across three dimensions—in handling ourselves as people, in decision making, and in problem solving.


I have summarized in the graphic (above) how the different perspectives of when we zoom IN and OUT manifest across those three critical leadership dimensions.


Overall, zooming IN and OUT with our leadership lens differs in terms of the impact of Ego versus Institution on how we view the situation; whether decisions are driven primarily by politics or principles; and whether problems get solved using quick fixes or long-terms solutions.


Zooming IN: helps us get into the weeds and deal with the dirty details. It involves dealing with people, process, and technology issues—up close and personal. Typically, to get a problem fixed—there are internal politics and some horse trading involved. Resolution of the problems on the ground are typically based on “who you are and who you know” and being structurally, situationally, and practically-oriented.


In contrast, Zooming OUT helps us see the big picture and focus on principles. It involves pulling back from the nuts and bolts to focus on the long-term strategy. Problems are treated as puzzle pieces that fit neatly into patterns. These are used to find “underlying causes, alternatives, and long-term solutions.” Sometimes appearing a little remote or aloof (reserved), at the extreme like an ivory-tower effort, the focus is clearly on the Institution and vision setting.


According to Kanter, “the point is not to choose one over the other, but to learn to move across a continuum of perspectives.


I would say that zooming IN is typically more like a manager and OUT generally more like a leader. But that a polished leader certainly knows when and how to zoom IN to take the management reins, when appropriate, and then zoom OUT again to lead in the broader sense.


One thing that I think needs to be clear is that those that can effectively build relationships and teamwork will show greater success whether zooming IN or OUT.


In the end, we can all learn to go along and get along as each situation dictates. As they say, “blessed be the flexible for they never get bent out of shape.”

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October 24, 2008

The ABC Strategy and The Total CIO

CIOs have a number of options with respect to upgrading their enterprise’s information technology.

Military Technology Magazine, Volume 12, Issue 8 has an interview with David Mihelcic, the CTO and Principal Director, Global Information Grid, Enterprise Services Engineering, at the Defense Information Systems Agency (DISA).

In the interview, Mr. Mihelcic describes the Adopt, Buy, and Create (ABC) strategy of General Croom:

Adopt—“we want to focus on using technologies that are mature to meet our needs. Our first is to adopt something that’s already in existence” in the enterprise.

Buy—the second choice is to “buy services and products that are readily available in the commercial space.”

Create—“only as a last resort do we create capabilities from scratch.”

The ABC strategy is valuable to CIOs in that is provides a continuum of options for obtaining technologies to meet requirements that starts with adopting existing platforms, which is the most conservative, trusted, and often economical. If we can’t adopt what we already have, then we proceed to buy the technologies we need—this is potentially more risky and expensive in the short term. And finally, if we can’t readily buy what we need, then we create or develop them (usually starting with research and development)—this is the most risky and immediately expensive option.

However, I would suggest that we need not follow this continuum in sequence (A, B, then C) in all cases.

While creating new capabilities is generally expensive in the short term, it can lead to innovation and breakthroughs that are potentially extremely cost effective and strategically important in the longer term. The development of new capabilities often yields competitive advantages through performance improvements. Also, innovations can provide for new revenue sources, market growth, and cost savings. Often the enterprises that are the strongest in their industries or segments are those with a capability that others just can’t match. In fact, I would argue that our nation’s own technological advances are a critical component to maintaining our military’s worldwide superiority.

Therefore, while the ABC Strategy is a good continuum for understanding our technology refresh options, I would advocate that we use the A, B, C’s with agility to meet our needs for innovation and global competitiveness.


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