The Art of The Fearless

This was my introduction to Wingsuit Flying.
It's an extension of death-defying BASE jumping off of Buildings, Antennas, Spans (bridges), and Earth (cliffs) with the added feature of soaring like a bird over the most beautiful terrains.
The wingsuits are bat-like jumpsuits with material stretching between the legs and under the arms enabling a user to glide through the sky, rather than free-falling straight down to the ground.

Essentially the wingsuit gives the human body the extra surface area to get the lift to fly through the sky without any mechanical devices at all or with the addition of small jet engines strapped to the feet for added thrust.
I am amazed at the fearlessness of these wingsuit fliers who jump virtually head first from unbelievable heights, fly close to the ground over extremely dangerous terrain, and only then release their parachutes toward the very end, near landing.
The other thing that impresses me about this is the beauty of this sport--the stunning places they jump from in Norway, Greenland, France and so on, the amazing, intricate colorful fly suits, the choreography of the stunts--alone and in groups--the spectacular filming of the events, and even the great heart-pounding accompanying music.
The talent, beauty, and courage of these sports enthusiasts combine to inspire me and hopefully you to go out and do great things (although hopefully not anything near as dangerous) with our lives--because these guys make it seem like almost anything is possible.
(Source Photo: here)

The Art of The Fearless

No More Excuses, Please

The New Yorker (24 October 2011) has a clever take on the urge of some--in this case, the privileged--to try and preserve the status quo. However, this can be applied more broadly.

While not an endorsement of any specific movement, this is an acknowledgement of the resistance to change by both organizations and individuals, and the many excuses offered.

Some typical ones we all have heard, in one form or other:

- It's always been this way.

- We've tried "that" before and it didn't work.

- Change is hard.

- Everything is fine just the way it is.

While change for changes sake is obviously pointless, change to adapt to new opportunities and threats is just good business sense.

Additionally, change to address inequalities on inequities is good moral sense.

Of course, we have to vet proposed changes and ensure they are constructive, the best option available, and really doable, so we are not just jumping into something irresponsibly.

When change meets the mark, then to implement it, we have to give it all we've got!

From our leaders, it takes vision, courage, and determination to see what needs to get done, get past the excuses, and inspire change.

From society, it takes sacrifice and hard work to get us to where we must go.

But if it's a destination worthwhile, then we drop the excuses and move to action.

Hopefully, we can recognize when change is indeed, necessary, and not be blinded by our fears and self-serving resistance that hinders the greater good.

No More Excuses, Please

Know What's Right, Do What's Right

In a conversation with a good friend recently, we got to talking about integrity--the meaning and of course, the importance.

And at one point, he says straight-out, integrity takes two things:

1) Know what's right

2) Do what's right

And I'm loving it!

Straight-forward and simple--know and do what's right.

Then he tells me about Gus Lee, a nationally recognized ethicist (and Chair of Character Development at the U.S. Military Academy, West Point) who wrote this book Courage: The Backbone of Leadership.

I was inspired by what I heard and since went back to learn more about his philosophy on the subject.

Lee believes that "leadership is grounded in high character" and that "we think we are looking for managers, but in fact, we need principled leaders."

To drive our "moral courage", Lee says we have 3 powerful resources:

1) Conscience--"that moral, inner voice."

2) Discernment--this is where you work to discern "the higher right" getting past "fear, feelings, and wishful thinking" and of course, our own self interests.

3) Discerning Advisors--we seek the counsel of "the most courageous, high integrity, high character, and principled person or people" you know.

And I would add a fourth important resource, which is religious teachings that can be a steadfast guidepost (especially when coupled with the others as a personal litmus test of whether you are applying them correctly).

Finally, I like Lee's observation that there are three type of individuals when it comes to issues of integrity:

1) Egotists--those who are self-serving.

2) Pragmatists--those who "serve results" or what I would call serving a specified cause.

3) People of Courage--those who "act in the right regardless."

Doing the right thing is not easy (it means putting aside your own interests)!

That's why it takes tremendous courage to be the type of moral person that we all ultimately admire and respect.

Those leaders who act with moral rectitude, these to me are the few and the amazing!

Know What's Right, Do What's Right

When Butterflies Sting

Stage freight (aka "performance anxiety") is one the most common phobias.
While often attributed to children, this is really a fear that everyone experiences--to a greater or lessor extent.
Organizations like Toastmasters help people overcome their fear of public speaking by having them practice regularly in front of the group.
Yet even the most experienced speakers and performers still get that knot in their stomach before a really big performance.
We are all human, and when we go out there and open ourselves up to others, we are vulnerable to ridicule and shame and being seen as shysters and charlatans.
So it really takes great courage to go out there and "do your thing" in front of the world--for better or worse.
As the child poet, Rebecca says, "when I go on stage, it's me, myself, and I."
What a wonderful perspective in being yourself and doing your best.
Here's what she has to say--in a poem called Butterflies.
(Credit Picture: scienceray.com)
________________________________
Butterflies
By Rebecca



Butterflies, that’s what I feel before the poetry slam.

It's 2 minutes before I read my poem.

I feel them tickling around my stomach making me want to puke.




My mom always tells me just imagine the audience in their underwear but it makes me feel even worse.

I told myself when I came up here you’ll do fine but, I know I’ll just stumble on a word.

Buzzing noises start in my ear.

I feel like I want to just go up on the stage and conquer my fear.

I shouldn’t care what people say because it’s my thoughts that matters.

When I go onstage it’s me, myself, and I.

1 minute till showtime.




Finally I hear my name.

I walk up to the stage unsteadily and all the lights are on me.

Everyone’s eyes beam towards me, almost as if they are watching a movie and I’m the show.



I read my poem.

I’m shaking.

I’m sweating like a dog running in the heat of summer.




I stumble upon a few words, but I survive it.

I am almost done. Just be done, already.

I read the last sentence but the time when I’m reading that sentence feels the longest.

My life is not going to end.

I’m done and I feel accomplished.

When Butterflies Sting

Surround Yourself With Positive People

This blog contains a powerful poem called Whispers.

It's about the destructive effects that negative people can have in our lives.

Each of us has lots of challenges, but with great inner strength and surrounded by good people and positive energy we can overcome and thrive.

Whispers

By Rebecca

I turn my back I hear the sound of a pin dropping but then something disrupts it

The sounds of whispers spin my head like a marry-go-round

I turn around to see lips pressed against her ear

Suddenly a feeling of paranoia goes upon me

A bunch of thoughts go through my head all at once

“Are they talking about me?”

“If they are talking about me what are they saying?”

“Is about my hair, my face, my outfit?”

“What could they possibly be saying that I’m not allowed to hear?”

Then time freezes and I start to hear laughter

Now I’m not even sad or angry I’m curious

Not only can I hear the whispers I can almost smell them

They smell of perfume and toxic air

It’s so strong I can almost faint

They stop talking and walk away

Even then they are still whispering and laughing

Like they don’t realize talking about someone behind their back is mean

So mean that an aura of evilness surrounds them with their perfect clothes, ornate makeup, and flawless faces.

Then I ask myself “why is it me they always pick on?”

But actually I know the answer or at least I think

It’s because I’m smart, fearless, and beautiful

Even though I don’t think so myself

Surround Yourself With Positive People

Essential Leadership Do’s and Don’ts

Below is a list of my top 15 recommended leadership attributes and the do’s and don’t for these.

For example, in managing people—do empower them; don’t micromanage. For supporting people—do back them; don’t undermine them. In terms of availability-do be approachable; don’t be disengaged. And so on…

While the list is not comprehensive, I believe it does give a good starting point for leaders to guide themselves with.

Overall, a good rule of thumb is to be the type of leader to your staff that you want your supervisor to be to you.

Common sense yes, but too often we expect (no, we demand) more from others than we do from ourselves.

This is counter-intuitive, because we need to start by working and improving on ourselves, where we can have the most immediate and true impact.

Now is a perfect time to start to lead by example and in a 360-degree fashion—because leadership is not a one-way street, but affects those above, below, and horizontal to us.

If we are great leaders, we can impact people from the trenches to the boardroom and all the customers and stakeholders concerned. That’s what ultimately makes it so important for us to focus on leadership and continually strive to improve in this.

Essential Leadership Do’s and Don’ts

Managing with Integrity

Most professionals know instinctively that they should act with integrity, if only to avoid getting caught. Yet, of course, not everyone does.

Whether it’s Bernie Madoff ripping off investors to the tune of $50 billion or the store cashier helping themselves to $5 from the register, many people make poor ethical decisions.

Given human nature being the way it is, it’s not surprising when people are tempted to do bad things. What is a little harder to understand is when managers, who may have to answer for the conduct of others, look away when they see it happening.

This is the subject of an article in Harvard Business Review (March 2010) called “Keeping Your Colleagues Honest.” According to the article, here are the four “classic rationalizations” that keep managers silent in the face of wrongdoing:

• “It’s standard practice”—or everyone was doing it and so that makes it okay.
• “It’s not a big deal”—some people state it this way, “no harm, no foul.”
• “It’s not my responsibility”—or as the Bible put it, “Am I my brother’s keeper?”
• “I want to be loyal”—or don’t be a Benedict Arnold.

HBR gives some suggestions for handling ethical dilemmas in the organization:

1. “Recognize that this is part of your job”—“people tend to view ethical conflict as aberrations…[but] that’s just not true….[it’s] a regular part of professional life.”
2. “Make long-term risks more concrete”—all too often people get caught up in the moment and want or feel they need to take the easy way out. So a good strategy for helping people to behave more ethically involves pointing out the risks and possible long-term consequences of the behavior.
3. “Challenge the rationalizations”—For example: “if this is standard practice, why is there a policy against it? Or if it is expected, are we comfortable being public about it?”
4. “Present an alternative”—Some mistakenly believe that ethical choices are not rewarded and are simply “naïve idealism,” and that we “have no choice” sometimes in doing the wrong thing. However, great managers recognize that there is always a choice.

There is no doubt that it is hard for managers to have to stand up for what’s right. There is always organizational pressure to get along, go along, and make things happen.

But in the end, we are accountable for our choices, whether we feel comfortable about it or not and whether they involve action or passivity.

In my experience, most people have a conscience and will try to do what is right. However, it is only a very few who have the self-confidence, the character, and the fortitude to stand up and follow their conscience even when it’s not easy, not convenient, not cheap, not fun, not popular, not beneficial in the short-term or even the long. (And there is not a clear playbook for every situation.)

I believe that making tough choices is our test and our trust in life, to do what we believe is right and ethical. It’s not only our greatest professional challenge but also our greatest personal one, and we cannot rationalize it away.

Managing with Integrity

It’s The Journey, Not The Destination

There is a great quote by Theodore Roosevelt in a speech he gave called “The Man in the Arena” (1910). The quote is about not being deterred by criticism, and to keep “striving valiantly.”

Quote from “The Man in The Arena”

Theodore Roosevelt

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

To me, it is not the destination, but rather the journey that is of critical importance in learning, growing, and becoming more tomorrow than we were yesterday.

A colleague a work told me, whenever you make a decision, half the people will love you and half will hate you. I understand that it can be easy to get discouraged when people criticize your decisions and actions. Leadership means listening to the criticism, even when it is painful. You just have to sift the constructive elements from the pure mud slinging.

He went on saying that just by living life, you would be jostled by it. And maybe that is the point, it is the striving—along with the bumps we get along the way—that builds our character and makes us stronger to take on even greater feats in the future.

So not to despair when times are tough, this is the making of a (hu)man and the crafting of a leader.

It’s The Journey, Not The Destination

Balancing Planning and Action

There are two common problems where immature or dysfunctional governance results in poor performance. When good governance is lacking, either decision makers:

1) Over-think and underperform or
2) Under-think and underperform

In the first case, people are seemingly paralyzed (often in a state referred to as “analysis paralysis”) and are hesitant to make a decision and so the organization stagnates—in a state of perpetual inaction—and underperforms.
In the second case, people don’t think enough about what they are doing—they lack adequate mechanisms for planning, analysis, vetting, and general due diligence—and are too quick to just do something, anything—whether or not it’s the “right” thing—and again they end up underperforming.
Both situations have negative consequences on the organization: In one, people are over-thinking and therefore not doing enough and on the other hand, people are under-thinking and therefore end up doing the wrong things.
Instead what we need is a rational sequence of think, do, think do, think, do—where actions are regular, frequent, and driven by a reflection of what’s occurred, the entry of new inputs, an analysis of alternatives, a vetting process, and the point of decision-making.
This is the essence of good governance and the most basic balance of thoughts and deeds, where thinking leads to action and action feeds back to the further thinking and so on.
In it’s more expanded form, Dr. W. Edwards Deming, the father of quality management, founded the Shewart cycle or PDCA (based on the scientific method)—where planning, doing, checking, and acting is a constant cycle of action and reaction:

Here we can see that good governance leads to continuous momentum from planning (thinking) and doing (performing) to a robust feedback mechanism that includes checking on results and acting to analyze and improve on those.
A recent article in MIT Sloan Management review, Spring 2010 called “Learning When To Stop Momentum,” by Barton and Sutcliffe, provides similar lessons from the perspective of overcoming dysfunctional momentum.
Dysfunctional momentum: “occurs when people continue to work towards an original goal without pausing to recalibrate or examine their processes, even in the face of cues that they should change course.”
Dysfunctional momentum fits into the category described above of under-thinking and underperforming. If we don’t “pause and recalibrate,” (i.e. think before further action) we are not going to perform very effectively.
The authors recommend that we do the following to cure dysfunctional momentum (under-thinking):
1) Be humble—“be confidant in your skills but humble about the situation. Even the most experienced experts cannot know how a dynamic situation will unfold.”
2) Encourage skepticism—“it is important that everyone’s voice be heard.”
3) Seek out bad news—“use the acquired information as an opportunity to learn.”
4) Be available—“interruptions force us to reconsider whether we really know what is going on and how well the present actions are working.”
5) Communicate frequently—“face to face is the richest medium for communication because…it conveys multiple cues that allow for a range of meaning, and it provides the opportunity for rapid feedback.”
To me, we can also cure dysfunctional paralysis (over-thinking) by tempering the prior recommendations with the following ones:
1) Be bold—be willing to understand the requirements, the options, vet them, and make a decision and move forward.
2) Encourage conviction—hear everyone’s opinions, thoughts, and ideas and then have conviction and take a stand.
3) Seek a decision—get the good news and the bad news, put it into a business case or other presentation for decision makers to act on.
4) Be discrete—manage time with discretion following the phrase from Ecclesiastes that “there is a time for everything”—a time for thinking and a time for doing.
5) Communicate with purpose—communication is critical and often the best communication is directed ultimately toward some decision or action to further some advancement on the subject in question.
The article summarizes both perspectives this way: Dysfunctional momentum occurs not necessarily because people are ignorant, risk-seeking or careless, but because they are human and have as much trouble in controlling momentum as they do in surmounting inertia.”
To address the issues of over- and under-thinking problems, we need to establish policy, processes, structures, and tools for good governance that support people in thinking through problems and making decisions on a sound course of action—leading us to a continuous and healthy cycle of thoughts and deeds, planning and action.

Balancing Planning and Action

Building High Performance Teams

At work, there is almost no greater feeling than being part of a high-performing team, and no worse than being part of a dysfunctional one.

Teams are not, by definition, destined to succeed. In fact more often then not, they will fail unless they have the right mix of people, purpose, process, commitment, training, and of course, leadership—along with the time for it all to jell.

I remember being on a team in one special law enforcement agency that had the “right mix.” The project was both very successful and was written up as a case study, and everything in the project was really fulfilling personally and professionally: from gathering around the whiteboard for creative strategy sessions to the execution of each phase of the project. Now, that is not to say that there were not challenges on the project and on the team—there always are—or you are probably just dreaming rather than really in the office working. But the overall, in the experience, the health of the team was conducive to doing some really cool stuff. When the team is healthy and the project successful, you feel good about getting up in the morning and going to work—an almost priceless experience.

Unfortunately, this team experience was probably more the exception than the rule—as many teams are dysfunctional for one or more reasons. In fact, at the positive team experience that I was described above, my boss used to say, “the stars are all aligned for us.”

The challenge of putting together high-performance teams is described in Harvard Business Review, May 2009, in an article, “Why Teams Don’t Work,” by Diane Coutu.

She states: “Research consistently shows that teams underperform their potential.”

But Coutu explains that this phenomenon of underperformance by teams can be overcome, by following “five basic conditions” as described in “Leading Teams” by J. Richard Hackman (the descriptions of these are my thoughts):

“Teams must be real”—you need the right mix of people: who’s in and who’s out.

“Compelling direction”—teams need a clear purpose: “what they’re supposed to be doing” and is it meaningful.

“Enabling structures”—teams need process: how are things going to get done and by whom.

“Supportive organization”—teams need the commitment of the organization and its leadership: who is championing and sponsoring the team.

“Expert coaching”—you need training: how teams are supposed to behave and produce.

While leadership is not called out specifically, to me it is the “secret sauce” or the glue that holds all the other team enablers together. The skilled leader knows who to put on the team, how to motivate its members to want to succeed, how to structure the group to be productive and effective, how to build and maintain commitment, and how to coach, counsel, mentor, and ensure adequate training and tools for the team members.

One other critical element that Coutu spells out is courage. Team leaders and members need to have the courage to innovate, “ask difficult questions,” to counter various forms of active or passive resistance, and to experiment.

In short, harnessing the strength of a team means bringing out the best in everyone, making sure that the strengths and weaknesses of the individuals offset each other—there is true synergy in working together. In failing teams, everyone might as well stay home. In high-performance teams, the whole team is greater than the sum of its individual members.

Building High Performance Teams

Faith or Fear?

I love stories of hope and possibility.

I read in the Washington Post, 1 August 2009, about cars that actually enable blind people to drive. This was one of those stories.

In 2004, a challenge was issued from a blindness advocacy group “to build a vehicle that the blind could drive with the same freedom as the sighted.”

Around the same time, The Defense Advanced Research Projects Agency (DARPA)—the same government agency that brought us the Internet—“ran a series of contests to inspire a driverless car that could navigate complex terrain.”

However, at Virginia Tech’s Robot’s & Mechanism Laboratory the challenge of “an autonomous vehicle wasn’t enough. We want the blind person to be the driver, not to be driven.”

To meet this once unthinkable goal, the design team developed a prototype vehicle that blind students this summer are actually testing.

Here’s how the vehicle works: An all-terrain vehicle with a front-mounted laser sensor sweeps the terrain ahead, and a computer in the back processes the information into a two-dimensional map. A computer voice tells the driver through headphones what number of clicks to turn the wheel to steer around obstacles and a vest vibrates to indicate whether the driver should slow down or stop.

By challenging ourselves, bringing innovation to the table, thinking positively, and working through the challenges, we are able to bring opportunities to people that many thought were impossible.

Yet even today, I heard people reacting to this story and saying “Oh, I wouldn’t want a blind person driving behind me.”

But why not? There are reasons to believe that this can work.

First of all, in the vehicle tests, the blind drivers actually did better than the engineers because they followed the directions coming from the computer more precisely.

Second, when it comes to other modes of transportation such as flying, people no longer seriously question the use of technology to aid our ability to see, navigate and fly through all sorts of weather and turbulent conditions. Now a days, a large commercial airplane flying at hundreds of miles an hour over densely populated cities on autopilot is an accepted fact.

I believe there are really two issues here:

On one hand, is the technology itself. How far can technology take us—are there limits?

And the second issue is can people overcome their mindset of fear, doubt, hesitation, and negativity to really stretch the bounds of the imagination to the what’s truly possible?

I think both the issues of technology and mindset are strongly related.

Obviously there are laws of nature and physics that place real limits on even how far technology can take us. Yet, as we press against the boundaries and test the seemingly impossible, we are able do things that practically defy those very laws. For example, who would’ve thought that man could fly like the birds, walk on the moon, communicate thousands of miles in a split second, or cure the incurable? Perhaps, what we perceive as physical limitations are only there until we can figure out how to overcome them with innovation and technology—and of course, the wisdom bestowed from the almighty.

By realizing that the boundaries are not so hard and fast—that they are elastic—we can have hope in going further and doing the seemingly impossible.

Certainly, I recognize the very real legitimacy of the concerns that people might have over the thought of blind people in the driver’s seat. However we must ask ourselves how much of this concern is based on rational, logical factors and how much on a misperception or mistrust of what technology—and blind people themselves—can actually do. To me, it really comes down to one’s mindset.

Through faith, courage, conviction, we can overcome our doubts and fears. We can and must continue to explore, to test the bounds, and to innovate some more.

Faith or Fear?

Finding the Meaning In It All

What a great, great article in the Wall Street Journal—Tuesday, July 14, 2009—“A New View, After Diagnosis” about how “cancer patients find meaning in the face of mortality…how can you live knowing that you’re going to die?”

To me, the article was inspiring, hopeful, and courageous.

A new therapy called meaning-centered psychotherapy addresses the question that cancer patients have: “How do I live in the space between my diagnosis and my eventual death.” And it answers the call with the philosophy of the Austrian psychiatrist and holocaust survivor, Victor Frankl, who taught, “people can endure any suffering if they know their life has meaning.”

Meaning-centered psychotherapy works with cancer patients to make “the months or years of life that remain times of extraordinary growth” of “reconnecting with the many sources of meaning in life—love, work, history, family relationships,” and of resolving issues of our past.

Through spiritual well being, we can reduce our anxiety and fear of death and find meaning in life and the legacy we can leave behind.

No, this article wasn’t about work or technology or leadership per se and yet it was about all of them so much more.

How often do we go through our daily lives and question the meaning of it all? (What’s life really all about? What’s it all for? Why do we work so hard? Who really cares? What affect does it have in the end, anyway?)

In fact, all our lives we are searching for and desperately seeking spiritual meaning in what we do.

We are multi-faceted people. We have professional lives, families, friends, community, hobbies, and so forth. And we try to imbue spirituality in what we do every day—to elevate the mundane into the holy—to make the meetings, reports, bills, dirty diapers, dishes, and laundry, meaningful.

Recently, one of my friends who is looking for a new job (in this tough economy) said to me, “I want to find a meaningful job.” And I asked him “what is meaningful to you?” He answered “I’m not sure, but I’ll know it when I see it.”

It seems that we all cognizant of the short time we have here on earth and we want to make the most of it. Yet, despite all the people, activity, and things (“technology toys” or otherwise), we still are not sure what exactly “meaningful” means.

Is the answer really simple and straightforward--is it our good deeds, loving our neighbors as ourselves, and serving our maker? Well yes, of course, but we also have an inherent need to see that there is some positive end-result to our life’s work—a legacy that transcends us. Whether it is through our children and grandchildren that carry onward after us, charitable gifts or trusts that helps feed the hungry, shelter the homeless, or treat the ill, or having a positive influence on the people and society around us—inspiring, motivating, leading, and creating a better world.

Certainly, with a cancer patient, at the crossroads of the life and death, meaning must be found now or lost for all time. Others, not facing imminent death, have more time to explore, experiment, and search for the meaning in their lives. In the end, all of us desire to leave this world with a clear conscience knowing that we did our best, and left the world and the people in it that we touched, better off than had we not lived at all.

Finding the Meaning In It All