The Humanity of Routine

People are creatures of habit. 

They form routines and function with relative comfort and efficiency within that. 

And for the most part, we can recognize our own patterns in life. 

Get up, brush our teeth, dress, daven (pray), go to work and so on. 

After a while, you can do it mostly in your sleep. 

We sort of become like automatons. 

Flip the switch and we go.

When routine and structure become so rigid that we can no longer improvise or innovate then we have a big problem in higher order functioning. 

But also when we break people's structures and habits, we find that they can quickly lose their sh*t. 

People need to control their time and maintain their patterns of life. 

Therein lies a certain safety and comfort in that repetitive doing.

You know what you're doing--you've done it before, so you can do it again.

If you strip a person of their control over their time and the structure of their behavior, they are truly naked and in much more than a physical sense.  (They articulated this in The Punisher, Season One, on Netflix)

All of a sudden they don't know what to do or how to do it. 

Do they go crazy, breakdown, or tell you everything you want to know. 

Torture is not just physical, but also mental and emotional. 

It is not hard to take away something so simple and a person is no longer a full person anymore. 

People need solid coping as well as survival skills to deal with the unknown.

Finally, appreciate when everything is more or less under control, because that's truly a blessing.  ;-)

(Credit Photo: Andy Blumenthal)

The Humanity of Routine

Excellence Vs. Mediocrity

So we all know how hard it can be to get ahead.  

The long hours, hard work, and grueling repetition to try to reach near-perfection. 

Even then, of course, we need G-d's mercy and blessings and a measure of good luck to succeed. 

Also, by definition, not everyone can be "the best" at everything. 

I suppose the expectation for most people is that they try at least to excel at the things that they need to do or are most important to them, as well as maintain work-life balance. 

In this light, it was interesting to hear a story recently about mediocrity (and not excellence). 

When asked to step up on the job, one person responded in the negative saying:

C's get degrees (too)!

Of course, this must have sounded pretty shocking and off-putting. 

In other words, they weren't going for the "A" or even a "B".  A "C" grade was fine for them--as long as they didn't completely fail with a big "F".

Who knows what circumstances may have led this person to settle for mediocrity--just wanting to pass.

Perhaps they had serious personal or family issues--and had good reason to be taking a step back (for a while). 

But I think there could also be more tactful ways to say it too--like explaining if there were mitigating or challenging circumstances in their life right now. 

If there really wasn't mitigating circumstances and the person was just "slacking off" or didn't care, one has to wonder why--are they just "milking the system" or is there something more fundamentally wrong?

C's get degrees, but to me the real question is: Are you doing your best given your particular life circumstances?  ;-)

(Source Photo: Andy Blumenthal)

Excellence Vs. Mediocrity

Memory Comes In 3's

So it seems like the human mind can fundamentally only remember things in threes.

Whether it's a joke about serving 3 meals: Frozen, Microwave, and Take-out. 

Or Even washing your hair: Wash, Rinse, Repeat. 

How about what to do when there is an:

Active Shooter: Run, Hide, Fight

Fire: Stop, Drop, Roll

Earthquake: Drop, Cover, Hold On

G-d forbid there should be 4 or more steps to do something, and mankind would be beyond his/her mental limitations and at a virtual standstill. 

So read, remember, and use this appropriately--that's the 3 things to do now with this post. ;-)

(Source Photo: Andy Blumenthal)

Memory Comes In 3's

Talent, Determination, and The Total CIO

To become a great CIO or a great anything, what is the driving factor—talent or determination?

Fortune Magazine, 27 October 2008, has a book excerpt from Talent is Overrated: What Really Separates World-Class Performers from Everybody Else by Geoff Colvin.

Often, as individuals we’re afraid that if we don’t have the inborn talent then we can’t really compete and certainly won’t succeed. But that isn’t true!

Here’s an interesting anecdote about Jeffrey Immelt and Steven Balmer. “One of them recalls, ‘we were voted two guys probably least likely to succeed.’” They played waste-pin basketball with waded-up memos at P&G before becoming CEOs of General Electric and Microsoft.

Research shows talent is not the decisive factor:

“In studies of accomplished individuals, researchers have found few signs of precocious achievement before the individuals started intensive training…Such findings do not prove that talent doesn’t exist. But they do suggest an intriguing possibility: that if it does, it may be irrelevant.”

So if innate talent is what makes for high achievement, what does?

The answer is…”deliberate practice” characterized by the following:

• Stretch goals—“continually stretching an individual just beyond his ir her current abilities.”
• Repetition—“top performers repeat their practice activities to a stultifying extent.”
• Feedback—“in many important situations, a teacher, a coach, or mentor is vital for providing crucial feedback.”
• No pain, no gain—“we identify the painful, difficult activities that will make us better and do those things over and over…if the activities that lead to greatness were easy and fun, then everyone would do them.”

So what do you do if you want to be a great CIO or successful in any professional endeavor?

• Set goals.
• Plan how to reach them.
• Observe yourself/self-regulate.
• Self-evaluate.
• Adapt to perform better.
• Repeat.

This is where determination comes in and makes the difference between success and failure.

“What you want—really, deeply want—is fundamental because deliberate practice is an investment. The costs come now, the benefits later. The more you want something, the easier it will be for you to sustain the needed effort.”

In any case, “the evidence…shows that the price of top level achievement is extraordinarily high…by understanding how a few become great, all can become better.”

Talent, Determination, and The Total CIO