Scale Problems

Teutonic organizations believe that size makes up for persuasion.

Small organizations believe that persuasion makes up for size.

The problem in both organizations is scale, not properly understood.

Because your organization, your team, your personality, or your project is large, that doesn’t mean that persuasion is something to be abandoned. Persuasion at scale to get me to follow the rules, be compliant, or go along with the program, must not be abandoned in favor of the use of power and authority.

Because your organization, your team, your personality, or your project is small, that doesn’t mean that persuasion is the only thing to consider. Appealing to power or authority to get me to follow the rules, be compliant, or go along with the program, is sometimes a tool that works to ensure future engagement.

Be sure of three things to determine the balance in your organization:

  • Be sure of how your size (small or large) is perceived by others in the market.
  • Be sure of how your persuasion tactics have been effective (or haven’t been effective) in the past.
  • Be sure of how you have used (or misused or failed to use) power and authority in the past, and in the present, to move the market.

Otherwise, when your organization follows a rule or regulation to the letter, creates a method of persuasion that falls on deaf ears, or makes a move that benefits the organization but not your customers or fans, don’t be surprised when the push back is unexpected.

Anxiety, Worry and Hurry

Worry about things you can’t control and outcomes that are dependent upon other people responding (or reacting) is at the heart of anxiety.

Our modern struggle with anxiety comes from three areas: Our desire for immediacy of outcome (or resolution); Our lack of internal resilience; Our impatience with process as a method of accomplishing goals.

We narcotize our worry, or anxiety, with food, alcohol, drugs, violence (self-directed and other-directed) and even lately video games, social media, and coloring books.

The thing is, sitting with worry, and then learning to have faith and let that worry go, is the only way to find the peace that we are craving.

The process of getting from worry to letting go of worry can be mediated and adjudicated by meditation, prayer, and journaling (we forget past victories over worry unless they are recorded…memory is a slippery thing) but when we combine the desire for immediacy, control, and impatience, then hurry sneaks in.

And we are too busy to remember past victories. Too busy to engage in a letting go process. Too busy to do anything but worry.

The ways out of this are easy, but they require self-knowledge, self-direction, and self-regulation to work.

Not more distractions.

When You Won’t Need Validation

Recognizing that you once held a belief and that now this belief is changing, is the essence of learning.

And by the time you attain that essence, you won’t need the extrinsic validation from an “A” letter grade, a raise, a promotion, or any other validation that you believe extrinsically motivated you to learn in the first place.

To go a step further, you won’t care if the validation for the learning comes or not, from an external source.

And you won’t need reassurance about the actions you take to implement and execute on your newly acquired self-knowledge.

Building a Memory Palace of Lies

What happens when how I remember an event doesn’t match how you remember an event?

This mismatch in memory—and framing of those mismatches—leads to people constructing palaces to specific memories in their minds. These palaces are filled with feelings, ideas, thoughts, and conclusions that may not be objectively accurate.

And that may be viewed by the other party (who remembers events differently) as a palace of constructed out of lies.

One of the issue with outsourcing our memory of events (and even our memory of truth) to online algorithmically based programs, is that the program remembers quite accurately. But it remembers what its original creator (or “first mover” if you will) programmed it to remember.

And just about as accurately.

Here’s a deeper issue: When I appeal to an outside authority to adjudicate the disagreement between my memory of events and your memory of events, and when that authority has been programmed by a third party with their own attributions and biases, at what point do we stop appealing to authority?

And let bygones, be bygones.

The power of memory truly lies in allowing people to construct their own memory palaces in peace, to remember the past with nostalgia, and to forget (and be forgotten) not as an escape from consequence—memories provide plenty of that on their own—but as a way to experience grace.

Core Emotional Alchemy

Do you care?

This is the binary core question that we avoid asking out loud, or ask each other in unclear, murky, nonverbal ways, or just don’t ask at all.

This is the right question to ask before thinking of strategies to engage in the practice of emotional alchemy. The kind of alchemy that transmutes emotional labor into motivation in other people.

Alchemy has long been considered a joke, but in leadership, conflict management, and emotional labor, the placebo effect of emotional alchemy is just beginning to be part of a core conversation about how to motivate others.

But the fact is, no one knows (really) how to extrinsically, or intrinsically, motivate others, render them “unlazy,” or otherwise get them to do the work that matters at the level you would like them to do it.

And any article that proposes to do so, is selling a brand of alchemy all its own.

What Do You Do With Resonance

Resonance is underrated as a way of sparking change.

There are two things that happen when we hear an idea that resonates with us:

We admire the person who shared the message with us.

We file the message away in the back of minds.

Occasionally there are those people who take the idea that resonates and do something with it.

For those folks, the message (and the resonance) become a signpost on the billboard of their minds.

But there are not nearly enough of them, operating fast enough, with enough courage to make the kind of change that we need to see in the world.

Are you inspired, or are you admiring?

Need for Reassurances

Reassurances are the fuel on which feelings of safety run.

The overwhelming need for more reassurances often stops us from doing the courageous work that matters.

The resistance (the Lizard Brain) is driven by the need for safety, which is why reassurances are so useful as a tool to drive people forward to accomplishing work.

Or why they are so useful for dulling people toward doing work that matters; in essence, lulling them into a false sense of safety.

If a person is seeking for more reassurances that the path they are walking is the right one, or that the method of management of a conflict that they’ve chosen will “work,” or if they don’t really want to know the details….

Well, there will never be enough reassurance.

Which means you will never get all the safety you need.

Which means you’ll react with a posture of fear when a new idea, concept, or approach is brought to you.

Which means that all the tools and tips in the world won’t really work for you.

Which means that we’ll never get the emotional labor from you that we really need to make the changes that are necessary in the world.

Stop looking for more reassurances.

Start getting comfortable with the fact that there will never be enough.

Move forward courageously with whatever decisions you’ve made, without self-doubt, or fear.

Obligation is a Funny Thing

Obligation is a funny thing.

And not funny as “ha-ha” but funny as in “Isn’t this a modern irony?”

The NFL owners voted almost unanimously this week, to move the Raiders franchise from Oakland to Las Vegas (a move fraught with its own implications in a professional sport full of people with questionable moral and ethical decision making practices…but bear with me) and their explanations to the fans of why they are moving, is reflective of a larger shift in our culture around the concept of obligation.

The attitude encapsulated in the owners’ comments following the vote reflects two views of obligation:

The first view is that of “we owe you nothing.” The franchise and the team played games, grew a fan base, and gave the entertainment to the fans of the sport that they craved. In exchange, the fans gave the team and franchise money through ticket sales and more.

Purely transactional.

The second view of obligation is that of “the only thing I ever owed you was a ‘good time.’” The players, the ownership (I’m a Denver Broncos fan, I know), and even the overall notorious behavior of the franchise reflected this “good time.” In exchange, the fans (both locally and regionally) gave the team, the owners, and the franchise attention, awareness, and an audience.

This is also purely transactional and reflects a view of obligation based not in attaining revenues of money, but attaining revenues of attention and trust. It’s the view that Frank Sinatra had about his life versus his performances, and that many celebrities of all stripes seem to have abandoned in recent years.

There are two large perspectives to consider here, both of which relate to conflict management and our real lives, as well as one small—but salient—point:

  1. Our lives are never purely transactional in nature. There is always an exchange of emotion for revenues (either trust or money) and that transaction has never been more valuable than now in our overall organizational and public cultures.
  2. Our conflicts are based on other people barreling past our obligations and asking us to give more emotionally, than we may be prepared to give.  However, the reality is that our personal boundaries around obligation must expand, or our management (not to mention our resolutions) will be task oriented, thinly veiled attempts to get to a relationship based goal we don’t really value, with the other party.

The small point is this: The organizations and leaders that understand the nature of obligation and the power they wield in a transactional relationship, will attain far greater—and far more meaningful—outcomes from individuals, societies, and cultures, than those that don’t understand.

Or even worse, those that don’t care—or never cared—in the first place.

What Does Your Perspective Look Like When You Change Your Mind

What does your perspective look like when you change your mind?

Mindsets are based in the accumulation of identity, meaning, life experiences, and assumptions that each of us make about how the world, and the systems in it, should work.

Mindsets are also backed up by the accumulated cruft of judgments, frames, attributions, and other cognitive “ticks” that people exhibit in their thinking and behavioral choices.

Many of the aspects of mindsets are considered by individuals to be fixed: they are what they are and there’s little point in attempting to change them.

Some of the aspects of mindsets are considered by some individuals to be changeable: they can be grown, can shift, can be made to serve a person rather than the other way around.

Changing your mind can come in many forms: through seeking new knowledge, through taking on new challenges, through deciding what not to do, or even through seeking forgiveness and reconciliation with another.

The journey from here to there is important. But not nearly as important as it is for you to tell us what it looks like from that new perspective.

Actions That Compose the Work

The work is rarely the most entertaining or compelling, thing.

The result of the work is a lot more compelling—good, bad, ugly, or indifferent.

The process is rarely envied.

The result of the work—the sausage, such as it were—is delicious on the plate, and worthy of being enjoyed. And sometimes, people are envious of the outcome.

The potential to experience emotional pain, public (or private) embarrassment, and even failure is so strong that people seek all kinds of shortcuts to avoid experiencing any of those potential outcomes.

But experiencing those outcomes, many times is the work.

Here is a partial (but not all inclusive) list of actions that compose the work. As in all cases, your mileage (and experiences) may vary:

Patience is work.

Resiliency is work.

Accepting outcomes is work.

Knowing where to put your focus (and why), is work.

Showing up every day, even when you don’t feel like it, is work.

Being responsible when a project, idea, or position you championed doesn’t work, is work.

Ruthlessly eliminating hurry in the short-term, to accomplish larger lifetime goals in the long-term, is work.

Having the courage, clarity, and candor to speak up about what is working and what isn’t, is work.

Engaging with people we don’t personally (or professionally) like without rancor, to accomplish goals greater than ourselves, is work.

Knowing when to quit, what to quit, and how to quit, is work.

Figuring out the right questions to ask, in the right way, to the right people, and then hearing the answers, is work.

Realizing that the work is on the line, but that you as a person are not, is work.

Raising expectations with the idea of fulfilling them, rather than using them as leverage against the other party in a conversation, or conflict, is work.

Seeing the end goal of a project, and realizing that persuasion of other people is the number one thing to accomplish to get there, is work.

Being intentional about your actions, whether in a conflict process, a project process, or a goal oriented process, is work.

Knowing yourself and what you are capable of (and what your limitations are), is work.

Understanding when to stop working, is work.

Doing any, and all, of these things in public, doesn’t make for a compelling or entertaining process to view from the outside.

And in a post-Industrial society, that values entertainment above all else, knowing what’s truly compelling, and talking, writing, and entertaining about that, is work.

Increasingly, it may be part of the only work that matters.