Monday, November 30, 2009

Know what you know

The tacit knowledge in your organization is a powerful strategic asset, but, being invisible, is often overlooked. Become attuned to your tacit knowledge and create new possibilities for products, services, methods and processes.

Knowledge gained from experience is “tacit knowledge”.

Your organization is unique. It is a product of the path it has followed and the people that are in it. No other firm has precisely what yours has. “What you have” includes your collective wisdom –knowledge and know-how. There is a hidden source of competitive advantage embedded in how you do what you do.

How can you become attuned to your firm’s tacit knowledge?

When you have finished a complex or unusual project, don’t just move straight on to the next thing. Debrief to see what everyone has learned as a result. Take a broad view of learning. It’s not just about information but also about methods, strategies, ways of working with clients, approaches to negotiation and other key skills. What made the team work well together? What could have been done better? How could the learning be applied in future matters or across the firm as a whole?

What do you know about the work being done by others in your organization? What interesting approaches have been developed? Could these be adapted for use in other parts of the business? Are there particular elements that could be usefully applied in other contexts?

Knowledge is not static but always increasing. As a leader, encourage others to reflect on what they have learned, and to become attuned to the collective wisdom in your organization.

Sunday, November 29, 2009

CSR Reporting Best Practice

Cindy Mehallow of Triple Pundit has put together some excellent insights about CSR reporting including some great work being done by FedEx and Gap.

Please read Cindy’s blog with the links here.

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Thursday, November 26, 2009

The size of the crowd matters

Last weekend I had the opportunity to speak for a not-for-profit organisation. I wasn't being paid a fee, but the organisers allowed me to sell products. I decided to use it as a fund-raising presentation for Samata Sarana, a charity I support in Sri Lanka.

I had a $100 package for sale, including some e-book downloads and tickets to two webinars. I couldn't decide whether to offer it at the special event price of $50 or $20. I knew that offering it at $20 would get more takers, but would they be enough more to make up for the lower price?

In the end, I chose $20. I wanted more people to take up the offer, not only because I thought I would make more money for the charity, but also because it would get more people into my network.

Sometimes the size of the crowd matters more than what they paid to be there. It can create a buzz in the audience, it gives you more people to share your message with, it increases your network, it creates more possibilities for testimonials and referrals, and so on.

This isn't always the case, and I'm not saying you should always reduce your price to get more takers. But sometimes it's exactly the right thing to do.

Wednesday, November 25, 2009

Have a vision

If you want to make change, you must be able to explain WHY you want it and why others would want it too. An inspiring vision for the future motivates you
to try new things in order to achieve it, and elevates your work above the daily

Businesses often lack an overarching vision. A former lawyer puts
it like this:
“As a bright-eyed young lawyer joining the profession in the early 90’s, like many
of my colleagues I had grand ideas about making a difference. We soon
discovered that there was no bigger inspirational picture to buy into, or, if there
was, it was paid lip service in deference to budgets and billing. So it was no
surprise that many of my colleagues slipped into the competitive malaise of
focusing on their promotion prospects and individual bonuses. It is equally no
surprise that the term “passionate lawyer” is close to an oxymoron. It is hard to
be inspired by a pure profit motive.” *

This would apply to many other types of business, not just law.

Everyone in the business needs to understand the strategy; where the
firm is headed. Share this information; don’t keep it a secret. Otherwise, how can
your people make suggestions that will move the business in the right direction?

Do you have a vision or philosophy? Do you believe in it? Does it excite you?
Speak from the heart and let your enthusiasm show, to help people buy into your vision.

*Andrew Hughes, Team Building: Establishing a new playing field

Tuesday, November 24, 2009

Difference makers tear down walls

On November 9 we witnessed celebrations for the 20th anniversary of the fall of the Berlin Wall – a wall that separated, fortified, restricted, divided. Depending on your point of view, the Wall ‘protected citizens and safeguarded a frontier’ and it was a ‘symbol of the suppression of human rights’.

Other physical walls exist around the world, and they continue to be built or extended, serving similar purposes to the Berlin Wall. Some are hotly contested. These physical walls reflect powerful invisible walls, the ideological, economic and social barriers we build in our minds to divide, separate and restrict others.

Difference makers often achieve results by challenging invisible walls. I recently interviewed Colin Slater OAM, founder of Sing Australia and finalist for Australian of the Year. Colin deliberately made his choirs inclusive. He accepts everyone, regardless of their singing ability. To join some choirs you have to be able to read music, sing in tune and commit to turning up each week. These are walls, barriers, that prevent many people enjoying the pleasure of singing. Colin has analysed why people are reluctant to sing and built a suit of tools to get rid of people’s excuses (walls) for not singing. Allowing anyone in to his choirs does create challenges, but the value of inclusiveness is more important.

What invisible walls do you operate by that divide and restrict others?
What invisible walls are you challenging in order to make a difference?

Monday, November 23, 2009

How would you want to live your next life? I think Woody Allen may have the answer.

In my next life I want to live backwards.
You start out dead and get that out of the way.

Then you wake up in an old people's home feeling better every day.

You get kicked out for being too healthy, go collect your pension, and then when you start work, you get a gold watch and a party on your first day.

You work for 40 years until you're young enough to enjoy your retirement.

You party, drink alcohol, and are generally promiscuous, then you are ready for high school.

You then go to primary school, you become a kid, you play. You have no responsibilties, you become a baby until you are born And then you spend your last 9 months floating in luxurious spa like conditions with central heating and room service on tap, larger quarters every day and then ....

Voila - You finish off as an orgasm! I REST MY CASE

My Next Life - Woody Allen

Isn't it time we turned Maslow's hierarchy upside down?

Why wait until we have our food, shelter, social and esteem needs satisfied in that order before we go into self-actualisation?

Let's get 'dead' out of the way and wake up to feeling and leading better everyday. You never know, there might just be an orgasm at the end of it.

Sunday, November 22, 2009

Managing Leadership in Organisations

Leadership is no longer only an individual characteristic to be exhibited primarily by someone in a higher position; it is inherent to the organization, naturally expressed by all of its members, and managed by senior executives.

The concept of individual leadership is getting redundant because:
- It places on "leaders" untenable burdens that irresistibly lead to isolation, loss of direction – and disloyalty.
- It represents the surrender of our organizations, their owners, boards, executives and other stakeholders to the "leaders" and their "vision".

On the other hand, if managers are enabled to handle and utilise Leadership as a resource, they can effectively control organizations in all fields.

In his book Managing Leadership Jim Stroup writes, "Leadership is more efficiently managed through the kind of spontaneous and unheralded forms of leadership from deep within an organisation. Just as the advance of infantry across the battlefield depends on the prompting of a comparatively small number of individuals acting according to circumstances and their ability to seize the moment, so too do large organisations progress by the smaller stimuli provided by employees, technicians or administrators, within the organisation who are much closer to customers or to whatever constitutes the sharp-end of their business."

In managing leadership, the emphasis is on:

- Organisation's objectives: The organization defines the framework objectives systematically, so they can be fulfilled
- Indicator and objective system: The indicator and objective system structures and spreads business to all levels
- Stakeholders' needs: To know if stakeholders have received it
- External communication: To carry out all the activities so that our brand is transmitted appropriately and we receive feedback.
- Culture of excellence: To promote a culture based on achieving excellence in all fields of management and to involve people.

These dynamics would enable everyone to: -
- learn leadership skills
- apply them constantly to themselves
- take responsibility for their own actions and decisions
- partner with others as equals, rather than seniors and subordinates.

This view of leadership:
1. Unleashes the leadership from within the organization towards achieving remarkable results.
2. Frees senior managers from the pressure of doing something extraordinary and drives them to do run the organisation extraordinarily.
3. Enables them to return to their principle duty of managing the organization - including the leadership inherent to it.

Saturday, November 21, 2009

Al Gore could become first carbon billionaire

I read with interest last week that if Al Gore gets his way, and pushes through laws that support his climate change policy, he stands to become a billionaire due to his investments in green-tech technology.

Is it a problem that he will profit from the very policies he's pushing? Not necessarily, because he is acting as a private citizen, not an elected member of government. So of course here's entitled to make money from it.

And does his financial benefit taint the quality of his argument? Again, not necessarily, though some disclosure of his financial interests would have been more honest, and would have prevented any possible scepticism over his motives.

So let's give him the benefit of the doubt.

But I wonder whether the Gore supporters - and indeed, Gore himself - who will brush this potential conflict of interest aside (and could reasonably do so) will be equally forgiving when attacking the other side. For example, will they still argue that research funded by oil companies is unreliable and biased?

This isn't for or against global warming. This is about clear thinking. It's about consistency and double standards. The next time you hear somebody dismiss research funded by oil companies or statements made by executives of those companies - purely because of the source - ask them whether they're equally critical of Gore; and if not, why not? They can't have it both ways.

Friday, November 20, 2009

How long is a piece of 32cm string? Why are these ways of measuring a piece of string also a measure of your leadership?

There is much we can learn about leadership from trying to measure a piece of string. I recently saw a documentary on trying to measure the length of a 32cm string. I found it fascinating and decided I would share the leadership reflections that it triggered.

Measuring a piece of string is not as easy as it sounds. It is a mathematical and a physics problem first considered about 5000 years ago. But science alone has not solved this problem. A great deal of philosophical thinking has been applied to this conundrum. How long is a piece of string is not a simple question. In trying to measure a piece of string, we discovered

  1. The whole of the human race can be compacted down to the size of a sugar cube
  2. The string can be infinitesimally small
  3. Fundamental building blocks to life can be at many places at the same time
  4. The string only exists because we are measuring it
  5. The more you measure the string, the longer it gets
  6. The string can be infinite in length

1. The Standard Measures (string length = 32cm)

The challenge with ‘measuring’ is that you want the measurement standard to be the same and stable for everyone. In the UK’s National Physics Laboratory, they have a metal ‘Standard Metre Rule’. The metal is made from 90% platinum and 10% iridium – discovered 200 years ago to be the most stable combination of materials under every conceivable environmental pressures and stresses.

Measuring the piece of string will only be as accurate as the scale you can read off the Standard Metre Rule.

Leadership Reflection #1

Can we come up with the ‘same and stable’ standards for measuring leadership? What should be the leadership equivalent of ‘90% platinum and 10% iridium’? i.e. something that can withstand every conceivable environment pressures and stresses. What combination of values, virtues, ethics, hope, principles etc works best?

2. Speed of Light Measure (string length = 319.445mm)

Using the speed of light can produce a much more accurate measure. However, for the measure to take place the string needed the help of a reflective surface to bounce light off the two ends of the string. The dull surface of the string doesn’t work.

Leadership Reflection #2

How reflective are you as a leader? Is your leadership like the string … dulled and can’t be measured. Perhaps you need the help of reflection (or a reflector) to make sense of your leadership?

3. Fractal Measure (String length = infinite)

Using a ruler to measure distance on a map compared to using a map wheel results in different results. That is because a map wheel can follow the contour lines much more accurately. In effect, the map wheel zooms into the detail. However, in the mathematical science of measurement, the more detail you reveal and the longer your length becomes (there’s a joke here about men looking at their private part – but we won’t go there). This is a branch of mathematical science called Fractals.

Fractals are mathematic repetitive shapes that look the same no matter how zoomed in they are. Their shapes are repeated over and over again. A piece of string can be seen as a fractal shape because the closer you look at a string, the more crinkles there are. So, if you had a small enough map wheel to trace all the crinkles – the string could indeed be infinite in length.

Leadership Reflection # 3

Do you exhibit ‘Fractual Leadership’? Does who you are and what you stand for remain the same – no matter how closely you are scrutinized. Does what you stand for retain it’s shape no matter how much others ‘zoom in’ on you? In other words, really deep down, are you the same person as the one you project externally?

4. Atomic Measure (String length = infinitesimally small)

Surely, if we measure the string using the smallest unit possible - the atom – we will get the definitive answer. Sadly, no. The atomic level is when things get really complicated.

Most of the atom consists of space. The only real mass is the nucleus. If we took out all the spaces that make up a human being, the entire human race would be reduced to the size of a sugar cube. So, you won’t even find the space if we just measured using the mass we can see from the atom.

The point is, we are made up of space … space is important.

Leadership Reflection #4

How much are you valuing space? Space to think. Space to learn. Space to explore possibilities. Space to change. Is your leadership thinking cluttered? What, in your head, do you need to get rid of in order to make space?

5. Quantum Measure (String length = don’t know)

Quantum mechanics tells us that the particles in the string can be in many places at once. The Interference Pattern experiment of shooting one photon at a time demonstrates this. What this means is that the fundamental building blocks of the universe don’t have fixed positions. Therefore, using fixed positions to measure something is not a good idea anymore (not just at the quantum mechanics level, but at any level)

Without fixed positions, quantum mechanics gives a totally different perspective on ‘observation’ – which is … ‘observation’ is something that is really only there when we are there to see it. By measuring the string – and seeing it being measured – the string has a length. It doesn’t have a length until you actually look at it. So, in the world of quantum mechanics, reality doesn’t exist until we are observing it. The act of observing it creates a reality. What an ambiguity!

Leadership Reflection #5

Is your leadership real? Does your leadership exist when no one is there to see it? Are you violating the fundamental principles that create the human being – that we are made of building blocks with no ‘fixed positions’? What are your fixed positions? What realities are you creating? When you interact with your environment (family, friends, colleagues, business, planet, community), what is the environment’s observation of you? Can you live with ambiguity? If not, why not – why are you not able to live with ambiguity when your living cells are a walking manifestation of ambiguity?

So, how long is a piece of string? How does your leadership measure up?

The greatest movement on earth by Paul Hawken

Great insights about the greatest movement on earth by Paul Hawken, one of the great social and environmental justice leaders in the world today.

A must watch video.

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Tuesday, November 17, 2009

Please affirm the charter for compassion

On the 12th November The Charter for Compassion was offically launched. I encourage you to join me and thousands of people (hopefully millions) in affirming the charter and living its words. It’s just one page. Please read and affirm here.

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Partnering passionate people to change what’s normal for the good of people, our planet, and for profit.

Monday, November 16, 2009

Be Fired Up

Want to turn your business into a cauldron of innovation?

Then BE fired up!

Moods and emotions are contagious. Do something each day to keep yourself
energized, enthusiastic, optimistic – ready to innovate!

Leaders set the tone in an organization. People look to their leaders for clues as
to how they should spend their time and energy. If you are narrowly focused, others will be too.
If you seem downcast and weary, that feeling will spread throughout the organization.

Delegate your work so that you have some time for recreation. Take an interest
in the world around you. You live in the same world as your customers; what is
happening in it? Paying attention to emerging trends will provide ideas for new
ways to help them.

Meet new people, for example by attending networking events. Expose yourself
to the diverse perspectives and beliefs that new acquaintances offer.

Go to more seminars; not just the ones that are directly relevant to your regular
field of activity. Engage your curiosity and stimulate your mind by exploring other domains. Actively listen and participate, with a determination to discover
something of value to you.

Visit new places. Travel exposes you to new norms, and it makes you question
your assumptions about the way things should be done.

Read more books, and broaden the range of subjects that you read about. Find
some interesting podcasts that you can listen to while you drive, wait or exercise.

When you widen your field of view and see new possibilities, you can inspire others to make a difference.

Saturday, November 14, 2009

What do you do after you 'Decide to Lead'

'Decide to Lead' - A much acclaimed quote these days. As mentioned in my earlier post on 'Everyone can be a Leader', the willingness to lead is the critical primer required to start the journey.

Are you sure you have decided?

Just tick this checklist to make sure you are up to it:

1. You know that it is risky and are ready to take risks.
2. The thought of leading comes to you naturally and you are not being forced into it.
3. You are sure of the intent. Whatever your goals are, be sure that they will give you happiness on their fulfilment.
4. You know that you cannot do it alone, and have created space for your team/support system to fit in.
5. The ultimate objective is to benefit the others also, not only yourself.

So, if you have ticked the above, you are ready to lead. Here is the check list (seems so easy, but isn't) for the next crucial phase, i.e., what do you do after you decide to lead? Here are 10 points that should give you an idea of the challenge that lies ahead: -

1. Master the Basics. Honesty, truthfulness, sincerity, character, competence, are things we all know since school days, but fail to implement in our daily lives. The best part is that they are for free!

2. Align yourself to your cause. Know your natural compass and the direction it points towards. Find something that you would like to achieve in that direction.

3. Do a system scan(introspect) to identify any errors/viruses. Make a plan to deal with the report(find a solution that suits you, ranging from meditation to medication).

4. Have a mentor/coach/guide or even a confidante handy for the journey. It may be your best friend, your school-teacher whom you have been in touch, your wife or even your ex-boss.

5. Build your team. Many leaders think that their inspiration alone will work to get them their teams and followers. Nothing could be further from the truth. You have to hunt, select, motivate, engage and improve this bunch of players who are going to make it happen for you.

6. Take your team along. Light their torch as well. Nothing can be more frustrating for the people who are with you, to find that you are not with them.

7. Start managing your leadership(I need a separate post to explain this. Let me know if you want me to).

8. Maintain your balance between health, career, family and friends. This is so important, not only as a support but also as a back-up, should things not work out as planned. At least you would have other things to keep you engaged and happy.

9. Create milestones. Look around, milestones are happening everyday - seasons are changing, children are growing bigger, promotions are happening, technology is changing the world, its just that we do not take notice. Start now and record these.

10.Pause every now and then and relish where you have reached.

There may be more things on the 'to do' list that I may have missed out, please go ahead and contribute.

Big Mistakes

Big Mistakes - The Differencemakers Community

Friday, November 13, 2009

Just showing up isn't enough

I came across the following at Persistence

"80 percent of success is just showing up" —Woody Allen

"I often think about that quotation. It may sound easy to shrug off, but not if you look a little deeper. It doesn't just mean show up for job interviews or to work for an 80% increase in success. Showing up also means ... starting.

"For instance, did you show up at the gym today? Just showing up means you're 80% of the way to a good workout. The hard part of fighting yourself to get dressed in workout gear, dealing with traffic and the worry about pain you might experience is over. Now all that is left is to just do the workout. Pretty simple, huh? Even a child could do it.

"Same thing with opportunity. It's easier to make significant progress on a project if you simply show up to do it. Candidly, one of my hardest tasks of the day is 'showing up' for development Visual Studio. It seems simple enough ... just double click on an icon. But if I think too much about the seemingly 10,000 things I have to do once I launch it, I am much more likely to 'accidentally' launch my web browser or fiddle with e-mail.

"But once I'm in there, the work is typically easy and fun. Some days I can knock out more tasks than I planned. And I feel like a success at the end of the day.

"You can be or do whatever you want just by showing up. If you want to be an author, show up to write your manuscript every day, show up to writing classes, show up to phone calls to editors. Doesn't it make sense that someone who arrives at the door of opportunity has more success than someone just sitting at home?

"So increase your chances by 80%. Show Up!"

I have reflected on this a lot in the past few weeks where I have really been focusing on how I show up and my mantra has been to show up joyful. This has made an incredible difference to my life and work. I agree showing up is a key to being successful. I am firm however that the attitude we bring to our showing up is the real key.

How are you showing up?

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Monday, November 9, 2009

Is your leadership missing these timeless lessons from Warren Buffett?

Beyond making money, what can the world’s greatest money-maker teach us about leadership? In a recent BBC documentary, Warren Buffett shared the principles that he's been sticking to for over 40 years.

  • Invest, don’t speculate
  • You don’t have to diversify
  • Be a business owner
  • Allocate capital efficiently
  • Don’t get into debt
  • Think independently
  • Give it away

Invest … don’t speculate

You don’t buy a farm and then wake up every day to see whether the price of your farm has gone up or down. You look to the farm’s asset to produce the returns. Buying stock hoping it goes up next week is speculation. Look for businesses with intrinsic characteristics, where the management of the business is based on lots of integrity and talent. The Federal Reserve was on the verge of shutting down the investment bank Soloman Brothers, when Buffett was called in to rescue the company. In the end the Fed did not shut down Soloman Brothers because they trusted Warren Buffett to do the right thing. Warrant Buffett repaid that trust in his address to the Soloman Brother employees – ’…lose money, I will be understanding; lose a shred of integrity and I will be ruthless.’

Leadership Thought #1

Next time you think about the often used phrases – our people are out asset – think of Warren Buffett. Are you investing in your people or are you speculating in your people?

You don’t have to diversify

Stick with what you know. If you have too many interests, you can’t really devote the required attention. He should know what he’s talking about. His company has returned an average 20% per year for over 40 years. This is incredible, most companies would be happy to do this for just a few year.

Leadership Thought #2

We are often told to improve our weaknesses. Successful leaders don’t do that, they don’t diversify and spread themselves thinly by working on their weaknesses. They stick to what they know and they surround themselves with people who are strong in their weakness.

Be A Business Owner

Being a shareholder is very different to being a business owner.

Leadership Thought #3

What would you do that’s different if your treated your company as your own?

Allocate Capital Efficiently

Take capital from one business and invest in another if necessary – to make best use of capital. More of this later when he talks about ‘giving it away’.

Leadership Thought #4

Are you making the best use of all your assets? Not just your people, but also yourself. Do you suffer from urgency addiction, working on other people’s priorities rather than your own priorities? Are you doing the important things – like building relationships?

Don’t Get Into Debt

More smart people has gone broke through leverage than any other activity. Smart people don’t go broke. If you are smart, you don’t need it (leverage). If you are not smart, you’ve got no business using it.

Leadership Thought # 5

The lesson here isn’t just about financial debts. Are you continuously indebted to others? Are you constantly on the take? How much are you giving back to relationships?

More profoundly, from a financial perspective, the more you are in debt, the more you are tied into what you are doing to service the debt …. The less likely you are able to find and do great work that is meaningful and purposeful.

Think Independently

Warren Buffett believes you have to think for yourself. Tune out the bandwagon stuff. Avoid the latest fashion. Unfashionable stuff is what will last. Buffet is everything Wall Street isn’t.

He says ‘ ….the super rich are not as smart as they think. The society has done an awfully lot for them. You ought to have a taxation system and a personal value system where you believe a lot of that should go back to the individuals who got short changed in their life.’

Leadership Thought #6

You can be an invisible leader or you can be a remarkable leader. The difference is independent thinking. You can blend in and be part of the crowd or you can stand out from the crowd (and be ready to be shot at)

Give It Away

Warren Buffett gave away $31 billion last year to charitable causes. Buffet’s generosity won’t be remembered in the name of the organizations he’s funding. In his own words – ‘…. charities can get money by naming things for people. Why waste the building on me … they are going to get my money anyway – why waste that money on me.’ That, for me, is a man who practice what he preaches – maintaining his ‘allocate capital efficiently’ principle when every fibre of his ego screams out MAKE ME IMMORTAL !!!

Leadership Thought #7

We live in a word of abundance. Live with a ‘giving it away’ mentality and you will attract abundance. So, what are you giving away to your people?

Warren Buffett’s Philosophy

  • He still only lives in the one house he bought in the 1950s
  • He drives just one car at any one time (a pick-up) – and always buy second hand
  • He eats at his local diner nights on end – favourite meal is T-bone steak with double hash-brown followed by an ice cream sundae
  • His children will not inherit his fortune
  • Life is about embracing people, having fun in what you do and doing it with humour.
  • If we’ve been more successful than others, is because, we always realise the school of life is always open .. if you weren’t learning more, you would be falling behind.

Warren Buffett doesn’t go out of his way to be different and ‘old fashioned’. He’s quite happy to be unconventional.

The paradox, of course, is that it is ‘old-fashion’ that has brought him success … and it is the old-fashion companies that have survived the economic storm better than others.

How many of us have the courage and resilience to be unconventional like Warren Buffett? The irony is that we have a shining example of old-fashioned leadership resulting in the world’s greatest money maker and yet, the city slicker brigade are not falling over themselves to follow in his footstep.

…. Makes you think doesn’t it.

Celebrating the walls we take down

Today we can all celebrate the tearing down of the Berlin Wall. When visiting Berlin last September I was really taken by the willingness of the Berlin people to talk about their past and how well they have moved on.

May today be a day when we not only remember and celebrate the courage of those who have stood and today stand against tyranny, may we also celebrate the walls we have torn down in our own lives that have made us better and more of who we truly are.

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Saturday, November 7, 2009

Talk about doing what we love in the service of people who love what we do

John Nese owner of Galco's Soda Pop Shop in Los Angeles has much to teach us about living Steve Farber's words of wisdom "doing what we love in the service of people who love what we do."
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Thursday, November 5, 2009

Letting go of our rule books

Of recent times I have been done some great personal development sessions with one of my mentors.

In one session my mentor asked me if I was willing to give up my rule book? I was, however, I found it very hard to do!

There are rules in society that are there primarily to protect us and fellow beings from ourselves and each other. Otherwise there would be so much chaos we would probably cease to exist.

We have our own rules as well however.

My rule book used to say:

*Nobody should give bad service so I should tell people off when they do
*If something is wrong I’d better fix it before it gets worse
*Before this or that gets off the rails I should say something to help (and I used to say it)
*I should be appreciated more often
*People don’t deserve to be treated poorly and if I don’t do anything about it nobody will
*People who don’t to reply to emails should be sanctioned

I could go on and on. I once had a lot of rules.

My mentor pointed out to me that my rules are often fantasy or completely irrelevant or unknown for others.

I spent a lot of time and energy thinking about this and agree with my mentor. I have thrown out my rule book.

I have learnt that what is, is. I am learning that the more I accept this and not try to control things, judge others, or make things better, which is what my rule book used to be all about, I am much more peaceful, powerful, inspirational, and many times more effective.

Instead of my rules I now focus on rules of engagement when the possibility of collaborating or engaging with others presents itself. The best rules of engagement are those we have agreed to work with, which means building a relationship with others really matters before we can properly engage.

There are three worlds. The one in here is my world. The one out there is your world. Neither matter as much as the third which is our world, the world we share.

Have you got your own rule book?

Maybe if you discarded it your life would be better. I can’t comment. What you do is none of my business.

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Tuesday, November 3, 2009

Life's challenges are really opportunities

This Lemonade Movie Trailer will inspire you I’m sure to view your challenges as opportunities.

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