Category: This is all a test

…is one of those memes that keep popping up here and there that people quickly take to heart.

Maybe ‘loving what we do’ first and then ‘doing what we love,’ when we’ve actually figured out what that might be, is a more useful strategy.

Another meme and constant exhortation is to be authentic. Seth Godin has mentioned that a person needs to be professional, not authentic. One doesn’t want, for example, one’s dentist to be authentic while performing a root canal. One wants him/her/them to be professional.

We can be authentic with our friends but maybe our colleagues deserve us to be professional when engaging.

These memes and rules of thumb are great generalizers that maybe need slightly more scrutiny than we usually give them.

Written while listening to Ludovico Einaudi

Best thing I came across over the last week.

“It’s easy to blame the ability of technology to replace human labour for declining wages and increased wealth inequality. But technology is being used for cost reduction rather than to empower people and to reach for the stars not because that is what technology wants, but because it is what the legal and financial system we have built demands.”

Tim O’Reilly, WTF, What’s The Future and Why It’s Up To Us

…there is a ranking system, similar to martial arts, which indicates the level of skill of a player. There are basically two tracks players embark on; a series of KYU levels from thirty (30) down to one (1) for beginners then the DAN ranks from one (1) to nine (9) for amateurs and professionals.

Go players usually keep within their playing/skill level with some forays into either engaging with slightly lower-level keeners and/or challenging higher-level players in order to level up.

The same scenario plays out in much of our daily work and life. Where we find ourselves is often within a certain collective of like-minded and similarly capable people. One can work with a person a few levels down or a few levels up but jumping those barriers too much for too long a time can cause a great deal of unnecessary stress or possible stagnation.

Putting a person in charge of an endeavour too advanced for them or expecting someone to work with a group well below their present capabilities does not seem to be the most intelligent way to help people do their best and most creative work.

In the original myth of Icarus, his Father Daedalus warned him against flying too high or the sun would melt the wax holding his wings together. What is not as well known is that he also alerted him to not fly too low for fear the sea water would weigh down his wings.

Beyond the ideas of personal initiative (levelling up) and mentoring, it’s wise to be aware of the situations around us, making sure that both our colleagues and ourselves are not ‘biting off way more than we can chew’ while, at the same time, ‘not flying too low.’

We seem to have to continually navigate between levelling up without the hubris of flying too high and the safe haven of mediocrity of aiming too low.

Written while listening to Alban Berg mix

Nothing worth noting stood out in my online reading over the last few weeks.

…both personal and professional are needed to be successful in any field, organization or business. These value networks, the relationships we develop either within an organization or B2B between companies are the lubricant that greases the work while, at the same time, the glue that often holds everything together.

When things are running smoothly, the value network is at its best, providing consistency of thought and deed in keeping things going but when a challenge shows up, that same set of relationships can undermine progress towards a useful solution.

‘Well understood’ systems and processes within a value network can often work against certain solutions that may not correspond to those ‘well understood’ procedures and be moved down the consideration ladder or eliminated outright. Only those ideas which are in sync with the value network’s DNA usually get attention.

One doesn’t have to go full Skunkworks and separate people from the entire company to come up with solutions as Lockheed Martin did in 1939, though that might be an option depending on the severity of the problem. Moving out of the value network, at least for a little while, or bringing in people/companies from outside the network does wonders at counteracting organizational white blood cells.

Written while listening to Skyrim ambient music.

Best thing I came across online over the last week, ‘The Problem with Fighting Fires.’