- Internal suffering that people won't like you or they'll forget you is all invented by you. It’s based on your story, not on what is actually happening. Your internal story is the story you made up. What if you made up a new one that you are good enough?
- Are you taking things seriously or personally? Serious implies that you care about it, you're going for it, and you may fail but you'll learn. Personal implies that your life is based on being perfect and that paralyzes (fear). The bigger the mental gap betweenshould and could, the bigger stress. Ask us for a free DISC Adapted assessment so you can see the gap yourself.
In the age of feeding our brain with iCrazy we fail to notice, dream, connect, do. The emptiness that comes from the constant need to see if anyone still remembers you online reinforces the constricting stories we tell ourselves. Other ways to think about it:
If I don't want to take my turn, I must avoid freedom. Why? Seth shares that exercising your freedom to go after your turn causes Change. Change requires learning new things which usually brings mistakes which can make you feel stupid. Most people have fear that others will discover how stupid they really are (at least, that's the story they tell themselves). How can we break this cycle?
There are two types of projects: Puzzles and Mysteries.
Puzzles have all the data you need, and a right answer. It’s just a matter of time and you’ll figure it out. Traditional project management can be used to solve puzzles.
Mysteries have wrong and missing data, and there are tons and no answers. Example – “World Peace”. There is no linear way to figure it out. It requires experimentation and failure to ‘tack’ to an innovative intervention. It requires thinking a different way and completely different, interactive tools.
Thoughts based on "Design Thinking" www.coursera.com
The book opens with reference to a video of a commercial by Tim Piper.Two executives are stuck on an escalator that has stopped. They yell for help. It's so ludicrous but comes across completely plausible. Are we waiting for someone else to help us? Are we telling ourselves stories that we made up to keep us from asking for and taking our turn? Here are some ways I see this play out in leadership and project management:
How many people are waiting for someone to give them a turn? How many have asked for their turn? How many have taken it? As a leader, what is your responsibility to teach those you lead about this? If you want to be able to know in advance how likely a candidate is to take their turn when you hire them or you'd like a way to coach to this, see how you would personally stack up by going through the TriMetrix Assessment Gap process.
Use these questions to evaluate whether you are building learning or 'training': Is the course engaging / fun? We live in a very visual world, and people are used to be entertained. But that can't be all there is to it... Is the course challenging enough? Things that are too easy are boring, too hard frustrating. Get in the middle. Is the learning appropriate to the application? Avoid nice to know stuff and stick to need to know. Especially watch out for this if you are an expert on the topic. Are different learners going to be able to learn? Use Howard Gardner's list of Multiple Intelligences to audit the learning experience. Why should they? What's in it for the learner? Sell the learning. Is there enough practice? Practicing on case studies AND real work adds to retention
Deb Birnbaum gave me a wonderful gift. Seth Godin has self-published a book called What To Do When It's Your Turn (and it's always your turn). This book is like a catalog made of info-graphics and it is not a difficult read. There are many powerful thoughts that gave me pause, so it may take awhile to digest. Seth hasSteven Pressfield (one of my fave philosophers and authors) in the credits at the end of the book twice and I can see Steven's thoughts throughout. This month, some of the basics:
Making Up Stories for Yourself
Much of this book is based on the mental models we believe to be true, which create a false and safe (or sad) reality. Start to notice the stories you tell yourself. It's hard to see your own because we have turned them so solidly into truth. Here are a few: