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True Grit, a Successful Life, and Great Accomplishments


clip_image002True grit!  Charles Portis introduced us to it in his classic novel, and John Wayne brought it to life in the film by the same name: an aging, hard-drinking U.S. Marshal is hired by a young girl to bring her father’s killer to justice because that marshal has “true grit.” How does she know? He’s tenacious and undaunted by obstacles, has a longstanding passion for his work, and persists until the job is done. The pursuit of the killer is complex and dangerous, as these things often are – and, yes, the marshal gets his man!

True grit makes for a great story and blockbuster movie. Turns out, it also makes for top performance and a very successful life.

clip_image004Psychologist, researcher, and MacArthur “genius” grant winner, Angela Duckworth, has done ground-breaking work on what leads to high achievement.  Her book, Grit, offers a refreshing look at the issues, and her findings should encourage us all!

The secret to world-class achievement, according to Duckworth, is not talent, genetic make-up, or high IQ. Focused, passionate, and purposeful persistence makes the difference – and that’s a strategy open to anyone.

Our culture is obsessed with genius and natural talents, but you can’t be distracted by that. You need to look behind great work and see its true origin. Hard work!  Effort, according to Duckworth’s research, is twice as valuable as talent or genetics in explaining extraordinary outcomes.

clip_image006Even Einstein attributed his success to it: “It’s not that I’m so smart, it’s just that I stay with problems longer.”

Elizabeth Gilbert tackles it in her liberating treatise, Big Magic: Creative Living Beyond Fear, and calls it her “stubborn gladness” – get up, get going, keep working, keep learning, and do it all with unending curiosity and joy. Focusing on the journey is way more important than the destination!

To be clear, having talent is an asset! Natural talents can start you on a road to discover your deep passions and get you far. Talent also offers a clue to how quickly you will learn and master the basics of a new skill or interest.

But talent alone won’t get you to the top of your game. For that, you need grit.

Duckworth has isolated three important components of grit: passion, persistence, and purpose. Let’s look into all three. Each has subtle features beyond the everyday meaning of the words. You’ll want to understand those and add them to your bag of life and career tricks.

Passion: Passion at the heart of high achievement is multi-dimensional. It is part personal interest – we are always willing to work at things that we enjoy and feel good about. It is also sustained attention, rooted in our experiences, and deepened and developed over time through intentional effort and connections.

This kind of passion is life-orienting. It takes time to find and nurture – and it will ebb and flow. No one feels passionately inspired or clear in direction every day. The trick is to identify an interest that you are willing to invest your amazing energies in – maybe something you keep returning to again and again in your dreams or choices – and get working. And work hard!

clip_image008You may have found your daemon – your life’s calling. If that’s true, strengthen and put it to good use. Maybe you haven’t. That’s OK, too. At least you’ll have learned something new about yourself, the world, and how to build a sound work ethic – all of which will serve you well in your continuing search.

Benjamin Bloom’s edited collection, Developing Talent in Young People, illustrates three stages of skill development and suggests how you can find and nurture your own passion over a lifetime. Each stage outlines different activities and supports needed to progress. Bloom labels the stages as early, middle, and later years.

Duckworth sees each stage informing one of her three vital components of grit: early years focus largely on discovering one’s passion, the middle years on persistence and how to learn, and later years are a time to broaden one’s personal interests with larger social meaning and purpose.

So, let’s begin at the beginning. How are lifelong interests found? How do they transform into life-guiding passions?

Early stage skill development is a playful taste of life and its possibilities – a time to discover and test possible interests and to develop some basic mastery. This developmental work is helped along by supportive others, exposure to new and multiple experiences, and opportunities for autonomous experimentation and fun happenings. At its core, the early stage is a relaxed discovery of self and of areas you might want to more deeply embrace. Individuals progress with the help of encouraging teachers, mentors, and coaches. The activities are enjoyable and individually rewarding. And you’ll get enough experience under your belt to make an informed decision about whether to commit or move on to something else.

A good way to understand this stage is to think about sampling a variety of sports or musical instruments so you can decide which you’d like to spend more time playing.

Persistence: Middle stage is the time for “deliberate practice,” not just more of the same approach used earlier for basic mastery. This is the real deal in skills development – and a stage I wish I had understood more clearly years ago!

There is an old Japanese saying that roughly translates as fall seven, rise eight. “Deliberate practice” embodies that ethic.

You will need tenacity, perseverance, and willpower to sustain your skill improvement in the face of frustration, obstacles, fears, tedium, and setbacks. In fact, if things are going too smoothly, you may not be challenging yourself or practicing deliberately enough. You can expect basic satisfaction and pleasure from improving your skill – even moments of ecstasy and “flow”[1] when something comes together suddenly or in new ways. Those, however, can be few and far between.

“Deliberate practice” is not glamorous: it is roll-up-your-sleeves determination and toughing-it-out through plenty of monotonous repetition for the sake of learning and improvement. Think about the talented Chicago Bulls player Michael Jordan spending hours and hours alone in the gym shooting foul shots!

“Deliberate practice” has a very specific set of rules, and they go something like this:

1. Isolate a skill area that is a current challenge for youPick a small part of the larger whole and make it something foundational for success or progress.  An aspiring concert pianist, for example, might choose a passage in a piece that requires unusual left hand agility and speed; a basketball player, shooting three pointers from the left corner line; a writer, a strong query letter; and so on.

2. Set and clearly define a stretch goal. Perhaps you want to play the piano passage without mistake daily on a first try for a week, or shoot 60% during every basketball practice for a month. 

3. Give the chosen goal your full concentration and work, work, work on it.

4. Figure out where you are falling short and fix thatBe pleased with what you are doing well; however, more importantly, be proactive and seek feedback from experts about what you are doing wrong. If not, you’ll solidify bad habits and hardwire your brain for current weaknesses.

5. Continue the cycle of repetition with reflection, feedback, and refinementWork as long as you need on your one, chosen skill.

6. Identify when you have reached your stretch goal, set another, and begin the “deliberate practice” cycle again on your new chosen flat spot.  

Neuroscience explains why “deliberate practice” works. Humans are born with a vast potential to develop in response to environmental challenges. To over-simplify, it all has to do with the myelin sheaths that insulate your nervous system and allow any part of the body – brain, abs, biceps, etc. – to develop in response to intensive use, deliberate experiences, and repetitive practice. Mother was right: practice makes perfect!

Purpose: Personal interests take on new meaning and purpose when they contribute to the well-being of others and the world in Bloom’s later stage of development. We are hardwired as social beings, and human survival has always depended on the work of many. All of Duckworth’s “gritty” high achievers saw their personal passions mature into something useful to the world which fueled their efforts further.

Music, for example, fosters global understanding and peace to superstar cellist YoYo Ma. Anthropologist Margaret Meade studied South Pacific island culture, yet her autobiography describes her work as bringing new understandings of human behavior and gender to the world. Sister Helen Prejean’s ministry to the poor included becoming a pen pal with a convicted killer, sentenced to die in the electric chair. Her learning from that relationship led to a book, Dead Man Walking, that took her humble death row ministry to the world stage.

And I could go on, but you get the point. There is exhilaration, increased motivation, and sheer beauty in finding the sweet spot where one’s life passion contributes to a larger good!

clip_image009Got grit? You don’t need to be a household name – or even aspire to fame – to do great things that matter to the world or those around you. You just need to know what you really want to do and get on with it – and work with focus, determination, persistence, and passion!

You have everything you need to succeed within you. Don’t let fear or false beliefs about genes or talent or anything else hold you back.

The world is your oyster when you apply your true grit. 

I have no doubt that you have greatness within – and the true grit needed to set it free. Do you? So, what will your contribution be?

[1] M. Csikszentmihalyi (1990). Flow: The Psychology of Optimal Experience. New York: HarperCollins.

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Be Informed: Embracing Compassion Requires Understanding It

You must not hate those who do wrong or harmful things; but with compassion, you must do what you can to stop them.

— Dalai Lama XIV

Compassion heals the compassionate soul and creates a world in which we can come together across our differences. How can we increase our personal capacity for compassion and make it a fundamental virtue in love and work?

Understanding its meaning and purpose is a first step: common misconceptions will get in our way.

Compassion does not mean feeling sorry for people, nor does it ask us to invite the world’s suffering into our living room. Compassion is attunement to others with the hope that through our intentional interactions with them, their suffering lessens.[I]

Compassion at its core is inviting others into our circle of life: offering to understand them and working to be open and generous in spirit even when we disagree with what they do or believe. Ah, there’s the rub: maintaining a kind and open heart is a challenge for the best of us in the face of hurtful or egregious actions. Anger is easier when we feel vulnerable, hurt, or powerless. Anger, however, has its costs.

In our book, Engagement: Transforming Difficult Relationships at Work, Lee Bolman and I assert that compassion is a pillar of successful engagement in the world and required for the kind of interactions that resolve complex social problems. We add the adjective “informed” to underscore that compassion is not denial, collusion, or even forgiveness – horrific or criminal acts may be difficult or even impossible to ever forgive.

Informed compassion is an authentic expression of human connection, a willingness to walk in another’s shoes if only a few steps, and an unyielding belief that all can learn. That learning only happens through willing engagement.

The Dalai Lama, the world’s symbol of compassion, sees compassion as self-serving with added benefits to others and society at large:

Compassion is what makes our lives meaningful. It is the source of all lasting happiness and joy. And it is the foundation of a good heart, the heart of one who acts out of a desire to help others. Through kindness, through affection, through honesty, through truth and justice toward others we ensure our own benefit. This is not a matter for complicated theorizing. It is a matter of common sense. There is no denying that our happiness is inextricable bound up with the happiness of others. There is no denying that if society suffers we ourselves suffer. Nor is there any denying that the more our hearts and minds are afflicted with ill-will, the more miserable we become.[ii]

Neuroscience and the study of human physiology also confirm that compassion for others is good medicine for us. It interrupts cycles of thought that hard-wire our brains for needless pain and anger. It can release destructive emotions and stress that predispose us to a host of health issues – from anxiety, depression, disturbed sleep, and an increased risk of heart attack to adverse physiological changes in our chromosomes that signal cell aging and death.[iii] Medically speaking, embracing compassion is high-level self-care – the best “unselfish selfishness”[iv] around.

Practicing compassion takes, well, practice! Research shows that compassion can be learned. We can train ourselves to be realistic yet non-judgmental and to see what’s happening yet assume the best until consistent data confirms otherwise – and even then, we can train ourselves to respond first by changing how we relate to others so as to try another way to bring out their best.

Practicing compassion may also require learning to say no with grace and yes more often. That may seem counter-intuitive. It is not. No is the word we use to protect ourselves and to stand up for all that matters to us. It can anger others and destroy relationships, so we often say yes when we really want to say no, say no poorly, or say nothing at all. Strategies for delivering a positive no, according to negotiating guru William Ury[v], attend to both clear and authentic communication and relationship maintenance.

The comedy world of improvisation reminds us that yes, and[vi] is a way to validate and build on what others have initiated and a way to explore new alternatives – foundational strengths in problem-solving and teamwork.

As when learning any skilled behavior, we will need instruction in how to if we ever plan to improve our game and a commitment to practice.  The same is true with compassion.

Compassion includes four basic steps: (1) recognize suffering in others, (2) acknowledge it, (3) set an intention to do something, and (4) take an action. Which step is most challenging for you? Start there.

Angela Duckworth’s research in her path-breaking book, Grit, reminds us that skill building comes from “deliberate practice” of the identified component of skilled performance with which we struggle most. Honest feedback from others on how we are doing helps, too.

Dr. Amit Sood outlines nine practices to strengthen compassion skills.[vii] It might be easier for you to begin your study by choosing one from his list:

1. Recognize that difficult behaviors in others may be a call for help. Respond with kindness and assess what difference it makes.

2. Delay snap and negative judgments: try to walk in others’ shoes and acknowledge the urgency driving some important unmet need for them.

3. Remember that no one chooses to suffer or behave ineffectively. Work to resolve the puzzle of what’s happening for the other.

4. Be grateful for your good fortune and all you have – and let your gratitude fuel your problem solving capacities.

5. See yourself in others’ mistakes: the journey they travel today is one you may have traveled before or will in the future.

6. Pay it forward: perform acts of kindness – and if you can, forgiveness; do something good and forget it!

7. Act with humility: act to help, not wow! Act to engage and understand, not control!

8. Recognize the difference between fear and caution: caution is rational, fear shackles.

9. Move toward others: lean-in in simple ways counter to your desire to move away.

Set out to deliberately practice it over a determined period of time, and then assess how well your efforts are improving the quality of life for you and others. Go slow to avoid compassion fatigue[viii]! You must gradually build up your capacities to stand with, but not take in, others’ emotions.

Onward! I have confidence you’ll soar.


[I] Amit Sood (2013).The Mayo Clinic Guide to Stress-free Living. Boston, MA: DaCapo Press, Chapters 12, 13, 14.

[ii] His Holiness the Dalai Lama (1999). Ethics for the New Millennium. New York: Riverhead Books/Penguin Putnam.

[iii] Amit Sood (2013). Ibid, p. 216

[iv] Amit Sood (2013). Ibid, Chapters 13, 22.

[v] William Ury (2007). The Power of a Positive No: Save the Deal, Save the Relationship, and Still Say NO. New York: Bantam.

[vi] Kelly Leonard and Tom Yorton (2015). Yes, And: Lessons from The Second City. New York: Harper Collins.

[vii] Amit Sood (2013). Ibid, pp. 133-145.

[viii] William A. Kahn (2005). Holding Fast: The Struggle to Create Resilient Caregiving Organizations. New York: Brunner-Routledge.

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Jettison Habits that Are Holding You Back

I just reread an interesting book[1] by social worker and psychotherapist Amy Morin. When I’ve assigned it in my classes, students have found it helpful. It occurred to me that Morin’s work might be just the thing I need for a project in development. Let me share her central messages: you might find them helpful too.

Morin’s main argument goes something like this. Life is tough for everyone, and we need mental strength to tackle the challenges life sends our way. We grow our mental strength by increasing what we know about our capacities and about the habits that hold us back.

We all set goals for ourselves, and they are usually pretty good. We know ourselves and the problems we face: our goals are ways to resolve big concerns that are stressing us out or holding us back.

The best of intentions, however, are too often derailed not by the quality or relevance of the goals we set for ourselves, but rather by the tacit habits of mind that block our ability to do what we need to do to achieve them.

Our bad habits drag us down – and we’re only as good as our worse habits!  We strengthen our personal capacities and resolve, therefore, when we identify what we do that repeatedly gets in our way. Quite simply, we need to identify what we have to stop doing and let ourselves succeed!

Morin identifies 13 dysfunctional habits she has seen in her own life and practice, and notes that people who feel strong and successful in their lives just don’t do these 13 things. Here’s her list of habits that are very good to break:

1. Don’t waste time feeling sorry for yourself. Get on with what must be done to get back on track and moving ahead in the ways you want.

2. Don’t give away your power. We always have more power than we believe we do. Identify your sources of power, and use them!

3. Don’t shy away from change. Change is the only constant in life. Learn to embrace flexibility as a central life skill, and you’ll go far.

4. Don’t waste time on things you can’t change. There is no reason to keep hitting your head against an unmovable wall!

5. Don’t worry about pleasing people. Do what’s right and must be done, and you’ll please yourself. Good people are attracted to that!

6. Don’t fear calculated risks. Everyone has fear of the unknown, and that kind of fear need not hold you back. Make a list of the pros and cons, the costs and benefits of the risk; and invest your energy realistically assessing those.

7. Don’t dwell on the past. The past is the past: you can do nothing about it now!

8. Don’t make the same mistakes, again and again. Mistakes are only disastrous when we learn nothing from them. Failure is the best teacher.

9. Don’t resent others’ success. Invest your energies in creating your own. Success is not a fixed commodity: you and others can all have it.

10. Don’t give up in the face of failure. The best things are worth working and fighting for. Figure out what went wrong; then pick yourself up, dust yourself off, and get back to working on your goal.

11. Don’t fear time alone. Learn to be your own best friend, and use quiet time to invest in building your skills, knowledge, and resilience. Read! Read! Read!

12. Don’t feel the world owes you anything. Work for what you want, and the satisfaction in  getting it will be magnified by the fact that you have become a stronger and smarter person from your efforts.

13. Don’t expect results immediately. Anything really worth achieving takes time.

We all need to build capacities to stand strong and thrive in the face of difficult situations. How does Morin’s list help you see your strengths and flat sides? Where are you strongest? Which areas and practices need shoring up?

Why not create an action plan for growing the supports and habits you need for your long-term success? Amy Morin has identified common mindsets and behaviors that can hold you back. Which dysfunctional habits are you holding onto, and what is your prioritized plan for jettisoning them – one by one?


[1] Amy Morin (2014). 13 Things Mentally Strong People Don’t Do: Take Back Your Power, Embrace Change, Face Your Fears, and Training Your Brain for Happiness and Success. New York: William Morrow.

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How Great Leaders Think: Gray and Free

It’s not that I’m so smart. But I stay with the questions much longer.[i]

― Albert Einstein

One of the most useful and innovative leadership skills I know is the ability to think gray and free. The idea comes from the late Steven Sample, engineer, professor, and successful, long-term president at the University of Southern California who transformed the institution during his nineteen years in office.

I love the process of thinking gray and free – it’s not easy but it works, is supported by neuroscience, can be taught, and stretches everyone’s creative potential. And it’s fun! Can’t get much better than that!

The rationale for learning to think gray and free goes something like this:

Problems are problems because what has usually worked in other situations does not work with what you now face. Those are the times you need to harness your creative best for breakthroughs in your thinking so you can identify fresh options. You need ways to break out of your cognitive ruts, but human nature doesn’t make that easy!

Under stress and in the face of major challenges, it is easy and almost automatic to rush to judgment in dealing with new information or situations by labeling them good or bad, right or wrong, true or false. We want fast and decisive action to relieve our stress. But snap judgments in difficult times can put you on a dead-end road. Thinking that you are right, you keep doing what you’ve always done: the problem continues, frustration mounts, stress levels rise, and you double down on what you’ve always done. You can see where all that will land you!

Not anymore! Here’s where thinking gray and free[ii] comes into the picture.

When asked, leaders and managers often say that they try to “consider all the options” before reaching a difficult decision. Steven Sample disagrees. They may consider all their options, but do so within the constraints of their current thinking patterns and approaches. Learning to think gray and free is “an unnatural act” that forces you to remain unresolved and open to fresh solutions beyond your comfort as a way to tap into unused cognitive pathways. That’s what can lead to your greatest insights, free you from the bounds of convention, and allow your natural creativity and intellectual independence to shine. As you move beyond the temptation to plow ahead and fix things quickly, you will also see more clearly what matters – and doesn’t.

Sample’s favorite way to stimulate that kind of thinking is to contemplate problems from absolutely outrageous positions and in impossible ways. Literally!  The process of arriving at his highly successful patent design for a dishwasher control reads like something from a Charlie Chapin movie: Sample crawled on the ground to contemplate the controls from different angles and forced himself to imagine the dishwasher was being controlled by a French horn, sofa, ladybug, electrons, hay bale, and more. This thinking was so difficult that he could only sustain it for about ten minutes at a time. But after a few of these thinking sessions, he suddenly could see in his mind’s eye the complete circuit design – and a way to do it he had never contemplated before.

Innovative ideas come when you challenge your assumptions and allow yourself to revel in blue-sky moments when anything is possible.

Steven Sample used various techniques to stretch his capacities to think gray and free. Two favorites are described below[iii]. Try one!

Resist the temptation for binary thinking: Force yourself to read an article, listen to a news report, or engage in a conversation with another and suspend all judgments: don’t believe or disbelieve, or classify anything as right or wrong. Listen and keep telling yourself, “that’s really interesting.” If you find you can’t, then write down your first impression about the matter, and force yourself to not think about it until a later time (or ever again). Training your mind to “bend over backwards by thinking gray with respect to a few everyday matters” is an excellent way to overcome your natural inclinations to speed judge and to think right-wrong/yes-no.

Contemplate the outrageous together: Bring a group of people together who have widely varying perspectives and a common goal. Ask each individual to propose an “off-the-wall idea” for achieving the goal, with the proviso that every other person in the group must respond with at least two reasons why the idea will work. There is benefit in forcing yourself to learn to think positively and deeply about an idea you’d rather quickly reject.

Great leaders think is broad, deep, and creative ways.  How can you expand your capacities to do the same?  


[i] http://amorebeautifulquestion.com/einstein-questioning/#jp-carousel-4256

[ii] Steven B. Sample (2008). “Thinking Gray and Free.” In Gallos, J. V. (Ed.) Business Leadership. San Francisco: Jossey-Bass.

[iii] The ideas in this blog are adapted from the skills tutorial appearing in Part II of Lee G. Bolman and Joan V. Gallos (2016). Engagement: Transforming Difficult Relationships at Work. Hoboken, NJ: John Wiley & Sons.

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What we need to learn to succeed

A respected colleague (and my former professor) Richard J. Light (Carl H. Pforzheimer Jr. Professor of Teaching and Learning at the Harvard Graduate School of Education and author of the book “Making the Most of College”) names five things that successful people say they need to advance their work and careers in today’s global world.

1. the ability to synthesize information

2. the skill of writing extraordinarily well

3. the ability to do research on many different topics

4. the ability to speak at least one foreign language

5. an understanding of other cultures.

I think Light’s got it about right. How do you measure on each?  What are you doing to enhance your capacities in areas where you need to grow? 

In talking with executives recently who wanted to know where to begin in taking their education and executive development to the next level, I made a simple suggestion: read, read, read.

Cognitive development is guaranteed – and you’ll increase your reading speed and comprehension with every page. Seeing your progress on both is satisfying, as our Executive MBA students can attest. You have control over the delivery system and focus of the content – read when you can and what you want.  And continuing to form new neuronal circuits are vital as we age and for responding to an increasingly complex world.

Want a good suggestion for your next good read?  I suggest: America and the Crisis of Global Power by Zbigniew Brzezinski, former National Security Advisor to President Jimmy Carter. It’s a book you won’t want to put down – and probably shouldn’t.  [Here’s a review to give you a sense of the reasons why.]

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Leaders, Boost Your Creativity in 2012: Five Suggestions for the New Year

It’s resolution time. I’ve made my list and share five suggestions for yours to boost creativity in 2012.

Times are tough, and every industry is rethinking how it does business. Creativity and the capacity to think deeply and flexibly can pull an organization ahead of the crowd. How can you enhance your capacities and help your organization claim its competitive advantage?  Suggestions to boost your innovation brainpower:

1.  Read more fiction. There are plenty of benefits. Build new neuronal circuits. Deepen your knowledge of the human condition – and learn about yourself as your reflect on your responses. Improve your vocabulary, beef up those communication skills. Expand your cultural intelligence. Leadership is all about influence, communication, relationships, and seeing the simplicity on the other side of complexity. 

No time for major tomes? Try The Art of the Novella Series: short novels by some of literature’s greatest – Melville, James, Tolstoy, Chekhov, Twain, and more. The tiny classics tuck easily into a brief case, purse, or pocket – and their colorful contemporary covers are great conversation starters.

My first was a holiday gift – The Dialogue of the Dogs by Cervantes. Turns out the creator of Don Quixote also wrote the first talking-dog story. Ever wonder what your pet is really thinking, and what Fido can teach you about ethics and fairness?  I loved it: a quick read and deep ideas. I was hooked on the novella.

The Duel by Heinrich von Kleist (a 19th century German author I knew nothing about) was next. Read it, and let me know how your thinking about loyalty, everyday assumptions, and trust have changed.

I’m on The Lifted Veil by George Eliot now — her only work in the first person with eerie similarities to  Eliot’s claiming her public identity as a woman author. Next in line The Lemoine Affair by Proust — and a look at why humans are so easily conned!  Think shades of Bernie Madoff. 

2.  Discover the power and joy of quiet. We live in a world of 24/7 stimulation and news. We text, email, surf, and sit in front of screens (computer and TV) more and more (and Nicholas Carr in The Shallows: What the Internet Is Doing to Our Brains paints a dire portrait of the neurological, intellectual, and cultural consequences). Creativity requires quiet – the time and space to think. Find ways to build that into your day. Mindfulness is not a luxury for strong leadership.

3.  Break the work addiction. All work and no play makes for dull, burned-out people – and maybe even dead ones. The Chinese pictograph for “busy” is two characters: “heart” and “killing.” Loving your work isn’t the same as being a slave to it. You’ll work better and smarter when refreshed. Play is productive.

4. Think gray. It’s simple and counter-intuitive: train yourself to not make decisions quickly. You’ll fall into your regular thinking patterns easily: you need to push yourself to think slowly and carefully about what you’re not thinking about. That’s where you’ll navigate through the shades of gray to identify the best course of action. It’s hard to think gray: humans love binary, right-wrong, yes-no, black-white thinking. The concept comes from Steven Sample (the highly successful president emeritus of the University of Southern California) and is developed in his chapter in Business Leadership.

5. Embrace the novice role. Experience the world with new eyes. It’s good for mind and soul. A good way is to try something you’ve never done but have always wanted to or that you know you don’t do well. The process of learning slows life down, encourages mindfulness, and fine-tunes your skills as a reflective practitioner – a definite leadership plus. You might discover a new talent or passion in the process. 

Onward to a creative 2012 for us all!