How to Succeed in a World (Seemingly) Hell Bent on Self-Destruction. That’s the working title for my next book, which is now officially underway.
This week and next, I’m looking for your help. Each day, as I give a quick overview of a new chapter from the book-to-be, I’m hoping you’ll ping me with comments, questions, suggestions, and additional resources you think should be included. The framework for each chapter is already done, including detailed outlines. What I’m looking for from you, my readers, is three-fold: first, a gut check that the outline matches what you’d expect from the title and from the preceding chapters; second, honest feedback about how compelling the topic is; and three, a quick description of specific content you hope would be covered in the chapter. This could include concepts, anecdotes, references, how-to’s, etc.
OK, we’ve identified success, looked at the roadblocks, and also pointed out complicating factors. Now we work backwards, removing the “noise” first, then tackling the core roadblocks. Of course, the process isn’t quite that linear, but it does give us a logical framework to work with.
In the model of Quality Time, which I describe in some detail in a post called Stress, Pressure, and the Quality Event, there are three variables: objective, environment, and mindset. Complicating factors are eliminated (or at least mitigated) through the environment.
Environments that reduce pressure—If pressure reduces your margin of error, then you have two options here: either put the margin for error back, or make it so you don’t need the margin at all. The latter is the preferred option, and you achieve it more or less by finding ways to have “fun” with your work… by finding the “game” in otherwise high-pressure situations. Putting margin for error back entails breaking do-or-die situations down into components that can be stretched out, but this is not always possible, and can signal uncertainty, a lack of confidence, or lack of preparedness.
Environments that provide a check for your ego—The other day, I posted on fistfuloftalent.com about Stanley Milgrim’s finding that people are twice as likely to “obey” than to “take initiative,” and how this suggests that formal org charts and job descriptions structurally eliminate 2/3rds of an organization’s critical thinking potential. I’ve received a couple of emails from that from folks who wanted to explain to me why they felt they couldn’t take initiative even though they wanted to… people who’s egos refused to accept that they were part of the 2/3rds majority of rule followers, even while writing an email explaining how they followed rules against their better judgment. My point? Ego doesn’t always mean arrogant; it just means “protective” wrapper that blinds you to yourself. You have one, you need to accept that, and you need an environment that helps you keep it in check.
Environments that accommodate realistic time tables—There is going to be incessant, intense pressure on you to compress your time table. This section is the most tactical of the four, and brings to life the idea of making yourself “responsibly responsive,” as an old boss of mine liked to say.
Environments that put you in control—They day you start working toward your goal is NOT the same day you achieve it. In fact, as you work toward a new goal, for awhile, you’re going to wonder how you will ever get there, because you’ll find yourself doing double work, and worse, it’ll feel like you need the skills you’re trying to develop to develop them in the first place.
It will be one paradox after another: to achieve balance, you’ll need to give it up; to become polished, you’ll have to convince someone who’s already polished to mentor you… but the only way to get his attention will be with a polished appeal; to get the job, you’ll need to articulate an understanding of the position… which you won’t really have until you’re in the position.
If you can’t get what you want today, then you need an interim goal of getting the resources you need to get what you want.
OK, world: does this make sense? Does it flow logically from what precedes it? And does it answer a burning question for you?
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I'm Jason. I make people shine. My mission is to help 1 million people tell their stories better. 