Category: Manage yourself

It’s time to rewild your attention

When you read what everyone else is reading, you’re likely to think what everyone else is thinking. And you might only be reading what the algorithms are putting before you. It’s time to rewild your attention.

Big-tech recommendation systems (…) pose a (…) challenge for our imaginative lives: Their remarkably dull conception of what’s “interesting”. It’s like intellectual monocropping. You open your algorithmic feed and see rows and rows of neatly planted corn, and nothing else. (Clive Thompson)

Here’s a simple idea: go to a bookstore or a library, look for a book, and let serendipity (the books around the book you’re looking for) provide surprises and discoveries.

Creativity is not about “being creative”. It’s work. And it doesn’t have to be hard work.

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Highlighting content from my September 2021 newsletter.

15 questions about learning

  1. Do you know?

  2. Have you ever said (or thought), “I’m too old to ____”?

  3. Were you right about that?

  4. Who has taught you the most in the last two years?

  5. Last ten?

  6. Do they know you regard them in this way?

  7. Would it benefit them to know?

  8. Who or what has been an unexpected teacher?

  9. Would you consider yourself an expert?

  10. Are you striving to be seen as one?

  11. Do you wish to unlearn something?

  12. What have you learned from experience that studying could never have conveyed?

  13. What do you know of sensuous knowledge?

  14. What’s a film that made you see the world anew?

  15. When did you last feel a sense of awe?

 

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source: https://houseofbeautifulbusiness.com/read/learning-to-survive

Around the world, workers are quitting their jobs in record numbers

“Lockdown provided an opportunity to reflect – and help me realise what I want from work. I want a job that suits my life and means I’m not tied to a desk all day, every day. And if I don’t feel happy, I can just quit. There are more than enough jobs out there.”

“Workers are drafting up resignation emails, handing in their notices and heading for the exit door in their droves. The trend is worldwide.
In the UK, job vacancies soared to an all-time high in July, with available posts surpassing one million for the first time.
In the US, four million people quit their jobs in April – a 20-year high – followed by a record ten million jobs being available by the end of June.
A Microsoft study has found that 41 per cent of the global workforce is considering leaving their employer this year.”

They call it the Great Resignation.

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source – https://www.wired.co.uk/article/great-resignation-quit-job

The answer is: we generated more needs

(in Jeopardy fashion) Why do we work so damn much?

Keynes predicted that, assuming no catastrophic events, the standard of living in advanced economies would be so much higher in 100 years that “for the first time since his creation man will be faced with his real, his permanent problem – how to use his freedom from pressing economic cares, how to occupy the leisure.” Most people would then be working a 15-hour week, which would satisfy their need to work in order to feel useful and contended.

As we approach 2030, how did Keynes do? Keynes’ predictions about capital growth, technology advancement and productivity were clearly wrong. “He massively underestimated the speed of advances in those areas,” said Suzman. We passed the thresholds of capital growth and productivity that he said would be necessary to usher a 15-hour week economic utopia in the 1980s. “Yet, here we are. And we’re working pretty much as long hours as people did in the 1930s when Keynes wrote the essay in the first place.”

Why is that? According to Suzman work is no longer driven by what we need. Instead, it’s driven by what we want and how society regulates or encourages these wants. We’ve long been able to satisfy our needs and wants with a 15-hour workweek. “But as we’ve gotten richer and built more technology, we’ve developed a machine not for ending our wants, not for fulfilling them, but for generating new ones, new needs, new desires, new forms of status competition.”

From a podcast with anthropologist James Suzman.

Suzman has devoted almost thirty years to studying and writing about the Ju’hoansi and other bushmen from the Kalahari Basin, who are among the world’s few remaining hunter-gatherer societies. He recently published Work: A Deep History from the Stone Age to the Age of Robots, a book about his research.

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source – https://blog.irvingwb.com/blog/2021/09/why-do-we-work-so-dam-much.html

One more time: How do I lead by example?

You don’t. You never do.

Leading by example is based on a faulty assumption: that people will see only the behavior you want them to see and follow only the behavior you want them to follow.

News flash: the people who work with you see everything.

They see not only what you want them to see but they also see what you don’t want them to see.

They see not only what you do but they also see what you don’t do and what you choose not to do.

They see what you choose to do or not to do and to whom.

They see what you choose to do or not to do and for whom.

As a matter of fact, the more time they spend with you, the more clearly you reveal yourself to them. The longer they observe you, the less what you say matters. What matters more are your actions – and specifically how consistent they are over time.

They see when and how often you tell them what to do.

They see when and how often you ask for their opinion.

They see when and how often you admit not knowing something.

They see when and how often you admit you made a mistake.

They see when and how often you apologize… and when and how often you apologize in public when you offended in public.

They see when, how often, and how well you listen.

They see when and how often you praise in public. And how specific your praise is: not the anemic “good job!” but rather a vigorous acknowledgment of what exactly a team member does well and how that contributes to the good of the team.

In addition to being based on a faulty assumption, “leading by example” might also be caused by attribution bias (you believe that your behavior has caused theirs, that your “leading” has caused their “following”) or by buying into the narrative of the “heroic manager” (what I call the “Gandhi complex”). But that will have to wait for another post.

 


These are thoughts on the book I am writing. They were first delivered to readers of my free, monthly newsletter. It’s easy to subscribe… and unsubscribe.

 

 

Financial autonomy

It’s not about having so much money that you can buy anything you want. It’s about having enough money to buy everything you need.

 

 

 

 

The hybrid stategy: Stock and Flow

There are two kinds of quantities in the world. Stock is a static value: money in the bank or trees in the forest. Flow is a rate of change: fifteen dollars an hour or three thousand toothpicks a day. Easy. Too easy.

But I actually think stock and flow is a useful metaphor for media in the 21st century. Here’s what I mean:

  • Flow is the feed. It’s the posts and the tweets. It’s the stream of daily and sub-daily updates that reminds people you exist.
  • Stock is the durable stuff. It’s the content you produce that’s as interesting in two months (or two years) as it is today. It’s what people discover via search. It’s what spreads slowly but surely, building fans over time.

Flow is ascendant these days, for obvious reasons—but I think we neglect stock at our peril. I mean that both in terms of the health of an audience and, like, the health of a soul. Flow is a treadmill, and you can’t spend all of your time running on the treadmill. Well, you can. But then one day you’ll get off and look around and go: oh man. I’ve got nothing here.

I’m not saying you should ignore flow! This is no time to hole up and work in isolation, emerging after years with your work in hand. Everybody will go: huh? Who are you? And even if they don’t—even if your exquisite opus is the talk of the tumblrs for two whole days—if you don’t have flow to plug your new fans into, you’re suffering a huge (get ready for it!) opportunity cost. You’ll have to find those fans all over again next time you emerge from your cave.

(…)

And the real magic trick is to put them both together. To keep the ball bouncing with your flow—to maintain that open channel of communication—while you work on some kick-ass stock in the background. Sacrifice neither. The hybrid strategy.

More here.

 

 

The most powerful animating force of art and creativity

The most significant animating force of great art, Annie Dillard argues, is the artist’s willingness to hold nothing back and to create, always, with an unflappable generosity of spirit:

One of the few things I know about writing is this: Spend it all, shoot it, play it, lose it, all, right away, every time. Don’t hoard what seems good for a later place in the book, or for another book; give it, give it all, give it now.

The very impulse to save something good for a better place later is the signal to spend it now. Something more will arise for later, something better. These things fill from behind, from beneath, like well water.

Similarly, the impulse to keep to yourself what you have learned is not only shameful; it is destructive. Anything you do not give freely and abundantly becomes lost to you. You open your safe and find ashes.

I say the same goes for knowledge workers.

 

source: https://www.brainpickings.org/2016/03/28/annie-dillard-writing-the-abundance/

 

On the opposite of confidence

In a recent blog post, Seth Godin states that “the opposite of confident is not-confident. Unsure.”

In fact, “not confident” is the absence of confidence, not its opposite – a point well made and illustrated by Taleb in his book Antifragile. For Taleb, the absence of fragility is robustness. And the opposite of fragility is… he couldn’t come up with a word…

What is fragile breaks under external pressure. What does not break under external pressure is robust. But what gets stronger under external pressure? THAT is the opposite of fragility. And for lack of a word that describes this, Taleb called it “antifragility”.

If the opposite of fragility is antifragility then the opposite of confidence is carefree.

 

See https://seths.blog/2020/08/the-opposite-of-confidence/, accessed 200827

 

Questions for the end of the day

… to be documented in the journal you should keep.

Where did my eyes linger today?

Where was I blind?

Where was I hurt without anyone noticing?

What did I learn today?

What did I read?

What new thoughts visited me?

What differences did I notice in those closest to me?

Whom did I neglect?

Where did I neglect myself?

What did I begin today that might endure?

How were my conversations?

What did I do today for the poor and excluded?

Did I remember the dead today?

Where could I have exposed myself to the risk of something different?

Where did I allow myself to receive love?

With whom did I feel most myself?

What reached me today? How deep did it imprint?

Who saw me today?

What visitations had I from the past and from the future?

What did I avoid today?

From the evidence – why was I given this day?

– John O’Donoghue, To Bless the Space Between Us