Something on my mind early this morning, how do we manage life balance?

Hobby, Family, Health, and Wealth are the buckets and you only get 100 points to spread out into them.

You can use zeros, but for how long. At what cost?

Do you count the reasons something can’t be done, or focus on forward momentum?

Why?

When did you stop believing in your ability to deliver – or, conversley, why did you never stop believing?

Both are equally interesting to answer.

Business is stuck in a rut. Established businesses focus on avoiding risk to the detriment of creating gain. Employees believe, I think falsely, that they protect the business by ‘doing their job, sticking to process’ when these are precisely the activities that endanger the business (and by extension the individual employees livelihood) in the long run.

How do we reconcile the need to create value with the need to protect it?

Who are your mentors, what role do they fulfill?

What are mentor roles, how do you know? What do you need?

What are you giving back in return?

Always with the questions.

some things in our way

• excessive compliance
• organizational silos
• depersonalization
• too much noise

what other barriers have we put into place, once we name a thing – we can act upon that thing

How do we get to a place where team members feel safe to take risks and be vulnerable in front of each other?

Where did their actions fall on the spectrum of failure – was is blameworth or praiseworthy? What is the difference – do you know?

Do they know?

We limit ourselves to what is – because that is what we know.

Before everything became factual, familiar, respectable, and process oriented (beauracratic and risk averse) – what were the options on the table?

We don’t set out to change the world all at once, but we do set out.