Right Attitudes

Make a Habit of Stepping Back from Work

November 10, 2020 By Nagesh Belludi Leave a Comment

“Busyness” often initiates as a lack of focus. Our culture has been seduced into thinking that we can achieve anything if we try harder and work longer.

Besides, good jobs are overwhelming. Many company cultures count on employees to compartmentalize their lives and prioritize work over all else. Managers expect that employees become what sociologists have identified as “ideal workers”: folks who are entirely dedicated to their jobs and are always on call, sometimes at great expense to their personal life. Such dedication is detrimental not just to employee wellbeing but also to the bottom line.

Being productive requires acknowledging that you can’t work for extended periods and maintain a high-performance level.

Make a habit of stepping back. Taking your mind off work can help you overcome mental blocks. Being productive requires creative thinking more than perseverance.

You’re more likely to find breakthrough ideas when you temporarily remove yourself from the grind. The best solutions uncover themselves when you step into the shower, go for a run, have lunch away from your desk, or set off on holiday.

Up the Good Stuff. To feel less burned-out, do a little more of the things you love and a smidgen less drudge work.
Seek Breathing Room. That’s a metaphor for space to catch up with yourself, regroup, think over whatever’s happening, and know how you feel and what to do next.
Thwart Decision Fatigue. You have a limited capacity for concentrating over extended periods. You can restore your executive function and overcome mental fatigue through interventions—short rest, engaging in creative purists, and increasing the body’s glucose levels.

Idea for Impact: If you want to get more done, start taking breaks. Busyness is very different from effectiveness.

Inspirational Quotations #866

November 8, 2020 By Nagesh Belludi

Common sense is anything but common.
—Voltaire (French Philosopher, Author)

A person who knows little likes to talk, and one who knows much mostly keeps silent. This is because a person who knows little thinks that everything he knows is important, and wants to tell everyone. A person who knows much also knows that there is much more he doesn’t know. That’s why he speaks only when it is necessary to speak, and when he is not asked questions, he keeps his silence.
—Jean-Jacques Rousseau (French Philosopher)

The more you adapt, the more interesting you are.
—Martha Stewart (American Businesswoman)

It’s the heart afraid of breaking that never learns to dance.
—Bette Midler (American Actress, Singer)

The most powerful weapon to conquer the devil is humility. For, as he does not know at all how to employ it, neither does he know how to defend himself from it.
—Vincent de Paul (French Catholic Saint)

Talking and eloquence are not the same.—To speak and to speak well are two things.—A fool may talk, but a wise man speaks.
—Ben Jonson (English Dramatist)

In a choice between bad company and loneliness, the second is preferable.
—Spanish Proverb

The more we sweat in peace the less we bleed in war.
—Vijaya Lakshmi Pandit (Indian Politician, Diplomat)

My definition of a philosopher is of a man up in a balloon, with his family and friends holding the ropes which confine him to earth and trying to haul him down
—Louisa May Alcott (American Novelist)

Investors have very short memories.
—Roman Abramovich (Russian-Israeli Businessman)

Rarely promise, but, if lawful, constantly perform.
—William Penn (American Entrepreneur)

Destroy the seed of evil, or it will grow up to your ruin.
—Aesop (Greek Fabulist)

Whatever you may be sure of, be sure of this: That you are dreadfully like other people.
—James Russell Lowell (American Poet, Critic)

Better to die than to live on with a bad reputation.
—Vietnamese Proverb

Science is but an image of the truth.
—Francis Bacon (English Philosopher)

By all means let’s be open-minded, but not so open-minded that our brains drop out.
—Richard Dawkins (British Ethologist, Atheist)

Religion is a byproduct of fear. For much of human history, it may have been a necessary evil, but why was it more evil than necessary? Isn’t killing people in the name of God a pretty good definition of insanity?
—Arthur C. Clarke (English Science-fiction Writer)

Making It Happen: Book Summary of Bossidy’s ‘Execution’

November 5, 2020 By Nagesh Belludi Leave a Comment

It’s back-to-basics in Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Bossidy is a retired business executive (General Electric, AlliedSignal/Honeywell,) and Charan is a distinguished business consultant.

Execution was the best-seller that defined the corporate zeitgeist in America after the dot-com meltdown and the Enron and WorldCom scandals. Catchphrases such as “execution,” “shaping the broad picture,” “straight talk,” and “robust action” became caricatures of how American companies got things done.

Here’s a distillation of the main ideas in Execution.

Ideas are well and good, but how thoroughly you implement them is what “determines success in today’s business world.” Companies are hindered by the gap between what the company’s leaders want to achieve and their ability to achieve it. “The real problem is that execution just doesn’t sound very sexy. It’s the stuff a leader delegates.”
There’s no room for fluffiness if you want to get things done. Straight talk is “live ammo.” “You need robust dialogue to surface the realities of business the kind that can leave people feeling bruised if they take it personally.”
The leader sets the tone and leads the change. A good motto to follow is, “Truth over harmony.” Focus on “raising the right questions, debating them, and finding realistic solutions.” Avoid discourses that are “stilted, politicized, fragmented, and butt-covering.” “Candor helps wipe out the silent lies and pocket vetoes, and it prevents the stalled initiatives and rework that drain energy.”
Informality is critical to candor. Formal and ceremonial conversations and presentations leave little room for debate. Too often, communication is scripted and predetermined. Informality encourages questions and is more likely to promote intuitive and critical thinking.
Strategic, people, and operational processes are the building blocks for execution—and they’re interrelated. “The foundation of changing behavior is linking rewards to performance and making the linkages transparent.”

Recommendation: Skim Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Most of the book is about setting expectations, holding people accountable, and following through. There’re no instructive case studies. There’re no new magic pills. The substance is genuinely elementary, and the tone self-righteous. You don’t need a book for exhortations like “put the right person in the right job,” “know your people and your business,” “test critical assumptions,” “follow-through,” “deal with non-performers,” and “expand people’s capabilities through coaching.”

Constraints Inspire Creativity: How IKEA Started the “Flatpack Revolution”

November 2, 2020 By Nagesh Belludi Leave a Comment

In the mid-1950s, Gillis Lundgren (1929–2016) was a draftsman living in a remote Swedish village of Älmhult. He was the fourth employee of a fledging entrepreneur named Ingvar Kamprad.

Kamprad’s business was called IKEA, an acronym combining his initials and those of his family’s farm and a nearby village. He had founded IKEA in 1943 and got his start selling stationery and stockings at age 17. In the 1950s, Kamprad had launched a low-cost mail-order furniture retailer to cater to farmers.

Constraints have played a role in many of the most revolutionary products

In 1956, Lundgren designed a veneered, low coffee table. He built the table at home but realized that the table was too big to fit into the back of his Volvo 445 Duett station wagon. Lundgren cut off the legs, packed them in a flat box with the tabletop, and rushed to a photoshoot for the IKEA furniture catalog.

And in so doing, Lundgren unintentionally birthed the flatpack furniture industry. He modified his simple design and drew up plans for a disassembled version of the table. Lundgren’s Lövet table (now called Lövbacken) became IKEA’s first successful mass-produced product.

IKEA and Its Flatpacking Took Over the World

IKEA’s trademark, easy-to-follow assembly instructions are a central ingredient to the company’s success. Manufacturing and distributing prefabricated furniture via flatpacking has proved enormously successful. It has dramatically facilitated the shipment and storage of pieces that otherwise took up much more space.

According to Bertil Torekull’s Leading by Design—The IKEA Story (1998,) the concept of ready-to-assemble furniture is much earlier than that. But IKEA was the first to systematically develop and sell the idea commercially.

Flatpacking contributed to many of IKEA’s products’ enduring popularity—they’re affordable, sleek, functional, and brilliantly efficient. In 1978, Lundgren designed the iconic Billy bookcase, the archetypical IKEA product that currently sells one in three seconds.

IKEA’s aesthetic of simplicity and efficiency reflects in its exclusive design and marketing approach. IKEA constantly questions its design, manufacturing, and distribution to create low-cost and acceptably good products.

The method has been adopted by numerous other business enterprises, transforming how products are made and sold globally.

Out of Limitations Comes Creativity

One problem with creativity is that sometimes people face an open field of creative possibilities and become paralyzed. Constraints can be the anchors of creativity [see more examples here, here, and here.]

Constraints fuel rather than limit creativity. Use constraints to break through habitual thinking and promote spontaneity. The mere experience of playing around with different constraints can stretch your imagination and open your mind’s eye for ingenuity.

Idea for Impact: Use constraints to help stimulate creativity. As the British writer and art critic G. K. Chesterton once declared, “Art consists of limitation. The most beautiful part of every picture is the frame.”

Inspirational Quotations #865

November 1, 2020 By Nagesh Belludi

When you make the right decision, it doesn’t really matter what anyone else thinks.
—Caroline Kennedy (American Attorney, Diplomat)

Inertia accounts for two-thirds of marriages. But love accounts for the other third.
—Woody Allen (American Film Actor, Director)

The way for a young man to rise is to improve himself in every way he can, never suspecting that anybody wishes to hinder him.
—Abraham Lincoln (American Head of State)

It is the want to know the end that makes us believe in God, or witchcraft, believe, at least, in something.
—Truman Capote (American Novelist)

Take away the danger and remove the restraint, and wayward nature runs free.
—Horace (Quintus Horatius Flaccus) (Roman Poet)

Having leveled my palace, don’t erect a hovel and complacently admire your own charity in giving me that for a home.
—Emily Bronte (English Novelist, Poet)

When someone we love is having difficulty and is giving us a bad time, it’s better to explore the cause than to criticize the action.
—Zig Ziglar (American Author)

When a field has been carefully prepared and planted with seeds, and all favorable conditions are present, such as temperature, moisture, and warmth, the seeds will germinate and grow into crops. It is said that there is nothing, however difficult, that cannot become easy through familiarization. If you persevere in the practice of these instructions, you can be sure of achieving results.
—Dilgo Khyentse Rinpoche (Tibetan Buddhist Teacher)

Think about any attachments that are depleting your emotional reserves. Consider letting them go.
—Oprah Winfrey (American TV Personality)

The man that shows off, to that one who wants to convince of his value is to himself.
—Domenico Cieri (Mexican Writer)

One of the saddest lines in the world is, ‘Oh come now – be realistic.’ The best parts of this world were not fashioned by those who were realistic. They were fashioned by those who dared to look hard at their wishes and gave them horses to ride.
—Richard Nelson Bolles (American Self-Help Author)

Taking Responsibility Means Understanding That Your Actions Can Make a Difference

October 29, 2020 By Nagesh Belludi Leave a Comment

When problems unfold, leaders often look for ways to absolve themselves of responsibility—especially if they stand to lose face, favor, standing or will incur someone’s wrath.

Problems don’t simply just go away if un-addressed. They fester. They get worse. Then they blow up.

Taking responsibility means being there and facing the consequences, rejection, or revelation of ineptitude or weakness.

Leading authentically starts with being in charge. It refers to taking responsibility for the plans and actions that occur under your watch. (If you want to split hairs, glance at my explanation of accountability v responsibility.) Consider Captain Sullenberger, pilot of the Flight 1549 that crashed into New York City’s Hudson River. Even after he realized that the plane was in one piece after hitting the water, he worried about the difficulties that still lay ahead. The aircraft was sinking: everyone had to be evacuated quickly.

The Buck Stops with Leaders

As entrepreneur and venture capitalist Brad Feld emphasizes here, being responsible is one of the most admirable traits of an effective leader:

Many of the strong CEOs I work with owned whatever was going on at their company. There was simplicity in this—no blame, no excuses, no justification. They just took ownership.

When I step back and ponder this, the CEOs I respect the most are the ones who take responsibility for the actions of their company. Good or bad, successful or not, they don’t shirk any responsibility, blame anyone, or try to make excuses. They just own things, and if they need to be fixed, they fix them.

Idea for Impact: Taking Responsibility is Empowering

Ignoring a problem and passing blame is negligent.

The most effective leaders I’ve known have the humility and the courage to acknowledge when there’s been a mistake under their watch, avoid blaming others or the circumstances, and aspire to make amends or learn from their failures.

Often, individual action is the only real way to recognize and solve problems. Take ownership now.

‘I Told You So’

October 26, 2020 By Nagesh Belludi Leave a Comment

Something goes wrong, and your frustration is so intense that you just can’t resist blurting out, “Told ya, I saw that coming” or even “Why didn’t you listen to me?”

The phrase “I told you so” one of the least justifiable in the language. It rarely generates a positive response, and it’s unfailingly damaging to marriages, friendships, and parents’ relationships with children.

Events and premonitions thereof make perfect sense with hindsight. Your loved one already knows that you were right, and she was wrong. Going through failure is hard enough. She doesn’t need you to pour salt on her wound.

At some point, when the dust has settled, you may say carefully, “Sweetie, this stinks. That surely did not go as intended. Perhaps we shouldn’t do that again.”

It’s never okay to do the “I told you so” spiel even if you have her best interests at heart. Keep your disappointment—or delight—to yourself.

Being right about something feels so darn good, doesn’t it? But hold your tongue on gloating. Give up that attachment to the need to be correct. Let your loved one be human—let her heal, learn, grow, and evolve.

Avoiding negativity in the supportive relationship sometimes means biting your tongue and allowing the pieces to fall where they may.

Give your loved one the positive support she needs and help her cope. If you are kind, she may be more willing to listen in the future.

Idea for Impact: In relationships, a little tact and a lot of silence go a long way.

Inspirational Quotations #864

October 25, 2020 By Nagesh Belludi

Snobs talk as if they had begotten their own ancestors.
—Herbert Agar (American Journalist, Historian)

Take away love and our earth is a tomb.
—Robert Browning (English Poet)

It is far more important to me to preserve an unblemished conscience than to compass any object however great.
—William Ellery Channing (American Theologian, Poet)

A noble heart, like the sun, showeth its greatest countenance in its lowest estate.
—Philip Sidney (English Soldier, Poet, Courtier)

We would be able neither to remember nor to reflect nor to compare nor to think, indeed, we would not even be the person who we were a moment ago, if our concepts were divided among many and were not to be encountered somewhere together in their most exact combination.
—Moses Mendelssohn (German Jewish Philosopher)

Human happiness seems to consist in three ingredients; action, pleasure, and indolence. And though these ingredients ought to be mixed in different proportions, according to the disposition of the person, yet no one ingredient can be entirely wanting without destroying in some measure the relish of the whole composition.
—David Hume (Scottish Philosopher, Historian)

We all remember how many religious wars were fought for a religion of love and gentleness; how many bodies were burned alive with the genuinely kind intention of saving souls from the eternal fire of hell
—Karl Popper (Austrian-born British Philosopher)

The essence of knowledge is, having it, to apply it; not having it, to confess your ignorance.
—Confucius (Chinese Philosopher)

The most valuable of all talents is never using two words when one will do.
—Thomas Jefferson (American Head of State)

Misfortunes tell us what fortune is.
—Thomas Fuller (English Cleric, Historian)

The rich would have to eat money if the poor did not provide food.
—Russian Proverb

Can anything be sadder than work unfinished? Yes; work never begun.
—Christina Rossetti (English Poet)

Circumstances don’t make the man, they only reveal him to himself.
—Epictetus (Ancient Greek Philosopher)

The more sand that has escaped from the hourglass of our life, the clearer we should see through it.
—Jean-Paul Sartre (French Philosopher)

During times of universal deceit, telling the truth becomes a revolutionary act.
—George Orwell (English Novelist, Essayist, Journalist)

My weakness is wearing too much leopard print.
—Jackie Collins (English Romance Novelist)

Best to Cut Your Losses Early: Lessons from the Failure of Quibi

October 22, 2020 By Nagesh Belludi Leave a Comment

Streaming startup Quibi is shutting down barely six months after going live. The Wall Street Journal reports,

Founder Jeffrey Katzenberg and Chief Executive Meg Whitman decided to shut down the company in an effort to return as much capital to investors as possible instead of trying to prolong the life of the company and risk losing more money.

Quibi (short for “quick bite”) was a late entrant into a crowded marketplace, and its short-form serial format aimed at short attention spans failed to get traction with teenagers and young adults amid the pandemic. The Week was puzzled by Quibi’s decision to not allow people to watch it on their television:

Among the early criticism directed at Quibi was the fact that it was mobile only, and users couldn’t watch the app’s original shows on their TVs. This was especially problematic at a time when many people were no longer commuting to work due to the COVID-19 pandemic and were, therefore, not in need of short content to watch on the go.

At heart, Quibi was just another fast food joint with the same menu as the rest. The Guardian wondered if anyone would give Quibi the time of day:

Quibi’s content felt less revolutionary than underbaked, slapdash concepts sledgehammering the viewer with abrupt hits of celebrity. The overarching theme was of celebrity names without thinking through what they would be doing that is interesting or novel. It offered little marginal benefit to the free celebrity fare on Instagram, Twitter, YouTube, or TikTok. Why pay for Quibi, when “if you want snackable Chrissy Teigen content, her social media provides that for you without this sort of hackneyed, first-thought courtroom set-up.”

Quibi’s only bona fide USP was its potential to piggybank on Katzenberg’s deep connections in the Hollywood establishment for content.

Idea for Impact: Investing money, energy, and time into something that’s not working is dreadful to admit, but it’s essential to come to terms with things that don’t go as planned, and your high hopes are dashed. Don’t hold on to an idea that doesn’t pay off soon enough. Best to cut your losses early—you’ll have the least sunk costs and the fewest emotional attachments.

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Constraints have played a role in many of the most revolutionary products

IKEA and Its Flatpacking Took Over the World

Out of Limitations Comes Creativity

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The Buck Stops with Leaders

Idea for Impact: Taking Responsibility is Empowering

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