Monthly Archives: December 2018

Taking the Good with the Bad

I think great teams are often separated from ordinary teams by how they view an experience. Great teams take the good with the bad while ordinary teams focus only on what makes an experience good, fun, or enjoyable. Labeling an experience in the extreme based on one aspect is what gives us the excuse to settle for

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Vicarious Watching

There are two types of people in the world. The first are those who take all the risks to do something or experience something meaningful. These are the rare people who are courageous enough to try and humble enough to fail. Humility is huge for the first group because the second group is always watching them. This

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The Wisdom of the First Step

We somehow delude ourselves that our responsibility for an outcome disappears when we replace action with debate. As if debate is somehow more wise than that first experimental step into the unknown. Wisdom is never found in theory. Wisdom is reserved for the discovery that is found in the risky steps that sometimes fail and sometimes strike

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Hiding Behind Debate

Debate is popular among democracies and it is good to discuss things that affect everyone on the team. What isn’t good is to use debate and discussion as a way to maintain the status quo. It’s a dangerous tactic that turns a team into talkers that are unwilling to walk anywhere new. When a demand to talk

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Theoretical Dreams

Sometimes dreams are not just theory that can be debated. Dreams can be necessary for a viable future to become possible. Dreams that seem too high may be the only possible opening for the team’s success or existence. To dismiss dreams as too difficult or too unreasonable is to say no to the lifeboat that inconveniently comes

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Lonely Vision

It’s lonely to see things others can’t. It’s isolating when everyone on the team doubts that the vision can happen when you know that it can. The path forward is scarier to those who see it as theory and not something that has already been possible. Teams that believe are much more inclusive to the dreamer than

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Always and Sometimes

People often think that the opposite of the word always is never. This is true and yet it’s usually the excuse of sometimes that is given when the expectation of always falls short. The problem with that excuse is that sometimes is the opposite of both never and always. Sometimes doesn’t describe the reliable nature or commitment

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Learning Curve

When I first started driving I spent a lot of mental energy performing all the tasks required to get from point A to point B. I was hyper-aware until all the braking, signals and changing gears became automatic. Everything we do requires a time of hyper-awareness. Another way we describe this stage is to call it a

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Transcending

Great teams spend time sharpening skills to the point of automaticity so that they can later focus on more meaningful tasks. Ordinary teams get bogged down in banal tasks because they haven’t mastered the skills required to complete them efficiently. This reduces the meaning of their job to working harder and not smarter. This also limits the

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Ironic Insecurity

I find it ironic that teams are created to overcome areas of individual weakness and yet we spend so much time struggling through how to hide the weaknesses and doubts that the concept of team should help us overcome. We don’t only belong to a team because of the strengths we offer. We also belong because our

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