Category Archives: Emotions

  • 0

Support AND Challenge

Category:Collaboration,Connections,Emotions,Learning,Narratives,Opportunity,Passion,Trust

 

In our world of growing pressure, the question increasingly becomes: are you going to support me or are you going to challenge me? Which is it? Well, my answer is that it’s both – it has to be both.

In our Big Shift world, we need to come together in order to move from mounting performance pressure to exponentially expanding opportunity. But, let me hasten to add, that coming together doesn’t just mean to support each other. We’ll also need to find ways to challenge each other – deeply and continuously.

We all need support

In these difficult times, we hear a lot about the need to collaborate, whether it’s coming together in small teams or building broader networks of collaboration to access a diverse set of expertise and resources. While the calls for collaboration differ a lot in their focus, most of them seem to emphasizie the need to come together to support each other.

This is essential in our challenging world. If we continue to try to do it all by ourselves, we’ll find ourselves increasingly isolated and vulnerable to fear as we become overwhelmed by the challenges ahead. No matter how smart any of us are, we’ll learn a lot faster if we come together, especially if we come together with others who bring diverse expertise and backgrounds to the situation at hand.

We can all use the support of others. But it’s not just about ideas and expertise. It’s about emotions. These are scary times. We crave the emotional support of others, especially when we run into unexpected roadblocks or failures along the way. We need others to be there for us and reassure us that our efforts are not in vain and we should not give in to the fear that we’ll sink when we’re trying to swim in choppy waters.

Challenging to support

So, support becomes essential to avoid surrender and provide us with the motivation to continue swimming. But, support alone isn’t enough. If we’re going to move beyond mounting performance pressure and finally find ways to harness exponentially expanding opportunity, we also need to be challenged. We need others to constantly challenge us to aim higher and expand the impact that we are seeking.

But, wait a minute – isn’t challenging the opposite of support? If you’re challenging someone, aren’t you trying to put them down?

Well, here’s the paradox. Successful collaboration in the Big Shift world requires both support and challenge. In fact, the most powerful way to support someone in this rapidly changing world is to challenge them to achieve even greater impact. If we’re not constantly seeking to accelerate our performance improvement, we’ll quickly find ourselves marginalized and certainly not in a position to target exponentially expanding opportunity.

But challenging in the context of collaboration isn’t easy. It requires a shared commitment to achieve growing impact in an area of significant opportunity. If all the participants share that commitment, they won’t just welcome challenges, they’ll seek them out. They’ll recognize that challenges to existing approaches will help them to develop new approaches that can deliver even more impact. They’ll realize that they’re not being challenged to be put down, but instead because others are excited, as they are, about the potential for even more impact.

In my research, I’ve identified this kind of challenging to achieve better and better outcomes as productive friction. In the scalable efficiency institutions that dominate our world today, friction is viewed as bad. We need to eliminate it wherever it surfaces so that we can perform our activities faster and cheaper. In the Big Shift world, friction in the form of challenging each other is not only OK, it’s essential to accelerate performance improvement. But the friction has to be productive and that requires mutual respect, shaped by a shared commitment to achieve better and better outcomes.

The broader context

So, what’s required to build that kind of shared commitment? Well, those who have been following me know my answer – the passion of the explorer. It’s a very specific form of passion that I’ve identified in my research and written about extensively, including here and here.

People who have this kind of passion are committed to achieving increasing impact in a specific domain that is usually fairly broadly defined, like wellness, manufacturing or gardening. No matter how successful they have been in the past in their chosen domain, people with this passion are driven to find ways to achieve even greater impact. They are constantly asking for help from others as they try to take their impact to the next level and they are excited by challenges.

And, how does one cultivate this passion of the explorer? There are many paths to this form of passion but one powerful catalyst is a specific form of narrative – opportunity-based narratives. Once again, I’ve written about this extensively, including here and here. I draw an important distinction between stories and narratives. From my perspective, opportunity-based narratives are about a big and inspiring opportunity out in the future that will only be achieved if people come together and act together to address the opportunity – it’s a powerful call to action.

People who are inspired by the opportunity will often find the passion of the explorer surfacing within them. They will be inspired to come together and support and challenge each other to achieve greater impact in their efforts to address the opportunity.

Coming together to accelerate learning

People who develop this form of passion tend to come together in small groups – I call them impact groups. These groups usually have somewhere between 3-15 participants. They find that, if the groups grow any larger, the deep, trust-based relationships required to learn faster together begin to weaken. As the number of participants expands, they will spin out other impact groups.

These impact groups are focused on action and impact; they’re not just discussion groups talking about ideas. They’re relentlessly focused on taking action and then assessing the impact that has been achieved from that action. Their goal is learn together through action so that they can have more and more impact over time.

It’s within this context that participants both support and challenge each other. They recognize that they are venturing out into new frontiers that have not yet been explored and that there are lot of risks along the way. They’re there for each other when someone stumbles along the way. But they’re also constantly seeking a better approach to make even more progress towards the bigger opportunity ahead. They are challenging each other to find a better way.

Scaling impact

When I talk about impact groups, people often become concerned that the potential for impact becomes very limited because each group must remain relatively small in terms of the number of participants. While understandable, that concern is not warranted. Impact groups can connect with each other into broader networks that enable more and more participants to reach out and learn from each other. The platforms required to do this are still relatively early stage in their development, but there’s a significant untapped opportunity for learning platforms to scale the impact of these groups.

In fact, these learning platforms will harness two levels of network effects. There’s the basic network effect that emerges simply from the growing number of groups and participants in those groups as they find ways to connect on the same platform. But there’s an even more powerful form of network effect that comes from the opportunity to accelerate learning and performance improvement as more and more participants are motivated to learn together. It’s this second form of network effect that will ultimately enable participants to address exponentially expanding opportunities.

Bottom line

If we’re serious about moving beyond mounting performance pressure to address exponentially expanding opportunity, we’ll need to collaborate, but collaboration isn’t just about supporting each other. Collaboration in a rapidly changing world requires a willingness and eagerness to challenge each other. The paradox is that the most effective way to support each other in a rapidly changing world is to challenge each other. It’s not choosing to support or challenge – it’s recognizing that one cannot exist without the other.

The best way to do that is to cultivate the passion of the explorer among participants in small groups. And the best way to cultivate the passion of the explorer and draw people together is by framing an inspiring opportunity-based narrative.


  • 6

Emotion as the Foundation of Strategy

Category:Collaboration,Connections,Context,Emotions,Leadership,Learning,Narratives,Opportunity,Strategy,Trust

Credit to CuriousArtLab

As we head further into the new decade, we need to reflect on how the world is changing on so many levels. Given all these changes, it’s perhaps time to reassess our approach to strategy. At the risk of being viewed as a heretic, let me suggest that the successful strategies going forward will be strongly rooted in addressing the emotions of participants, rather than simply relying on facts and figures.

The Big Shift in the world

We are in the early stages of a Big Shift that is transforming our global economy, something that I have written about a lot, including here and here. This Big Shift is creating exponentially expanding opportunity – we can create far more value with far less resources far more quickly. The paradox is that, at the same time, the Big Shift is creating mounting performance pressure, making it more and more challenging to sustain the performance we’ve enjoyed in the past.

How do we resolve this paradox and make the journey from mounting performance pressure to exponentially expanding opportunity? We need to re-think strategy at a fundamental level and focus much more on the emotions of all participants so that we can truly unleash the power of pull.

The opportunity for strategy

The opportunity for strategy in the next decade and beyond is to unleash ways to deliver more and more value with fewer and fewer resources. If we’re going to succeed at that, we need to be able to anticipate the rapidly evolving unmet needs of the people we are trying to reach. We then need to be able to find ways to increase leverage, mobilizing the resources of others. We also need to find ways to accelerate learning – not learning in the form of training programs sharing existing knowledge, but learning in the form of action with others in ways that can rapidly increase impact over time by creating new knowledge in a rapidly changing world.

In the industrial age that brought us to where we are today, unmet needs were largely defined in material terms – what products and services could address our material needs, whether it involved our physical needs for food, or our broader needs to be comfortable in the physical world, like homes and cars. Meeting those material needs has been more and more successful, despite temporary setbacks like financial crises or pandemics.

Certainly, there are still large segments of the population with significant material needs, especially in trying times like this pandemic. But the mounting performance pressure of the Big Shift is also generating unmet needs at the emotional level. More and more of us are becoming consumed with the emotion of fear – and given the long-term forces shaping our world today, that fear is likely to intensify. While fear is certainly understandable, we as humans don’t want to live in fear – we have a deep hunger for hope and excitement. The institutions that understand and act to address that unmet emotional need will create enormous value for their stakeholders. Now, tell me, when was the last time you sat through a strategy discussion that began with an effort to understand the emotional needs of the participants being served by your institution?

Focusing on unmet emotional needs

The successful strategies of the next decade will begin with cultivating a deep understanding of these unmet emotional needs and then developing unique approaches that are effective in addressing these emotional needs. In this context, I have written extensively about institutional narratives, including here and here, which I believe can become a powerful instrument to build much deeper relationships with stakeholders by addressing their unmet emotional needs. I hasten to add that these new strategies will not be focused on manipulating the emotions of participants, but instead deeply understanding these emotional needs, why they exist, and how they can be addressed.

In this context, we need to be careful to “Zoom Out and Zoom In.” Don’t just look at the emotions around you today. Look ahead and anticipate how long-term forces will generate much deeper unmet emotional needs and then look for the highest impact steps you can take today to begin address those unmet needs.

Increasing leverage

But this is just the beginning. To harness the exponential opportunities that are being created by the Big Shift, all institutions will need to be much more aggressive in seeking leverage. The key to successful strategies will be to deliver significant value with as few of your own resources as possible. The global connectivity that is being fostered by the Big Shift makes it far easier to connect with a broader range of third-party resources.

But the ability to connect makes it even more important to understand what will be required to motivate third parties to invest the time and resources required to amplify the impact of your own products and services. Once again, this involves delving deeply into the emotions of the third parties that can be most helpful to you. Sure, you can and will have to offer them material rewards for collaborating with you, but you’re going to get much greater value from them if you can find ways to build trust and excite them about the longer-term opportunities for impact that can be created by coming together.

Accelerating learning

This is particularly powerful because of another strategic lever that is becoming more and more important in the Big Shift. In a rapidly changing world, the ability to learn faster becomes key to success. To be clear, I’m not talking about learning in the form of going to classes and getting credentials. I’m talking about the most powerful form of learning which is creating new knowledge through action. And, no matter how smart we are as individuals or individual institutions, we will learn a lot faster if we act together with others and challenge each other to find more creative ways to deliver more impact. In this Big Shift world, this form of learning becomes The Only Sustainable Edge.

This takes leverage to another level. When they talk about leverage, most strategists focus on transactions to access existing expertise and resources from third parties. While that is certainly helpful, the most powerful form of leverage is learning leverage, where participants come together to learn faster together.

But what’s required to motivate participants to learn faster together? My experience suggests that participants learn much faster together if they are excited by an opportunity to create more impact that is meaningful to them. Once again, though, this requires a deep understanding of the emotions of the participants. We need to understand where there’s fear and how that fear can be overcome by cultivating excitement.

Learning in the form of creating new knowledge can generate a lot of fear. After all, it’s risky. It’s never been done before. It could fail. But those who are excited about an opportunity that’s never been achieved before are driven to learn faster. They actively seek out opportunities to learn and are challenging themselves and others to find ways to achieve even greater impact. They are restless when they are not learning.

Loyalty and the pull it generates

In the end, all of this comes together in a powerful way. If we are able to excite participants about a meaningful opportunity that can bring people together and help them to learn faster together, what happens? We develop deep loyalty. This is no longer about short-term transactions that can be measured in material terms. This is about building deep and lasting trust-based relationships where we can see impact that matters to all the participants.

In a more connected world, loyalty matters. With all the connectivity we’ve created, it has become far easier to leave someone who is not meeting our needs and connect with someone else. This is a growing challenge for all institutions, especially in a world of eroding trust. Loyalty will be a powerful source of strategic advantage because it unleashes a virtuous cycle of more rapid learning with greater and greater impact.

But, it’s not just about loyalty. It’s about the Power of Pull. If we’re addressing significant unmet emotional needs of participants, word of mouth will spread and more and more participants will seek us out and want to find ways to build deeper relationships with us. Network effects will take hold and we’ll begin to see exponentially expanding impact and this in turn will unleash another virtuous cycle that will  pull more and more participants together.

I should hasten to add that this exponential opportunity will not be available for all businesses. As I’ve written elsewhere, businesses will face a painful choice in the decades ahead in terms of defining more clearly what business they are in. While all businesses will benefit by shifting to strategies that are focused on the emotions of participants, the exponential opportunity will be largely reserved for businesses that choose to become “trusted advisors.” That’s a largely untapped business opportunity today, even though everyone claims to be a “trusted advisor” to their customers.

The Big Shift in strategy

Looking back over decades, the focus of strategy has shifted in a profound way. Certainly the early days of business strategy focused on analyzing the structure of markets and industries to identify positions that could create sustainable strategic advantage.

In the past couple of decades, we’ve seen a shift away from strategies of structure to strategies of movement. Given the accelerating pace of change, the emphasis in strategy has been on how to move faster – agility has become the buzzword.

I believe we’re now on the cusp of another shift in strategy from movement to emotion. The strategies that will succeed in the future are those that focus on the emotions of the participants and find ways to cultivate deep, long-term, and trust-based relationships among a growing array of participants by meeting their deepest emotional needs. To be clear, structure and movement are still relevant, but only in the context of a deep understanding of the emotional environment. That’s a dimension that’s been largely ignored by the previous schools of strategy.

The bottom line

Strategy is ultimately about how to deliver greater impact and value with less resources in a way that is sustainable and rewarding to the provider. It’s all about doing more with less over the long-term. The strategies that generated success in the past are proving less and less effective in a rapidly changing world. To succeed in the future, we will need to evolve strategies that are shaped by a deep understanding of the emotional context and focused on addressing the unmet emotional needs of the participants. Those who do this well will succeed in tapping into the exponentially expanding opportunities created by the Big Shift.

While this post has focused on strategies for institutions, I would suggest that this shift in strategy also applies to us as individuals. But that’s a topic for another blog post


  • 2

Leveraging Longevity: Evolve Your Narrative

Category:Collaboration,Community,Connections,Emotions,Narratives,Passion

I am a contrarian. At a time when we are wrestling around the world with a pandemic that seems to keep coming back for more, I want to focus on some of the long-term trends that will be shaping our lives in the decades ahead and creating expanding opportunity. Now, more than ever, we should address that opportunity, even though it may seem a bit counter-intuitive.

One long-term trend that we should not ignore is that, even with pandemics, the average life span of people around the world is likely to continue to extend significantly. This presents both challenges and opportunities.

The Boomer opportunity

For many people, a longer life comes as a surprise. To the extent they have saved money along the way, they may find that they have not saved enough – they didn’t expect to live that long. At the same time, many are now seeing that there’s an opportunity to define a whole new chapter in their life – a chapter where they can aspire to having an impact that is much more meaningful to them and to others.

There’s a significant shift within the Boomer generation in the United States. In the past, the assumption was that someone would retire and then go out and golf or play bridge for a few years until the Grim Reaper would come and take them away.

Now, fewer and fewer Boomers are willing to embrace that path. They’re viewing retirement as an opportunity to step back and reflect on what really matters to them and find ways to make a difference that matters. In this context, I highly recommend the book “Disrupt Aging” by Jo Ann Jenkins, the CEO of the AARP.

For many, they are continuing to work and earn money, but they are shifting to work that excites them and motivates them to have an impact. Often, they are taking a hobby that really has excited them throughout their life like wood-working or gardening and finding a way to make a living from it. In other cases, they are dedicating more time to community initiatives that are meaningful to them.

Some fortunate Boomers already know what really excites them, but my research indicates that is a very small number. The challenge is that this generation grew up in a world where the key message was to go find a job that could earn a decent living. It was all about income and status in the community. The message was, if you have a passion or are really excited about something, pursue that in your leisure time, but don’t let it distract you from doing what’s necessary to advance in your chosen career.  And, if you don’t have a passion, that’s fine – very few people are capable of passion and it’s often a distraction from making a good living.

So, many Boomers are now facing the challenge and opportunity of finding out what really excites them. How do they do that? Well, that’s a key focus of my new book, The Journey Beyond Fear. It won’t be published until May, but I can give you some hints regarding approaches that have been helpful for me and others whom I’ve worked with.

The role of personal narrative

One approach is to make an effort to articulate and reflect on the personal narrative that is shaping your choices and actions today. As I’ve written about here, here, and here, I have a very different view of narrative than most. In this context, it involves looking ahead and determining whether your view of the future is shaped by threat or opportunity. If it’s an opportunity that really inspires and excites you, what is that opportunity and why do you find it so exciting?

Many people find that articulating their personal narrative is an eye-opener. More and more of us are driven by a view of a significant threat out in the future – e.g., loss of income, erosion of cultural values, or illness. We’re driven by fear.

Articulating our personal narrative can become a catalyst to begin the search for opportunities that really excite and inspire us.

This search can lead to discovering for the first time the passion of the explorer that lies within all of us, waiting to be found and drawn out. Again, I have a very specific view of passion that I’ve written about here and here. I’ve come to believe that the passion of the explorer is key to motivate us to have increasing impact in an area that is truly meaningful to us. And I’ve also come to believe that we’ll have much more impact if we can find ways to integrate our passion with the work that helps us to earn a living.

OK, I can hear the skeptics among us saying that this is all a hopeless fantasy. Even if we could discover our passion, we could never make a living from it. Well, but that’s what’s so interesting about the Boomers. Many of them (but certainly not all) have accumulated savings and have the ability to pursue something that, at least in its early stages, may not generate significant revenue.

Fragmentation expands opportunity

But this is where another long-term trend comes into play that I believe will help more and more Boomers to find and pursue something that is really meaningful to them and to others. Many years ago, I led a research effort looking at fragmentation and concentration trends in the global economy – the primary research report can be accessed here.

Long story short, we found that a significant part of the economy is fragmenting over time. What’s fragmenting are product and service businesses. It started in digital product businesses like videos, music and software, but this fragmentation trend is increasingly spreading into physical product businesses like craft beer and craft chocolate.

There are many forces at work driving this trend. It starts with the increasing desire of customers for products and services that are tailored to their specific needs and that will evolve quickly as their needs evolve. Customers are less and less willing to settle for highly standardized, mass market products.

On the supply side, the fragmentation of these businesses is supported by the increasing availability of scale intensive resources that significantly reduce the cost of entering and building a business. Think about it. If it’s a physical product, we can find a contract manufacturer to produce the product. We can rely on massive logistics networks to get the product from the factory to the customer. We can use online market platforms to find and connect with relevant customers, wherever they are in the world.

We actually need less and less investment to get started in these product and service businesses. Now, because of fragmentation, these businesses are unlikely to become massive, global corporations, but they can certainly provide a comfortable living for a small number of people who come together to build and operate the business.

And this is what more and more Boomers are discovering. As they evolve a personal narrative that is focused on an opportunity that is exciting and meaningful to them and to others, they can begin to build a business to address that opportunity and draw out the passion of the explorer. Now, that expanding life span becomes energizing, rather than intimidating – it’s an opportunity to find a way to make a difference that’s rewarding for everyone involved. It helps to motivate Boomers to invest the time and effort to articulate and evolve a personal narrative and, in the process, to discover that long hidden passion of the explorer.

And, yes, we need to acknowledge that the pandemic period can be very challenging for starting a new business, especially if it involves personal contact with customers, given widespread restrictions on business activity. Nevertheless, this is the window that Boomers can use to gain clarity around the opportunity that excites them and begin to prepare for the launch of a business when the restrictions ease.

Also, I have been talking about the opportunity in terms of a business, but the opportunity could take many different forms, including charities, local community initiatives to strengthen the community or much broader movements to drive significant change. While I haven’t done specific research on these other approaches to impact (except for movements), I believe that many of the forces that are making it easier to start new product and service businesses will also make it easier to launch other, non-commercial initiatives.

A growing number of people, including Chip Conley, with his Modern Elder Academy, and Marc Freedman, with his Encore.org initiative, are recognizing the growing desire of Boomers to find ways to have meaningful impact and mobilizing to support them on their journey.

Beyond the Boomers – an opportunity for everyone

So far, I’ve been talking about this in terms of Boomers and the opportunity created by longer life spans. But, if we focus on the other trend of fragmentation of product and service businesses, we can begin to see how this applies to all of us, regardless of our current age. Wherever we are in our life’s journey, we now have more and more opportunity to pursue work that’s exciting and meaningful, and not just a source of income.

But the key is to make the effort to reflect on what is most exciting and meaningful to us. There’s now a significant incentive to do this.

And crises like the pandemic can also become a catalyst. I’m struck by the number of people I’ve talked to who have told me that the pandemic has caused them to step back and take the time to reflect on what really matters to them. Many of them have been quite disappointed to discover that most of their time is being spent on things that do not matter to them, often because they were driven by a sense of fear that pre-dated the pandemic. But now they’re on a quest to change that.

The pandemic is just one manifestation of the much broader trend towards mounting performance pressure in our global economy. Fear is a natural human reaction to a world of mounting performance pressure. But here’s the thing. We’ll be much better able to respond to the growing pressure if we can find something that excites and motivates us, rather than just pushing forward on a path that has little meaning.

And the paradox is that the same forces that are generating mounting performance pressure are also creating expanding opportunity. But we need to find ways to discover and focus on the opportunities that are most meaningful to us if we are going to overcome the pressure.

This applies to all of us, including those who are marginalized in our communities and struggling to stay alive, much less earn a decent living. We need to mobilize to create environments that will help all of us to find the motivation and resources to achieve impact that matters.

Bottom line

Long-term forces are making it more and more important for us to step back and reflect on our personal narrative so that we can focus more effectively on emerging opportunities that can help us achieve more meaningful impact. By framing these opportunities, we can draw out the passion of the explorer that will help us to address growing pressure and connect with others on the rewarding journey that awaits us. The pandemic is a significant near-term obstacle to be overcome, but it can become a catalyst for action if we stay focused on the opportunities ahead.

<For those who are interested in learning more about how to articulate, reflect on, and evolve your personal narrative to achieve more meaningful impact, check out some of the online courses that I offer here.>


  • 5

Loss Can Be Growth

Category:Crisis,Emotions,Learning,Loss,Opportunity

Flowers blossoming in Death Valley

This is a period of loss

For many of us.

Loss is hard to take.

Something or someone

Meaningful to us

Is gone,

Perhaps forever.

It fills us

With sadness and regret.

There’s an emptiness

That seeks to be filled.

Let’s view loss as an opportunity.

Take the time to reflect –

What was it that was so meaningful,

That is no longer there?

What we lost was unique,

But the meaning

May be found elsewhere.

We just need to know

What to look for.

A deeper understanding of meaning

And why our loss was so meaningful

Could help us in our journey ahead.

We would be more aware

Of the meaning that matters

And be more focused

In seeking it out.

Growth is about

Finding more meaning.

Loss can give us much more insight

Into the meaning

That will help us to

Grow and flourish

Far beyond

Where we are today.

If we prepare fertile ground,

Flowers will blossom,

And our lives will be a lot richer

And, it’s even possible that

What we have lost

May return,

But with much more richness.


  • 1

A Deep Dive Into the Passion of the Explorer

Category:Collaboration,Crisis,Emotions,Exploration,Learning,Passion,Potential

During the current pandemic, I’m struck by the number of people who have told me that this crisis has been a catalyst for them to reflect on what’s really important to them. Through reflection, they’ve come to realize that most of their time has been spent on activities that have little, if any, meaning for them.

As an optimist, I’d like to believe that is one positive outcome of the pandemic – it will be a catalyst for us to reflect on what really matters to us – what are we really passionate about? The challenge is that most of us have not yet found the passion that can provide us with a living. In fact, a survey that I recently completed of the US workforce indicates that, at most, only about 14% of US workers are passionate about the work they are doing.

There are many reasons for this. In part, we live in a society that tells us from an early age to focus on a career that will pay us well and that passion is something to be pursued after hours, as a hobby. We also work in institutions that are deeply suspicious of passion – passionate people tend to take risks and often deviate from their assigned tasks.

But the paradox is that we live in a world of mounting performance pressure where passion becomes the key to turning pressure into opportunity. To be clear, I’m talking about a very specific form of passion – the passion of the explorer – that emerged from my research into arenas where participants deliver sustained extreme performance improvement. This form of passion has three components:

  • A long-term commitment to achieving increasing impact in a specific domain
  • A questing disposition that seeks out new challenges
  • A connecting disposition that seeks to connect with others when addressing new challenges to achieve greater impact

People with this form of passion are motivated to learn faster and will be the most successful in a rapidly changing world. If you’re not passionate about the work you’re doing, you’ll fall further and further behind as you compete with people who are passionate. And, of course, you won’t find much meaning in your work to give you a sense of fulfillment.

I’m hopeful that this pandemic will drive more and more of us to embark on a quest to find and nurture our passion, and to find a way to make a living by pursuing our passion. In the new book that I’m writing, I focus on the lessons that I’ve learned on my journey to uncover my passion and integrate it with my profession.

On the side, I’ve been collaborating with Tracey Grose, who is putting together a program where I can share some of these lessons with others who are on a similar journey. Those who participate in this program will get a preview, and a deeper dive, into some of the approaches that I will be covering in this new book.

In this program, Catalyzing Impact, we’ll start by explaining why the passion of the explorer is becoming more and more central to success. It will help to reinforce the growing awareness that passion is not just a “nice to have,” but a “must have” if we are going to thrive in an increasingly challenging world.

But the bulk of the program will focus on the approaches that can help us to find and cultivate our passion of the explorer and then integrate it with our work. I will challenge everyone to find this passion within themselves, driven by a belief that we all, as human beings, have a capacity for, and hunger for, the passion of the explorer.

Part of this involves reflection on our past, but it also requires us to look ahead and reflect on what our view of the future is and how it shapes our actions today. It also will involve looking around and looking for patterns in people who inspire us and who give us energy.

We will also look at the work that consumes much of our lives and focus on the activities, if any, that generate excitement within us. While many of us will not find ways to cultivate passion in the work that we are currently pursuing, there are sometimes opportunities to evolve our current work in ways that are more aligned with the passion of the explorer that we are uncovering.

More likely than not, we’ll find many elements that could be indicators of the passion that resides within us. Part of our effort will be to weave these elements together as we begin to see underlying patterns that connect what at first appear to be diverse elements. While some will be struck with a sudden revelation of the passion within themselves, for many this will be the beginning of a longer journey of exploration.

Part of the program will be designed to help participants pursue their exploration beyond the program. In this context, I will highlight the role that impact groups can play in our journey. My experience is that journeys become a lot more enriching and enlightening when made together with others.

I’ve become a strong proponent of participation in small impact groups – they typically involve 3-15 people. The participants in these impact groups share a commitment to a quest – in this case, it is the effort to find and cultivate a passion of the explorer. They meet on a regular basis – usually weekly, if not more frequently – and they build deep, trust-based relationships with each other as they pursue their journey together. They challenge each other to make more progress, but they also encourage and support each other when they run into unexpected obstacles or challenges.

This program will help participants to understand the value of these impact groups. It will provide guidance on how to bring these impact groups together and how to manage these impact groups so that participants can get the most value from their interactions.

The intent is for the program to be a catalyst for discovery and to motivate people to pursue a journey that is designed to help them discover and cultivate their passion of the explorer and to find ways to integrate that passion with their work so that they can increase their impact in a meaningful way in all dimensions of their lives. I hope you will be able to join Tracey and me in this program – please sign up here.


  • 23

Beyond Our Edge

Category:Collaboration,Creation Spaces,Edges,Emotions,Exploration,Institutional Innovation,Learning,Movements,Narratives,Opportunity,Passion,Potential,Trust

I’ve got some exciting news. I’ve opened up a new company – Beyond Our Edge, LLC.  Its goal is to motivate more and more people to come together and move beyond our edge so that we can achieve more of our potential together. Many of us are already drawn to our edge, but we’ll be much more likely to move beyond our edge if we come together on the journey. I’ve always been inspired by the African proverb: “If you want to go fast, go alone; but if you want to go far, go together.”

This move has been made possible by my retirement from Deloitte, even though I have no intention of “retiring.” I’m now free to venture beyond my edge and I’ll want to connect with others who share my passion for exploration and driving meaningful change.

My next book

In that context, my first priority is to finish writing my next book – its working title is “From Pressure to Passion.” Two triggers motivated me to write this book. First, even though my business career has been largely focused on business strategy, I’ve come to believe that achieving impact depends less on strategy and more on psychology – if we don’t see and understand the emotions that are driving our choices and actions, we’ll never achieve what we really need and want. Second, as I’ve traveled around the world over the past several years (well before the current pandemic), the dominant emotion that I encountered everywhere is fear – at the highest levels of organizations, on the front lines and out in the community.

While that fear is understandable – there are many reasons to be afraid – it’s also potentially very dysfunctional. We need to acknowledge the fear but, equally importantly, we need to find ways to cultivate hope and excitement that will motivate us to move forward in spite of our fear. My new book is partly about my personal journey from fear to hope and excitement, but it draws on that experience to outline approaches that we all can use to make that journey.

While my book focuses on helping people to make this personal journey, it also highlights the need to drive fundamental change in the environments that we live in. We’re in a world that’s rapidly evolving. It’s a paradoxical world – it provides exponentially expanding opportunity as well as mounting performance pressure.

Bringing movements together

Right now, most of us are experiencing mounting performance pressure, in part because all our institutions were designed for an earlier, more stable world. The institutions that provided stability in the past are increasingly proving ill-equipped for the rapidly changing world around us. We all see this. It’s a key reason that trust in all our institutions is eroding around the world. It’s also feeding our fear – the institutions that we thought we could rely on are increasingly failing us.

Our institutions have become significant barriers to our efforts to harness the exponentially expanding opportunity that’s now becoming available to us. So, even if we find ways to overcome our fear and take more bold moves to pursue opportunities, we’ll find our existing institutions standing in our way and limiting our potential for impact.

That’s why we need to drive change on two fronts – individual change and institutional change. For decades, we’ve had two movements proceeding in parallel – the human potential movement and social change movements. The challenge is that there’s very little interaction between these two movements – it’s either all about helping individuals to overcome their internal obstacles or driving change in the broader society or economy. Unless we can drive change on both fronts, we’ll never create the conditions that will enable all of us to achieve much more of our potential by harnessing exponentially expanding opportunity. We need to find ways to bring these two movements together.

Impact groups inspired by narratives

It will come as no surprise to those who’ve been following me to hear that I believe the key to bringing these two movements together is to focus on organizing small impact groups that can then connect and scale their efforts through broader networks and platforms.

Let me be clear – to harness exponentially expanding opportunities, we need to come together. If we act alone, we’ll only achieve a small fraction of the potential available to us. By coming together, we’ll be much more likely to overcome our fear and find the courage to move beyond our edges and achieve much more of our potential.

What will it take to bring us together? I’ve become a strong proponent of opportunity-based narratives that frame really big, inspiring opportunities in the future and that represent a call to action to all of us today, emphasizing that those opportunities will not be achieved unless we act together. Imagine what amazing things we could accomplish if we all came together?

Understanding edges

As we come together, we need to find ways to help each other move beyond our edge. In this context, edges have many meanings. At one level, edges are defined by areas of expertise – for example, marketing, economics or equipment maintenance. At another level, edges are defined by our comfort zones – where do we start to become uncomfortable when confronted with new experiences?

For many of us, edges create the image of a cliff where we need to be very careful or we’ll slip and slide into oblivion. I prefer to view edges as walls – they’re the boundaries that limit our ability to explore and discover more of our potential. And we can’t just look beyond the walls, we need to climb over the walls and explore the territory that’s been hidden from us.

Sure, venturing beyond these walls can be scary and make us very uncomfortable because we’re venturing into unknown territory, but we’re much more likely to make the journey if we’re joined by others whom we trust and who will provide us with support and encouragement. We’re also likely to learn more if we go together, rather than heading out alone. No matter how smart any of us are, we’ll learn a lot faster if we’re sharing experiences with others and learning through action together.

Bottom line

I’m hoping that my new book will become a catalyst to motivate more of us to venture beyond our edge together. Over the next several months, I’ll be looking to connect with others who share my conviction that there’s exponentially expanding opportunity available to all of us if we choose to address the root causes that are holding us back – the emotion of fear within all of us and the institutions that are increasingly serving as barriers to progress. It’s an unprecedented opportunity, but we need to act now, together, and venture beyond our edge.


  • 2

Far Beyond Fear

Category:Collaboration,Community,Connections,Emotions,Opportunity,Poem

Look far to overcome fear

And go far.

Fear shrinks our horizons,

Both in time and distance.

We become consumed

By the moment

And by what’s near us.

We lose perspective on

What’s ahead

And what’s in the world

Around us.

We need to

Expand our horizons.

If we look far enough ahead

We will see really big opportunities

If we look far enough around,

We will see many people who can help us

Achieve those opportunities

We’re not alone.

To look far

We need to look within.

Within, we will find

What we need.

We all have

A hunger for impact.

We all want to make a difference,

A big difference.

That will drive us to look far

And move far beyond our fear.


  • 3

Exploring the Pyramid of Trust

Category:Collaboration,Community,Connections,Creation Spaces,Emotions,Passion,Trust

 

Trust is eroding in all our institutions around the world. Most people are aware of the many surveys documenting this, but few have really explored why this trust is eroding, much less what we need to do to restore trust. We can easily get caught up in the headlines of the moment that offer graphic evidence of lack of trust, but we need to move beyond the headlines and probe deeper into what is going on across all institutions and all societies.

I’m going to suggest that we need to recognize that the foundations of trust are shifting and that we need to focus on building a new pyramid of trust. That pyramid of trust can help us to come together in ways that will enable all of us to flourish.

I’ve been writing about trust for quite a while. Almost 10 years ago, I came back to the topic in my blog “Resolving the Trust Paradox” and more recently I wrote a blog post on “Re-Building Trust in Our Institutions.” I won’t re-visit all of that here.

Setting some context

Let me start here with several observations from my earlier work that provide context for the trust framework that I’m going to share here.

Institutional disconnect. First, in the Big Shift that has been transforming our global economy for decades, it’s becoming increasingly apparent that there’s a growing disconnect between the way our institutions are run and the way our world is evolving. That’s a key driver of the erosion of trust – we intuitively see that growing disconnect and recognize that our institutions are less and less fit for the world they operate in.

Feeling fear. Second, as we see that growing disconnect, we understandably feel more fear. The institutions that we thought we could rely on are falling short in terms of addressing our needs. That feeds the fear, especially in a world of mounting performance pressure. And the more fear we feel, the less willing we become to trust others, which makes us even more fearful, setting into motion of vicious cycle of growing fear and loss of trust.

From skill to will. Third, the foundations of trust are shifting. In earlier days, trust was established by looking at the past. Trust was about demonstrated skill. Do the people have the right credentials and have they been able to reliably deliver as promised? In a more stable world, that was enough to build and maintain trust. The past was a reasonable indicator of future results.

No more. In a more rapidly changing and uncertain world, performance in the past is no longer a reliable indicator of performance in the future. Skills are becoming obsolete at an accelerating rate and, with new and unexpected situations emerging on a regular basis, new and very different outcomes may be required in the future.

In a rapidly changing and uncertain world, the basis of trust shifts from skill to will. Rather than looking to the past, we’re increasingly looking ahead to determine whether we can trust people and institutions. Do they have the will required to confront unexpected situations and find ways to deliver impact that matters to us, regardless of the unforeseen obstacles and barriers standing in their way? They may not have the necessary skills, expertise and resources today to address these obstacles and barriers, but we can be assured that they will do whatever is required to deliver the impact that matters to us.

That’s a high bar for trust. To meet that bar, we’ll need to focus on building a pyramid of trust. Let me explain.

To build deep trust with others, we’re going to have cultivate multiple layers of trust, with each layer building on the layer(s) underneath it.

The layers of the pyramid

Humility. At the base of the trust pyramid is humility. It’s the acknowledgement by the person or institution that they will never have all the skills and resources required to address an expanding array of unanticipated challenges and obstacles. This humility means that the person or institution will more quickly recognize when they are encountering something beyond their current capacity and be more willing to ask for help from others in addressing challenges and obstacles. If we encounter people who present themselves as having the capacity to address any and all challenges, we know one of two things: either they’re clueless about the range of challenges they will face or they’re lying. In either case, we would do well not to trust them.

Values and integrity. The next level of the pyramid focuses on intentions and values. Looking ahead, does the person or institution have a core set of values that will provide appropriate guard-rails for its actions, ensuring that it will act with integrity and a commitment to avoiding harm to others, regardless of the unexpected situations that emerge? This isn’t about speeches and mission statements; it’s about actions. Are their actions consistent with their values?

Commitment to impact. That leads to the next level of the pyramid – is the person or institution committed to delivering impact that matters to me? That commitment has multiple dimensions. Since my needs and aspirations are unique to me – is there a commitment to understanding what my individual needs and aspirations really are? Equally important, since we live in a rapidly changing world, is there a commitment to anticipating how my individual needs and aspirations are likely to evolve? Finally, does this all translate into a commitment to deliver impact that matters to me? Is there a commitment to action and results, and not just understanding who I am and what I need and want? Integrity matters, but ultimately it is impact that matters. (In this context, see an article I recently wrote for Harvard Business Review on the untapped opportunity to deliver more value back to customers based on the data that businesses receive from their customers,)

Excitement about impact. Commitment is important, but it’s not sufficient. We all know people who were committed to achieving something, but then failed to deliver. They ran into unforeseen obstacles and became frustrated and overwhelmed, and finally gave up. To really trust someone or some group in terms of their ability to deliver impact that matters to us, it’s important to reach the next level of the trust pyramid – we need to see genuine excitement about addressing unexpected challenges in delivering the impact that matters to us. That excitement will help to ensure that, whatever the obstacles, the person or institution will find a way to overcome them and not give up.

This level of the pyramid takes us beyond mindset and into heartset. The best intentions and the most genuine commitment are helpful, but ultimately it’s emotions that will determine outcomes in a world where we confront unexpected challenges and obstacles. If we give into fear, we are far more likely to fall short of delivering the impact that matters to others. On the other hand, if we’re genuinely excited by unexpected challenges and obstacles, we’ll end up doing whatever is necessary to deliver the impact that matters. We should never overlook the emotions that are driving the actions of others.

Those who have followed me in the past will realize that I’m now talking about a very specific form of passion – the passion of the explorer. We can trust those who have this passion because they have a questing disposition – they’re constantly seeking out new challenges and opportunities and driven to deliver more and more impact that matters in the domain they have chosen.

The other dimension of the trust pyramid

So far, I’ve been exploring the layers of the pyramid. But let me be clear. This isn’t a trust triangle, it’s a trust pyramid. Triangles are two-dimensional, but pyramids add a critical third dimension. What’s on that dimension? People.

Here’s the thing. Trust is about people – and the more people the better. Sure, we can have trust between two individuals. Think about the relationship you might have with your significant other.

But, as deep as the trust might become between two individuals, it’s likely to grow even deeper when the trust extends across more individuals. Think about it.

No matter how well-intentioned, committed and excited an individual might be, that person is likely to achieve much greater impact when she/he is collaborating in deep, trust-based relationships with a broader group of people who share those same intentions, commitment and excitement. Looking ahead, I’m much more likely to trust a group of individuals who have deep, trust-based relationships with each other than I would trust any one individual.

But the key is that these individuals need to have built deep, trust-based relationships with each other. They’re not just coming together because their employer told them to or because they have a contractual relationship with each other. As I’ve written elsewhere, there are limits to the size that these impact groups can attain – typically, these deep, trust-based relationships begin to become less deep if the group expands beyond about 15 people.

These small impact groups can increase their potential for impact by coming together into broader networks (a specific form of network that I call “creation spaces”) so that they can more readily access the skills, expertise and resources of more people. The existence of these broader networks can also help to strengthen the trust that I might have in any particular impact group.

Implications for institutions

So, how does this connect back to our trust in institutions, rather than individuals or small impact groups? Increasingly, trust in a rapidly changing world hinges on trust at the level of individuals. The challenge for institutions is to find ways to connect people in deep, trust-based relationships, both within their institutions and with a broader set of stakeholders, including customers. If the individuals trust each other, they will begin to trust the institutions that helped to bring them together and build deep, trust-based relationships with each other.

This is in sharp contrast to a general trend by our institutions, driven by scalable efficiency, to automate transactions and eliminate people from the equation wherever possible. While it’s certainly OK to automate specific transactions, the opportunity is to find ways to build long-term relationships that will connect people and help to build deeper trust. Part of the erosion of trust in institutions is that we are having less and less personal contact with the institutions that matter to us.

An inverted pyramid?

I like the pyramid image, but I’m concerned that it visually gives more space to the lower levels of the pyramid, while reducing the space for the higher levels of the pyramid. In one sense, this works – the lower levels are foundational and, without them, there’s no opportunity to cultivate the higher levels of the pyramid.

On the other hand, as I reflect on the pyramid of trust, I’ve become convinced that the higher levels of the pyramid are ultimately much more powerful in building deep trust that can motivate people to build enduring relationships. I’ll resist the temptation to invert the pyramid since that might give the impression of instability.

Just recognize that, at least for me, the higher levels of the pyramid are ultimately where the winners and the losers will be determined in terms of who is able to re-build trust.

Bottom line

Rebuilding trust in our institutions is an imperative. To succeed in this challenge, we need to address trust holistically. We need to recognize that the foundations of trust are shifting and that many layers of trust will need to be cultivated. We also need to address the opportunity to strengthen trust by connecting people into impact groups, so that they can become even more excited about the opportunity to deliver impact that matters to others. It’s ultimately all about people, finding ways to move beyond short-term transactions and instead build deeper and enduring relationships that can help all to achieve more of their potential.


  • 1

Connecting for Impact

Category:Connections,Emotions,Movements,Narratives,Opportunity,Potential

For decades now, we’ve seen two types of movements unfolding around the world. They’re having impact, but they’re limited by their separation. Scalable and sustainable impact will hinge on finding ways to more effectively connect these parallel efforts.

Human potential

The human potential movement is one of these movements. In its current incarnation, it began to take shape in the 1960’s and 1970’s and has been steadily evolving since then. While many view this as a movement, the truth is that it’s actually a collection of strands that are addressing different dimensions of human potential – everything from stress reduction and bad habit elimination to spiritual growth and enhancing physical wellness.

What connects all these strands is a focus on the opportunity to help each of us achieve more of our potential as human beings. Participants in this movement are driven by the view that we as human beings have only tapped into a small portion of the potential that is available to all of us. There’s so much more potential to be accessed and drawn out.

Change movements

But there’s another set of movements that have been unfolding in parallel. These movements are focused on driving broader change in our economy and society. Once again there are many strands in this set of movements. Many of them are focused on addressing “wicked problems” like climate change, discrimination, disease, and unemployment. Others are focused on driving institutional change – think of movements to drive change in our schools or to cultivate more social responsibility in our commercial institutions. And many have broader social or political agendas, like challenging autocratic regimes or reducing barriers to movement across national boundaries.

Regardless of their specific focus, these movements are driven by the belief that we need to evolve beyond the institutions, economies and societies that today are often viewed as barriers to human development.

Barriers to impact

These two sets of movements have been moving in parallel over decades. But, here’s the thing. There’s very little interaction across these two sets of movements. One set of movements appears to believe that it’s all about us as individuals (or small self-help groups) and that it’s completely up to us to achieve more of our potential. The other set of movements seems to believe that it’s all about the institutions, economy and society that surround us and, if only we could change those, we would eliminate the forces that are creating massive problems for humanity.

I have a very different perspective. I believe that, until we find a way to more effectively connect these two sets of movements, we will only achieve a small fragment of the unlimited potential that is truly available to us.

Let’s dive into this. Look at the human potential movement. It’s absolutely the case that we need to recognize that we have far more potential than we have so far achieved, and it is up to us to take action to improve ourselves. But we can only do so much. If we’re surrounded by institutions, economies and societies that are seeking to limit our potential, we’ll soon run into roadblocks and obstacles that, at best, will limit our ability to advance and, at worst, will undermine our efforts and eventually lead us to give up in frustration.

On the other side, let’s look at the broader change movements. If we seek to transform our institutions, economy and society to remove obstacles to human development, we’ll see limited impact from these efforts unless all of us as individuals are motivated to achieve more of our potential. If we as individuals fail to see the potential that is ours to achieve, we’ll continue to live our lives as before and fail to enjoy the potential benefits of our new surroundings. Even worse, we may join calls to return to our earlier institutions, economy and society because we find this new environment so alien and uncomfortable.

Connecting human potential and change movements

Now, imagine what we could accomplish if we connected these movements. On the one side, we would be cultivating a hunger within individuals to achieve more of their potential and launching them on a quest to grow and develop so that they can have much more of an impact that matters to them. On the other side, we would be transforming our institutions, economy and society with the specific intent to create environments that will encourage the efforts of everyone to achieve more of their potential and, most importantly, provide them with opportunities to accelerate their growth and amplify their potential.

We would be launching a virtuous cycle. The more people see obstacles and roadblocks to their development being removed, the more motivated they will be to raise their aspirations and pursue their quest with even more energy. And the more we see how our institutions, economy and society are drawing out more of the potential that resides within all of us, the more motivated we will be to continue on the transformation journey and evolve our environments in ways that draw out even more of that potential. Rather than limiting our impact and undermining our ability to sustain it, we would be creating the conditions to unleash exponential potential, forever.

Focusing on the opportunity that can bring us together

But there’s more. One of the challenges facing the broader change movements is they have tended to adopt an approach that plays to fear and anger. The reason we need to change is because, if we don’t, we’re all going to die or, worse, fall into some dystopia that will never end.

As I’ve written before, I’ve been studying (and participating in) movements for most of my life and the most successful movements throughout history have been driven by something I call opportunity-based narratives. As many of you know, I make a key distinction between stories and narratives, even though most of us view these two words as meaning the same thing.

For me, the distinction (briefly) is that stories are self-contained – they have a beginning, a middle and an end – and they’re not about the audience, they’re about other people. In contrast, narratives for me are open-ended. There is no end, yet. There’s a major threat or opportunity out in the future and it’s not yet clear how this will be resolved. The resolution of the narrative hinges on you – it is a call to action to the audience, telling them that their choices and actions are going to play a key role in resolving the narrative. (For those who want to read more about this, check out here and here.)

Narratives differ in terms of whether they focus on a threat or opportunity out in the future. I believe the most successful movements have relied on opportunity-based narratives because opportunities can inspire and motivate people to come together, overcome their fear, take risks and make bold moves. If we focus on threats, this tends to intensify fear, erode trust, polarize, and increase risk-aversion.

The broader change movements will have much more impact if they shift from threat-based narratives to opportunity-based narratives. By focusing on opportunities, these movements can help to overcome the polarization that increasingly challenges our societies and motivate people to come together in a quest to achieve an inspiring opportunity. They will help to connect us in ways that scale rapidly and harness the network effects that are required to drive fundamental change.

Framing broader opportunities

But there’s even more. As I mentioned before, both the human potential movements and the social change movements are not single movements, but instead a diverse set of movements that are at risk of becoming siloed. Take the example of the human potential movements. While they broadly fit under the umbrella of “human potential”, their focus tends to be on more narrowly defined opportunities like physical wellness or cultivating creativity.

While it’s certainly OK to target these specific opportunities, the ability to connect and scale more broadly hinges on framing an inspiring opportunity that embraces all these more specific opportunities. It would show how our efforts are part of something much bigger and that we are ultimately all in a quest for the same thing.

The umbrella name “human potential” needs more attention and effort to frame the broader opportunity to help all of us achieve more of our potential. We need to understand that human potential is a many-faceted opportunity and that we will be limiting our potential by focusing only on one dimension of our potential. It would also help to underscore that human potential is ultimately unlimited, especially if we take a more holistic view of that potential and come together to help each other achieve that potential.

Social change movements tend to be even more siloed, driven by their focus on very specific threats like pollution, poverty and sickness. There’s an opportunity here as well to expand our horizons as we shift from threat-based narratives to opportunity-based narratives. Once again, it’s fine to frame a specific opportunity like finding ways to more effectively integrate marginalized portions of our population into our economy and society. But how does this specific opportunity connect with a range of other opportunities driving the need for social change?

We need to invest more time and effort in framing an over-arching opportunity that can show how a growing range of social change movements are in fact connected and that they are all ultimately driven by a quest for a much broader opportunity. What if the bigger opportunity is to evolve a society, economy and institutions that helps all of us to come together in ways that will achieve more of our potential?

The biggest opportunity of all

And the biggest opportunity of all is one that can help to foster greater connection across personal growth movements and social change movements. What if the bigger opportunity that inspires all of us is to foster the motivation and conditions that will help all of us come together to achieve more and more of our infinitely expanding potential? In part, this is driven by a recognition that our potential as individuals will be dramatically expanded when we find ways to connect and collaborate in our quest to achieve greater impact. And, in part, this is driven by a recognition that achieving more and more of our potential hinges on both intrinsic motivation and environments that provide us with the support we need to have even greater impact.

Bottom line

The good news is that we have growing movement to unleash more of the potential that resides within us. We need to find ways to connect all this activity so that it can achieve even more impact. That begins by framing a broader, inspiring opportunity that shows how many of the initiatives already under way are in fact helping us to address a much bigger opportunity. By focusing on that broader and inspiring opportunity, we also will be able to attract a growing number of participants who see that they too can make a difference on something that matters to all of us.


  • 1

Bore Down Into Boredom

Category:Collaboration,Emotions,Opportunity

In a time of crisis,

Why are so many

Complaining of boredom?

If you’re bored,

Look within,

Look ahead,

And look around.

Explore inside

To discover the potential

That is waiting to be drawn out.

Then reflect on the emotions

That are holding you back.

Look ahead to imagine

The impact that you might achieve

As you cultivate your potential.

What’s the big opportunity

That could inspire you

To move forward

And overcome the emotions

That are holding you back?

What are the first steps

You could take today

To move forward

In your quest?

Look around to find others

Who might be inspired

By that same opportunity for impact.

Reach out to them

And begin a conversation

To explore together.

As you embark on this journey

Notice the boredom receding

And the awesome blossom

Of a new life

Beginning to take shape.


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