MusEs
Below are some key concepts and resources that inspire me.
MusEs
Advocacy vs. Activism
They are two different roles, and they are often dependent on each other.
An advocate is a voice for a cause, movement, or mission that works from within.
An activist is a change agent that is free from the confounds within a system.
We each have an opportunity to be an advocate or activist for every single cause that moves us.
Appearance and Presentation
Modifying one’s appearance is a personal choice.
Culturally, women are encouraged to modify their appearance in exponential ways backed by media, industry, and individuals that support these modifications.
Modification examples in the U.S. include daily application of facial makeup, manicured nails, straightening one’s hair, hiding grey hair and wrinkles, shaving underarms, legs, and bikini lines, showing more skin when wearing clothing, modifying facial features to be more symmetrical, less wrinkled and more.
Increasing examples in the U.S. include eyelash length, fingernails, breast size, height, lips, and more.
Decreasing examples in the U.S. include the pitch of voice, body weight, size of the nose, ears and more.
I am actively working to eternalize gender equity by shining a light on the predicament of women being expected to color our gray hair. See Gray For Good - For All Womanhood.
#BlackLivesMatter
“Black lives matter.” “Say their names.” Hopefully, you have said both of these statements, and if not, it is time to do so.
Openly talk to those around you. Do whatever it takes to dig in and uncover how we can each help support, and not hurt, each other.
It is beyond time to eradicate systemic and generational discriminations, and the conscious and unconscious bias that exists.
Blind Spots
We do ourselves well to pursue knowledge about our blind spots. (1)
Constructive Confrontation (2)
This is a problem-solving technique where only the best ideas survive with fierce scrutiny and vigorous debate.
The debate is about the idea and not the person. Thus offense should not be taken during this type of dialog.
This technique makes space for tough conversations that creates solutions.
Feedback
There are three kinds of feedback: Appreciation, Coaching, Performance. All three are needed, but we want different input at different times since we are each unique. (3)
Each of our world views is different and unique. Our skills and approach are each different too.
Using situational leadership and tapping into what motivates us each as individuals are powerful tools leaders can use.
What motivates one person is not what motivates the next person.
Those who solicit feedback and input go further and grow.
Gastronomic Enjoyment
The culinary arts is a practice that happens at the intersection of science, preparation, presentation, and appreciation.
Conscious appreciation of food and beverage teaches us about ourselves, our hedonics, unconscious taste bias, flavor (aroma, basic taste, mouthfeel), geography, history, ownership of producers, nutritional benefits of different ingredients, and more.
If one is fortunate enough to live beyond hand to mouth and intake food and beverage for more than fuel, then indulging in gastronomic exploration is a worthy and rewarding practice.
Innovation
Macintosh to personal computing, Apple/iPhone to the mobile phone, mountain biking to road biking, Impossible Burger to the beef burger, Frappuccino to coffee, Invisalign to metal braces, Flaming Hot Cheetos to Cheetos, and of course, craft beer to beer.
Disruption is accepted innovation and is about what is “Next of Next”.
Listening
Listen to this: We speak an estimated 125 words a minute and think 900 words a minute. That means a large percentage of what we think is not shared. (4)
Listen more and talk less.
Marketing
Frequency is essential for impact, and audience fatigue has a high threshold.
According to Building A Story Brand:
The customer is the hero. How you and your brand help solve a problem as a guide and authority is the key.
According to System 1:
There are two ways human beings make decisions: The quick, instinctive way is called System 1. The difficult, considered way is called System 2.
It is a false premise to assume people use System 2 to deliberate over the choices they make. In most cases, they do not. It is a System 1 world.
The three shortcuts to decision making are: 1) Feeling = Happiness; 2) Fluency = Speed and ease determined if something is easily recognized; 3) Fame = The more a brand comes to mind, the better choice it is.
There are seven core emotions of humans that are UNIVERSAL and expressed the same. The more a brand can trigger happiness or surprise, the better.
The seven emotions are: Happiness, Surprise, Sadness, Anger, Fear, Disgust, Contempt (Paul Eckman’s 7 core emotions of humans)
According to The Human Brand:
Customer loyalty in our perceptions arises from spontaneous judgments on warmth and competence. The same two factors also determine our impressions of people.
The difference between customers and fans is a big one. A sound approach is reaching customers to convert them into loyal fans.
Reinvent brands to stay fresh. Otherwise, a brand has a shorter shelf life and will eventually die.
Comfort with a brand leads to confidence. Confidence leads to sales.
Mindful Awareness
To respond is better than to react.
Regular meditation is an avenue for deeper awareness.
To grow, we need to be curious and investigate the uncomfortable instead of avoiding the uncomfortable.
Acknowledging mistakes leads to progress and growth.
We are the sky, and everything else is the weather. Weather is not constant and ultimately, everything is impermanent. Don't sweat the small stuff, keep calm, and don’t let individual experiences take over.
Next of Next
This is a notion taught to me by Jack Joyce, a businessman and co-founder of Rogue Ales.
Next of next is about innovation and staying ahead, and thinking about what is around each corner. It’s about recognizing that things change with time and keeping pace ties to keeping things fresh.
When you are shooting pool, the best players don't just think about where the ball they are hitting will go. Savvy players think about the next shots influenced by hitting the ball.
Objectives and Key Results (OKR) (5)
Objectives are the “what” as in where do we want to go. They should be action-oriented and inspirational.
Key results are the “how,” as in how do you meet your objectives. They should be time-bound and measurable.
They emphasize strategy and execution (tactics) as equally important.
Before the U.S. had OKRs, there was management by objectives (Peter Drucker) from the 1950s, then George Dorean S.M.A.R.T goals, then the Balanced Scorecard (BCS) by Kaplan and Norton, then Andy Grove from Intel created OKRs.
OKRs prioritize transparency and accountability. OKRs rely on the objective being a shared public goal with buy-in and unwavering commitment from each stakeholder.
Radical Candor (6)
It is essential to work in cultures of open and honest communications. Otherwise, bias and stories get built that, over time, become self-truths that others are not aware of, nor are these assumptions always sound.
Especially in year after year interactions with the same people, we need to dig in and openly speak to each other about our insights and learnings to help each other grow.
In the past few years, I’ve changed my communication incorporating this approach. I have benefited greatly from the practice.
Responsible Appreciation
It is not sustainable to overindulge in beverage alcohol.
Alcohol has both wellness and detrimental attributes.
For those who drink, please pay attention to your and other’s behavior cues (7) and strive for balancing indulgence with water, exercise, and accountability to keeping a regular work schedule.
Alcohol is a depressant and triggers the disease of alcoholism in millions of people. If you are not benefiting from alcohol and instead are feeling harm, it is time to stop drinking. If you cannot stop, it is necessary to get professional help.
Several programs I support include TIPS Alcohol Training and SafeServe. I have written and spoke extensively on this topic.
I am devoted to promoting responsible consumption, having trained more than 100 people in the TIPS certification program. Inspired by Steve Hindy of Brooklyn Brewery, I donate profits from “Beer Pairing: The Essential Guide From the Pairing Pros” to the Foundation for Alcohol Research an entity dedicated to exploring how alcohol affects our health, its use in society, and the benefits and detriments related to its consumption.
Roadblocks
If you are on a path to accomplish something and you hit a roadblock but the requirements to accomplish the goal are still in place, ask yourself: “How else can I get it done?”
If you find a wall in your way, ask yourself: “If the wall won't move, then how can I get under it, around it, over it or through it?”
I don’t let roadblocks deter me.
Strengths and Weaknesses
Growth comes faster once we identify our strengths and weaknesses. I use Clifton StrengthsFinder from Gallup.
Practice trust and collaboration in team environments. To do this, it is essential to be aware of each other’s strengths and weaknesses — not just your own.
Concerted and deliberate work to maximize each other’s strengths and minimize each other’s weaknesses is powerful.
According to Gallup:
The potential to grow fueled by our strengths is exponential. At best, we can only hope to minimize our weaknesses.
Strength-based development is based on the notion that a person’s talents do more than making him or her a unique individual. Our greatest talents—how we most naturally think, feel, and behave—represent our innate power and potential. When we tap into this wisdom and power source, we are more efficient; we act with more confidence, direction, and hope; we are more productive.
Leaders help nurture their team’s best potential when creating a culture that openly discusses strengths and weaknesses.
Footnotes:
(1) Created by Joseph Luft and Harrington Ingham. Image source is Wikipedia.org by Simon Shek
(2) The Art of Constructive Confrontation: How to Achieve More Accountability with Less Conflict – June 28, 2005, by John Hoover, Roger P. DiSilvestro
(3) Thanks for the Feedback: The Science and Art of Receiving Feedback Well By Douglas Stone, Sheila Heen · 2014
(4) ListeningMyths.com
(5) Measure What Matters by John Doerr
(6) Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity, by Kim Scott
(7) TIPS Alcohol Training