April 2019 - Don McMinn

April 30, 2019April 20, 2019

Who’s the real perpetrator?

There are two sides to every story, yet people end up listening to one side and believe it to be the truth.

Consider a hypothetical relationship in which one person commits a never-ending string of offenses, none of which are serious enough to warrant a drastic reaction from others, but their cumulative effect is great. The victim of these constant misdemeanors finally “has had enough” and commits a one-time, substantial offense that is obviously wrong. Most people who hear of the flagrant offense will lay blame on that person and not consider the balance of offenses. But, in this scenario, who is the real perpetrator?

Reflect on these two examples:

For years, a spouse is negligent in meeting the emotional needs of his or her partner. Instead of fostering a caring, loving relationship, the persistent neglect leads to a cold, unbearable detachment. The marriage exists but it doesn’t.

After years of suffering, the neglected partner has an affair, seeking to have legitimate, important needs met but in an inappropriate way. Society sees only one culprit: the adulterer. But who is the real perpetrator?

For years, a person tolerates an annoying family member, responding with grace to his or her constant litany of irritating behavior and verbal abuse. Finally, the recipient explodes in anger, using curse words to express years of pent-up frustration. Those who observe the confrontation are aghast at the terms used and think less of the person who said them, not being privy to the years of subtle yet constant abuse. But who is the real perpetrator?

Don’t fall prey to this unfair scenario. If you’re in a situation that is slowly eroding your well-being, make changes; don’t let the offenses slowly cumulate and then make a drastic reaction that turns you into the bad-guy.

Also, don’t judge from afar, a situation in which you’re not privy to all the issues. Often, we only see the dramatic climax, not the cumulative effect of minor issues over time.

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April 23, 2019April 20, 2019

Leaders: don’t let your personal capacity limit the capacity of your organization

I define individual capacity as the maximum amount of productivity that a person can do and/or negotiate in a given period of time. Though we all have 24 hours in a day to produce, we each differ in how much work we’re able to complete. Some people can only keep “two plates spinning simultaneously,” others can negotiate four spinning plates, and others even more.

Every person has his or her personal capacity level and that level can can be increased.

Business consultant Robert Schaffer challenges us by saying: “Join me in testing the view that most companies are functioning at only 40, 50, or 60 percent of their capacity, and that the much higher levels of performance reached in emergencies are actually closer to true, sustainable potentials than are the ‘normal’ levels of performance.”

In Schaffer’s sentence, let’s substitute the word “individual” for “companies”: “Join me in testing the view that most individuals are functioning at only 40, 50, or 60 percent of their capacity.”

Twenty-five years ago I worked with a man who could spin ten plates simultaneously, but at that point in my life, I could only keep three or four plates spinning. When I compared my productivity to his, I often felt inadequate and intimidated (which stemmed from my own insecurity, not anything he said or did). But through the years I worked on increasing my capacity and now I can keep ten plates spinning.

Capacity is a function that can be increased. It is a natural part of maturation (a child’s capacity increases with age). A good goal in life is to continually increase your capacity. While there is a theoretical maximum, I doubt if any of us will reach it.

Every organization also has a capacity level. Its baseline may be determined by resources (time, money, ideas, physical resources, etc.) but ultimately it is governed by human resources, primarily leadership.

Having said all that, the main point I want to make in this essay is: leaders, don’t let your personal capacity limit the capacity of your organization.

(I know I’m extending this metaphor to the breaking point, but…) if you’re only able to negotiate four spinning plates, don’t project that limit onto your organization; it’s probably capable of much more. Don’t crimp your organization’s potential by funneling everything through your personal capacity level. In fact, good leaders do the opposite-they encourage their team members and organization to achieve increasing levels of production. Instead of functioning as a governor they serve as an enabler.

The very essence of good leadership is leveraging human resources. Strategic delegation can unleash fettered resources and capacity. Challenge and empower others and your organization will grow.

Sometimes, the roles are reversed: a leader’s capacity exceeds that of the organization and its individuals. In which case the leader can carefully and gradually increase the organization’s capacity.

The growth of an organization should never be constrained by any one person.

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April 16, 2019April 13, 2019

Constructs that constrict

Every December, Mary and I spend seven days on the Queen Mary 2, traversing the North Atlantic from London to New York. It is an incredible experience; I want to be on that exact trip every year until I die.

This year we took my four-year-old grandson, Benjamin. Prior to leaving, I determined that I would assume a new role in Benjamin’s life; in addition to being his favorite adult playmate I would become his tutor.

So I developed a plan. Every day after lunch, we would meet for one hour to study mathematics, vocabulary, and other subjects, then go swimming, then take a nap. If he completed that quadfecta (eat, study, swim, nap), he would get a present (I felt it necessary to include some extrinsic motivation).

When working on addition and subtraction we used our ten fingers as the main teaching tool. It’s amazing what you can teach using your ten digits (and math can get more involved when you include toes).

Which reminded me of an interesting, hypothetical connection that Fred Hoyle (a famous British astronomer) made about our fingers and computers. Hoyle speculated that if we had been born with eight digits instead of ten, we would have adopted octal arithmetic instead of decimal arithmetic. (He assumed that early humans learned the basics of math using their ten fingers just like Benjamin did on the trip.) Since 8 is a power of 2, we would have discovered binary arithmetic early on and since electronic computers are built on binary numbers, we might have invented computers a century earlier than we did.

Things that give order to our world can also restrict our thinking. Our division of time—24 hours in a day, 365 days in a year—is helpful but highly suggestive and can become deterministic.

We inherit structures and systems from the past that both assist and mislead.

For instance, do you know why American trains run on tracks 4 ft 8.5 inches wide? You’re not going to believe the answer. Click here to read all about it.

https://aviationhumor.net/the-us-standard-railroad-gauge-is-4-feet-8-5-inches/

Do you know why the letters on our computer keyboards are arranged very inefficiently, such that it slows down our typing speed? Because when mechanical typewriters were first invented people could type faster than the mechanics could accommodate (are you old enough to remember the levers getting jammed before they struck the page?) so engineers designed the keyboard in such a way as to slow down the typing. More efficient keyboards have been developed but people refuse to learn a new approach.

Beware of constructs that constrict. We’re helpless to change most of them (railroad tracks, keyboards), but some of them can be altered.

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April 9, 2019April 9, 2019

I don’t envy, and neither should you

Envy is the most stupid of vices, for there is no single advantage to be gained from it. Balzac

I have many personal defects but there’s one vice I don’t struggle with: I don’t envy anyone.

As a young professional I struggled with envy, but perhaps age and maturity have dimmed that vice. Now, I can honestly say I am free from the debilitating and distracting feelings of envy. When someone wins, profits, or is acknowledged, I am happy for him or her.

Envy is a feeling of discontented or resentful longing aroused by someone else’s possessions, qualities, or luck. We resent the advantage enjoyed by another person and we often desire to possess the same advantage, coveting what someone else has.

Aristotle defined envy as pain at the sight of another’s good fortune, stirred by “those who have what we ought to have.” Bertrand Russell said that envy was one of the most potent causes of unhappiness. Not only is the envious person rendered unhappy by his or her envy, Russell explained, but that person may also wish to inflict misfortune on others, because of their advantage.

Most situations in life are not zero-sum scenarios (in order for someone to win, someone else must lose). To the contrary, there’s usually ample room for everyone to do well. So why be envious of others? And even in zero-sum situations (for instance, only one team can win the Super Bowl each year), why not graciously rejoice with those who come out on top? Is there any redemptive value in envy? I don’t think so. Someone else’s victory is not your defeat.

Envy is spawned when we have a limited and myopic view of ourselves and the world: embrace the vastness of time and space and envy will dissipate.
Envy is also cultivated by a self-centered, self-reverential worldview: prefer others and envy will lose its grip.
A perpetual attitude of gratitude will help guard against envy: be grateful for what you have, not what you don’t have.

Envy is the art of counting another’s blessings instead of your own and it has no benefit.

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