Don McMinn

 

When I first started my career as a minister, a friend gave me some good advice about maintaining a healthy balance of three types of relationships: takers, balanced, and givers. 

“Don, there are some relationships that will constantly drain you; you’re always giving to them but they seldom give to you. These are takers. You can’t totally avoid them (particularly in the ministry) but if they represent the majority of your relationships, you’ll burn out and lose all hope for humankind.

“In other relationships there will be a nice reciprocity; you give to them and they give to you. These associations are normal, healthy, and balanced.

“You’ll also have a few relationships in which people generously give to you with no thought of return; they will give more to you than you will give to them. Accept their magnanimity.” 

In life, it’s important to have a healthy balance of these three relationship-types. If you only have “takers” they will drain you dry. Balanced relationships, in which there is a mutual giving and receiving, should be the dominate type. And be extremely grateful if you have those rare friends who delight in freely and unconditionally giving to you with no thought of return.

I think I can live a reasonably sane life if I maintain a ratio of 30/60/10 (30% of my relationships are takers, 60% are balanced, 10% are givers).

For a moment, consider what type of person you are to other people. 

• Are you primarily a taker; high-maintenance and selfish? 
• Or do you strive to maintain balance in your relationships—you’re sensitive about the give and take ratio of relationships and work toward equilibrium.  
• Name several adult relationships in which you are, by choice, the primary giver. 

I now express deep appreciation to these people in my life who have given more to me than I have given to them: Dean F., Mike F., David H., John M., Chuck S., Jay W., Ruth M., and others. 

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Sometimes, I trip over inconsequential issues. I obsess about issues that won’t matter six months from now, or even six hours from now. When this happens, I need to take a “chill-pill” and drop it.

Figuratively or literally, carry some “chill pills” with you. Figuratively, when you need to settle down, just imagine putting a pill in your mouth. Literally, keep a small packet of breath mints in your pocket and use them when needed for halitosis, but also pop one in your mouth when you need to relax and ease up on an issue (the placebo effect may genuinely help).

We also need to learn the indispensable coping skill called “drop it.” Imagine holding something in your hand, perhaps a pencil. Now uncurl your fingers and drop it on the floor; as an act of your will, let it go. Sometimes I will “drop it” metaphorically—in my mind I’ll imagine my hand releasing the pencil. If an issue is harder to dislodge I’ll hold up a clenched fist and physically release the grip. If I’m deeply entrenched in an issue, I may literally hold an object in my hand and drop it on the floor.      

Here are some situations when we ought to swallow the pill.

• When the issue is settled; it’s not going to change. When the pilot says, “Ladies and gentlemen, we’re having mechanical problems so we’ll have to switch to another plane,” relax, take a deep breath, and let go of your frustration. You can’t change the situation.
• When I have little or no control over a situation. When my four-year-old grandson has a meltdown, all I can do is try to minimize the damage (if we’re in a restaurant, we’ll go for a walk). There’s no sense in getting upset and impatient—he’s a child.
• When I’m inordinately emotionally peaked. Perhaps I can influence a situation but in order to do so productively, I need to decrease my emotional fervor and become more rational. 
• When contemplating an issue over time will give me greater clarity. Often, my first reaction to a situation is not my best; but when I allow myself to think through a situation, I arrive at a better conclusion. Instead of reacting immediately, I need to take a chill-pill and delay my reaction until a later time.    

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Sometimes, when I consider what tremendous consequences come from small things, I am tempted to think…there are no small things. — Barton

The Space Shuttle Challenger disaster occurred when it broke apart 73 seconds into its flight, leading to the deaths of seven crew members. Disintegration began after an O-ring seal in its right solid rocket booster failed at liftoff. The O-ring failure caused a breach in the SRB joint it sealed, allowing pressurized burning gas from within the solid rocket motor to reach the outside and impinge upon the adjacent SRB aft field joint attachment hardware and external fuel tank.

Why did the O-ring fail? The morning of the launch, the temperature was unusually cold and the rubber O-ring became brittle. NASA scientists overlooked (or underestimated) the importance of that one small detail, and the result was catastrophic.  

Charles Eames, the famous American architect and furniture designer, once said, “The details are not the details. They make the design.” Everything is composed of details so every detail is important.

I used to pride myself on my disregard for details, thinking that I was a “big picture” guy who was too concerned with macro issues to worry about micro ones. I was wrong. Being detail-oriented and maintaining a broad view are not mutually exclusive. We can and should do both.

Small things can have a big impact. 

When Johnson & Johnson heard complaints in 2009 about a musty odor coming from Tylenol Arthritis Pain caplets, it retraced its entire supply chain to find the cause. The culprit: shipping pallets.

The pill packages had likely been contaminated by trace amounts of a fungicide used to treat the six-inch-tall wooden platforms, which carried them from factory to warehouse to retailer. The cost of lost production and yanking Tylenol and Motrin off store shelves: $900 million. [Forbes, May 31, 2018, pg. 46]

In all aspects of life and leadership, pay attention to details. 

• Great artists are obsessed with details—Ernest Hemingway wrote 47 endings to A Farewell to Arms.
• The health of personal relationships often hinges on small courtesies—a friend called me last week to ask about a project I’m working on; I was so pleased that he remembered.
• When writing, details are essential—There’s a difference between “I’m going to eat, Mom” and “I’m going to eat Mom.” 

I’ll end with a great story of an artist who insisted on perfection, particularly in the details of his work.

Librettist and theatrical producer Oscar Hammerstein II once remarked on an aerial photo of the Statue of Liberty taken from a helicopter. He described how the photo revealed finely etched strands of hair atop the head of Lady Liberty, details placed there by Frederic Auguste Bartholdi. It’s important to remember that the Statue of Liberty was dedicated in New York Harbor on October 28, 1886, almost two decades before the Wright brothers’ first flight. In those days, no one believed that human beings would ever be able to fly over the statue and look down on the top of Lady Liberty’s head. Yet Bartholdi refused to cut corners with his sculpture. He paid attention to the little things, to the fine details he thought no one would ever see. (from Coach Wooden’s Greatest Secret by Williams and Denney, pg. 119)

Big doors swing on small hinges, so get the hinges right.

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The greatest enemy of knowledge is not ignorance, it is the illusion of knowledge.
– Stephen Hawking

Several years after graduating from medical school, a group of physicians who had graduated from the same class were each asked how he or she ranked in their graduating class. They all responded “in the top 50%.” 

At least 50% of the group suffered from a cognitive bias known as illusory superiority—most of us think we are better than we really are. We overestimate our own qualities and abilities relative to the qualities and abilities of other people.

Most people, when asked to rate themselves relative to certain abilities and traits—such as intelligence, charitableness, or how well they can drive—give themselves above-average grades, such as a score of 7 out of 10. But by definition, it’s impossible for a majority of people to be above average. 

David Dunning, a psychologist at Cornell adds to the conversation:

• Studies have shown that incompetent people are more likely to overestimate their skills, whereas top performers are more likely to underrate themselves. 
• Most people do well assessing others, but are wildly positive about themselves. “When it comes to us, we think it’s all about our intention, our effort, our desire,”
• North Americans seem to be the kings and queens of overestimation. In general, Western culture values self-esteem, while Eastern cultures value self-improvement. [From WiseGeek.com September 17, 2018]

Here’s a great YouTube video about illusory superiority (also called the Dunning-Kruger effect).

“The whole problem with the world is that fools and fanatics are always so certain of themselves and wiser people are so full of doubt.”
—Bertrand Russell

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Tale of Three Cities trip

Last month, 36 friends joined me on a 15-day European tour to London, Paris, Lisbon, Gibraltar, Barcelona, Toulon, Florence, and Rome. Traveling with friends is among the most rewarding experiences in life. We had an unlawful amount of fun, made memorable moments together, learned a lot, ate too much, and returned safe and sound.

I’ll announce the next travel-with-friends trip in January.