book

Are we better off?

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One of the most remarkable things about the human brain is its ability to process the same situation in multiple ways. In contrast, mathematical models are not capable of this flexibility. These models, particularly those related to time and algorithms, inherently assume that faster is always better. In his 2013 book, “Social Acceleration: A New Theory of Modernity”, Hartmut Rosa traces the origins of social acceleration back to the Industrial Revolution. This acceleration, however, has contributed to our collective discontent. With an overwhelming increase in choices, we no longer feel we can fully achieve everything we desire. This relentless pace and the explosion of options have left us feeling perpetually unsatisfied or under-optimised.

If you're seeking clarity in this fast-paced world, book a confidential 30-minute discovery call with me via email to explore how you can optimise your leadership and career trajectory.

Control the narrative

“The Courage to Be Disliked" is a popular self-help book by Ichiro Kishimi and Fumitake Koga that explores the concept of embracing our true selves and living authentically, even if that means being disliked by others. The book is based on the principles of Alfred Adler's psychology and offers practical advice on how to develop the courage to be ourselves without seeking validation from others.

Some key takeaways from the book include:

1. The desire to be liked by everyone is a major source of unhappiness.

2. You don't need to be liked by everyone to be happy.

3. Being disliked by others doesn't mean there's anything wrong with you.

4. Embrace your uniqueness and don't try to conform to others' expectations.

5. Take responsibility for your own life and choices.

6. Don't be afraid to express your own thoughts and opinions.

7. You can't control how others think or feel, but you can control how you respond to them.

I think "The Courage to Be Disliked" is a thought-provoking book that encourages readers to embrace their individuality and live a more authentic, fulfilling life.

Beautiful distinction

Feeling insecure or doubting yourself can differ from doubting your work. In his book “The Biology of Belief: Unleashing the Power of Consciousness, Matter & Miracles,” Bruce Lipton highlights the distinction between the conscious and subconscious mind. He explains that 95% of our lives are driven by subconscious patterns. I think that while we can easily recognise these patterns in others, identifying them in ourselves is much more challenging.

““Insecurity is only a hindrance when it stops you sharing what’s in your heart.””
— Rick Rubin

A judgment one holds as true

In his “The Psychology of Persuasion,” Dr Robert Cialdini laid out six principles of persuasion: reciprocity, scarcity, authority, consistency, liking, and consensus. These principles illuminate the mechanics of persuasion, indicating that we're more susceptible when we perceive a sense of obligation (reciprocity), when rarity is implied (scarcity), when the persuader exudes credibility (authority), when our actions align with past behaviours (consistency), when we harbour positive feelings toward the persuader (liking), and when we observe others following suit. I think persuasion is an intriguing aspect of psychology and it entails guiding someone's beliefs, choices, or behaviours. Failure to engage in independent thinking renders one vulnerable to succumbing to external influences, be they religious, governmental, corporate, or monetary, perpetuating a cycle of ignorance.

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The cornerstones of psychological safety

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Timothy R. Clark’s book “The 4 Stages of Psychological Safety” highlights that at work, psychological safety is essential for employee wellbeing, engagement, and performance. There are four stages of psychological safety:

  • Including - Actively promoting diversity and ensuring that everyone's voice is heard and considered.

  • Learning - Encouraging a growth mindset and recognises that failure is an essential part of the learning process.

  • Contributing – This involves recognising and appreciating the unique strengths and contributions of each team member.

  • Challenging - Recognising that innovation and growth often come from questioning assumptions and exploring new ideas.

I think that each of these stages highlights a unique human need that exists across demographics, psychographics, and geographies.  Contact me via e-mail for a confidential meeting about your organisations psychological safety efforts.

This is a great book

"Thinking, Fast and Slow" by Daniel Kahneman is a renowned book that explores the two systems of thinking that govern our cognition:

System 1:
This is the fast, automatic, and intuitive mode of thinking. It operates effortlessly and quickly, drawing on heuristics and patterns to make snap judgments and decisions.
System 2:
This is the slower, more deliberate, and analytical mode of thinking. It involves conscious reasoning, logic, and effortful mental processes.

I think Kahneman's work has had a profound impact on our understanding of decision-making, cognitive biases, and human behaviour.

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Managing for the future

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If you are a manager or leader at any position in an organisation, here is what Mr. Drucker would want you to practice:

  • Do what you say and say what you do. When you are a leader, people carefully observe you. People try to derive some meaning from every small gesture of a leader. Make sure that your gestures enable people to derive a positive meaning. Keep your promises and be as authentic as you can.

  • When you are a leader, you are here to ‘serve’ your people. You serve your people and enable them when ‘leadership’ springs from your heart. But when it gets into your head, that is where problem starts!

  • Leadership is all about performance. You, as a leader, have to build an integrated team and empower them to deliver great results. Leadership is a means to an end. We don’t lead because we want to, or because of our charisma or because of (a romantic idea of) power that comes with leadership. We lead because we seek results.

  • An ambiguous leader leads an ambiguous team. Clarity in thoughts, words and actions is one of the most important aspect of leading others. When you lead, people depend on you to give directions to them. If your directions are ambiguous, you will easily mislead them. Clear directions are the ones which clarifies expected outcomes, expected behaviors and establishes priorities, standards. Clarity also means that all decisions/directions are aligned with organization’s mission and values.

Most of what Peter Drucker mentioned in his book, “Managing for the Future” is more of common sense (at least from today’s perspective), and I think practicing them consistently is difficult. Have a fantastic Friday and a happy weekend!

Embracing the concept of anti-fragility

Are you familiar with Nassim Taleb’s “Barbell Strategy”? 

Yes, the Barbell Strategy is a concept Nassim Taleb introduced in his book "Antifragile: Things That Gain From Disorder," which is designed to help individuals and organisations navigate uncertainty and volatility. Taleb suggests that in situations of high uncertainty and unpredictability, it's best to avoid the middle. This means staying away from investments or strategies that have moderate risk but limited upside, as they can be vulnerable to unexpected events. Taleb’s says we should put 80% into less risk, low reward investments to ensure that you don’t go bankrupt, and then put a small percentage into things where you have a finite knowable downside and where the potential upside can be huge. I think it’s essential you look at them differently, the way you react when you lose money in 20% range should be with “it could happen” eyes. On the other hand, if you lose money in the 80% bracket you should panic, as this investment is not supposed to be losing you money.

 

A large part of business is about being totally logical, consistent, pursuing efficiency, exploiting what you already know, following best practice, etc., etc. I think the Barbell Strategy can be applied to financial investments as well as to various aspects of life, including career choices, personal health, and decision-making. It's a way to thrive in a world where uncertainty and randomness play significant roles.

Ask sincerely for help

It’s not just about omni-channel, it’s about customisation, community, and content. Individuals with unique personal goals and achievements brought together to form global communities. I think the best way to build a community is to ask for help and only ask when you are ready to listen. For example, my cousin, Rocky released his book, “From Rock to Riches: Using the WEALTH Formula” this week. The book describes his journey from the Jamaican countryside to financial independence in the UK. With the support from family, friends and acquaintances the book is currently number one on the bestseller list in eight categories on Amazon.