Closed Doors

Houdini was a master magician as well as a fabulous locksmith. He boasted that he could escape from any jail cell in the world in less than an hour, provided he could go into the cell dressed in his street clothes. A small town in the British Isles built a new jail they were extremely proud of. They issued Houdini a challenge.

"Come give us a try," they said. By the time he arrived, excitement was at a fever pitch. Houdini rode triumphantly into the town and walked into the cell. He proudly walked into the cell and the door was closed. Houdini took off his coat and went to work. Secreted in his belt was a flexible tough and durable ten-inch piece of steel, which he used to work on the lock.

At the end of 30 minutes his confident expression had disappeared. At the end of an hour he was drenched in perspiration. After two hours, Houdini literally collapsed against the door--which opened. Yes, it had never been locked--except in his mind. One little push and Houdini could have easily opened the door. Many times a little extra push is all you need to open your opportunity door. Most locked doors are in your mind.

Zig Ziglar, See You At the Top

The Aim of Genuine Love

Parents who say to their children, “You should be grateful for all that we have done for you” are invariably parents who are lacking in love to a significant degree. Anyone who genuinely loves knows the pleasure of loving. When we genuinely love we do so because we want to love. We have children because we want to have children, and if we are loving parents, it is because we want to be loving parents. It is true that love involves a change in the self, but this is an extension of the self rather than a sacrifice of the self. As will be discussed again later, genuine love is a self-replenishing activity. Indeed, it is even more; it enlarges rather than diminishes the self; it fills the self rather than depleting it. In a real sense love is as selfish as nonlove.

Here again there is a paradox in that love is both selfish and unselfish at the same time. It is not the selfishness or unselfishness that distinguishes love from nonlove; it is the aim of the action. In the case of genuine love the aim is always spiritual growth. In the case of nonlove the aim is always something else.

M Scott Peck, The Road Less Traveled

Slicing Projects

Rather than looking at tasks, projects or decisions as items that must be completed, slice them into the smallest possible units of progress, then knock them out one at a time. This strategy relieves the pressure of thinking we need a perfect plan before we begin something — after all, if your first step is “open a new Google Doc for this week’s newsletter” and not “pick a perfect topic, write a perfect lede and have a perfect organization,” you either have achieved that micro-goal or you haven’t. There’s no gray area.

Tim Herrera writing in the New York Times 

What it Takes

Why do certain people put themselves through the years of intensive daily work that eventually makes them world-class great? The answers depend on your response to two basic questions: What do you really want? And what do you really believe?

What you want - really, deeply want - is fundamental because deliberate practice is an investment: The costs come now, the benefits later. The more you want something, the easier it will be for you to sustain the needed effort until the payoff starts to arrive. But if you're pursuing something that you don't truly want and are competing against others whose desire is deep, you can guess the outcome.

The evidence offers no easy assurances. It shows that the price of top-level achievement is extraordinarily high. Maybe it's inevitable that not many people will choose to pay it. But the evidence shows also that by understanding how a few become great, all can become better.

Geoff Colvin, Talent is Overrated

Courage

Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma, which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.

Steve Jobs, Stanford Commencement, 2005

Gaining new Perspective by unfocusing

Truly successful people don’t come up with great ideas through focus alone. They are successful because they make time to not concentrate and to engage in a broad array of activities like playing golf. As a consequence, they think inventively and are profoundly creative: they develop innovative solutions to problems and connect dots in brilliant ways.

In a time and age when everyone is over-scheduled and over-focused, creativity is more and more prized— it’s the key to your effectiveness and success, in life and in business.

Experts suggest that the key to being idle or to unfocusing is to diversify our activities rather than being constantly focused on a single task. To get a new perspective on something, we actually need to disengage from it. We can diversify in two ways: through mindless tasks or through a broader set of experiences.

Stanford psychologist Emma Seppälä writing in the Washington Post

Top five regrets of the dying

What would your biggest regret be if this was your last day of life? An Australian nurse who counsels the dying recorded the most common regrets she heard from people at the end of theirs lives. Bronnie Ware put them in a book called The Top Five regrets of the Dying.

1. I wish I'd had the courage to live a life true to myself, not the life others expected of me.

This was the most common regret of all. When people realize that their life is almost over and look back clearly on it, it is easy to see how many dreams have gone unfulfilled. Most people had not honored even a half of their dreams and had to die knowing that it was due to choices they had made, or not made. Health brings a freedom very few realize, until they no longer have it.

2. I wish I hadn't worked so hard.

This came from every male patient that I nursed. They missed their children's youth and their partner's companionship. Women also spoke of this regret, but as most were from an older generation, many of the female patients had not been breadwinners. All of the men I nursed deeply regretted spending so much of their lives on the treadmill of a work existence.

3. I wish I'd had the courage to express my feelings.

Many people suppressed their feelings in order to keep peace with others. As a result, they settled for a mediocre existence and never became who they were truly capable of becoming. Many developed illnesses relating to the bitterness and resentment they carried as a result. 

4. I wish I had stayed in touch with my friends.

Often they would not truly realize the full benefits of old friends until their dying weeks and it was not always possible to track them down. Many had become so caught up in their own lives that they had let golden friendships slip by over the years. There were many deep regrets about not giving friendships the time and effort that they deserved. Everyone misses their friends when they are dying. 

5. I wish that I had let myself be happier.

This is a surprisingly common one. Many did not realize until the end that happiness is a choice. They had stayed stuck in old patterns and habits. The so-called 'comfort' of familiarity overflowed into their emotions, as well as their physical lives. Fear of change had them pretending to others, and to their selves, that they were content, when deep within, they longed to laugh properly and have silliness in their life again.

Embracing Uncertainty

Research by Saras Sarasvathy, an associate professor of business administration at the University of Virginia, suggests that learning to accommodate feelings of uncertainty is not just the key to a more balanced life but often leads to prosperity as well.

For one project, she interviewed 45 successful entrepreneurs, all of whom had taken at least one business public. Almost none embraced the idea of writing comprehensive business plans or conducting extensive market research.

They practiced instead what Prof. Sarasvathy calls "effectuation." Rather than choosing a goal and then making a plan to achieve it, they took stock of the means and materials at their disposal, then imagined the possible ends. Effectuation also includes what she calls the "affordable loss principle." Instead of focusing on the possibility of spectacular rewards from a venture, ask how great the loss would be if it failed. If the potential loss seems tolerable, take the next step.

Oliver Burkeman writing in the Wall Street Journal

Activity is not Accomplishment

John Henry Fabre, the great French naturalist, conducted a most unusual experiment with some Processionary Caterpillars. These caterpillars blindly follow the one in front of them. Hence, the name. Fabre carefully arranged them in a circle around the rim of a flower pot. So that the lead caterpillar actually touched the last one., making a complete circle. In the center of the flower pot he put pine needles, which is food for the Processionary Caterpillar. The caterpillars started around this circular flower pot. Around and around they went, hour after hour, day after day, night after night. For seven full days and seven full nights they went around the flower pot. Finally, they dropped dead of starvation and exhaustion. With an abundance of food less that six inches away, they literally started to death, because they confused activity with accomplishment. 

Zig Ziglar, See You at the Top

The Next Small Victory

In training camps, we don’t focus on the ultimate goal — getting to the Super Bowl. We establish a clear set of goals that are within immediate reach. 

When we start acting in ways that fulfill these goals, I make sure everybody knows it. I accentuate the positive at every possible opportunity, and at the same time I emphasize the next goal that we need to fulfill. 

When you set small, visible goals, and people achieve them, they start to get it into their heads that they can succeed. 

Former NFL coach Bill Parcells in the Harvard Business Review

The Power of Setting Goals

Can you imagine Sir Edmund Hillary, the first man to climb Mount Everest, explaining how he was able to accomplish that feat? Suppose he explained he was just out walking around on a day when he happened to find himself at the top of the tallest mountain in the world. Or the Chairman of the Board of General Motors explaining that he got his position because he just kept showing up for work and they just kept promoting him until one day he was Chairman of the Board. Ridiculous – of course – but no more ridiculous than your thinking you can accomplish anything significant without specific goals. 

Zig Ziglar, See You at the Top

When praise is a detriment to learning

Certain kinds of verbal praise can be detrimental to learning. Young children who constantly hear “person” praise (“you’re so smart to do this well”) as opposed to “task” praise (“you did that well”) are more likely to believe that intelligence is fixed rather than expandable with hard work. When they subsequently face setbacks after receiving person praise, their views of intelligence can cause them to develop a sense of helplessness (“I’m not as smart as I once thought I was”). 

When researchers asked these children to describe what made them feel smart, they talked about tasks they found easy, that required little effort, and they could do before anyone else without making mistakes. In contrast, their peers who they thought they got smarter by trying harder and learning new things said they felt intelligent when they didn’t understand something, tried really hard, and then go it, or figured out something new. 

In other words, the children with the fixed view of intelligence and a sense of helplessness felt smart only when they avoided those activities most likely to help them learn – struggling, grappling, and making mistakes.

These children are likely to have “performance goals”. They want to achieve perfection or get the “right” answer to impress other people because they want to appear to be one of the “smart people”. They are afraid of making mistakes. They will often carefully calculate how much they need to achieve to win the proper praise and do no more than that, for fear that they might fail in the eyes of others. Some of these people do excel by some standards, but they still achieve primarily for the sake of that external recognition and fall short of where they might go. 

In contrast, students who believe that they can become more intelligent by learning (a “mastery orientation’) often work essentially to increase their own competence (adopting “learning goals”), not to win rewards. They are more likely to take risks in learning, to try harder tasks, and consequently learn more than children who are performance-oriented. 

Ken Bain, What the Best College Teachers Do