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Name of author Rick Baker, P.Eng.

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Decadence & Confidence

by Rick Baker
On May 2, 2016

Are we spoiled rotten?

Is our self-absorption reducing our ability to succeed?

Is our expectation of kindness killing our ability to be competitive?

When I use the word "decadence", my thoughts are much closer to Nietzsche than President's Choice. I'm thinking of two types of people: those with resilient, vibrant, 'living' self-confidence and others with a shortage of that ingrained self-confidence. I'm thinking there is a mix of these two types of people, with the truly confident people being outnumbered by those who are not truly confident. This 'imbalance' creates a natural tension between the two groups...each trying to exert its influence on the other. And, when the influence of those lacking confidence shifts the balance away from confidence the equilibrium is distorted as decadence sets in. 

This is a 'societal phenomenon', affecting all levels of community: nations, tribes, cities, communes, families...and businesses.

Every business has a 'confidence factor'.

Some businesses are founded on confidence: self-confidence in individuals, confidence in relationships and teams, confidence in products and services, confidence in leadership...confidence in business. these confidence-founded businesses enjoy many advantages, to name a handful: 

  • can do attitude, which leads to decisive action
  • optimism, which breeds open-mindedness and abundance mindsets
  • curiosity, which triggers enthusiasm, creativity, and innovation
  • efficiency, from role clarity and goal clarity to doing the right things at the right times...'natural discipline' at work
  • quality relations, from civility and harmony to trust and real integrity, within the organization and clearly evident to all affected by the organization

Re-phrasing the initial questions...

Are those who lack confidence overriding those who have it, reducing our businesses' aggregate 'confidence factor'?

Are those who lack confidence reducing confident people's ability to realize their visions and goals?

Are those who lack confidence placing our businesses at risk vis-a-vis competitors in our neighbourhoods?...other communities?...other nations?

Values, talents, achievements...and peace of mind.

by Rick Baker
On Apr 25, 2016

Values and talents make a powerful mix when combined with goals and persistence. To put this in perspective: there's an important linkage between personal values and individual talents. Values provide the moral compass, which includes the setting of rules (whether formal or subliminal) around behaviour and expectations of 'fair play' by/from others. Talents, when given opportunity, combine with knowledge and skill-practice to create personal strengths. 

Groups of people - teams, communities, societies - have the ability to excel when the personal values of the individuals align. Obviously, alignment doesn't mean 100% consistency and agreement, however, it does mean general acceptance and habits that conform to written or unwritten rules/laws/codes of conduct. 

Groups of people - teams, communities, societies - have the ability to excel when the personal talents of individuals 'feed off' one another...with the strengths of individuals compensating for the weaknesses of other individuals and the strengths of individuals amplifying one another to create results often described as 'the whole is greater than the sum of the parts'.

When both values and talents align and are coupled with a strong desire to achieve and persistent can-do mindsets, excellent performance follows. When the four attributes [values, talents, desire to achieve, & persistent focus and effort] are combined an interesting phenomenon visits - people naturally make more-positive use of heir stress energy.  That phenomenon results in peace of mind. 

6 steps for making positive use of Stress Energy

by Rick Baker
On Apr 20, 2016

The 'Golden Circle' of Criticism

by Rick Baker
On Feb 24, 2016

Why do you deliver criticism?

How do you deliver criticism?

What criticism do you deliver?

I'm borrowing Simon Sinek's ‘Golden Circle' thinking here.

Criticism, in one shape or another, is a gift brought to us by Mother Nature. Animals guard their turf, their mates and their food and illustrate ‘cease and desist’ criticism when they feel their turf, mates or food [or is it, their possessions] are at risk. When we consider the way criticisms occur between creatures in Nature, it makes sense. It often appears primitive and harsh to us, however, we understand Why it is happening. Misquoting Darwin – in Nature, it’s about survival of the fittest. And, one of the first steps to survival is expressing displeasure when other animals invade your territory or threaten your possessions.

But, does that explain Why humans deliver criticism? Is it that simple? It seems to me that doesn’t go far enough to explain the Why behind people’s criticism of others [let alone criticism of self]. With people, there’s at least one other big factor at play – we call it ‘ego’. Each of us has an image/persona we want others to perceive when they think about us or interact with us. And that ‘ego-drive’ often causes us to express our different viewpoints to others…even when we know there can and likely will be negative repercussions.

To the extent our criticism is rooted in basic needs like the other creatures, we should make sure we have some level of self-control because survival of the fittest never described evolution…rather, evolution is about survival of the most adaptable. Evolution-theory, if it teaches us anything it teaches us we ought to adapt. So, we should at least give a little consideration to adapting the Why that sits at the roots of our need to criticize.

Moving beyond Why, on to How

How do you deliver criticism? With intent? Unknowingly? Pre-planned? Impromptu? With logic? With emotion? With both? And, what reactions have you observed as you test your different approaches?

Finally, What criticism do you deliver?  Do you only criticize actions that violate things that are sacred to you, your personal values, or your master rules? Or, are you indiscriminate? I mean, is criticism a daily free-for-all activity where anything and everything other people say or do or don’t say or don’t do fair game for your incessant nitpicking?

Tags:

Criticism: Constructive Criticism is an Oxymoron | Master Rules | Values: Personal Values

How do disorganized people accomplish productive things in business?

by Rick Baker
On Feb 17, 2016

To explore this topic, I did some on-line research and found an interesting article that has fed into my thinking process. Below are some excerpts from that article called ‘Why People With Disorganized Mind Are More Intelligent’. The article can be found at http://www.lifehack.org/324803/12-reasons-why-people-with-disorganized-mind-are-actually-more-intelligent [COMMUNICATION MOTIVATION BY DIANNA LABRIEN]

 

Why People With Disorganized Minds Are More Intelligent

The clutter continues to accumulate—it has all of your life. You can’t find your car keys or your cell phone; you get in the car to go somewhere and you find yourself going in the wrong direction; if you have a workspace, it’s a mess; nothing is ever “where it’s supposed to be.”

You “suffer” from what psychologists now call “chronic disorganization.” But, what these psychologists also now tell us it that chronically disorganized people have higher intelligence and greater creativity. So, take heart, and the next time someone criticizes you for your disorganization, give them some facts to chew on. And here are 12 of those facts that demonstrate the high level of intellectual functioning of the chronically disorganized.

1. They score high on verbal IQ tests, often in the gifted range.

2. They have high creativity levels.

3. They have a broad range of interests.

4. They process information through their right brain hemispheres—the “creative” side.

5. They develop strong attachments to often un-related things and people.

6. They want to be around high-energy people.

7. They tend to lose track of time.

8. They have difficulty focusing when they are not interested or fascinated.

9. They are intuitive, extroverted, and feeling according to personality testing.

10. They must be learning all the time.

11. They think globally.

12. They may seem “nerdy” or “know-it-all” to others.

Disorganized people need to discover the truth and, in most instances, their own brand of truth. They may spend a lot of time with books and on the Internet. In school, they may be seen as nerds; to psychologists, they may be identified as having Asperger’s. They do not have a lot of patience for those who want to “follow the book” on everything. They research and think about how not to “follow the book” and are usually pretty committed to voicing their ideas and opinions—thus they can get a reputation for being a “know-it-all”.”

 

Now, there’s some food for thought. If you buy into those 12 points then perhaps you can buy into the concept that even disorganized people can succeed in business….and become well-respected business leaders.

Then, the questions move from whether or not disorganized people can succeed to the hows & whats around the thinking and actions that must happen to bring out the success embedded in disorganized people.

The King gets to make a mess

by Rick Baker
On Jan 21, 2016

The King gets to make a mess, others get to clean it up...and some, the privileged ones, get to analyze it.

How does that make you feel?

Now, I recognize some folks are not in favour of monarchies. Probably, I have with those few words put them off and they have already moved on to other things, forgetting the insolent annoyance embedded in the title of this thought post. At the other end of the sceptre, some folks want to be King...if only in fleeting mind-exercises...if only in their little business castles or their home castles.

Regardless...

It is true, Kings get to make messes.

As just one example...

While I'm writing this I have Henry VIII in mind. Now, that fellow really got to make some messes. Even if we ignore the messes made by his executioners/staff, Henry VIII personally made some colossal messes. He was a large man, some say he had a waist over 50”. The King had the habit of sitting on royal stools and making messes. The elite of his servants/staff got to clean up all his messes. And the prize job – the Groom of the Stool – had the privilege of analyzing the King’s messes.

So, it is very hard to argue against the time-proven fact. Kings get to make messes, others get to clean them up...and some, the privileged ones, get to analyze them.

You may be wondering, how does this apply to business?

That’s a very good question.

…and the answer depends on your role.

…the King?...a servant of the King?...the Groom of the Stool?

 

 

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.