Anyone can plan something. It’s harder to do it. If things went by plan they’d be easier. If you expected things to go by plan, you’d try more things. The problem is the unforeseen things and recovering from them. The more you can recover from unforeseen things, the more you’ll try. The more you try the more you’ll do. What can you recover from? How much can you recover from?

A reader sent me an article in the New York Times called “Rethinking Work.” It began, “HOW satisfied are we with our jobs?” and continued about polls about job satisfaction and various people’s views on work, implying we should think about work differently—we like work less for money and more for intrinsic reward. The author is a psychology professor. Articles like this come out all the time. I’m glad academics[…] Keep reading →

“What do I say to a 99-year-old woman?” “What do I say to a famous person?” “What do I say to someone who could help my career without seeming selfish?” All I could think to ask was what it’s like to be 99, which seemed irrelevant and the same question people have asked her for a decade. I don’t like when people find out I don’t eat meat and ask[…] Keep reading →

What do say about yourself when you’ve hung out with half a dozen Presidents of the United States, won a Presidential Medal of Freedom, learned from Peter Drucker, been called the best leader in the world by CEOs of Fortune 100 companies, befriended four-star Generals, and things like that? Do you keep it to yourself, as modesty would suggest? How do you mention those things without bragging, or sounding like[…] Keep reading →

Continuing my series of alternative responses to the New York Times column, The Ethicists, looking at the consequences of one’s actions instead of imposing values on others, here is my take on today’s post, “Handling a Racist Remark in the Workplace.” I represent a real-estate developer in Florida. Recently an employee of one of the developer’s commercial tenants confided to me that he overheard an administrator at his company tell another[…] Keep reading →

Over lunch Frances described to me her background. I had wondered how she got started, why when the CEO of Ford, Alan Mulaly, gave her a car, she picked it up near Pittsburgh. She told me about growing up near there and going to the University of Pittsburgh. If I remember right, she didn’t finish. It struck me because she is yet another prominent leader who didn’t graduate college. She’s[…] Keep reading →

Frances invited me to her office. The first day I went, I approached the front desk. The security guy was friendly. As he processed my ID he said, “Oh yeah, Frances gets big visitors. Sometimes Generals come in. Four stars, ones from TV. They all have to wait for her.” Impressive! Her office is in a big Park Avenue high-rise office building in the 50s. The lobby had fifty-foot ceilings,[…] Keep reading →

“To serve is to live.” Frances Hesselbein had the fastest, clearest, most direct, and most meaningful answer of anyone I remember asking her passion. Five minutes into our pre-lunch conversation and she went right to the point. Experience and, I believe, only experience enables people to encapsulate great meaning in a minimum of words. I was immediately struck by the power and meaning in these few short words: “to serve[…] Keep reading →

Talk about leading people and a lot of people will talk to you about convincing people as a way of leading them. I recommend against this strategy. Convincing someone implies logically debating. Changing someone’s behavior means changing their motivations, which means changing their emotions. Logical argument evokes emotions of debate. Convincing motivates people to disagree. They also feel like you’re trying to impose your values on them. If you disagree[…] Keep reading →