Convinced more and more that our search needs to be toward scarcity. In such a way that our abilities, talents, strengths, etc. are called upon to remedy the need for what is scarce. Economics reveals this too, but we can apply across platforms. Your ability to change the world for the better is linked here.

This assumes, like me, that you want to shake things up where you're at.

My Best Intentions

Thinking tonight about best intentions, the "my" variety. We don't give people the benefit of this type of doubt. You and I are alike, we give things a shot and sometimes find ourselves not feeling good playing the game at hand. Trick is to not fake it for the poser in us or an audience made up of many characters. If you have to walk away from the court or field you just have to do it. I'm speaking about what you're supposed to be doing on the planet. Best intentions indeed apply here. If you haven't figured it out yet, consider that Shakespeare was right: 

"All the world is a stage…"

In this past week my creative wiring has been at a def level. Cruel as it may seem, I think God has turned my amp up to 10. So I've been asking about my role on this world stage. My outlets for pouring out my creativity have been somewhat limited lately. Makes me thankful for this blog and the second book, and yes I am making some progress with sophomore project. Needless to say, it's a source of much madness for me. 

Before I proceed to my next frame, I need to explain that creativity and art are connected to some level of madness. Manageable in my case, or so my wife would say.

Here are some of my best intentions regarding you:

  • I always want to encourage people to pursue their dreams, but to understand that it will most likely hurt deeply. I never want to be the guy who writes something that gives a sense that ease and applause are around the corner. In life there will be blend of all.
  • I understand that my writing isn't always moved by marketing. I write from the heart, often what has been laid on my heart. I can't do it any other way. Sometimes that creates a conflict and the heart wins.
  • I mention God due to the relationship I have with him. Again, call me a mad man, but we have a relationship. Much like a father and son.
  • I try to catch when I screw up and after writing for over 5 years I certainly have. You have an open door to point it out.
  • I have strong opinions because I want to be heard. Weak opinions tend to be swallowed up by the herd. Sometimes I'm right, sometimes I'm wrong, but the goal is always to get you to wrestle with what I've written.
  • I am an experiential writer. I am confident you get this.

The Collision of Profit Motive and Meaningful Work

I'm all for profit, wished I had more.  And I'm very into meaningful work. The problem is found in the collision of profit motive and meaningful work.

The problem rears its ugly head when the profit motive starts taking greed steroids.  Meaningful work exits when this happens.  I wish this scenario was rare, but you and I know it's not.  The crazy part is profit and meaningful work can coexist and thrive.

In many ways we live in a tale of two cities.  One city is a place where management (entry to executive) is focused on profit, expenses, quarterly news, and the like.  The other city is a place where the employee is looking and longing for meaningful work.  They're not immature children or idealistic dreamers, just people who understand that life is a limited time offer and they desire to make the most of the time given.  This is the reality and the reason we're in such a mess, relating to how we do and live out our work.

So why are the two at odds?

  1. At some point we put a higher value on things (money, possessions, titles) versus people and the lives they lead.  And what is valued most, is what will get the lion-share of attention.
  2. Greed and power can be just as addicting as any drug.  The person is overtaken and refuses to give it up.
  3. We started telling our children to fit in a box.  See standardized testing as a measure of intelligence, for example.  We've all but poisoned their ability to recognize meaningful work.
  4. Wall Street (for those entities in the publically traded realm).
  5. The absence of courageous leadership inside the halls of management.

I've always been about people-for better or worse, so I'm not writing to offer solutions on how to fix corporate America.  In the spirit of giving you a place to start, a place to begin discovering where meaningful work may be found, I want you to take a look at the following video clip:




The End of Trust

Who do you trust? What do you trust? How do you trust? This is a difficult time for trust in America. Seems like just about everyone is pitching an angle or spin. Many have shrugged and found themselves saying hello to their jaded self.

We've arrived at the end of trust.

It's not so strange when you look back over the last 30 years. In my land of America, we made the mistake of thinking trust didn't need attention. We thought it would take care of itself. Like so many other things in life, trust doesn't just take care of itself. It requires priority and work.

I'll never forget a mentor asking once if I could be trusted with the gifts and talents I'd been given. It cut right through me because I knew he was referring to my ability to understand the meaning of given and my responsibility to live out the trust I ask for from people. That question has been part of my psyche ever since. A gut check for me.

Can you be trusted?

The conclusion is found in the wieght we assign to trust. If it's like a feather, then I hope you'll always be protected because you're going to need it. If it's heavy, I since you'll treat it with great care and respect wherever you give or ask for it.

Trust is a verb like no other in a world that's lost, not found.

What Do You Fear?

If you're like me, my fears are ever present. This is not a confession that I live in daily fear, just a confession that, like you, I do battle with them. Part of the human condition I suppose. I wish more people would be willing to do battle in this area. Fears are so paralyzing.

The trick or method is not giving into our fears. Easy for me to write, eh?

Well, consider this reality from my life. I had a nightmare a few months ago where I was at the end of my life. I knew I was at the end because someone was with me in a waiting room representing God. He told me he was sad to tell me that I had missed my destiny. I began to cry.

Fast-forward and I wake from the dream, or nightmare in my mind, and in that early morning I feel panic. I start to wonder if I'm on the wrong track, I start to question what I've accomplished, I start to think I'm running out of time.


Those fears still come to visit me from time to time. But when I remember the following, I don't give in:

  • I have done more in my life than my background would suggest I would.
  • I have been blessed to touch people with the written word (book and otherwise).
  • I have been asked to tell my story for the benefit of others.

I write all this, not as a feel-good-about-myself moment, but to illustrate truth. Truth that I can verify and truth that is a weapon against a fear that is false. But like you, I have to stop, breathe and remind myself of, again, what is true.

Reminding one-self of the truth is a good thing.

Thoughts on The Synergist by Les McKeown

Very excited to share some thoughts on a new book titled, The Synergist: How to Lead Your Team to Predictable Success by Les McKeown. I must say the book is a must for anyone involved or interested in organizational development and teamwork. Mr. McKeown articulates a reliable way for groups to form and perform as a team. As someone who thinks the word team is as worn out as the word leadership, it's refreshing to read a thought leader who truly understands what the word means in the real world.

I am biased in my fondness for this book because he described me, personally, in one of the chapters. It was rather haunting, but in a good way.

Mr. McKeown has a vast background in working the land of organizational development. He applies this in a way that is understandable and relevant, regardless of your position/role. 

Here are some key take-aways I gained from the book:

  • Effective teams are made up of 4 different types (the visionary, the operator, the processor, and the synergist) of people.
  • Every group and team comes to the table with a natural bent. The bent is neither good or bad, it's the human being being who they are.
  • Evey organization is aligned for the outcomes it experiences.
  • There is a life cycle for every team and organization. I found it interesting how choices drive so much of this.
  • Many groups find themselves in a ditch due to their inability to see each player as a unique contributor.
  • The synergist role (the person who brings clarity in an unbiased manner) is a sort of lynch-pin in every high performing team. You'll understand more when you read the book.
  • Mr. McKeown uses real-world examples to drive his premise. 

This post is not long enough to give you all that the book delivers. But the book really is like guidebook. You owe it to yourself to check it out. 

You’re a Team, Like It or Not

If what you do requires a group of people to make it happen, then you're a team, like it or not. obviously, there are many implications in those words. Webster's defines team in the following way:

A number of persons associated together in work or activity

Not as romantic as we often hear today. Maybe that's a good thing. Maybe the romantic should be left to those groups who are endeavoring in things bigger than themselves. Funny how the human heart longs for the romantic.

No such thing as perfection, but you've got to do all you can to find this.