key to the process of elimination

 

I did not set out to write a chapter about courage. But the deeper I have looked at the subject of Essentialism the more clearly I have seen courage as key to the process of elimination. Without courage, the disciplined pursuit of less is just lip service. It is just the stuff of one more dinner party conversation. It is skin deep. Anyone can talk about the importance of focusing on the things that matter most - and many people do - but to see people who dare to live it is rare.

I say this without judgement. We have good reasons to fear saying no. We worry we'll miss out on a great opportunity. We're scared of rocking the boat, stirring things up, burning bridges. We can't bear the thought of disappointing someone we respect and like. None of this makes us a bad person. It's a natural part of being human. Yet as hard as it can e to say no to someone, failing to do so can cause us to miss out on something far more important. 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.132, 133.

a definite yes

 

If the answer isn't a definite yes then it should be a no.

Derek Sivers

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.103. See also No More Yes. It's Either HELL YEAH! Or No.

refusing to make trade-offs

 

I once worked with an executive team that needed help with their prioritization. They were struggling to identify the top five projects they wanted their IT department to complete over the next fiscal year, and one of the managers was having a particularly hard time with it. She insisted on naming eighteen "top priority" projects. I insisted that she choose five. She took her list back to her team, and two weeks later they returned with a list she had managed to shorten - by one single project! (I always wondered what it was about that one lone project that didn't make the cut.) By refusing to make trade-offs, she ended up spreading five projects' worth of time and effort across seventeen projects. Unsurprisingly, she did not get the results she wanted. Her logic had been: We can do it all. Obviously not. 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.54, 55

deliberate about the trade-offs

I once attended an event where Herb [Kelleher, CEO of Southwest Airlines] was interviewed about his business strategy. It was a great talk in many ways, but when he began to talk about how deliberate he was about the trade-offs he had made at Southwest, my ears perked up. Rather than try to fly to every destination, they had deliberately chosen to offer only point-to-point flights. Instead of jacking up prices to cover the cost of meals, he decided they would serve none. Instead of assigning seats in advance, they would let people choose them as they got on the plane. Instead of upselling their passengers on glitzy first-class service, they offered only coach. These trade-offs weren't made by default but by design. Each and every one was made as part of a deliberate strategy to keep costs down. Did he run the risk of alienating customers who wanted the broader range of destinations, the choice to purchase overpriced meals, and so forth? Yes, but Kelleher was totally clear about what the company was - a low-cost airline - and what they were not. And his trade-offs reflected as much. 

It was an example of his Essentialist thinking at work when he said: "You have to look at every opportunity and say, 'Well, no... I'm sorry, We're not going to do a thousand different things that really won't contribute much to the end result we are trying to achieve."

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.49,50

by design, not by default

The way of the Essentialist means living by design, not by default. Instead of making choices reactively, the Essentialist deliberately distinguishes the vital few from the trivial many, eliminates the nonessentials, and then removes obstacles so the essential things have clear, smooth passage. In other words, Essentialism is a disciplined, systematic approach for determining where our highest point of contribution lies, then making execution of those things almost effortless. 

Greg McKeown 

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.7

essentialism

Essentialism is not about how to get more things done; it's about how to get the right things done. It doesn't mean just doing less for the sake of less either. It is about making the wisest possible investment of your time and energy in order to operate at our highest point of contribution by doing only what is essential. 

Greg McKeown 

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.5

a compelling and uncontested priority

It can be difficult to choose the right quest. Should the company expand into new regions, get closer to customers, innovate with more partners, get faster and more responsive, or become more sustainable? Executives sometimes say “all of the above”—but that’s too much to handle at once. The right quest should be a compelling and uncontested priority. In some of the cases we analyzed, companies straddled quests (customer focus and agility, for instance, or innovation and sustainability). That can work as long as the components are fused into one cogent focus.

Bharat N. Anand and Jean-Louis Barsoux

"What Everyone Gets Wrong About Change Management," Harvard Business Review. November-December 2017. 

what to change?

Corporate transformations still have a miserable success rate, even though scholars and consultants have significantly improved our understanding of how they work. Studies consistently report that about three-quarters of change efforts flop—either they fail to deliver the anticipated benefits or they are abandoned entirely.

Because flawed implementation is most often blamed for such failures, organizations have focused on improving execution. They have embraced the idea that transformation is a process with key stages that must be carefully managed and levers that must be pulled—indeed, expressions such as “burning platform,” “guiding coalition,” and “quick wins” are now common in the change management lexicon. But poor execution is only part of the problem; our analysis suggests that misdiagnosis is equally to blame. Often organizations pursue the wrong changes—especially in complex and fast-moving environments, where decisions about what to transform in order to remain competitive can be hasty or misguided.

Before worrying about how to change, executive teams need to figure out what to change—in particular, what to change first...

So how can leaders decide which changes to prioritize at the moment? By fully understanding three things: the catalyst for transformation, the organization’s underlying quest, and the leadership capabilities needed to see it through. Our analysis of stalled transformations suggests that failing to examine and align these factors drastically reduces the odds of producing lasting change.

Bharat N. Anand and Jean-Louis Barsoux

"What Everyone Gets Wrong About Change Management," Harvard Business Review. November-December 2017. 

no such thing as work-life balance

There's no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences. 

Jack Welch

Top Inspiring Thoughts of Jack Welch by M.D. Sharma. Prabhat Prakashan. 2021. As found in 2022 Great Quotes From Great Leaders Boxed Calendar: 365 Inspirational Quotes From Leaders Who Shaped the World. 

renaming meetings

Organizations are drowning in unproductive meetings, and part of the problem is the fact that we refer to them all in the same way. Vague and imprecise language obscures the true purpose of these gatherings, making it difficult to know how to optimize for their success. It also makes it harder to distinguish the worthwhile ones from the worthless.

In order to have fewer, more purposeful meetings, we need a more robust vocabulary to describe them. So let’s do some renaming, starting with three common “meetings” that you’ll soon realize aren’t really meetings at all.

• Meetings with just two people aren’t meetings. They’re conversations... 
• …sometimes people... huddle around a laptop or whiteboard to generate real work product together. Let’s call these group work sessions...
• ...meetings where the primary goal is to generate ideas… call it a brainstorm... 

Now let’s address a few types of meetings that are difficult to justify if you name them correctly.

• [Meetings] called primarily because managers have information to disseminate... These are convenience meetings  and almost always a bad idea. They’re typically convenient for the individual, and inconvenient for everyone else.
• Meetings called as a matter of tradition or habit — formality meetings — must also be banned... 
• Some meetings are called under the guise of collaboration or alignment, but it’s really connection we’re after. We can call these social meetings. 

Finally, we come to the decision-making meeting, a total misnomer as is it implies that the meeting itself is making the decision. But meetings don’t make decisions, leaders do. Group discussions can help support that process, of course, so let’s call them decision-supporting meetings to remind the leader that it’s her job, and hers alone, to make sure action follows...

Imagine a culture where people regularly talk about meetings using this kind of precise language. Picture someone pushing back on a meeting invitation by calling it a formality meeting... Better language isn’t the only step you must take to transform your meeting culture, but it’s a powerful start.

Al Pittampalli

“Stop Calling Every Conversation a “Meeting”,” Harvard Business Review. November 3, 2015 as quoted in HBR Guide to Making Every Meeting Matter. Harvard Business Review Press. 2016.

the “prior” thing

The word “priority” entered the English language, via Old French, sometime in the 14th Century. Deriving from the mediaeval Latin word prioritas (“fact or condition of being prior”), the word meant “the most important thing”—the “prior” thing or the thing with precedence.  When it was first coined, the word “priority” had no plural.  You could only have one priority. 

Sometime in the middle of the 20th Century, almost certainly related to the rise of corporate and office culture, the word “priorities” began to appear. Now people began to claim that they had more than one “most important thing.”  They could have three or five or 14 priorities.  A client once shared with me a deck laying out his business’s “Top 30 Strategic Priorities.”  Sadly, if you have 30 priorities, you really have no priorities: no organization can even remember 30 things, never mind focus on them all.

Mark Nevins

"What Are Your Big Rocks?" Forbes. January 21, 2020

active and visible sponsorship

Too often executive sponsors engage early in projects and then move on to other business priorities. The role of sponsorship, however, is just as critical during implementation as it was during the launch of a project. Senior managers must be willing to interact on a personal level and be visible throughout the entire change process. 

A senior manager for a government agency scheduled a face-to-face meeting with her managers and supervisors to review a new organization structure and strategy for the upcoming year. Some members of the leadership team were surprised that the supervisors and managers in attendance were criticizing the new direction. Despite complete and concise communications sent out months before the meeting, resistance to change was evident among many managers. When it became clear that forward progress was stalled, the senior executive changed the agenda. She requested that the group split up and document their specific objections in breakout sessions. Later she candidly addressed each objection, head-on and face-to-face. The discussions were not rushed nor were any questions out of bounds. She actively and visibly engaged in sponsoring the change. She was present to address the hard questions. The leadership team was surprised to find that by the end of the second day, much of the conversation had shifted from "This is why we should not do this change" to "What do I need to do to get my group on board?" In this example, the senior executive demonstrated active and visible sponsorship of the change. 

Jeffrey M. Hiatt

ADKAR: A Model for Change in Business, Government and our Community. 2006. Prosci Research. p.81

these little minute things

I am always for the consideration of these little minute things that concern us to-day. We should always be engaged in doing the things that belong to to-day. There is but one course that you and I can pursue and be right, and that is, to be sufficiently humble to look at the most minute fibers. The large roots of a tree receive their nourishment through the little fibers, and they receive it from the fountain; and then that nourishment is sent through the mains trunk of the tree into the limbs, branches, and twigs. 

Heber C. Kimball

Journal of Discourses, Vol.8, p.328

too much to do

There will always be too much to do – and this realization is liberating. Today more than ever, there’s just no reason to assume any fit between the demands on your time – all the things you would like to do, or feel you ought to do – and the amount of time available. Thanks to capitalism, technology and human ambition, these demands keep increasing, while your capacities remain largely fixed. It follows that the attempt to “get on top of everything” is doomed. (Indeed, it’s worse than that – the more tasks you get done, the more you’ll generate.)

The upside is that you needn’t berate yourself for failing to do it all, since doing it all is structurally impossible. The only viable solution is to make a shift: from a life spent trying not to neglect anything, to one spent proactively and consciously choosing what to neglect, in favor of what matters most.

Oliver Burkeman

"Oliver Burkeman's last column: the eight secrets to a (fairly) fulfilled life" The Guardian. 9/4/2020

family responsibilities

This is a story about President-elect Joe Biden, and a letter that he wrote to his staff that just became public....

The letter is from 2014, when the president-elect was serving in his second term as vice president. It runs only 126 words, after the simple greeting, "To My Wonderful Staff:"

From there, it goes like this:

I would like to take a moment and make something clear to everyone. I do not expect nor do I want any of you to miss or sacrifice important family obligations for work. 

Family obligations include but are not limited to family birthdays, anniversaries, weddings, any religious ceremonies such as first communions and bar mitzvahs, graduations, and time of need such as an illness or a loss in the family. 

This is very important to me. In fact, I will go so far as to say that if I find out that you are working with me while missing important family responsibilities, it will disappoint me greatly. This has been an unwritten rule since my days in the Senate. 

Thank you for all the hard work.

...[This letter] lets everyone know the boss's priorities....

Second, it's incredibly empathetic.

This is the core of the message -- Biden telling his team that he expects them to set priorities, and that work is not always the top priority. 

Bill Murphy, Jr.

"Joe Biden Wrote an Incredibly Inspiring Letter to His Staff. Every Smart Leader Should Copy It" Inc. November 21, 2020

prioritizing your work as a leader

"...author Stephen Covey coined Eisenhower's Urgent/Important Principle in his book The 7 Habits of Highly Effective People. The tool is based on the way President Dwight D. Eisenhower prioritized the tasks that demanded his attention. This principle recognizes that tasks typically fall into one of four quadrants--and that we tend to complete them in this order:

1. Urgent and Important: Things that are important to do and need to be done now.
2. Urgent and Not Important: Minor tasks that are time-sensitive. It feels good to check these off our lists, but they aren't really critical.
3. Important and Not Urgent: Things that need to be done but don't have to be done immediately.
4. Not Urgent and Not Important: These tasks are neither important nor time-sensitive."

"A few years ago, I began organizing my to-do list into the following buckets (I have put them in recommended order and outlined my thinking for each):

1. Urgent and Important:  Do them because you have to, and delegate where possible to get tasks done right.
2. Important and Not Urgent:  This is the most important bucket because these things move us toward our big-picture achievements. The key to getting these tasks done is to make time each day or week to move toward your goals. 
3. Urgent and Not Important: Get these off your plate and don't let them distract you. Keep your eyes on the prize!
4. Not Urgent and Not Important: Do your best to avoid these entirely."

Robert Glazer

"Start Acheiving Your Long-Term Goals With This President's Task Management System", Inc.com, 20 Nov 2018

8 executive habits for safety leadership

1. Executives must lead by example in the area of safety as well as every other aspect of ethical business. This includes, for example, the correct wearing of appropriate PPE in the workplace. One minor lapse observed by persons two levels down in the organization will undo untold other positive efforts to achieve excellence in workplace safety.

2. Executives must verbally communicate about safety in meetings with other managers. While what people do is sometimes more telling than what they say, it is the rare executive who can effectively lead without verbal articulation of his position on the matter. What executives say to each other one-on-one about safety while safety staff or other support staff is not present speaks volumes and has the greatest effect on crucial aspects of company culture.

3. Executives must put their money where their mouths are and fund safety adequately. This does not mean employing arbitrarily large staffs of SH&E professionals. Instead, it means in all business decisions that executives seek to treat the safety of all employees as the ethical right thing to do, a prudent act use of corporate funds and of corporate governance, and an intangible factor of business relationships that is almost always also a good investment.

4. Executives must hold their subordinates accountable for managing safety and must require that subordinates report on safety matters. Make sure that the roles and responsibilities for safety and health are defined (in writing and in practice). Doing so is part of treating safety just like any other important part of the business. Safety should be simply part of an overall performance measurement process.

5. Executives must provide appropriate feedback regarding safety performance. Monitor the results of management system audits and provide feedback. Personally praise exceptional performance, ignore average performance and confront substandard performance on the part of subordinate operations managers/supervisors. Realize that human exposure to injury risk has an element of randomness and may not be well described by current statistical analysis methods such as the frequency rate of recordable, reportable or lost-time injuries. Therefore, acknowledge and appropriately reward efforts in risk-reduction even if short-term injury results are poor.

6. Executives must make sure that the risk profile of the organization is continuously improved. New hazards and potential risks to the business (not just safety or health) are introduced continuously, and large corporations that are good managers of risk will be successful in the long term. When something bad happens—and it will—get to the root cause and try to systemically build in whatever must be feasibly done to ensure that it won’t happen again.

7. Executives of organizations that use potentially toxic materials must ensure that there is long-term support for the anticipation, recognition, evaluation and control of industrial hygiene in the organization. The past actions or inactions of corporations in the developed world are judged today by a society with extremely high expectations as compared to even the recent past. One can safely assume that societal norms for a safe and healthy work environment will continue to increase in the future in all countries of the world.

8. Executives must ensure that safety and health processes are being fully integrated into the primary management system processes of the business. Safety and health cannot be effectively managed long-term separate from the management of the routine affairs of the business. In today’s companies, this includes the deep integration of safety and health matters into systems such as the enterprisewide management software and process control systems.

Dan Petersen and Kyle Dotson

"Eight Executive Habits for Safety Leadership" Professional Safety. Nov. 2006.

deep investment

"Leaders need to both give a lot and expect a lot .” Most leaders know they have some role in cultivating the talents and ambitions of those they lead. But if you followed them around in an average day to see how much time they spend actually doing it, what you would see belies whether they believe it’s a core part of their leadership. People who’ve been managing others for a while think they’re already “investing” in their people because they buy pizza once a month or approve funds for a training program. But deep investment means that “you are personally spending ample time ensuring people are learning, growing, and thriving. You have a high bar for performance expectations, and you are personally helping people reach it. Every. Single. Day.” 

Mark C. Crowley
"Four Radical Leadership Practices That Will Dramatically Increase Engagement" by Ron Carucci. Forbes. 3/1/2016

awakened leadership

Awakened leadership is reflective. When you reflect on things, you consider them from multiple angles, and think deeper about them than a superficial thought or two. Your job, position, work relationships, the industry you are involved in, the very purpose of your performance, your private or social connections, the things you say, the things you do, and those you refrain from saying and doing: reflecting on all of the above can help you understand yourself better, and make you more mindful from here onward....

Awakened leadership is the continued awareness in your thoughts, actions, and communications that: 

1. You have to make your decisions by reflecting on your lessons learned from past experiences, but even more by reflection on your wishes for the future and the possible effects these decisions will have on that. 
2. You should consider the perspectives of others, and keep an open mind to potentially different ideas, which as they may enrich your understanding, insight, and consequently, the directions you will choose going forward. 
3. You should question, even doubt, established patterns and procedures, as many of them were created when times, expectations, circumstances, goals, and mindsets, were entirely different. If you find that the old patterns and procedures still suffice, you can continue with them, but if you find that there is room for improvement or drastic change, you should implement that. 
4. You should keep in mind that, while details are important to safeguard quality in everything, you also have to keep the big picture in mind, so that you can focus on what really matters in the long run. 
5. You should make mindful leadership your new habit. Your mind is a wonderful instrument, but it has the tendency to lead you astray at every opportunity it gets. This is the time to step up in awareness and regain control over the directions your mind moves into. 

Restore your priorities in the right order, and realize the impermanence of everything, including yourself. If you can keep yourself mindful of the fact that you want to leave this world a better place than you encountered it, you have set an important step on the path to awakened leadership.

Joan F. Marques

"Awakened Leadership: A behavioral roadmap" HR.com. August 2015

doing one thing really well

All success starts from doing one thing really well, but you’ll recruit better with a broader vision so you can sell the dream.


Eric Schmidt 

"Former Google CEO Eric Schmidt on leadership and success" by Benjamin Snyder. Fortune. 10/19/2015

Originally published as "CS183C Session 8: Eric Schmidt" by Chris Yeh. Meduim. 10/15/2015