Delray Beach, FL
Notes From My Journal: The transformative power of long-term commitment
When motivational speaker Peter Diamandis was preparing to introduce his Abundance 360 program to a group of businesspeople, a mentor suggested that he presented it as a 25-year commitment that he was personally making. “Like so many great ideas,” Diamandis wrote in his blog (diamandis.com), “it instantly clicked”:
“Ten minutes later, I went onstage and introduced A360 as “my 25-year-long CEO program for abundance and exponentially minded entrepreneurs.
“The instant I publicly did that, I experienced a game-changing mindset shift. It changed the way I thought about my life. What I was committed to. Who I needed to be in the world.…
“Your mindset matters. Doing big, risky things is difficult – and it’s even harder if you lack stability in your life. Paraphrasing my friend Tony Robbins, we need to have certainty in our lives before we can withstand uncertainty.
“When you get clarity about your mission over a 25-year timeframe, you give yourself stability – and permission to dream even bigger. You’re able to enjoy current progress, instead of feeling stressed to immediately achieve your final goal.”
Today’s Word: factious (adjective)
Factious (FAK-shus) describes someone or something that causes internal dissension within a group. As used by James Madison in The Federalist #10: “[Increasing distrust and fear for private rights] must be chiefly, if not wholly, effects of the unsteadiness and injustice with which a factious spirit has tainted our public administrations.”
Gold is 8 times heavier than any other metal.
From My “Work-in-Progress” Basket
Pleasing My Partners: When Compromise Doesn’t Work
One of my many frailties is that I’m overly reluctant to disappoint people. Another way of putting it is that I’m too eager to please.
And still another way of putting it – probably the best way – is that my need to have everybody like me often translates into saying and doing things I don’t mean to say/do. If, for example, a friend is wearing something I don’t like, I’m much more likely to say something complimentary about it than I am to tell him the truth.
In business, I hate to disagree with anyone. And this is especially true with my partners. I want to be on good terms with them. I want to agree with them. I want them to feel that we share the same values and ideas.
I’ve managed to get along with my partners by being attentive to what I know they want. And when I see what they want as a bad idea, I rarely say so. Preferring to avoid conflict, I try to gently make my case. If that doesn’t work, I go for a compromise.
But sometimes it’s impossible for partners to compromise. Sometimes one partner can be dead-set on doing something that another one feels is clearly and seriously wrong.
Several years ago, in the early stages of a large real estate development project, I found myself in the middle of just such a situation.
One of my partners, PE, wanted to do things his way. GA always had the opposite opinion. Their disagreements stemmed from different core beliefs about how the project should be conceived, so it was not possible to reconcile them in any practical way.
So there I was, trying to deal with the contradictory views of my two partners on just about every decision we needed to make.
I was in a very uncomfortable position. Since there were only three votes in this partnership, I had become the de facto decision maker. And no matter how I cast my vote, I would end up siding with one partner and disappointing the other.
To avoid that, I had started to procrastinate, coming up with excuse after excuse for putting off my decisions.
That worked for a while. But we had a deadline coming up – a legal deadline that had to be met. I had 24 hours to make two decisions about two key issues.
After much going back and forth and stressing out over it, I came up with what I thought would be a sensible solution. I would make one decision that favored EP’s point of view, and one that favored AG’s.
I was pretty proud of myself – until I realized that, rather than pleasing them both, I was likely going to piss them both off!
Finally, I said “Screw it!” And I made my decisions based on what Ithought was best.
Neither of them complained. There were no bad feelings.
It surprised me at the time – but it shouldn’t have. By doing what I did, I was reminding all of us that it is not a partner’s job to please the other partners. It is to make decisions that will best benefit the business. By refusing to worry about what EP or AG might have wanted me to do, I had actually done them the favor of trusting that they could trust me.
In the long run, that’s what really counts in any partnership.
This video is great! Wouldn’t it be nice if life dished out experiences like this all the time?