Category Archives: Books

The Truth About Manny (If Only It Were That Simple…)

Is the following quotation from a book review that will eventually be written about the events that finally led to Manny Ramirez’s brilliant Red Sox career ending in a ball of flames?

“The story examines the variations a mistruth can go through when filtered through person after person and illustrates how different people can have multiple perceptions and interpretations of the same event. The various points of view the reader sees provide insight into the story that none of the individual characters possesses.”

No, this is an excerpt from a review of the book, Nothing But The Truth, by Avi, which is one of the books I read with my class when I was a 9th grade English teacher. But the lessons of this profound book apply directly to this whole Manny Ramirez situation. All of you who have read this book understand that there is NOT “one truth” in the drama that has played out over the last week — and over the last eight years. There’s Manny’s truth. There’s Manny’s wife’s truth. There’s John Henry’s truth. There’s Theo’s truth. There’s Francona’s truth. There’s each teammate’s truth. There’s Dan Shaughnessy’s truth. There’s Jerry Remy’s truth. There’s the stat-man’s truth. And there’s YOUR truth, based on everything you have read, heard, and seen — and the mindset you bring to this situation.

The book reminds us that everything you hear from a second-hand source has been distorted in some way, often a small way and and often unintentionally. It reminds us that two people can witness the same scene and describe it totally differently — and both descriptions can be accurate. It reminds us that all reporters, players, and fans perceive the things Manny does and says — and the things that are said about him — through the lenses of their own prejudgments and cultural values, so all reporters, fans, and players see and hear different things. It reminds us that we almost NEVER know the true context of the quotations we read and the actions we witness, and that reporters can tell you the complete truth — and mangle it at the same time. It reminds us that a small misunderstanding can snowball into an out-of-control mess when one warped interpretation leads to multiple responses that are even more off-base, and the original players in the drama react to these responses in ways that make the situation even worse, and on and on it goes, the downward spiral of miscommunication and misinterpretations compounding in a horrific way.

Ultimately, it’s futile for reporters (and fans) to state unequivocally what’s going on in this Manny Ramirez situation — BUT because it’s their job (and because they’re programmed to think their version of the truth is “the right” one), that’s what they do. And this often takes us even further from “the real truth.”

We should be careful about judging people based on shreds of information (from second-hand sources in the media) that barely scratch the surface of a complex scenario. (For example, Manny Ramirez and Sox traveling secretary Jack McCormick have worked together for eight years — there’s a history there that we know nothing about.) The press is paid to tell us what happened — but only the BEST reporters dig below the surface to find the REAL STORY. There are conversations that have taken place that we don’t know about (Scott Boras?) and factors at play that we can’t comprehend (culture differences?) that, if we were aware of them, would shift whatever opinion we currently have about Manny Ramirez and others who have played a role in this saga.

Tom Caron stated the truth he perceives on last night’s post-game show: “”Manny has acted and spoken his way right out of this clubhouse.”

Or, maybe WE’VE acted and spoken Manny right out of this clubhouse by our tainted and sensationalized reporting of “the truth” and our lack of understanding about a unique personality who, through it all, drives in runs with a smile on his face. That’s certainly Manny’s truth. He said last night, “Mental peace has no price and I don’t have peace here.” When I put myself in his shoes, that’s a truth that’s easy to see.

Jackie Robinson, Bill Russell, and the Red Sox

jackie-robinson.jpgOn Friday night, February 1, the day after Jackie Robinson‘s would-be 89th birthday, I attended the Red Sox’s celebration of his life in the EMC Club at Fenway Park. The event featured a panel of speakers, the star of which was the legendary basketball hall of famer, Bill Russell (who, on February 12, celebrated his 74th birthday). Russell, one of the greatest Celtics of all time, shared some memorable stories and insights (transcribed below), but first, panelist and author Steve Jacobson reminded us about Jackie Robinson’s own connection to Boston – one that is painful for members of Red Sox Nation to hear.

pumpsie-green-1960-baseball-card.jpgIt is fitting and ironic that the Red Sox are the only team that formally celebrates Robinson’s birthday, for while the Red Sox were the last team to field a black player (Pumpsie Green in 1959, three years after Robinson’s baseball career ended), the Sox were the first team to give Jackie Robinson a major league “tryout” – in April 1945, two years before he was named Rookie of the Year as a member of the Brooklyn Dodgers.

Of course, the tryout was a sham, and it only happened because of public pressure that was thrust on the Red Sox by Boston city councilman, Isadore Muchnik, who threatened to revoke the Red Sox’s permit to play Sunday games at Fenway Park unless the Red Sox offered a tryout to three black players. Those players were Marvin Williams, Sam Jethroe, and Jackie Robinson.

tom-yawkey.jpg“The workout was supposed to be supervised by four Red Sox hall of famers,” writes Jacobson in his new book, Carrying Jackie’s Torch. “Joe Cronin, the manager; 78 year-old Hugh Duffy, a coach; owner Tom Yawkey, a South Carolina lumberman; and Eddie Collins, the general manager. Cronin refused to give an evaluation of the players he’d seen. Duffy said one workout wasn’t enough. Yawkey said any judgment had to come from his baseball people. And Collins said he couldn’t be there because of a previous engagement. Don’t call us, we’ll call you — and the Red Sox never did call.”

It’s mind boggling that the Red Sox had “first dibs” on Jackie Robinson. Can you imagine how different Red Sox history would be — indeed, Boston history — if Jackie Robinson had played second base at Fenway from 1945 to 1956? Writes Jacobson: “The Red Sox, who won the American League pennant in 1946, the last year of the all-white major leagues, did not win another pennant until 1967. The effect was clear.”

I didn’t know the whole story of Robinson’s bogus tryout with the Red Sox until Jacobson retold the tale. And when he was finished speaking, it was Bill Russell’s turn. I took notes of everything Russell said, and I’ve done my best to represent his words below.

bill-russell-2-2-1-08.jpg“I’m proud to be here tonight, and I’m so glad the Red Sox are honoring Jackie Robinson on his 79th birthday, and anytime the Red Sox want me to be part of something honoring him, I’d be glad to do so, even though I live in Seattle and you can’t get here from there.”

“I remember Jackie liked to bunt the ball down the first base line – that meant the pitcher would have to run over and field the ball as Jackie ran past, and Jackie was a football player….” Bill Russell smiled. “Slight collision!”

“The day after Jackie died, I got a call from Rachel Robinson, and she asked me to be one of the pallbearers in Jackie’s funeral. And I asked her, ‘Rachel, why would you ask me?’ And she said, “Bill, you were Jackie’s favorite athlete.” And when I hung up the phone, I remember thinking, “How does a man get to be a hero to Jackie Robinson?

“There were people along the way who tried to discourage me. But I lived a charmed life, because there were many people – black, white, Jewish, Christian – who pushed me forward, too. My high school basketball coach was one of those people. [Russell mentioned that Frank Robinson and Curt Flood attended his high school in Oakland at the same Russell was there.] He just looked at kids and saw baseball players or basketball players. And that’s what I encountered in Boston with Walter Brown and my coach – and my friend – Red Auerbach.”

bill-russell-and-red-auerbach.jpg“Now I came to Boston believing I was the best player in the land. But I didn’t get along with my college coach [at University of San Francisco] for one single day – yet we managed to win 55 straight games and two straight NCAA championships. And my Olympic coach was from Tulsa, and we didn’t get along at all, either – but we won the gold medal. So when I came to Boston, I expected not to get along with the coach. But the first time I met Red, he said, ‘You’re among friends.’

“I was with a friend of mine in an airport and a stranger came up to me and said, ‘You’re tall. Are you a basketball player?’ and I replied, ‘No.’ Then another person came up to me and asked, Are you a basketball player?’ And I said, ‘Nope.’ So my friend asked me, ‘Bill, why do you keep telling them no?’ And I told him, ‘Because basketball is what I do, but it’s not who I am.’

At one point, a woman stood and asked a question about what Bill Russell thought about urban kids all wanting to become athletes or entertainers, like the heroes they most admire. Bill’s response:

“I think it’s a myth that black kids today all just want to be athletes or entertainers. And my view is, we shouldn’t discourage kids from wanting to be special. I teach that we have to make changes inside-out rather than outside-in. I tell kids if you do work hard and use your intelligence, there are people who will give you a helping hand. But just giving help all the time [outside-in] can become a negative.”

“I don’t see any problem with a kid wanting to be an athlete or an entertainer, and I reject that the only thing all these athletes are teaching kids is to be athletes and entertainers. That’s just not true. You know, almost all of the best players in the NBA have foundations and are doing a lot of work with kids in the community – almost all of the best players – and we rarely hear about that, but it’s true. And these players are teaching kids a lot more than how to be a professional athlete or entertainer.”

russell-ali-brown-jabbar.jpg“In schools across the country, physical education programs are being cut as budgets are slashed. And this is a big problem. P.E. programs aren’t about creating pro athletes, they’re about creating healthy people. In my case, I have a mild case of diabetes, and my doctor tells me that the only reason it’s not severe is because of the active life I led in my youth and young adulthood. Mind and body are both important in a child’s education.”

“I remember the first time my mother said we could play in our front yard. Until that time, we had only been allowed to play in our back yard, but then one day my mother said we could play in the front. But she said to us, ‘Now people may walk by on the sidewalk, and some of them may say things to you. Some of the things they say may be good things, some of them may be bad. But whatever they say, don’t pay any attention to it. Remember, they don’t know you. And when they say bad things, that’s their problem, and they’re wrestling with their own demons.’ So, growing up, I was determined that no one would stop me. Particularly no one I didn’t know.”

“My daughter was one of Professor Ogletree’s students [at Harvard Law School – Ogletree moderated the evening], and her mom and I went our separate ways when she was 12 years old. So there I was, a single parent with a 12 year-old girl, and to this day, it’s been the single greatest adventure of my life. And back when she was 12, I made two promises to my daughter: 1. I will love you ’til I die. 2. When you leave this house, you’ll be able to take care of yourself better than any many you’ll ever meet. And I told her that because I wanted her to feel the same way my parents made me feel. And that’s what I’m trying to do today with kids – to teach them to have confidence in themselves and not to be afraid. Jackie Robinson was never motivated by fear. He didn’t see obstacles, he only saw opportunities, and he saw every challenge as a chance to show what he could do.”

“I’m looking forward to the next great baseball player, but I’ll tell you the truth, I don’t care what color he is.”

red-sox-retired-numbers.jpgThe Red Sox will never shed the facts of the team’s racist history; but the birthday party at Fenway for Jackie Robinson, featuring Bill Russell — not to mention our two World Championship teams featuring players from a variety cultural backgrounds – shows that those facts truly are history. History to be remembered, but never to be repeated.

My “Sports Books Hall of Fame”

There are hundreds of sports books in my library. Most were gifts from friends and family, and over the years I’ve probably read less than half of them (lots of good reading to look forward to). Here, I’ll share with you the seven that truly stand out. I’ve listed them in the order that I read them, and I’m restricting myself to three sentences per title:

mental-game-of-baseball.jpgThe Mental Game of Baseball, by H.A. Dorfman and Karl Kuehl
This book was loaned to me by then-9th grader (and later, NHL defenseman) Deron Quint in about 1991 (at age 23) when I was a teacher at the boarding school he attended. I had always believed there was an important psychological side to pitching, hitting, and fielding success, yet this book was the first to verify that and to offer many useful techniques. I know that this book gave me an edge in my Yawkey Amateur League of Boston pitching career, from 1991-1999, and I’ve integrated many of its basic teachings into my everyday life.

friday-night-lights.jpgFriday Night Lights: A Town, A Team, and a Dream, by H.G. Bissinger
It breaks your heart to read about these teenage athletes reaching the pinnacle of their lives in high school, then re-living their adolescent glory days the rest of their lives while pumping fuel at the gas station on the corner (similar to the movie, Hoop Dreams). And it’s stunning to see the religious fervor that’s generated by high school football in Texas. Superior writing makes this an unforgettable reading experience.

legend-of-bagger-vance.jpgThe Legend of Bagger Vance, by Steven Pressfield
Just a marvelous, metaphysical golf story, incredibly well written. When I finished it, I remember thinking, “That’s one of the greatest novels I’ve ever read – if not the greatest.” One of those books that casts a spell on you while you’re reading it, then leaves you enchanted at its conclusion.

golf-is-not-a-game-of-perfect.jpgGolf Is Not A Game Of Perfect, by Dr. Bob Rotella
I read this in 1998 and promptly went out and shot my best round of golf ever – BY FAR (best piece of advice: don’t add up your score – or even think about your score – until the end of your round). I won’t even tell you the score I achieved because you wouldn’t believe me, but I’ve also never come close to playing that well for 18 holes since then. After reading the book, I wrote its most important principles on a sheet of paper, and I review this sheet prior to every round I play (I keep the tattered old piece of paper in my golf bag).

for-love-of-the-game.jpgFor Love Of The Game, by Michael Shaara
I’m not sure when I read this, but I know I read it in one sitting (it’s a compact, 152-page paperback). An aging, former all-star pitcher, in the last year of his career, unexpectedly finds himself pitching the best game of his life, and each out brings him closer and closer to perfection. It’s the kind of novel I would write if I knew how to write a novel (and Shaara, a Pulitzer Prize-winner, knows how to write a novel).

moneyball.jpg Moneyball, by Michael Lewis
A non-sports fan would enjoy this book and call it “an excellent piece of non-fiction,” but to sports fans, it’s just about the best non-fiction book we’ve ever read. Michael Lewis is a masterful storyteller, and what a fascinating story this is about the “small market” Oakland A’s using insights into player statistics to compete against teams with payrolls five times as large. After reading this book, you’ll never look at baseball statistics the same way again.

sabr-record-book.jpgThe SABR Baseball List & Record Book: Baseball’s Most Fascinating Records and Unusual Statistics, by the Society for American Baseball Research
There are a lot of record books out there, but this one is definitely the most entertaining. The title of this book describes its contents perfectly: it’s filled with “fascinating records and unusual statistics” that keep you smiling, page after page. Here are two examples:

i) “Most at-bats in a season without a hit by a non-pitcher”

(answer: 35, by Hal Finney, Pittsburgh, 1936);

ii) “Batting Champion by Widest Margin”

(answer: .086, by Nap Lajoie, Philadelphia, who hit .426 in 1901 – the runner-up, Mike Donlin, Baltimore, hit .340).

What are your favorite sports books of all-time?

The Origins of Expertise

boy practicing tennisWe can all point to clear evidence showing that elite performers – in all areas – possess innate strengths that give them an edge over the rest of the crowd. For example, Shaquille O’Neal’s body gives him an edge in professional basketball, and composers such as Bach, Mozart, and Beethoven obviously had musical talents that set them apart from generations of artists. But is “talent” really the core ingredient of expertise and elite performance?

An interview entitled, The Expert on Experts, from Fast Company’s November 2006 issue, illuminates “expertise” in a different light, and suggests that my examples above are extreme exceptions to the typical evolution of expertise. The interview’s subject is K. Anders Ericsson, professor of psychology at Florida State University and author of the 918-page Cambridge Handbook of Expertise and Expert Performance. Ericsson says:

“With the exception of some sports, no characteristic of the brain or body constrains an individual from reaching an expert level….Elite performers aren’t genetically superior. They spontaneously do things differently from those individuals who stagnate. They have different practice histories. Elite performers engage in what we call deliberate practice – an effortful activity designed to improve target performance….. In general, elite performers utilize some technique that isn’t well known or widely practiced.”

I was recently reminded of this Fast Company article when reading Brad Gilbert’s book, I’ve Got Your Back: Coaching Top Performers from Center Court to the Corner Office. Gilbert is a former top-ten tennis pro who later coached #1 players, Andre Agassi and Andy Roddick. As a youngster, Gilbert was always a good player but he never stood out as a future star. He received a tennis scholarship to a junior college, eventually transferred to Pepperdine University, joined the ATP tour, and slowly worked his way from #180 in the world to his peak ranking of #4.

It was this paragraph from Gilbert’s book that struck me:

“I guess a couple of things made me different from other up-and-comers on the tour. Sure, I had resilience and foot speed. But other guys had those traits. What set me apart, maybe, was my eye for the game, my memory of how people played it, and my drive to pay attention. Almost every other guy on the tour, when he was finished with his match, couldn’t wait to get the hell out of there – to go back to the hotel room to watch TV, or go pound a few beers. Call me nutty (and a few people did), but I loved to hang out at the venue: watching matches or practice, shooting the breeze with guys in the locker room or training area. And whenever I was watching tennis, I was taking notes. I kept a little black book on every guy I played, and every guy I saw playing…. if you know the other guy’s weaknesses, you have a huge leg up.”

Later in the book, when Gilbert explains how he helped Andre Agassi improve from a #30 world-ranking to #1, the “black book” technique is featured once again.

Steven D. Leavitt and Stephen J. Dubner (authors of the interesting book, Freakonomics) wrote this about Ericsson’s expertise book in The New York Times Magazine:

The Cambridge Handbook of Expertise and Expert Performance makes a rather startling assertion: the trait we commonly call talent is highly overrated. Or, put another way, expert performers – whether in memory or surgery, ballet or computer programming – are nearly always made, not born. And yes, practice does make perfect.”

I find it amazing – and thrilling – that good performers can become elite performers through “deliberate practice” and “utilizing some technique that isn’t widely known or widely practiced.” And I find it fascinating that, since natural talent isn’t the central reason for superior performance and any of us can become an elite performer in an area that deeply interests us, we aren’t all among the “elite” in something.

Clearly, everyone has a choice: to become an expert or elite performer in an area of our choosing, or to be a generalist. (And while “generalist” implies mediocrity and dulled impact, we can always turn to Benjamin Franklin and Babe Didrikson Zaharias, two “expert generalists,” for stunning counter examples…)

Rules vs. Results

We were all trained as children to “follow the rules.” But should our teachers have taught us how to decide when to break the rules? (Yes.)

Heike Bruch and Sumantra Ghoshal spent years studying managers and seeking out the habits and characteristics that separate “purposeful managers” (only 10% of all of them) from the frenzied, dTiger Woodsetached, and procrastinators. Their findings are collected in A Bias For Action (2004).

One of their most interesting insights is that successful managers know when to “break the rules” to reach critical organizational goals.

They write:
“Purposeful managers take an active stance when it comes to formal regulations and informal rules developed through cultural norms, habits, and shared expectations. Not only do they question rules that they deem outdated or inappropriate, but they also break or circumvent the rules when it’s absolutely necessary for achieving their goals.”

Sometimes, we need to ask ourselves, “Am I getting paid to do things the way my boss and her boss would like me to do them, or am I getting paid to give my boss and her boss the results they want to see?” Bruch and Ghoshal’s research reveals that the most successful 10% of managers prioritize results over following protocol.

What rule – either formal or informal – are you letting stand in the way of your optimum performance?

A Golfer In My Own Mind

Tom WatsonThe third round of the Pebble Beach Pro-Am was on TV in the background today as I supervised and played with my 4 small children (yes, that’s Tom Watson at Pebble Beach, left), and it got me thinking…

I have probably played a total of 50 rounds of golf in my entire life (perhaps 2 per year since 7th grade). How, then, can I justify calling myself a golfer?

Perhaps it’s because I imagine playing golf all the time; I read books about golf (The Legend of Bagger Vance, by Steven Pressfield, is one of my all-time favorite novels); my son and I compete in Yahoo’s online golf league together; in the summer, I’m constantly trying to find a way to squeeze in nine holes; when I do find time to get out on the golf course, I feel a level of peace, freedom, and competitive focus attainable in no other way.

Why does this game have such a hold over me, and over so many others? What is it about this sport that makes it so addictive, so engaging, so exhilarating — even for hacking amateurs like me?

Most importantly, how can you and I quadruple our annual golfing time during the course of the rest of our lives?

“I asked Arnold Palmer if he’d ever come close to mastering the game of golf; he said he thought he had once, for nine holes.” — Fuzzy Zoeller, from Be The Ball: A Golf Instruction Book for the Mind

Are You Measuring The Right Things?

Wrigley’s fenceSeth Godin describes an example today on his blog that shows that “just because you can measure it doesn’t mean it’s important.” It reminded me of a great book about measurements – indeed, one of the best non-fiction books I’ve ever read.

Have any of you read Michael Lewis’s book, Moneyball: The Art of Winning An Unfair Game? (Even if you couldn’t care less about sports, you’ll enjoy this book.) It’s a fascinating story that provides a perfect example of how “knowing what to measure” can have a dramatic impact on an organization’s results.

A few years ago, the general manager of the Oakland A’s, Billy Beane, set out with some MIT stat geeks to figure out what player statistics correlate most closely to “scoring runs.” What they discovered enabled them to compete on a different level in the game of selecting players. While every other team pursued players with high “batting averages” and “home run totals,” the A’s had figured out that these stats weren’t actually the most important when seeking players who would help you WIN (which is, of course, the ultimate goal).

They learned that “high on-base percentage” and “high slugging percentage” were the statistical qualities that contributed most to winning games — and that many of the players with the best stats in these areas were either overlooked by other teams (who had their eye on the wrong measurements), or undervalued in terms of salary. So, on one of the smallest budgets in all of baseball, the A’s put together a team that competed for the World Championship several years in a row.

How’d they do it? They asked the right questions, did some analysis, and figured out the right things to measure to identify players who could help them achieve their ultimate goal of winning – then they adjusted their game plan accordingly.

What if you could engineer a surge in your results in your own field, similar to the A’s surge in victories, by starting to measure the right things?

Return on Relationship

Present and Future CustomersI love equations that explain seemingly complicated ideas in simple ways. Here’s one I stumbled upon a few years ago in Return on Customer, by Don Peppers and Martha Rogers, that has crystallized the way I think about customer relationships (and non-profits’ relationships with their philanthropic supporters). It’s ingenious because it balances the priority of maximizing current-year cash flows with the priority of replenishing customer equity for the future.

Return on Customer/Donor Relationship = [(Cash Flow in Year 1) + (Change in Customer’s Lifetime Value in Year 1)] divided by (Customer’s Lifetime Value at Start of Year 1)

The concept here that is too often ignored is “Lifetime Value.” A customer or donor is more than just a person who provides revenues during the current year. He/she also goes up and down in lifetime value to the organization.

As Peppers and Rogers write, “When a customer has a good (or bad) experience with a company and decides on the basis of that experience to give more future business to it (or less), the firm has gained (or lost) value at that very instant, with the customer’s change of mind. It doesn’t matter that the extra business a customer might give a company won’t happen for a few months or even a few years – the customer’s intent has changed already, and so the customer’s lifetime value went up (or down) immediately, in the same way a share price would go up imnmediately if the company were suddenly expecting better profits sometime in the future.”

Imagine how companies and non-profits would behave differently if they knew the future value to the organization they were destroying through some of their aggressive strategies for short-term revenue! And imagine how staff would behave differently if they were measured on their performance in maximizing “Return on Customer Relationship” for their organization’s most high-potential customers!

(I’ll be presenting on this topic this Sunday, at the annual CASE/NAIS Conference in Philadelphia. Where it is currently very cold. Why couldn’t they have held this conference in Florida?)

How Would You Put Your Own Company Out Of Business?

Anotheroyal theater, closedr way to think about the 100 Marbles metaphor comes from Getting Things Done author, David Allen: “If you were to quit your job and go out and start a company that would put yours out of business, what would you do differently in your new company?”

Pausing to think about this hypothetical situation reveals giant opportunities for improvement. By looking at our company (or non-profit, or department, or team, or marriage!) through the eyes of an imaginary, cut-throat competitor who knows our operations inside and out, we’re suddenly able to name our areas of greatest weakness and vulnerability. Miraculously, the steps required to take a quantum leap become obvious. And we realize that not reallocating our “100 marbles” to respond to the savviest competitor imaginable is sheer, self-sabotaging insanity.

(note: You can read my original “100 Marbles” article at Lifehack.org by clicking here)

100 Marbles and The Time Log

marblesAs I wrote in an article over at Lifehack.org, there’s a game we’re all playing, like it or not. It’s called 100 Marbles, and you win by allocating your “marbles” (units of time, attention, effort, and energy) in new ways to achieve more out of life than if you were to maintain your current marble allocation. It sounds simple: invest your marbles thoughtfully, improve your results.

But before you can even try to win this game, you need to know how you’re investing your marbles now. Ironically, most of us have no idea how we allocated our time, attention, effort, and energy over the last month. Even though you were there for every minute of it, you would probably be amazed to learn the actual, exact allocation of your 100 marbles during this time.

The only way to truly know how you’re investing your marbles is to keep a time log. I was persuaded to try a time log by three superb books that make strong cases for it: 1) The Effective Executive, by Peter Drucker (1966); 2) How I Raised Myself From Failure To Success In Selling, by Frank Bettger (1947); and 3) The Critical Path To Sales Success, by Frank Sullivan (1970).

I have kept a time log for 1-2 week periods about six times over the last few years, and each time, the results have been eye-opening and enlightening. Just the act of keeping a time log radically increases my awareness, from moment to moment, of what I’m focusing on – and what I’m not focusing on. It’s like having a mini coach sitting on my shoulder, with a stopwatch in one hand and a clipboard in the other, watching everything I do. Wasted time becomes more intolerable and painful, and long stretches of uninterrupted time on important projects and pursuits become the Holy Grail of productivity.

Peter Drucker writes: “Effective executives start by finding out out where their time actually goes. The analysis of time, moreover, is the one easily accessible and yet systematic way to analyze one’s own work and to think through what really matters in it.”

So before you reallocate your 100 marbles, investigate how your marbles are currently invested. Then, be strategic, thoughtful, and deliberate about allocating your marbles to the things that “really matter.”

(note: You can read my original “100 Marbles” article at Lifehack.org by clicking here)

Work-Life Balance: The Window Looking West

window overlooking oceanThe best train ride I’ve ever taken was May 17, 2002, from Boston to Philadelphia. I know this because that’s the date I wrote on the inside cover of Magical Worlds of the Wizard of Ads: Tools and Techniques for Profitable Persuasion, by Roy H. Williams – the book that mesmerized me for the entire trip. Perusing the book again last night, I came across a note I wrote in the margin on page 136: “The best advice on work-life balance I’ve ever read.” I’d like to share with you a shortened version of this classic, two-page essay, entitled, Look Out The Other Window. The entirety of what follows is in Roy Williams’ words.

“How do you leave all the cares of the office at the office?” my good friend Akintunde asked. “I’ve never been able to do it.”

Pointing to the east, I said, “Look out that window and tell me what you see.” Akintunde looked intently out the window and described in detail what he saw there. “Now look out this window,” I said, pointing to the west, “and tell me what you see.” Akintunde spent the next several moments describing an entirely different scene. I said, “That’s how I do it.”

When he said he didn’t understand, I pointed to a bare wall and said, “Tell me what you see.”

Akintunde said, “I see nothing but a blank wall.”

“Keep looking,” I told him. After a minute of watching him stare silently at the wall, I asked, “Are you thinking about what you saw out the window?”

“Yes, I am,” he laughed. “How did you know?”

“Akintunde,” I said, “if you will pour yourself into something that will occupy your evenings and weekends as completely as your job occupies your nine to five, you’ll find that you will soon be feeling less tired, less frustrated, and less stressed out about what’s happening at the office. The reason you can’t quit thinking about the office is because you’re going home each night and staring at the wall.”

Like most people, our friend Akintunde had been confusing rest with idleness. Rest is not idleness. Rest is simply looking out a different window. If you have a job, or anything else that you struggle with and worry about, you have a window that looks to the east.

But do you have one that looks to the west?

It’s not, “What do people think of you?”

I want to share with you the most powerful idea about human relationships that I’ve ever heard. It’s in the form of a question, and it’s from an essay by Harvard Business School professor, Thomas J. DeLong, in Remember Who You Are (2004). Here it is: “How do people experience themselves when they are with you?”

Imagine if, in our daily interactions with others, we succeeded in giving people a better experience of thegrandfather swinging grandsonmselves than at any other time during the day. 

This seems like an outrageously ambitious goal to set. But in practice, it doesn’t take much to achieve. Be excited to see other people. Look them in the eye. Smile with your whole body. Call them by name, and ask how they’re doing. When people ask how you’re doing, tell them, “Excellent!” Take an interest in others’ lives. Listen to their stories, and laugh. Keep conversation focused on them, not on you. By God, tell them how great they are!

How does your spouse or significant other experience him/herself when you walk through that door after a tiring day at work? Loved and appreciated? Or deflated? How does your child experience him/herself when he/she is with you? Are you more interested in watching the TV news than you are in hearing about his day at school?

Starting now, start to notice the “invisible” people in your daily life (such as administrative assistants, maintenance staff, fast-food order takers, security workers, and customer service phone reps) and deactivate their invisibility by asking a question, complimenting their work, saying a heartfelt thank you. Rid yourself of your hierarchical lenses and see others as equal to you – because they are! There’s something magical about giving someone a high-five and uttering their name with gusto as you walk by them in the hall. Try it!

DeLong prods, “What transpires inside people when you are talking to them? What are they thinking and feeling? In what way, however small, has their perception of themselves changed as a result of having the interaction?”

When we slow down and even go out of our way to make others feel unique, interesting, talented, or important, we are truly “making their day.” For that shining moment, their experience of themselves is ideal. (And, ironically, our experience of ourselves is idealized, too.)

8 Secrets of a Time Revolutionary

I am married and have four small children. My wife works full-time during the week, and so do I. My job keeps me busy from Monday through Friday, from about 8am to 6pm (which is not enough time to accomplish all I want to accomplish at work), and my weekends are devoted entirely to my kids. Taking a cue from Richard Koch’s book, The 80/20 Principle, I have become a “time revolutionary” in order to fit into my life everything I want to fit in, while remaining a visible and involved parent and a visible and involved manager at the office. Here are some of the time principles I have found useful:

1. Commit to being home when your children are getting ready for bed – at least five days per week. Say “no” to commitments that would keep you away from your children at bedtime. Tell others this is why you can’t commit – they will understand and they will admire you for taking this stand. Be there when they brush their teeth; read them a book before turning off the light. These days, just being there for your kids at these sacred times is truly revolutionary!

2. Three or four times per year, take a day off from work and take your child out of school for a day, and do whatever your child wants to do. Go to a museum. Go out to a pizza place for lunch. Play baseball at the local playground. Go to a bookstore and buy him/her a few books of his/her choosing. Go to the top of the tallest building in your city. Spend focused time with your children (or loved ones). Even a half-day off from work is worthwhile and meaningful. My strongest childhood memories of my father are the days he took off from work to spend with me, including Opening Day at Fenway Park every April.

3. During the work week, if it’s at all possible, schedule a lunch date with your spouse. We always think our dates need to be in the evenings – but sometimes lunch is just more do-able, and the bonus is you’re more alert at lunch than at dinner.

4. Wake up early. Very early. 4:30am or 5:00am. Get your exercise in early. Or peaceful newspaper-reading. Plan the day ahead.

5. Make a list of all of your commitments and activities that take at least ½ hour of your time each week. Select three of them that you simply don’t enjoy, or that give you the least return on your investment. In the next 48 hours, make a call to remove yourself from those three commitments. You will experience a double-whammy of time revolution – ridding yourself of undesirable commitments that suck away your time and your energy, and freeing up time and energy for things that do matter to you. Marcus Buckingham, in his book, The One Thing You Need To Know, asserts that the key to personal effectiveness is to “Find out what you don’t like doing and stop doing it.” I think he has nailed it.

6. Say “no, thanks” to every offer that requires a major commitment of your time, until you’ve had at least a few days to think about it. And don’t add unless you subtract – if you add a new commitment to your life, be disciplined about subtracting one at the same time. I once attended a week-long seminar with accomplished entrepreneurs (I was a guest) and on the first day, they were asked by the instructor, “What would you most like to learn?” and the most frequent response was, “How to say no.”

7. Work at home (or in the local public library) one day a week, or two half-days per week. It’s amazing how being out of your office, away from typical interruptions and distractions, fosters focus and perspective that promotes creativity, new ideas, and productivity.

8. Get creative in your use of weekends. Reserve two hours on Saturday, and two hours on Sunday, to focus, uninterrupted, on an important project. Schedule it, protect it from others’ demands, and work on it in an environment that will be conducive to productivity. I like 5:30-8:00am at the Starbucks about a mile from my home. When I get home, my family hasn’t missed me much because they’ve been sleeping while I’ve been gone, and I’ve already gotten more done than I will the rest of the day.

The War of Art – Turning Pro

The second section in The War of Art, by Steven Pressfield, exposes all of us artists (well, almost all of us) for what we really are – amateurs – and explains the simple but profound differences between an “amateur” and a “professional.” These are the terms Pressfield uses to label dabbling hobbyists vs. dedicated, focused, disciplined craftsmen. (Nomar Garciaparra, by the way, is one of my favorite pros. A hard-working dude who’s an artist with the bat and glove.) I can’t resist sharing a few excerpts:

“The amateur is a weekend warrior. The professional is there seven days a week. …The professional loves [his game] so much, he commits his life to it…. Resistance hates it when we turn pro.”

“Do I really believe that my work is crucial to the planet’s survival? Of course not. But it’s as important to me as catching that mouse is to the hawk circling outside my window. He’s hungry. He needs a kill. So do I.”

“The payoff of playing-the-game-for-money is not the money (which you may never see anyway, even after you turn pro). The payoff is that playing the game for money produces the proper professional attitude. It inculcates the lunch-pail mentality, the hard-core, hard-head, hard-hat state of mind that shows up for work despite rain or snow or dark of night and slugs it out day after day.”

“The pro understands that all creative endeavor is holy, but she doesn’t dwell on it…. She concentrates on technique. The professional masters how, and leaves what and why to the gods…. The sign of the amateur is overglorification of and preoccupation with the mystery. The professional shuts up. She doesn’t talk about it. She does her work.”

“The professional conducts his business in the real world. Adversity, injustice, bad hops and rotten calls, even good breaks and lucky bounces all comprise the ground over which the campaign must be waged. The field is level, the professional understands, only in heaven.”

“The professional is prepared, each day, to confront his own self-sabotage. He understands that Resistance is fertile and ingenious. It will throw stuff at him that he’s never seen before. ….His goal is not victory (success will come by itself when it wants to) but to handle himself, his insides, as sturdily and steadily as he can.”

“The professional cannot take rejection personally because to do so reinforces Resistance. Editors are not the enemy; critics are not the enemy. Resistance is the enemy. The battle is inside our own heads. We cannot let external criticism, even if it’s true, fortify our internal foe….. The Bhagavad Gita tells us we have a right only to our labor, not to the fruits of our labor. All the warrior can give is his life; all the athlete can do is leave everything on the field….. The professional gives an ear to criticism, seeking to learn and grow. But she never forgets that Resistance is using criticism against her on a far more diabolical level.”

“An amateur lets the negative opinion of others unman him. He takes external criticism to heart, allowing it to trump his own belief in himself and his work. Resistance loves this.”

“The professional cannot allow the actions of others to define his reality. Tomorrow morning the critic will be gone, but the writer will still be there facing the blank page. Nothing matters but that he keep working…..The professional blows off critics. He doesn’t even hear them.”

“The professional endures adversity. He lets the birdcrap splash down on his slicker, remembering that it comes clean with a heavy-duty hosing. He himself, his creative center, cannot be buried, even beneath a mountain of guano. His core is bulletproof. Nothing can touch it unless he lets it.”

“Why does Resistance yield to our turning pro? Because Resistance is a bully. Resistance has no strength of its own; its power derives entirely from our fear of it. A bully will back down before the runtiest twerp who stands his ground.”

“The essence of professionalism is the focus upon the work and its demands, while we are doing it, to the exclusion of all else.”

“There’s no mystery to turning pro. It’s a decision brought about by an act of will. We make up our mind to view ourselves as pros and we do it. Simple as that.”

There’s something disarming and inspiring about Pressfield’s stark definitions of amateurs and pros. There’s nowhere to hide – you’re either an amateur, or you’re a pro, and there’s really no in-between. And despite the seemingy superhuman commitment and dedication being a pro requires, we’re all dying to be a pro – at something. OK, so if you’re gonna go pro, what will be your vocation? Pressfield writes, “Look in your own heart. Unless I’m crazy, right now a still small voice is piping up, telling you as it has ten thousand times, the calling that is yours and yours alone. You know it. No one has to tell you.” Acknowledging that voice is scary stuff…. very scary stuff. But so is dying and not having heeded that voice.

The War of Art – Defeating Resistance

My addiction to learning is fueled by those once-a-year books I pick up that literally change the way I perceive things and influence me to think and act differently. The War of Art, by Steven Pressfield, is that book for this year. I read the (short) book over the last few days, then re-read the first half of it again today (I guess I didn’t want it to end).the war of art
This is a book that slams you up ‘side the head with its blunt yet beautiful personification of Resistance (the malevolent force of nature that intentionally diverts the “artist” from sitting down and doing her work) and its description of the differences between a “professional” (someone who stomps on Resistance daily, in order to get work done) and an “amateur” (with whom Resistance has its own way). The final section discusses the “angels and muses” who use you and me as vessels for our art – if we’ll just get out of our own way, sit down, and begin.

The quality of the book that gives its ideas such power is its depiction of Resistance as an evil force that owns us – unless we become aware of its pernicious influence and take steps every day, every hour – whenever it creeps up on us – to actively combat Resistance. Here are some key excerpts from the first section that defines the enemy of Resistance:

“Are you a writer who doesn’t write, a painter who doesn’t paint, an entrepreneur who never starts a venture? Then you know what Resistance is.”

“Resistance will tell you anything to keep you from doing your work….It will reason with you like a lawyer or jam a nine-millimeter in your face like a stickup man.”

“Resistance’s goal is not to wound or disable. Resistance aims to kill. Its target is the epicenter of our being: our genius, our soul, the unique and priceless gift we were put on earth to give and that no one else has but us. Resistance means business. When we fight it, we are in a war to the death.”

“Resistance is directly proportional to love. If you’re feeling massive Resistance, the good news is, it means there’s tremendous love there too. If you didn’t love the project that is terrifying you, you wouldn’t feel anything.”

“Rationalization is Resistance’s right-hand man. It’s job is to keep us from feeling the shame we would feel if we truly faced what cowards we are for not doing our work.”

“Rationalization is Resistance’s spin doctor…. Resistance presents us with a series of plausible, rational justifications for why we shouldn’t do our work…. What Resistance leaves out, of course, is that none of this means diddly. Tolstoy had thirteen kids and wrote War and Peace. Lance Armstrong had cancer and won the Tour de France three years and counting.”

“Resistance seems to come from outside ourselves. We locate it in spouses, jobs, bosses, kids…. Resistance is not a peripheral opponent. Resistance arises from within. It is self-generated and self-perpetuated. Resistance is the enemy within.”

Already, since reading The War of Art, I have become much more tuned in to those moments when Resistance is trying to press its claws into me. And perhaps because I have learned to identify Resistance in all its chameleon, sneaky forms, I’m really enjoying kicking its butt. It’s been four straight days of running now, despite all the (true and real) rationalizations you could possibly imagine. Even writing this blog post is a victory over Resistance. Feels good to block the slam dunk of Resistance for one day. The war begins anew tomorrow morning, 5:00am. Bring it on.

By failing at GTD, I have learned its keys

I read the book, Getting Things Done, in 2001. Since then, I have re-read it several times and integrated many aspects of the program into my life. Unfortunately, I have not been able to attain “black belt” status during the last five years, nor have I come very close. And yet, the intention of working towards a black belt in GTD is always there. And every day I think and act in a bastardized GTD sort of way.

As a GTD believer who has so far failed to go the distance in implementing GTD in my life, I do think I have identified two main pillars of GTD which, of course, have been the toughest things for me to fully integrate.

1. The Weekly Review. This is sort of like eating vegetables and exercising daily. You know it’s good for you, you know you need to do it to be at your best and to live a better life, and yet it just doesn’t happen. My two main obstacles to completing a full-blown Weekly Review are: a) Negotiating with others who need my time to secure personal time I would need for a Weekly Review, and b) Even when I’ve scheduled time for a Weekly Review and am in-process, I have never failed to go down rabbit trails and start working on actions and projects before I’ve completed my Weekly Review. In short, I feel like I need an entire Saturday away from my family to get it done the right way (which I can’t get, because of my parenting priorities). Then, I need someone standing over me saying, “Do NOT start working on that. Write it down and go on to the next thing in your in basket. MOVE ON!”

2. Write down everything, get it all out of your head. Then throw it all into your in-box, to be processed once a day. I have become someone who writes down ALMOST everything, and gets ALMOST everything out of my head. And yet, as David Allen says, if you don’t get it ALL out of your head, if you don’t write it ALL down, you won’t trust your lists and you can’t relax knowing you’re doing exactly what you should be doing at that moment. I do carry around a pad and pen in my wallet and I use them often, but too often I still trust myself to remember ideas I’m having in the shower, while I’m driving, while I’m watching football on TV, etc. And then, I forget these ideas. Doh! And while I do use my in-box as a place to throw my ideas, I don’t go through my in-box frequently enough. There’s so much stuff in there, it repels me during a week of go-go-go implmentation. And then, I trust my lists even less. Because of my many young kids and my heavy parenting responsibilities, I can’t arrive at work earlier than 8 and I can’t leave later than 5:30pm and it’s a major deal to work on the weekends, and yet, what I really feel I need is more time – to process, to think, to plan next actions. I could stop working at 4:00pm and just process the in-box. Perhaps this would be better for my overall effectiveness. But my time for taking action is already so short, I’m loathe to shorten it for processing and thinking’s sake. (And yet, as I write that last sentence, it’s so obvious that it’s what I need to do.)

Don’t Add Unless You Subtract

mind set I picked up a really interesting book a couple of weeks ago: Mind Set! by John Naisbitt. I’ve never heard of Mr. Naisbitt, but I gather that he is well known for his ability to identify major trends and to give us a glimpse of what the future holds. In this book, he explains the eleven “mindsets” he has developed to synthesize the flood of information he’s exposed to every day (newspapers, media, etc.) and to develop his conclusions about significant trends.

“Don’t add unless you subtract” is one of his most compelling and interesting mindsets. I’ve been thinking about it for about a week now and have found it to be remarkably relevant in my life.

This fall, my staff decreased from five to four (including me) and a major new project (a new full-time job itself) was added to my plate. I added but did not subtract, and all four of us are feeling the effects.

I used to run every morning at 5am in order to be back home before the first of my three small children awoke, to tend to them so my wife could sleep in a little longer. Then came baby #4, and leaving at 5am meant not being around to help at 5:10am when the baby awoke, crying for a bottle. So, I added the baby, and subtracted the run. I have tried many ways to add the run back into my life, but have not been willing (yet) to subtract something else to make it work.

Of course, what I crave is a 25th hour in the day. While I know it doesn’t exist, a part of me thinks I can find it somehow. And it’s that irrational belief that makes me say “yes” to appealing requests for my time, despite my already-full schedule….

Obvious Adams

Obvious AdamsMany of us have an aversion to consultants – they cost so much and they think they’re so darn smart. But then why do we need consultants? Because it’s human nature for us to lose the ability to see our organizations, programs, and plans objectively. We need consultants to point out the obvious to us and develop obvious solutions to our problems. The fact is, if we could develop the ability to see our organizations and plans through fresh eyes every day, and then take time to think about obvious solutions, we would never need a consultant the rest of our careers. Meet Oliver “Obvious” Adams.

Obvious Adams, first published in the Saturday Evening Post in 1916, is the delightful short story of a “very ordinary sort of boy” possessing “no particular initiative” who, nevertheless, rises quickly in the Oswald Advertising Agency from “periodicals filer” to president of the company. Mr. Adams’ talent? He is able to discern the “obvious” solution to any problem. Invariably, his supervisors are stunned they did not see the simple solution for themselves: “Now, why in thunder couldn’t some of us have thought of that?”

Near the end of his career, Obvious Adams was interviewed and asked, “Why don’t more businessmen do the obvious?” And he answered,

“I have given considerable thought to that very question, and I have decided that picking out the obvious thing presupposes analysis, and analysis presupposes thinking, and thinking is the hardest work many people ever have to do, and they don’t like to do any more of it than they can help. They look for a royal road through some short cut in the form of a clever scheme or stunt, which they call the obvious thing to do; but calling it doesn’t make it so. They don’t gather all the facts and then analyze them before deciding what really is the obvious thing.”

How can we think about our projects, our work, our teams like an outside consultant? Do we take enough time to step back from our work, think about what the real objective is, analyze the current situation, and identify the “obvious” solution? And then, once we’ve identified it, how can we muster the courage to implement the “obvious” solution?