Resilience is something that many talk about, but is hard to come by. It can be quite useful to have innate resilience in you to overcome the hardships of life, professional career, and even entrepreneurship. Things worth pursuing in life are hard. That’s why it’s rare to see great achievements, and it is that very journey of overcoming the difficult challenges with resilience makes it fulfilling and worthwhile.
There are many words used to describe resilience: perseverance, tenacity, relentlessness, and some even may use the word stubbornness, but they all describe one common theme: not giving up, trying again, being resourceful to achieve a seemingly impossible goal, and ultimately getting to that very success. (Also recommend reading Paul Graham’s essay “Relentlessly Resourceful“)
I’m a big believer that our two primary constraints to progress are time and energy. Of course, we need to be physically and mentally healthy to manage them well, but based on how you manage your time and energy, you also reap the benefit of better overall wellness, reinforced through a positive feedback loop.
With that said, (yet another) HBR article “Manage Your Energy, Not Your Time” by Tony Schwartz and Catherine McCarthy is a good one to understand the framework on how to manage your personal energy well.
Here’s an excerpt from the article on renewing the four dimensions of your personal energy and I found them to be quite helpful:
Enhance your sleep by setting an earlier bedtime and reducing alcohol use.
Reduce stress by engaging in cardiovascular activity at least three times a week and strength training at least once.
Eat small meals and light snacks every three hours.
Learn to notice signs of imminent energy flagging, including restlessness, yawning, hunger, and difficulty concentrating.
Take brief but regular breaks, away from your desk, at 90- to 120-minute intervals throughout the day.
There are five degrees of initiative that the manager can exercise in relation to the boss and to the system:
wait until told (lowest initiative);
ask what to do;
recommend, then take resulting action;
act, but advise at once;
and act on own, then routinely report (highest initiative).
Clearly, the manager should be professional enough not to indulge in initiatives 1 and 2 in relation either to the boss or to the system. A manager who uses initiative 1 has no control over either the timing or the content of boss-imposed or system-imposed time and thereby forfeits any right to complain about what he or she is told to do or when. The manager who uses initiative 2 has control over the timing but not over the content. Initiatives 3, 4, and 5 leave the manager in control of both, with the greatest amount of control being exercised at level 5.
In relation to subordinates, the manager’s job is twofold. First, to outlaw the use of initiatives 1 and 2, thus giving subordinates no choice but to learn and master “Completed Staff Work.” Second, to see that for each problem leaving his or her office there is an agreed-upon level of initiative assigned to it, in addition to an agreed-upon time and place for the next manager-subordinate conference. The latter should be duly noted on the manager’s calendar.
👉 Summary: When an employee brings a problem to you, outlaw use of level 1 or 2. Agree on and assign level 3, 4, or 5 to the monkey*. Take no more than 15 minutes to discuss the problem.
* Monkey: It’s from “monkey-on-the-back” metaphor, and means a task that needs to be done/handled/responded to.
The five forms of power were introduced by John French and Bertram Raven, and depicts different forms of power that exist in organizations. There are ones that are short-lived with limitations and ones that are more sustainable and scalable.
Coercive Power: Being able to force someone to do something (against one’s will)
Cause of many problems, poor form of leadership, can be easily overthrown (or abused)
Reward Power: Ability to reward to do something unpleasant
Diminishing returns, short-term effect, regularity removes its effectiveness completely
Legitimate Power: Exercise a degree of reward or punishment based on role/title
Loses power immediately as the position or title is changed, weak form to persuade/convince people
Referent Power: Respected, approved, admired
Highly scalable and effective, but may decrease dramatically based on circumstance (e.g., popular politician getting taken off the show upon scandal)
Expert Power: Knowledgeable and capable
Long-lasting, high value, and defensible form of power
Later on, they added 6th power — Informational Power: Ability to control the information that others need to accomplish something which usually comes from a position or a role. This too can be effective, but can also be interpreted as political or gossiping.
One of the most effective ways to build and demonstrate your power in the organization is the combination of #4 Referent Power and #5 Expert Power. By combining the two, leaders can build and demonstrate scalable and long-lasting form of influences in their organization and beyond.
This is a note for the future, to adapt the company and self through a global pandemic caused by COVID-19. I have full trust that the world will have a better playbook to deal with such pandemic in the future.
Short-term Shock and Long-term Recovery
While it’s uncertain how long the Covid-19 global pandemic will last, the impact on the overall economy is real, as seen from some of the markets where Covid-19 hit earlier, the consumer industries are already experiencing real loss of business. The travel industry collapsed, airlines in Korea are down by 80%, freights revenue down by 44%, ship manufacturing revenue down by 76%, and so forth. These are not the market caps, but the actual revenue decreases already being realized as months have gone by since the initial outbreak of Covid-19. Now the impact data on U.S. economy is starting to surface and except for a few industries (e.g. digital healthcare, online education, food delivery, grocery, etc.), most industries are getting crushed. Unemployment ratio is rocketing through the roof and companies and physical stores are shutting down with massive lay offs.
Over the first few days of the new year, I’ve took the course on the big five model of personality — “Discovering Personality.” It was a fascinating refresh of the big five model and had the opportunity to go deeper into the understanding of the two aspects for each of the five factors.
It was helpful to understand the amount of statistical rigor that went into building this model, although as noted in the lecture, the names of the factors I think is somewhat poorly done and feels more biased than neutral.
The key takeaways from the lecture were being able to better understand myself beyond what I had before, especially around the aspects of conscientiousness and how these aspects interact with other factors.
I was first recommended the book “Leadership and Self-Deception” from Stewart Butterfield during Y Combinator Growth program late last year. I finally got the chance to open the book recently and the story resonated so much that I recommended this book to our entire company.
A high-level summary might go like this: if you get into self-betrayal, you go “in the box” where your perspective of the world starts to distort in your favor. By self-justifying, you find ways to blame others, while inflating your own virtue.
The result is making your relationship worse and inviting others into the box along the way, starting a vicious cycle. Below diagram shows the inside of Bud’s mind, one of the characters in the book. Bud’s baby son David wakes up in the middle of night. The diagram shows what goes through Bud’s mind as he thinks about whether to get up and tend to David or not, while his wife Nancy is asleep besides him.
After managing different teams of various background and scale over the years, I’ve always thought the question “what is your leadership style?” is almost a trick question. An executive from another company once shared with me a framework he learned at one of the leadership classes he took at Harvard.
It seems like the original version of Situational Leadership is a bit more complex, but the simplified version he shared made more sense to me and felt more applicable to everyday managers.
I enjoy watching stand-up comedies. People like Louis C.K., Dave Chappelle, Mike Birbiglia, Trevor Noah, Ryan Hamilton, John Mulaney comes to mind. I’ve been watching the shows to learn English (great teachers, I know) and pick up some useful dialog patterns to use during sales calls.
I think there’s something magical about stand-up comedies. There’s a great balancing act of psychology how comedians connect with the audience. The comedian captures the audience, puts them in a situation, then does something completely unexpected or extreme that gives catharsis to the audience, letting them play a role that will not likely happen in their own life, things they will not likely do or say. And it creates a seemingly spontaneous reaction in a form of a laughter to so many diverse people in the room, which has been carefully planned and perfected by the comedian.
We all know this, because even though comedies are hard to create, are easy to enjoy.
At Y Combinator‘s Tuesday dinner event last Tuesday (2/23/2016), Michael Moritz came for a talk. It was deeply inspiring to see him in person, but it was even more energizing to see him still so ‘obsessed’ about his work at Sequoia Capital.
Here’s a brief excerpt from his talk:
That’s what, at Sequoia, we’ve always been focused on: How do we maintain a consistent level of exceptional performance? Most entities, most organizations are capable of doing it through a year, or five years, maybe ten years. Very few are able to do it over multiple decades. And I’m not saying that we’re exemplary, but we’ve worked really, really hard on trying to perform at an extremely high level.
How have we done it? It all sounds very, very mundane. You can read a book about the principles of high performance, or great leadership, and it’ll all sound very straightforward and rudimentary. The difficulty is doing it every day, doing it every week, month, quarter, year, and keeping that beat up.
Which is part of the reason we don’t have all sorts of lucite blocks commemorating this or that anniversary of some company hanging around the office at Sequoia: Because all of that is yesterday, and it’s irrelevant to the future.
You must be logged in to post a comment.