Small Love

The front-facing window of our family room faces East. And not just East, but perfectly East. And so in the mid-morning, before the sun is at its highest point in the sky, its light pours in by the bushel.

That window, over the 6 years we’ve lived in this house, has become a bit of a holy place for me.

Before that window is Riley’s guard post, where he became the sentinel and protector of our family, his watchful eye and bark alarming us of any potential intruders. It is where Robert and Myles both took their first steps, on the worn-in hardwood beneath their wobbly and eager feet. It is our arena of card games, and magical lands we have built with blocks, lego blocks, and action figures.

And most recently, it is the very spot, I believe, that the brotherhood of the Tambe boys was established. It is there that Robert and Myles, 5 and 3, have stood, looking outward, their silhouettes radiant in the morning light.

In the window, side by side, facing easteward into the sun any rivalry they have has siblings is forgotten. All the fighting and the insults. All the screaming and the punches. All the jealousy and differences. All these things, have faded for now.

For now, they both there there, talking, staring out with wonder and inquiry about the comings and goings of the street. They observe and listen, both to the wind in the trees and to each other. Their world, for at least this moment, starts and ends with them and what they see through the threshold of the glass. They are gentle and peaceful, but also with a dynamism of connection between them.

This image of them, little shoulder to littler shoulder, hands up to the sill, noses to the pane, I know, is uneraseable from my memory. To see this is joy, and relief.

They, there, in the frame, convinces me that no matter what happens between them in their lives, no matter what difficulties ebb and flow between them, they can be grounded. They can be a team. Right now, what I see here before this window, is incontrovertible proof that they are bonded for life.

Before this window, they became brothers.

And soon enough, Emmett will be there with them and the fraternity they created, right there at the window, will grow. These three are becoming brothers.

What is most haunting, though, is the realization that one the most likely ways for their bond to be broken is because of me.

Rivalries, I know from education and experience, exist because of competition over common resources. Rival sports team compete for prestige. Rival kingdoms compete for land and power. Rival companies compete for customers. Rival nations compete for position in the international order.

And though I don’t understand their sibling dynamic from my own experience of having a sibling, I understand the one thing they might have to compete for is my love.

It is my duty then, part of my dharma even, to convince them that my love does not need to be fought over, to be won. I need to prove to them that my love need not be a source of their rivalry or a crack in the foundation of their brotherhood.

My love cannot be finite. The pressure on me as their father is to demonstrate beyond and shadow of a doubt, that my love for them is ever-widening and expanding. That it is a deep pool from which they can always draw, never running dry.

I need to make my heart big enough to support their brotherhood. But how? How can I do this in a world where children have lived through mass shootings on two separate campuses? How is this possible?

The secret, I think, maybe the love that is present in small things.

There is love, small love, in waving at a colleague in the hallways instead of letting them pass without acknowledgement, feeling as if they are an outcast. There is small love is in asking and answering “how are you” sincerely and truthfully. There is small love in allowing ourselves to laugh loud enough so others - and our own hearts - can believe that it’s okay to find humor in peculiar places.

There is small love in saying thank you. There is small love writing a little note or giving an unprompted hug. There is small love in remembering someone’s birthday or even just their name. There is small love making a new friend, or in letting yourself become a new friend. There is small love, if we deliberately create it, all around.

It is in these small things, and creating love in these small moments, that we see that love is possible, not just in grand seemingly-cinematic scenes but in every moment. Small love shows that it’s possible to expand our hearts in in every moment.

I think we can do this. Small love is not out of any of our reach. And the prize is immeasurable.

If we create love in small moments we can convince ourselves, our children, and those around us that life doesn’t have to be a game, but that it can be an expansive sort of thing. We can believe that love is a renewable resource, and that it need not be finite.

If I can grow my heart with small acts, I can prove to my sons that my heart is big enough and that my love is a deep enough pool for all of them. I can show them that they do not have to be rivals, they do not have to fight for my love, and that they can be brothers.

This is why I must create moments of small love. So they can be brothers.

And so to for us all, I believe at leastIf we can create enough love, even small love - whether with our families, our colleagues, or our neighbors - we can end this rivalry. And when we squash these beefs that are over nothing but love, can can form genuine and durable bonds of brotherhood and sisterhood. We can be brothers and sisters.

Photo Credit: Unsplash @kellysikkema

Preventing Trust-killers

There are three general types of problems.

Type A problems are where the state of the art isn’t good enough. Even if we executed to the fullest extent of possible we’d still fall short. Cancer is like this. Even if the state of the art was applied with full fidelity, tons of people would suffer and die early deaths.

Type B problems are where the state of the art solutions would be good enough, but something’s not going to plan. Many operational problems are like this. We have a process, but life is messy so things go wrong even though the issue was “never supposed to happen.” So we fix the problem, improve our ability to execute, or both.

Type C problems are the ones caused by bad actors with nefarious intent. It’s the problem that arises because someone tries to screw over someone else, on purpose, because they can get away with it. It could be someone taking credit for a colleagues work, or a person running a Ponzi scheme which defrauded investors of billions of dollars. In a Type C problem, the bad actor knows what they are doing is wrong, unfair, or sub-optimal, but they do it anyway.

A good way to judge a team or enterprise is by looking at the proportion of time spent on each type of problem. Organizations that are well led and well managed tend to spend a lot of their time on Type A problems. They create systems and coach people well to minimize Type B problems, and they simply don’t tolerate Type C problems and the people that cause them.

Well run organizations and their leaders know that Type C problems are trust-killers which make working the more important Type A and Type B problems infinitely harder.

Luckily, creating safeguards to prevent Type C problems is not complicated. All it takes is the team or its leader articulating a set of values, behavioral norms, and performance standards that that make it clear how we’ll act and how we won’t. Then, the leader has to coach people up to those standards and remove people who continually violate them.

This may take courage, but it’s not complicated.

To me, thinking through the “how” of work, might be the most underrated activity in all of management and leadership. And it can be so easy - even talking for literally an hour with a team about “how are we going to act and how are we not going to act” can make a huge difference.

Photo Credit: Unsplash @quinoal

In-sourcing Purpose

When it comes to being a husband and father, doing more than just the bare minimum is not difficult. At home, I want to do much more than mail it in.

The obvious reason is because I love my family. I care about them. I find joy in suffering which helps them to be healthy and happy. I believe that surplus is an essential ingredient to making an impactful contribution, and with my family I give up the surplus I have easily, perhaps even recklessly. I love them, after all.

Photo Credit: Unsplash @krisroller

And yet, love doesn’t explain this fully. The ease with which I put in effort at home taps into a deeper well of motivation and purpose.

With Robyn, our marriage is driven by a deeper purpose than having a healthy relationship, or perhaps even the commitment to honoring our vows. We find meaning in building something, in our case a marriage, that could last thousands of years or an eternity if there is a God that permits it. We’re trying to build something that could last until the end of time, until there is nothing of us that exists - in this world or beyond. We’re trying to make a marriage that’s more durable than “as long as we both shall live.” We find meaning in that.

Though we’ve never talked about it explicitly, I think we also find meaning in trying to have a marriage that’s based on equality and mutual respect. It’s as if we’re trying to be a beacon for what a truly equal marriage could look like. I don’t think we’ve succeeded in this yet; I’m certain that despite our best efforts, Robyn still bears an unequal portion of our domestic responsibilities. But yet, we try to find that elusive, perfectly equal, and mutually respectful marriage and we find meaning in that pursuit.

As a father, too, I find purpose and meaning that exeeceds the strong love and attachment I have with my children. I find it so inspiring to be part of something that spans generations and millennia. I am merely the latest steward to pass down the love, knowledge, and virtues of our ancestors. I find it humbling to be part of a lineage that started many centuries ago, and that will hopefully exist for many centuries in the future. Being one, single, link in this longer chain moves me, deeply.

I also believe deeply in a contribution to the broader community, to human society itself. And there too, fatherhood intersects. Part of my responsibility to humanity, I believe, is to raise children that are a net force for goodness - children that because of their actions make the world feel more trustworthy and vibrant. Through my own purification as a father, I can pass a purer set of values and integrity to our children, and accelerate - ever so slightly - the rate at which the arc of humanity and history bends towards justice. This is so lofty and so abstract, but yet, I find meaning in this.

These sources of deep purpose make it easy, trivial even, to put forth an amount of energy toward being a husband and father that a 16 year old me would find incomprehensible.

Finding this deep and durable source of purpose has been harder in my career, though I’m realizing it might have been hidden in plain sight all along.

I often felt maligned when I worked at Deloitte, especially when it felt like the ultimate end product of my time was simply making wealthy partners wealthier. At least Deloitte was a culture of kind people, and also had a sincere commitment to the community - I found some meaning in that.

But in retrospect, I think I missed the point. Deloitte, after all, is a huge consultancy. Its clients are some of the largest and most influential enterprises in the history of the world. Deloitte also produces research that is read by leaders and managers across the world. The amount of lives affected by Deloitte, through its clients, is probably in the billions. While I was there, I had an opportunity - albeit a small one - to affect the managerial quality of the world’s largest companies. That is incredibly meaningful. In retrospect, I wish I would’ve remembered that when I was toiling away on client projects, wishing I was doing anything else to earn a living.

While working in City government, sources of purpose and meaning were easier to find. It was easy to give tremendous effort, for example, toward reducing murders and shootings. I was a civilian appointee, and relatively junior at that - but we were still saving lives, literally. But even beyond that, I found meaning in something more humble - I had the honor and privilege of serving my neighbors. That phrase, serving my neighbors, still wells my eyes up in tears. What a gift it was to serve.

And now, I work in a publicly traded company. We manufacture and sell furniture. These are not prima facie sources of deep meaning and purpose. In the day-to-day, week-to-week, grind I often find myself in the same mindset as I was at Deloitte, asking myself questions like, why am I here, or, am I wasting my time?

And yet, I also realize that with hindsight I would probably realize that meaning and foundation on which to assemble a strong sense of purpose was always there, had I cared enough to look for it.

Why, I have been thinking this week, is it so easy to to find meaning purpose at home, but so difficult at work? There must be a deep well of meaning from which to draw, hidden in plain sight, why can’t I find it?

At home, I realized, we are free. We have nobody ruling us, but us. We are free to explore and think and make our family life what we wish it to be. I think and talk openly with Robyn about our lives. We reflect and grapple with our lived experiences and take it upon ourselves to make meaning from it. We aren’t waiting for anyone else to tell us what our purpose as partners, parents, or citizens.

In a way, at home, we in-source our deliberations of purpose. We literally do it “in house”. We know it is is on us to make meaning of our marriage and our roles as parents, so Robyn and I do it. We have, in effect in-source our search for meaning and purpose.

At work, I have done the opposite.

In my career, I have outsourced my search for meaning and purpose. I’ve waited, without realizing it, for senior executives to tell me why what we’re doing matters. I’ve whined, in my head at least, when the mission statements and visions of companies I’ve worked for - either as an employee or as a consultant - have been vacuous or sterile.

In retrospect, I’ve freely relinquished my agency to create meaning and purpose to the enterprises for which I have worked. What a terrible mistake that was. Why was I waiting for someone else to find purpose for me, when I could’ve been creating it for myself all along?

When companies do articulate statements of purpose well, it is powerful and I appreciate it. My current company has a purpose statement, for example, and it does resonate with me. I’m glad we have one.

But yet, that’s not enough. To really give a tremendous amount of discretionary effort at work, I need to believe in something much more specific to me. After all, even the best statement of purpose put out by a company is, by design, something meant to appeal to tens of thousands of people. I shouldn’t expect a corporate purpose statement to ignite my inspiration, such an expectation is not reasonable or fair. No company will ever write a purpose statement that’s specifically for me, nor should they.

Rather than outsource my search for meaning and purpose, I’ve realized I need to in-source it. Perhaps with questions like these:

What makes my job and working as part of this enterprise special? What’s something about it that’s so valuable and important that I want to put my own ego, career development, and desire to be promoted aside and contribute to the team’s goal? What can I find meaning in and be proud of? What about being here makes me want to put effort in beyond the bare minimum?

Like I said, I work for a furniture company - certainly not something glamorous or externally validated . And yet, there can be so much meaning and purpose in it, if I choose to see it.

We are in people’s homes and we have this ability to rehabilitate people’s bodies and minds. We create something that brings comfort to other people and for every family movie night and birthday party - the biggest and smallest moments in the lives of our customers and their families, we are there. That’s worth putting in a little extra for.

And we’re a Michigan company, headquartered in a relatively small town. I get to be part of a team bringing wealth, prosperity, and respect to our State. I can’t tolerate it when people from elsewhere in the country snub their noses at Michigan, calling us a “fly over” state. I find meaning in that competition to be an outstanding enterprise - why not have the industry leader in furniture manufacturing and retailing be a Michigan company?

Without even considering the meaning and joy I find in creating high-performing teams that unleash people’s talent, there is so much meaning and purpose that’s hidden in plain sight - even at a furniture company. But that meaning is nearly impossible to find unless we stop being dependent on others to create meaning for us - we have to bring the search for purpose back in house.

How interesting might it be if everyone on the team created their own purpose statement, rather than depending on the enterprise to provide one for them? What if companies helped their employees create their own purpose statement instead of making one for them? I think such an approach would be interesting and, no pun intended, meaningful.

Fatherhood and The Birmingham Jail

Bo tells me what’s on his mind and heart, when it’s just him and I remaining at the dinner table. It’s as if he’s waiting for us to be alone and for it to be quet, and then, right then in that instant he drops a dime on me.

“Today at school, Billy kicked me, Papa.”

This time, thank God, I met him where he was instead of trying to fix his problems.I asked if he was okay, which he was. I passed a deep breath, silently, as I remembered that this is the way of the world - there are good kids that still hit and kick, and there are bullies, and that on the schoolyard stuff does happen. This, I begrudgingly admit to myself, is normal - even though it’s not supposed to happen to my kid.

So I started to ask Bo questions, trying my best to keep my anger from surfacing and making him feel guilty for something he could not control.

Bo, has learned how we do things in our family, what we believe. And in our family, we have strong convictions around nonviolence. He was sad, but he told me that he didn’t hit back. He didn’t meet violence with violence. This is my son, I thought.

I told him how strong he was, and how much strength it takes to not meet a kick with a kick; how strong a person has to be to not retaliate. I said he should be proud of himself, and that I was proud too.

But as we continued, I realized just how much like me, unfortunately, he really is. It also takes strength, I added, to draw a boundary. It takes so much strength to say something like, “I want to be friends with you, but if you continue to kick me, I will not.” It takes so much strength to confront a bully, even an unintentional one.

I talked Bo through the idea of boundaries and how to draw them as best I could. It made him visibly nervous - his five year old cheeks admitting nervous laughter as he tried to change the subject with talk of monkeys and tushys. Boundaries are so hard for him. He really is my son, I thought.

Boundaries have always been hard for me. I haven’t been able to draw them, to say no. They still are. For so long, I couldn’t keep my work at work. I haven’t been able to advocate for my own growth in any job to date or to reject an undesirable project which was unfairly assigned. When a dominating person tries to take and take, I may not roll over, but I don’t challenge them either.

My instinct to please others is so instinctual, I hardly ever know I’m doing it. This inability to draw boundaries is my tragic flaw.

One of my core beliefs about fatherhood is on this idea of breaking the cycle. I think there’s one core sin within me, maybe two, that I can avoid passing on. For me this is the one. This inability to draw boundaries and please others is what I want to break from our linage for all future generations. This is the flaw that I want to disappear when I die. Even before our sons arrived, I promised myself, this ends with me.

As I searched for answers and wisdom in the days that followed, my mind went to Dr. King and the ideas of nonviolence articulated by him and his contemporaries, like Gandhi, who were the only heroes outside of my family that I ever truly had.

I remembered this passage, from his 1963 Letter from a Birmingham Jail (emphasis added is my own):

In any nonviolent campaign there are four basic steps: collection of the facts to determine whether injustices exist; negotiation; self purification; and direct action. We have gone through all these steps in Birmingham. There can be no gainsaying the fact that racial injustice engulfs this community. Birmingham is probably the most thoroughly segregated city in the United States. Its ugly record of brutality is widely known. Negroes have experienced grossly unjust treatment in the courts. There have been more unsolved bombings of Negro homes and churches in Birmingham than in any other city in the nation. These are the hard, brutal facts of the case. On the basis of these conditions, Negro leaders sought to negotiate with the city fathers. But the latter consistently refused to engage in good faith negotiation.

Then, last September, came the opportunity to talk with leaders of Birmingham's economic community. In the course of the negotiations, certain promises were made by the merchants--for example, to remove the stores' humiliating racial signs. On the basis of these promises, the Reverend Fred Shuttlesworth and the leaders of the Alabama Christian Movement for Human Rights agreed to a moratorium on all demonstrations. As the weeks and months went by, we realized that we were the victims of a broken promise. A few signs, briefly removed, returned; the others remained. As in so many past experiences, our hopes had been blasted, and the shadow of deep disappointment settled upon us. We had no alternative except to prepare for direct action, whereby we would present our very bodies as a means of laying our case before the conscience of the local and the national community. Mindful of the difficulties involved, we decided to undertake a process of self purification. We began a series of workshops on nonviolence, and we repeatedly asked ourselves: "Are you able to accept blows without retaliating?" "Are you able to endure the ordeal of jail?" We decided to schedule our direct action program for the Easter season, realizing that except for Christmas, this is the main shopping period of the year. Knowing that a strong economic-withdrawal program would be the by product of direct action, we felt that this would be the best time to bring pressure to bear on the merchants for the needed change.

This letter from Dr. King has always resonated with me. I believe deeply in its ideas of nonviolence and am so humbled by the way Dr. King was able to articulate the point of view so personally, simply, and persuasively.

But I had never before connected the ideas in the letter to my conception of fatherhood. The prose was so relateable and resonant with fatherhood, I found it almost damning.

I do not want my sons to bear the weight that I have borne. I want this flaw - the inability to draw boundaries - to end with me. Others, I’m sure, have others crosses that they bear that they do not want to pass on, whether it’s emotional vacancy, substance abuse, or the fear of failure. Everyone’s tragic flaw is surely different.

But what’s true for me is true for all: I need to lead by example. I will pass what I do not wish to my sons, unless I walk the walk. I need to do the self-purification that Dr. King talks about. I must make a deep change within, if I want to see the change in Bo, Myles, and Emmett.

I cannot simply say to Bo that he must draw boundaries, I must also learn to draw boundaries. I cannot simply coach Bo on how to stand his ground, I have to stand my ground. I cannot simply tell Bo that he has to say no, even when he’s intimidated, I must say no to those that intimidate me.

To break the cycle, I must engage in self-purification that results in direct action.

Dr. King’s conception of nonviolence seems to get at what the essence of fatherhood is for me. It’s a process of trying to be better, in hopes that if we are better they might be better. That they might have one less cross to bear, one less flaw to resolve.

The flaw my father sacrificed for me was that of self-expression. He found it so difficult in his life to articulate what he was thinking and feeling. And that’s what he pushed me to do.

He encouraged me to sing, act, and dance. Even though it was expensive and we didn’t have a ton of extra money growing up, he and my mother never said no to the performing arts. He always showed up, every recital and performance.

But more importantly, he worked to be better himself and I saw that, up close. He joined the local Toastmasters club for awhile. He took online courses in Marketing. Towards the end of his life, he even tried to open his heart to me.

What my father did, was the journey all fathers seem to take. When we are young, we are invincible and full of swag. Then, along the way, we realize and then accept that our fathers are not superheroes, but mere mortals. Then, whether voluntarily or by the hand of life’s misfortunes, we realize that we are flawed, too - before we have children if we’re lucky.

And then the rest of our life is the singularly focused story of overcoming that tragic flaw. The sin we must not pass on, for no reason, perhaps, other than that we must, because that’s what father’s do.

And then there’s our final act, if we are lucky enough to see it. Our children are grown, and are on the precipice of having children of their own. And we hope, with all our hearts, that we have conquered some sin, that we’ve overcome that tragic flaw enough to not pass it on.

Then we pray, with what energy we have left, that our children forgive us for what we could not manage to redeem.

Photo Credit: Unsplash @polarmermaid

Detroiter Kindness

Detroit has taken me in like no place I have ever lived.

Photo Credit: Unsplash @gerogia_vis

Having left Buffalo at age 5, I don’t remember much other than glimpses of my Kindergarten classroom, the nearby Tops grocery store, and the red-haired girl named Dina who lived next door - who was both my first friend and someone I will likely never hear of again.

Rochester was where I lived for most of my childhood, a well-to-do northern suburb of Detroit. It was a good place to grow up, but there were enough glares that I received in public - which I realize now were from a place of discomfort and skepticism, probably about race - to never allow that place to feel like one I could be from.

Ann Arbor was nice - lively, intellectual, and inclusive. People there were kind, even though I was a shrimpy college kid, and therefore loud and usually irritating to the locals.

Living there, something funny happened. The same, race-based, alienation I felt in Rochester made me feel exotic in Ann Arbor. It was as if the town was so oriented toward inclusion, people so willing to be kind, that my race felt extra salient.

That attitude of inclusivity that seemed to permeate the town was so generous, and I am grateful to have lived in place that was so midwestern, in the purest sense. But alas, Ann Arbor couldn’t feel like home for the same reason Disney World cannot: Ann Arbor is among the happiest of places, but it’s too magical - just beyond what feels real - to feel like I could actually be from there.

I never expected Detroit to be the place, the first place, to feel like home. And yet, here we are.

One of my favorite things to do while running is to wave. I wave at everyone I see. When I used to live nearer to the City center, I would go jogging, often ending up downtown. And no matter who it was I waved at - whether old, young, rich, poor, without a fixed address, or a young professional walking a dog - almost everyone waved back at me. This place, Detroit, I thought, was different.

When started working as in intern in City government, later joining the Police Department I was in the most diverse workforce I’d ever been part of, and not just on the basis of race. But also by age, professional experience, creed, sexual orientation, educational background, family origin, and likelihood to use profanity.

And yet, no matter whether I was talking to a career public servant, a political operative, a cop, a returned citizen, a pastor, a basketball coach, or an activist - people were cool with me. Citizens I met because of my job were cool with me. Everyone was cool with me. It wasn’t that people treated me in any special way - they were just cool with it.

It was precisely that I wasn’t special, that made the interactions I had feel so uncommon. For the first time in my life, I was just a guy doing a job. I was treated, just like a regular guy. If I was a decent guy, they were decent back. If I was respectful, I got it back. I was given the chance to just…be a guy doing a job. Detroit, I thought, is different.

When we moved into our neighborhood, I realized this Detroiter kindness wasn’t a coincidence or an unusual deference paid to me because I was a political appointee.

When Robyn and I walked down the street, first with our pup, and later with our sons, people would smile and wave back. Our neighbors, irrespective of our obvious demographic differences, actually wanted to know us. We would talk on the street, and everywhere we went, we got to be Neil and Robyn, that young couple up the street with the black dog and those three sons who were always rolling around on a stroller, tricycle, or scooter. This could be the last place I ever live, and that’d be nice, I thought. Seeing myself in this one place, for the rest of my days was different.

And then there was Church today, which reminded me of all this Detroit kindness and brought these memories about place back to the forefront of my mind in a surge.

Gesu is a Catholic Church of the Jesuit tradition. It’s a place where every week, during church announcements, any one who is a guest is invited to stand and be recognized. And the applause that follows is unfailingly sincere. I know many churches do this, but it just feels so sincere and never something that is just going through the motions.

In the pews there, I can be there and listen and pray. I don’t feel the searing eyes of the congregation, questioning why I’m there, when I don’t come forward to take communion. At that point in the service, when it’s time to give a sign of peace to others, people give me a sign of peace, warmly. It feels different.

There is an usher at the 8:00am Mass who is always at the door near where we usually sit. He is dressed well, usually with a brown overcoat, brown turtleneck, and a thin gold chain. He is older, but what I notice more is that he’s always smiling. At the end of mass today, he came over to say, “you have a beautiful family, such nice kids.”

“Thank you, we are blessed,” I said. And after a pause I added, with the slightest trepidation, “I’m Neil.”

“I’m Fitz. They call me Fitz. And this is my friend Walter.”

This type of interaction, genuinely kind and without any frills, pomp, or reservation, has only ever happened to me at Churches in Detroit. Detroit is different.

If you’ve never been here, I must admit that I don’t know quite how to describe Detroiter kindness. It’s genuine, but not from a place of bubbly energy or naïveté. It’s warm, but never given with waste or haste. It’s a no frills, meet-energy-with-energy, this is just how we do it, sort of kindness. It’s a kindness that seems like it can only be given by a person that’s lived in a City who has seen some things. It is a kindness that is not flashy and lavish, but is also not meek, and because of that it feels more sincere and is somewhat disarming. It’s a kindness that can only be earned, I think, not inherited.

Detroiter kindness is different.

I am so grateful for this place, and for it’s kindness. For many years I felt like a nomad in my own country, my identity caught between geography, ancestry, demeanor, and race. When someone asked me where I was from, I didn’t have an answer I actually felt comfortable saying or actually believed.

But now, I can say, “I’m from Detroit.” And it’s actually true. I actually feel it, and feel it in my bones. What a gift it has been for Detroit to have taken me in. What a blessing it is to finally be home.

Organizations are energy processes

When I have an organizational problem - like an underperforming team, or an organization that seems like it’s stuck - I just want a mental model to help me figure it out that is practical and simple to use. As a practitioner, what I care about is having something that works.

I found inspiration after reading a Works in Progress article about making energy too cheap to meter: organizations are energy processes which create, harness, and apply human energy. To solve organizational problems, all we need to do is improve how the organization creates and applies energy.

Photo Credit: Unsplash @pavement_special

When I say “energy processes”, I mean something like what I’ve outlined below. Take nuclear fission as an example. The end to end process for creating and applying nuclear energy happens in four steps:

1. Accumulate a fuel source (uranium) from which energy can be created

2. Create energy from the fuel source (i.e., using a nuclear reactor)

3. Harness and transmit the energy (create electricity via a steam turbine and deliver it to a plug in someone’s home)

4. Apply it to something of value (the electricity goes into a lamp which someone uses to read a favorite book after sunset)

Organizations, similarly, are an energy process:

1. The fuel that powers organizations are people and the ideas, information, expertise, and the motivation they bring to the table (i.e., like the uranium)

2. Organizations try to get their people to put forth effort that can be used to create something of value (i.e., like the nuclear reactor).

3. Organizations then create systems to harness the efforts of their people and channel it into collective goals (i.e., like the steam turbine and power lines)

4. The organization tries to ensure all the energy they’ve created goes into something that the end customer actually cares about, which they can be compensated for (i.e., like the reading lamp used to read a novel)

Thinking of organizations as energy processes can help us understand organizational challenges quickly and simply. When I have an organizational problem I can quickly ask myself these four questions, and determine where my organization’s issues lie:

• Do we have enough “fuel” to create energy?

• How much energy are we creating?

• How much energy are we harnessing?

• Are we applying our energy to something of value?

You can be the judge of whether this mental model is simple and useful. The rest of this post gives some detail on how to actually use the energy process model to diagnose an organizational problem.

Question 1: Do we have enough “fuel” to create energy?

One of my favorite questions to ask a teammate is: what percent of your potential impact do you feel like you are actually making? In my experience, most people are not even close to fully applying their skills, talents and ideas. A tremendous amount of potential is wasted in organizations.

To get a sense of whether there’s sufficient “fuel” in your organization or the degree to which potential is wasted, look for the following:

• Complaints - if people are complaining, it means they have energy they’re not using and care enough to say something.

• Regrettable losses - if people are leaving your company and getting good jobs and promotional opportunities elsewhere, at least one other organization seems something that you do not

• Ask the team - people care about whether they’re wasting their time and energy. If you ask them, they’ll tell you if they have talents and energy that are being wasted

• Ask yourself this question: if I assumed the people around me had talent, potential, and cared, would I be acting differently? If you answer that question with a “yes” it probably means you have more potential around you than you realize.

In my experience, it is almost never the case that an organization lacks sufficient “fuel” to create energy. Don’t shift the blame to the people around you, look inward first.

Question 2: How much energy are we creating?

I loved The Last Dance, the ESPN Films miniseries the 1997-1998 NBA Champion Chicago Bulls. It was remarkable to me how that team seemed to try so hard, and how Michael Jordan was able to be a catalyst, pulling tremendous amounts of energy from his teammates. Watching the documentary, the energy being created was obvious.

To get a sense of whether your organization is creating energy, look for the following::

• Body language and non-verbals - If you work in an office, walk the floor and observe people through the windows of conference rooms, so you can’t hear what people are saying - just observe with your eyes. Do people seem like they want to be there or are trying very hard? Do they look bored? It’s pretty easy to see the parts of your organization that have energy just by being a fly on the wall and paying attention.

• Experiments - When people are trying new things - whether its practices, sharing new ideas, or under the radar projects that nobody has asked for - it’s a good indication that energy is being created. It doesn’t have to be a grand novelty. I just had a colleague the other day, our team’s agile scrum master, that tried out a new framework for debriefing our bi-weekly sprint of work. He literally changed our four usual questions to four new questions. He just did it. I immediately thought, “our team has some energy and psychological safety if our scrum master is trying new things - this is awesome.”

• Spontaneous Fun - I love to see teams that celebrate birthdays, bring snacks to work, create trivia games, or play pranks on each other. These are examples of activities that take energy that don’t have to occur to get the job done, they’re just for fun. If people are spending time putting energy toward having fun at work, it probably means they have plenty of energy for the work itself

• Engagement Scores - Again, there are lots of survey companies that can help your organization execute a simple engagement survey. The ball don’t lie, and you can track engagement over time. If you have high engagement it probably means your organization is creating a lot of energy..

Question 3: How much energy are we harnessing?

One of my favorite bits of comedy is the Abbott and Costello, “Who’s on first?” skit. Nobody has any idea what’s going on and they have a pointless conversation with no conclusion. It’s hilarious to watch, and an excellent illustration of what it feels like when there’s lots of energy around but it’s not being channeled and applied.

To get a sense of whether your organization is effectively harnessing and applying energy, look for the following:

• Low value work - In a factory setting, it can be easy to spot waste. In corporate offices, it’s harder to spot or prove inefficiency. Low value work is a good tell. If people don’t have anything better to do than low-value, non-impactful, work it probably means your organization isn’t harnessing energy well because it’s going into something that’s not worthwhile. When people have the opportunity to do something more impactful, they tend to.

• “It’s not my job” - The phrase “it’s not my job” or when people toss work over the fence, it’s a strong indicator that someone, somewhere, doesn’t know what their job actually is or that they have any direction on what to do. If your organization is constantly trying to offload work to someone else, it probably means energy is being wasted and that there’s ambiguity around what matters and what doesn’t.

• Silos and Bad Meetings - Every organization I’ve ever worked for has talked about how they’re “siloed” or that there are a lot of “useless meetings”. These are signs, again, that teams don’t know what they’re doing or know what the organization’s goal is. If people have the time to tolerate “silos” and “bad meetings” (which are easily fixed with clear goals and basic discipline), it probably means the organization isn’t harnessing energy well.

• Sprint and Milestone Velocity: There’s a great concept from Agile called “sprint velocity”. It basically measures how much work (measured in “points” which are pre-assigned) the team was able to accomplish in a given amount of time, usually two weeks. When the sprint velocity rises, it means the team accomplished more with the same amount of time and resources invested. You don’t need to operate on a sprint team to use the concept - just look at how long simple things things - like making decisions, building presentations, or executing a contract - takes to complete. If you find yourself saying, “there has to be a faster way to do this” it probably means your organization isn’t harnessing and applying it’s energy effectively.

In my experience, organizations harness just a fraction of the energy they create. Sometimes all it takes it setting a clear goal and making it clear “who’s on first”.

Question 4: Are we applying our energy to something of value?

This area of the framework is where the stereotypical strategy and marketing questions come into play, like “where do we play”, “how do we win”, and “how are we differentiated”. To get a broad sense of whether your organization is in a virtuous cycle of value creation or a doom loop of commotodization, here are some quick heuristics to get a sense how bad your strategy issues are:

• Revenue per employee or market share growth - if your organization’s revenue per employee or market share (or it’s equivalent) lags comparable industry players, you’re probably not doing something right - either you have energy problems further upstream, or, your organization is putting your energy into something people don’t actually care about.

• Races to the bottom - if your company is trying harder and harder to grow, but you are constantly feeling downward pressure on prices, it probably isn’t providing a compelling product that people are happy to pay a premium for - because they get more than they pay for. If you feel like you’re in a race to the bottom, you need your customers more than they need you.

• Customer feedback and referrals - This is obvious, if people are telling their friends about you or sending you thank you letters, it probably means you’re doing something of value to them - they’re literally marketing you for free. That willingness to show gratitude and spread the word means you’ve done something worthwhile for them.

That Works in Progress article I linked was so interesting, to me. I’ve been thinking about it for weeks. It suggested that something that disproportionally drives human progress is when energy becomes exponentially cheaper. What the author argued for was trying to make it so that energy was so clean, so cheap, and so abundant that it would be “too cheap to meter”.

Most of the time, organizations I’ve been part of miss the big picture about their organizational problems. Thinking through the lens of the energy process model brings this to light: the biggest opportunities for organizational energy are in creating it, not harnessing it.

To be sure, improving how we harness and apply energy matters - there’s opportunity at each phase of the organizational energy framework. But creating energy is the largest and most game breaking area to explore, by far.

Can you imagine what organizations would be like if there was so much human energy created that it was “too cheap to meter”? None of the world’s problems would be out of reach. Not one.

The linchpin to goodness: listening to love

This post is an excerpt from Choosing Goodness - a series of letters to my sons, that is both a memoir and a book of everyday philosophy. To find out more about this project, click here.

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In my reflection, the linchpin of goodness is courageous action on the hard stuff, and the linchpin of courageous action is love.  

Love, my sons, is what everything we’re discussing comes down to, and not in a soft, lofty, squishy, and non-specific way. For the purpose of goodness, love is tangible and tactical. Love is the brass tacks of the whole enterprise.

As I’ve thought about love, and where it comes from, the most important practice I can think of is listening. And I don’t mean just listening with your ears and your intellect. I mean the most comprehensive listening possible - with your heart, and your whole body and spirit.

There’s absolutely no chance in the world of loving someone if you know nothing about them. At it’s root, love is knowing something of another person’s story. And when we hear that story, we find something to love about them. Something about their essence and what makes them unique and special. Something of the grace that God himself has place within them to shine forth. You have to understand the truth, at least a little to start, of who someone is to love them.

There’s no chance of this knowing of someone and finding something about them to love – with that deep unselfish, sacrificial, redemptive love – unless your heart is open to listening. Knowing and loving someone cannot occur without listening.

Photo Credit: Unsplash @christinhumephoto

Listening is what puts us on the journey to love, because once we start to understand the compelling story, gifts, and grace that everyone has, we are drawn to them – just a little bit more than we were. And then we learn more of their grace, and we’re drawn in a little closer. And then a little closer.

Listening is like gravity, drawing us in closer. As we listen, we start to recognize the light in them that’s as important or more important than our own needs. We start to value who they are, and feel a genuine sense of care and concern for their well being. They become “same human beings.” And without even realizing it, there comes to be love there.

Listening, perhaps, is not a sufficient condition to love, but it is the first necessary condition to love. 

When it comes to figuring out how to love, therefore, there is no bigger question than how to open up our whole body and heart and listen. The more and better we can listen, the more its gravity draws us in closer to love.

We can start with the basics. There are tips and practices I suggest to help with the mechanical aspects of listening. Before we learn to listen with our whole body and heart, we can try to listen with just our ears.

There are plenty of resources to help you with it, like these articles from NPR, Harvard Business Review, or TED. Some of the basics techniques are things like, “be quiet”, “confirm your understanding with questions”, or “reserve judgement”; a simple Google search will help you find many other tactics you can use to help with the mechanics of listening.

I don’t have much to add to the body of knowledge on the mechanics of listening and active listening. You can read about and practice those skills on your own. What I’ve found, however, is that to really listen in such a way that it leads to a bond of love, it’s a practice requiring more than just the mechanical. Listening that creates gravity between you and someone else takes opening your heart, which is a much different enterprise than what is thought of commonly as “listening.”

Again we turn to the how. How can we open our hearts?

Creating Unexpected Joy

As 2022 began, I set out on an experiment to create an intentional reflection practice to build courage.

The most important thing I learned was a simple, data-backed conclusion: I only predict what the hardest moment of my day will be about 5% of the time. This is astounding to me. I am far worse at predicting how my own day will turn out than meteorologists are at predicting the weather.

Part of that is because by envisioning the day ahead I am prepared to deal with one situation and find it less hard than it would otherwise have been. But still, almost every day I logged an entry this year, something unpredictable happened.

Any last hope I was clinging to about how much certainty I had in my own life has vanished in a flurry of nervous laughter. But as I struggled this week to understand what this jarring finding meant, I realized that the inverse is also true: just as I cannot predict the hardest part of my day, I cannot predict what good things will happen in the day ahead, either. Just as I am faced with unexpected suffering, I also stumble into unexpected joy.

The real important question then boils down to this: how do I minimize unexpected suffering and increase unexpected joy?

Again, I looked back at the data from my notebook. What were some of the patterns behind what I thought I should do differently during the hardest moments of my days?

Some of the basics were so simple they were almost boring. During the year, the ways I identified to better handle the hardest parts of the day boiled down to these: get enough rest, eat nutritious feed, create time to plan and think, create boundaries (especially with work), resolve conflict with other people calmly and immediately, and perhaps most importantly - assuming positive intent by meeting the person in front of me where they are and remember that we’re both the same human beings.

Doing these basics works to minimize suffering because they lead to better decisions - both in resolving the suffering at hand and in creating fewer problems for our future selves.

Eating well, for example, makes me less groggy in dealing with a difficult child right now and makes me less likely to hear bad news from a cholesterol test I need to take 6 months from now. Creating time to think makes me get my most important chores done faster today and it helps us plan out routine maintenance on our house so we don’t end up with a furnace that fails “suddenly.”

Similarly, these basic practices help to create joy because they create the conditions for intense connection with others - whether other people, ideas, nature, or spiritual truths.

Creating boundaries, for example, helps me prevent conflict with colleagues on a new project and builds momentum for a meaningful working relationship. Resolving conflict with Robyn calmly and immediately builds trust between us and can become a catalyst to deepen our relationship rather than undermine it. And perhaps most powerfully, I’ve found this year that assuming positive intent creates a halo of safe space, and leads to the sort of deep talk and open-hearted compassion that builds deep bonds.

This was even the case with strangers - like the Michigan alum behind us in line at the Phoenix Airport rental car desk last Monday. After he awkwardly passed comment on Robyn nursing while standing in line, we assumed positive intent instead of malice. Turns out he was friendly and caring, and he ended up telling us a great story about catching a Yankees game at Fenway Park with his brothers after taking a trip to Boston on a whim. It was an unexpected delight on an otherwise terrible travel day with long waits, uncomfortable seats, and several bouts of nausea.

Moments of deep connection can happen at almost any time, with almost any person if the right conditions are present. So how do we do these basics, and create the conditions for unexpected joy to emerge?

All of these basics, it seems, start with a calm and peaceful mind.

It’s just not possible to meet someone where they are without a calm and peaceful mind. It’s just not possible to think and plan without a calm and peaceful mind. It’s just not possible to resolve conflict effectively without a calm and peaceful mind. It’s not even possible to eat or sleep properly - among the most basic human functions - without a calm and peaceful mind.

It seems as if all roads to unexpected joy run through having a calm and peaceful mind. Cultivating a calm and peaceful mind through meditation, deep breathing, gratitude, and prayer, therefore, is the practice I resolve to build this year.

—

Items needed: A quiet place, about 15 minutes, Mala (Rosary)

Photo Credit: Unsplash @towfiqu999999

Morning practice: Choose one word or short phrase that represents the day’s intention, this is the day’s mantra. Close eyes and enter a comfortable seated position. Take a deep inhale. Upon exhale think or repeat the mantra. Advance one bead in the rosary and repeat until one cycle of the rosary is complete.

Evening Practice: Complete day’s reflection activities. Close eyes and enter a comfortable seated position. Start with articulating gratitudes, advance one bead in the rosary for each gratitude expressed. Try to repeat for half the rosary.

Finish with prayer or some other expression of care and concern for others. Advance one bead for each prayer / thought for others expressed. Attempt to complete rosary with combined expressions of gratitudes and prayers - if beads remain, do one deep breath for each that remains until rosary complete.

Becoming giving beings

Children are selfish. By design. That’s what they’re supposed to do and their survival depends on it. From the moment they are born, they demand that we feed them, clothe them, protect them, love them, and bathe them.

Photo Credit: Unsplash @adroman

And so did I. Like every other person that has ever lived, I was a selfish child. Far into adolescence, I was selfish, even if it was slightly less so than the day I was born.

As we age, it seems as if life extracts the selfishness, little by little, from our bodies and minds. First through marriage, then through children. For those of us who believe, through faith also. Through the intensities of grief and joy the selfishness is stolen sneakily, by the experience of life itself - if we let it.

If I am lucky enough to live a full life, without sudden death, I don’t know, exactly, what it will be like to die. I know it’s coming someday, but say I am dying at 95 from the ailment of a having a body that has long since depreciated past its useful life - what will it be like? I meditate on what it might be so that I can be prepared.

If I am so lucky to not die a sudden death, I think it may actually be like the movies. That’s what I hope for, anyway.

When I meditate on what I will be thinking and feeling on my deathbed, I imagine being close to Robyn and our children. I think I will want to just sit with them, drinking water and eating rice with lentils. Simple food, that does not distract from the company.

As I visualize myself slowly chewing the tasteless rice, my deathbed meditation progress to its very last moments.

I am there. Robyn is there. Our sons are there, and even in my foggy mental state, and despite the excruciating pain of inhabiting a dying body, I can tell our sons are grown because the hair on their temples has started to grey - that is the mark of a grown man in our line.

And then, at the very end, I gaze at Robyn. I am there, trying to muster some last words before I go ahead. In that last moment I do not ask for more painkillers. I do not cry. I do not beg God for more time. I do not say to her, “tell me you love me.” In those last moments, I am determined not to take.

With the last breaths of oxygen I breathe, and the last beats of my heart, before my thoughts go dark, I will try to say, “I love you.”

I will try to give love, to her, until the literal end of my life. Until God takes me from her embrace. In that moment, when I am as vulnerable as the day I was born, I dream of giving whatever love remains. Just like that. Just like the movies.

In life, and death, there can be so much suffering. That’s part of the deal. But what a beautiful thing to be part of. It is wonderful to know that if we must suffer the fate of death that there’s at least a fighting chance that life will have transformed us from something selfish into something more gracious.

It is utterly remarkable to me that we can go from being newborns, designed to be selfish, into giving beings. What a beautiful and curious thing it is, that after the immense suffering of our lives, at the moment of imminent death, our singular focus, above even our own survival, can become, “I love you.”

Being that, a giving being, is what I hope to become.

Leaders vs. Heroes

As is the tradition in our household, we were preparing for a dinner with our extended family to celebrate the 3rd birthday of our second son, Myles. And as any parent knows, that means the entire day leading up to dinner is spent joyously on…cleaning!

Today, I thought of a new frame to try with our older sons, Bo and Myles, to motivate them to help us clean, starting with their explosion of toys in our small family room.

“Bo and Myles. Mommy and I spend a lot of effort cleaning, like the kitchen, floors, bathroom and laundry, on behalf of the entire family. Could you be leaders on cleaning up your toys in the family room? We need you to take the lead in the family room, just like mommy and I take the lead on other things, so that we can be ready for Myles’ birthday party and so we can all live in a clean house.”

The reframe worked instantly. And more importantly, it was more true and sincere than how I usually chirp and nag at our sons to tidy up after themselves. We really do need them to take lead on cleaning up their toys in the family room on behalf of us all.

But as Bo, our five year old gleefully said, “Yeah! I wanna be a leader! I wanna be a leader”, I paused.

Am I goading our sons to obsess with being a leader? Am I feeding the hero-worship our culture can have around leadership? Am I pushing them into conflating leadership with praise and celebrity?

As I kept sweeping and they dug into putting way magnet tiles and action figures, I began thinking about the concepts at play in the moment. In our country and culture, we seem to conflate the idea of being a “leader” and being a “hero”.

This is how the concepts seem to work, at least in the United States. A “leader” is someone who takes responsibility. A “celebrity” is someone who is popular and exalted by others. A “hero” is an intersection of both.

It seems to me, that what we really need in the world is more people who take responsibility. We need leaders on every block.

I want my sons to take responsibility and lead. I want to take responsibility and lead myself, for whatever my team, my family, or my community needs me to take lead on. I want there to be more people who take responsibility for every little nook and cranny of the world - I think the world would naturally become a wonderful place if that was the case.

If some of those people who are taking responsibility become celebrities, I suppose I don’t mind.

What I observed and realized this morning while cleaning, is that I feel the pressure to be a “hero.” I feel the tension of the prevailing culture that makes it seem like success is success if and only if I am exalted. I see the people who get promoted because they’re good at promoting themselves (without actually being good at their job responsibilities), and I feel the pressure of self-promotion, too

It makes me think: what am I committed to? Am I committed to taking responsibility, even if I’m not applauded for it? Am I committed to leading, even if it’s quiet and unnoticed?

As a parent, what am I helping my sons to become? Am I teaching them to lead, or am I teaching them that taking responsibility only matters if we also become celebrities?

And then of course, there’s the vexing version of these questions for anyone who is the designated leader of a team or an enterprise: are we creating an environment where people care about taking responsibility, or, are we creating an environment where they fight to become company celebrities?

I think I ought to be creating teams and enterprises which value responsibility over celebrity, but is that what I’m actually doing? Is that what I’m actually role modeling?

These questions matter because how people are motivated in organizational life is an expansive, global, flywheel for talent development, culture, and value creation at the planetary-level. It feels daunting, and anything we try to do might feel insignificant.

But that’s not true, our individual actions affect what the collective culture around leadership becomes. Even though the scale of leadership culture is literally worldwide, we can start by examining how we tell stories about ourselves, and how we reinforce behavior on our own teams. We can start making improvements in our little corner of the organizational world, and we ought to.

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I was sitting on the couch writing this post and our five-year old son, Bo, was interested in what I was writing. I just had a great conversation with him about leaders and heroes. Here are some notes and a few tools if you’re a parent that wants to talk about why being a leader is important, even if you’re not a hero.

Me: What do you think a leader is?

Bo: Someone who does the right thing.

Me: I agree with you. I think a leader is someone who does the right thing and takes responsibility to help people.

Me: Let me explain what a Venn Diagram is to you. [I used the diagram below and we talked about dogs and animals we know. I explained how in this Venn diagram some animals are dogs, some animals have black fur, and if a dog has black fur it goes in the middle.]

Me: Now, let me show you what I was writing about. [I showed him the Leader vs. Hero vs. Celebrity Venn diagram above] Do you think a leader has to be popular and everyone has to know and talk about them?

Bo: Yeah!

Me: I disagree with you bud, let me explain why. What about Captain America. Does he do the right thing and help people?

Bo: He does!

Me: Do a lot of people know him?

Bo: I think so?

Me: I think you’re right, a lot of people do know about Captain America and talk about him. What do you think matters more - that Captain America does the right thing and helps people, or that a lot of people talk about him?

Bo: That he does the right thing! That he does the right thing!

Me: I agree with you bud. Some people are heroes, like Captain America. They do the right thing, take responsibility, and help people. They’re also popular and a lot of people talk about them. That’s what I think a hero is. But I agree with you, it’s fine if someone helps people and is popular, but I think what’s more important is that they do the right thing and help people.

Bo: Mommy, mommy! Captain America helps people and is a leader, that’s the best part about him!

“Our freedom is inextricably linked to goodness”

This post is an excerpt from Choosing Goodness - a series of letters to my sons, that is both a memoir and a book of everyday philosophy. To find out more about this project, click here.

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Why do we need to be good people?

Photo Credit: Unsplash @jvshbk

We have two really difficult problems when we humans live in a community of others rather than in the state of nature. We have the problem of how to ensure that the community doesn't devolve into a state of violence (i.e., we have to create rules and institutions), and, we have the problem of ensuring that the corrupting influence of power doesn't cause the system of government to rot from within.

My whole adult life, until your mom and I found out we were having you, I've been reading, writing, and thinking about institutions and how to create and run them well. Take a look at our bookshelf at home, the majority of what you'll find are books about institutions in one way or another. For most of my life, I've been nutty about making institutions work better and changing the system to make sure they do.

But since I've been reflecting on fatherhood, and starting to write these letters to you, I've grown more and more confused about institutions and their role in society. I suppose I've come to see institutions more for what they are: an intentional concentration of power that is bounded by rules, controls, and systems to ensure, god willing, that it’s wielded benevolently, and without abuse. 

As I’ve challenged myself to think about institutions through the lens of power and goodness, I’ve cooled my singular focus on building better institutions. I don’t like the world that I foresee an institutions heavy approach would create, because institutions necessarily manage, regulate, and constrain freedoms.

I don’t want our world to be one where to resolve conflict, prevent violence, and deter corruption we stack rule on top of rule, penalty on top of penalty, oversight board after oversight board, and check after balance all to deal with conflict and the corrupting influence of power. I don't like the idea of a community that is so controlled and I'm not even sure that it's a strategy that would ultimately lead to less conflict, violence, and corruption.

Which makes building character, and moving toward a vision where our community and culture chooses freely to walk the path of goodness so important to me. A culture motivated by goodness deals with conflict, violence, and corruption by preventing it in the first place; character doesn't require changing institutions, it reduces the need for institutions in the first place.

To be sure, building character and a goodness-motivated culture is at least as difficult as reforming institutions. And we will always obviously need better institutions - the size of our society requires it. 

But if it were possible to make our world a place that built character and a culture of goodness, I would much rather live in that world than a world on the verge of subduing itself through laws, regulation, and an ever greater requirement to concentrate power in institutions so those laws and regulations can be enforced.

The schism here you must be feeling, as to how your individual choice to choose the work and walk the path of goodness ladders up to the community’s aggregate culture, is not lost on me. It’s hard to see how individual acts affect the broader culture. But they are connected, because our individual actions affect perceptions of normal and vice-versa.

Our decisions and actions are infectious. The actions you take don't necessarily compel others to behave a certain way, but they do have influence because our actions shape what's normal. For example if you lie, others you interact with consistently will think it is more normal to lie than they otherwise would have, had you not lied. And if you lie consistently, it will give others more implicit, social permission to lie than they otherwise would have. Over time, these seemingly little acts will generate a feedback loop which eventually will be powerful enough to shift what constitutes normal behavior around lying and telling the truth.

But conversely, if you tell the truth, and do it consistently, it will give others the implicit, social permission to tell the truth. Your actions, you see, have reverberations beyond your own life. The book How Behavior Spreads, by Damon Centola, explain this complex system dynamic of how behaviors spread from neighborhood to neighborhood. Pick up that book from our bookshelf at home for a rich discussion about this point.

This observation of how our actions affect others and how the culture affects us is especially important to keep in mind because of the time we live in. Social technologies make it easier and faster to influence what’s normal. And I've noticed that the terrible parts of our humanity are the ideas that spread wider and faster. And so our perception of normal gets skewed.

If we - and by that I mean you and me specifically, in addition to “society” - don't choose the work and walk the path of goodness, behaving with goodness will become less normal, and perhaps even become abnormal eventually. And that to me is a scary, scary world. But remember, we have the ability to shape what is normal with our own choices. Why not shape that normal to be goodness instead of the abuse of power?

I'm not much of a gambler, as you three will come to learn as you get older, but I'll make a bet with you. I bet that at some point in your life you will be in some position of power. Whether at work, at school, or volunteering - in some role, whether big or small. In some, if not all, of these positions you will have an opportunity to be corrupt, even if just in a small way. You'll have an opportunity to abuse the power you have to enrich yourself at the expense of others. And you'll have to make a decision to give into this temptation or not.

The key point here is not that you'll be in a position of power at some point in life, or that in that position you'll have a choice between goodness and power. That is all obvious, and something we've been considering together in these letters since the very beginning.

They key point, rather, is that this choice between goodness and power, between character and corruption will have a real effect on other people's lives. In that moment, when the opportunity to abuse power is thrust in front of you, how you choose to act will have real consequences. How you choose will affect what’s normal, even if it’s just in a small way that adds up over time.

If you choose to live in a community with others, the tension between power and goodness will be a constant part of your life, for your whole life. The choice is not imaginary, it’s a real choice, with real stakes that we must make.

Because we came out of the state of nature, and chose to live in communities this tension between power and goodness, between corruption and integrity will always be part of our life. It's a struggle we have inherited from our mothers and fathers before us and their mothers and fathers before them. And because we are mere mortals, and are not perfectly good, we, as a society, formed rules and institutions to help us navigate and manage that tension.

This may always be what mothers and father think as they prepare for their children to be born, but the America you are being born into seems more and more like it is consumed by a lust of power and control, which leads an ever escalating cycle of conflict, rules, the struggle to control those rules, and conflict again.

I always wondered why your Dada wanted to sacrifice everything and move to the United States. And one day he finally told me. Of course, part of what we sought was greater opportunities for prosperity – what he thought of as a better life than the poverty he experienced in his youth and early adulthood. But I’ll never forget what we hold me next.

He saw corruption in India, his motherland, and in America, his adoptive land. And that’s true. All places, I think, have some amount of corruption, albeit in different forms. But what your Dada believed to be difference between corruption in India and America was that in America the corruption didn’t affect “little people” in their everyday lives. Regular people could have a good life without having to succumb to the effects of corruption on a daily basis. In the halls of power, sure, there was corruption. But he respected that in America regular, everyday, people didn’t get squashed by it.

In the decades since I talked with your Dada about his aspirations to emigrate to America, and his view of life here, I’ve come to agree with him. Corruption is a leach. It siphons prosperity through graft and rent seeking. It saps people of their trust in each other and in institutions. It’s a disease, comparable to a cancer, that slowly eats away at a pleasant, peaceful, and prosperous society. The real enemy of any society is not a policy decision or a rival policy – we all have a stake in solving the corruption problem. To make the community a place worth living in, corruption is our common enemy.

The real practical question to me, then, is how. We have a few strategies, as we’ve seen, to address the problem of corruption. To me abundance is an enabler not a solution. Homogenization is a non-starter. That leaves only two viable strategies – building character and building institutions.

My case for “why goodness” and the need to build character into our culture boils down to this: If we choose to live in community with others, the incidence of corruption is inevitable. Accepting corruption is not an option, and neither is homogenization. We can’t depend on abundance to solve our problems, either. That leaves us with the choices to build institutions and build character, and in reality we need to do both.

But building more institutions comes at a hefty price because the more institutions we depend on, the less freedom we will have. Every rule we make constrains our future choices. That leaves goodness as our best option, even though building a society driven by goodness is extremely challenging. If we choose to leave the state of nature and live in community with others, we must also choose the work and walk the path of goodness so that we can do our part to preserve as much of our freedoms as possible.

The world I hope for me and your mother, and the world I hope to pay forward to you, my three sons, is a world that is truly free – like the freedom of heaven the renowned Bengali poet Rabindranath Tagore describes in Gitanjali 35.

Instead of succumbing to a culture struggling for power, I hope you aspire to find peace in goodness and that the world ends up requiring fewer rules and institutions as time goes on, instead of more. I hope you are persuaded that our freedom, from the ever growing reach of rules and institutions, is inextricably linked to goodness. But for that to happen, more and more people have to choose the work to walk the path of goodness, rather than power. And that my sons, starts with us and the choices we make every day of our lives. We must choose.

The blessing of a sturdy table

The center of a family is not its family room, the heart of a family lies in its dining room, at the table it gathers around.

Photo Credit: Unsplash @ddealmeida

I remember the table my parents had growing up. It was styled like the early nineties, a light looking piney wood with a glossy finish. Kind of like the wooden equivalent of acid washed jeans. Its legs were curved and ribbed, the type of texture that little hands love to run their fingers and nails over. I remember feeling such glee when my father would put in the table leaf, because it meant we were having a special amount of company over.

The wooden chairs we had were a similar, light, hue. They were the sort of kit chairs a young, modest, immigrant family could buy from Kmart or Service Merchandise to assemble and stain themselves to save a little money.

The table always scared me a bit, because it was built as if to be a little wobbly. I remember my father tightening the bolts, every so often, to ensure it wouldn’t shake too much. I never played under it, because I was always a little scared, in the way a four year old might be, that the time it would finally topple might be the precise moment I was underneath it. But beyond that, I never had a little sibling or a puppy to chase around, so I never really had any reason to scurry under that first wobbly table we had.

That table was were we had dinner, where as a young lad I would, invariably, beg for Kraft macaroni and cheese instead of bhindi and dal. It was where my parents would review the bills and make ends meet. It was the only place in America I ever ate and talked with my with my visiting grandparents. That table and those chairs are one of the only fixtures in my family home that we’ve had with us from Williamsville, New York to three different cities in Michigan: Grand Blanc, Rochester Hills, and Rochester.

Eventually, my parents were on the come up. And one of the first purchases they made was a new, sturdier, dinner table. It was darker wood, stained to a cherry-esque finish, and they bought a china cabinet, server, and eight upholstered chairs to match. More than anything else they ever bought, I think, this was the symbol that we had made it in America.

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The first table Robyn and I had was a small one, an IKEA outfit, but one of the nicer ones that I had from the roommate era of my life. It was solid and flat, its surface resemblant of a butcher block, but thinner. Robyn and I first ate together around it before we started dating, when in the same building in Midtown Detroit, the one with the coat of arms in the lobby. Robyn came up when she was sick on her birthday, I made soup and played John Mayer’s Where the Light Is album.

Little did we know, it would be that table that we would first sit down for dinner at, in our first apartment together, after our marriage. It would be the table that we would dream about our family, and make bucket lists of all the fun things we wanted to do together in the upcoming season. It would be the table - the one by the window, nestled between the wall and the slightly-too-big-for the-room couch - that our 10 month old, nervous, rescue dog would vertically leap onto after sprinting around the room.

When Robyn and I bought our home in Detroit, we packed up that little IKEA table, along with the rest of our boxes and ends, and moved uptown to a friendly, tree-lined street on the north side of the City. After we unloaded the truck, Robyn stayed back while I I led the movers in a caravan up to my parents house in Rochester.

After my father passed, that sturdy cherry table they bought, along with the matching chairs, cabinet, and sever had been mostly idle. My mother was gifting the whole set to Robyn and I, as we started life in our new home and I went up to retrieve the whole set.

And so, on that overcast January afternoon, the movers packed everything up in blankets, with care, and brought it all to Detroit, into our cozy little dining room, with the french doors where Robyn would later hang up photos of our children in the glass panes, every year on their birthdays.

That sturdy table, I’ve realized, is where all my dreams are represented.

Robyn and I have our candle-lit mini-dates there. When our sons were born, we’d pull up a high chair right to the corner and give them mushed up bananas, peas, and sweet potatoes. It’s where we gather our family and friends around, with easy access to the pot in the kitchen filled with a meal that can feed us all. It’s where our sons and pup can confidently hide and chase each other, without fear of the walls crumbling around them.

It’s where we blow out the candles on birthday cakes or share what we learned or were grateful for after a school day, while eating leftover tacos. It’s where Robyn and I talk for a few minutes, after the kids have already moved onto to their next adventure, after breakfast on Saturday mornings, and we smile, and then whisper to each other, “This is the dream.”

That table, that sturdy table, is where the blessings we count in prayer first came to be.

And now, as I see my sons around that table, I understand why my parents were so particular about picking exactly the right one, after weeks of research, budgeting, serious discussion, and several trips to the Thomasville store. The chance to upgrade to a sturdy table, wasn’t only a symbol of securing their seat solidly in the middle class.

I know now, that my parents were thinking of the future when they bought that table. They wanted to pass that table - that sturdy table, onto me and Robyn, even though they would not know her until decades later.

That table reminds me of the blessing and the sacrifices of both our parents. My parents had no choice but to start off in this country with a wobbly table and chairs they glued together themselves. They wanted to help us start our lives together with something sturdier.

They dreamed for us, what we now dream for our own children: that we have a lifetime of love and memories around our table - a childhood our kids want to remember. And we dream of helping our children start their lives beyond us with a table of their own. Maybe not one that’s opulent or expensive, but one that is sturdy - sturdy enough to build their dreams and their own families around.

I don’t always know who reads these posts, or where in the world they are from. But if you’re reading this, I hope you are blessed with the gifts of a sturdy table, and a community that gathers around it, just as we are.

We can learn to be lucky

Learning only when we make a mistake is not enough.

Life is too hard. Creating value in enterprises is too hard. Marriage is too hard. Reaching goals and making our dreams come true is too hard. All these aspirations are too hard to only learn some of the time.

Some people say we learn more from failures than from successes, and that may or not be true. But the way I see it, that’s a misleading trade off: we can learn a lot from both.

However, what I’ve observed in organizations is that in practice teams usually learn much less from successes than from failures. It’s not that they can’t learn more, they just don’t.

This is for two main reasons. First, teams usually have less motivation to learn from success - why be a downer and interrogate our victory when we could be celebrating? Even when teams choose to debrief successes, they seem less willing to be introspective and self-critical so the debriefs they do are less fruitful. Moreover, most organizations have more systems that force debriefs of mistakes to happen.

The second reason why teams tend to learn less from success is a matter of technique. Learning from failure is a bit more familiar because it’s an exercise of cause and effect. We saw bad effects, and the goal of a debrief is to understand the root causes. By understanding the root causes we can make different choices in the future.

Learning from success is different (and perhaps harder) because it’s an exercise of understanding counterfactuals. What could we have done to obtain a better result? What aspects of our success were because of our decisions and skills, rather than good circumstances? The fundamental questions when trying learn from a success are different than those needed to debrief a failure.

When you’re doing your next debrief, try these three questions to get the most learning possible out of a success. I’ve included some rationale for the questions and some examples within each.

Question 1: What would’ve had to be true to have a 2x better result? What about a 5x or 10x better result?

This question helps us understand the money we left on the table. If we were successful it means we already had some level of competence or skill related to the challenge at hand. Could we have done better? Why didn’t we? Are we at a plateau of performance? How can we break the plateau and get to the next level? This is what this question gets at.

I thought about this question a lot when working on violence prevention programs at the Detroit Police Department. There were quarters and years where we had substantial drops in shootings and murders. A lot of time that was because the community-based gang violence prevention programs we launched were working. But in Detroit, even after those successes, violence wasn’t at an acceptable level for our team, our leadership, or our community.

When we asked questions like, “why can’t have a 30% drop instead of 10% drop” we thought about other avenues for reducing violence. We started to explore domestic violence prevention, partnerships with social service organizations and faith-based organizations, and other non-traditional avenues. Thinking critically about our success helped us to lean in harder to the problem.

Question 2: What was a near-miss? What almost was a big problem but we got lucky?

This question helps us understand where caught a break. Teams generally discount their own luck, and do so at their own peril. Because the next time around, we might not be so lucky.

I just experienced this at Thanksgiving. Our family’s tradition is to go to the Detroit Lions’ Thanksgiving Day football game, and we host an early brunch at our house since we live closest to Downtown Detroit where the stadium is. I make bagels & lox, a breakfast casserole, and coffee. My father-in-law makes bloody marys.

When he arrived, he asked, “do you have ice?”

We usually do not have ice in our house. Our refrigerator is old, and doesn’t have a built-in ice machine. But this Thanksgiving, we were lucky - we happened to have extra ice in the freezer from a party we hosted a few weeks earlier.

Even though our family brunch was a resounding success, I learned something important: make ice part of the plan for any party. I added “get ice” to the party prep checklist I keep on my phone. I also plan to look into a better set of ice molds to make it easier to have ice on hand all the time.

Question 3: What gifts were just handed to us that we did nothing to earn?

This question helps to understand and shape luck. Teams usually have some headwinds or beneficial circumstances that just fall into their lap without even trying. Usually, those headwinds aren’t a guarantee for future challenges. But if we understand what made us lucky this time around, we can actively try to shape those headwinds in the future.

I saw this happen on a project some of my colleagues recently completed. It was a data analysis to understand a large area of SG&A for our company. The project was a clear success because the insights uncovered will have a huge benefit for our company and our customer. By all accounts the team did a great job and they executed flawlessly.

But they did have a healthy amount of luck, too. The executive sponsoring the project had an incredibly clear and specific question they wanted to understand. The clarity the team received up-front led to a very focused analysis on a specific set of data. Many times people who request work of analytical teams have no idea what they actually want to understand, and that creates huge drag on an analytics team.

It was a big headwind to have a clear, and focused question from jump. That’s definitely not a given on any project. But what we learned is that in the future we can push for clarity and actively shape the question very early in any analytics project to create headwinds for the team. We can shape our own luck.

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Every team and every organization I’ve been part of underperforms. Even the best teams out there have even higher ceilings. We can and should learn from failures, but we can learn just as much from successes with the right questions and approach. And if we do that, we can learn to be better and contribute more to our teams, our customers, and our communities.

Photo credit: Unsplash @glambeau

Listening comes from discomfort

Listening might be the most important skill there is. It’s like a steroid for building character muscles.

By listening, I can realize that you, no matter who you are have an extraordinary story - and that will get me to love you more.

By listening, I can find something sacred in you, something of intrinsic value. And if I know that, I can be courageous enough to make a sacrifice for you.

By listening, I can understand what you really need. And then, I can serve you and care for you.

By listening, I give you a voice.

By listening, I can understand that the awful things I assumed about you aren’t true. Listening leads to humility and evaporates stereotypes.

If I could just listen more, I’d be a better man.

But to listen, I need to stop thinking about me for just a minute. For just a little while, I’ve gotta put my task list, my hunger, my fear of failure, and my need to be perceived as awesome off to the side. I’ve got to turn off the voice in my head that says, “I can’t deal with you right now, you’re going to have to wait a minute until I take care of ME.”

That suspension of my ego-monologue is so hard because it creates discomfort. When I put off my own needs, my ego and my body hunker down and make me feel discomfort - emotionally and physically. Which is why it’s so hard to stop thinking about myself and create the space to listen to you - by choosing to listen to you, I’m accepting that discomfort is coming.

I think that’s the key to listening - getting used to discomfort. Because if I can get uncomfortable, get through it, and realize that I got through it, the next time I want to listen I will remember that temporary discomfort is okay. The next time I want to listen to you, I can remind my ego-monologue that the listening to you is a temporary discomfort we can get through.

What I need to do, then, is practicing discomfort. Or more accurately, I need to trick myself into being uncomfortable. Because my ego-monologue will not go quietly into discomfort.

I’ve tricked myself into discomfort before.

Tricking myself into discomfort is when I need to go on a 5 mile run when it’s hot and I go two-and-a-half miles in one direction, which leaves me no choice but to run home. It’s when I force myself to raise my hand in class, so I sweat with the anxiety of maybe saying something stupid. It’s in starting the guided mediation video, so I feel obligated to stew in the discomfort of increasing the awareness I have of my own thoughts.

It’s in playing truth or dare or hot seat around a campfire so that I’ll look like a jackass if I don’t answer a deep, vulnerable, question. It’s in the walk down the wobbly diving board or the steps up to the top of the playground slide, with friends behind you, so there’s no way out other than cannonballing into the cold unknown.

If, through practice, I can get comfortable with being uncomfortable, I can convince my ego-monologue that it can deal with the discomfort of quieting down and letting me listen to you. And if I can listen to you, I can be a better man.

So what I really need to do is make the choice to get into uncomfortable situations, get through it, and create the belief that I’m capable of managing discomfort. Discomfort is a resource I need to build my capacity to listen, and, in turn, a resource I need build my own character.

The real slap in the face is that the same is true for our sons. I have to let them be uncomfortable. I can’t put them into situations of genuine harm, but I can’t rob them of the gift of discomfort either. They need me to let them stew in it.

Photo Credit: Unsplash @kaffeebart

Death is glue

There are so many issues and problems that we need our politics to alleviate. Everything from the economy, to health, to environment, to violence. So how do we organize it all, what do we do first?

To me, the most profound and impactful thing that will happen to any of us is death. Death is one of, or perhaps the only thing, we all truly have in common. We all grapple with it. We will all face it. Death is non-discriminatory in that way. Death binds us together. Death is glue.

If death is glue, I’ve wondered what a political framework that acknowledges and is informed by the profundity of death would be. To me, three principles emerge that could help our politics sharpen its focus on what matters most.

The first organizing principle is to prevent senseless death. A senseless death is one that does not have to happen, given what is and is not in our control as a species, right now. Death is inevitable and basically nobody wants to die, so let’s prevent (or at least delay) the deaths we can. So that means we should focus on these data, figure out which causes of death are truly senseless, and address all the underlying determinants of them.

Before we do anything else, lets prevent senseless death - whether it’s from war, from preventable disease, from gun violence, or something else.

The next principle is to prevent a senseless life. What is a senseless life? That’s a difficult, multi-faceted question. But I think the Gallup Global Emotions report has data that are onto something. They ask questions about positive or negative experiences and create an index from the answers - surveying on elements like whether someone is well rested, feels respected, or feels sadness. What we could do is understand the data, geography by geography, to understand why different populations feel like life is worth (or not worth) living. Then, we solve for the underlying determinants.

There are so many reasons that someone may feel a senseless life, these challenges are probably best understood locally or through the lens of different types of “citizen segments” like “young parents”, “the elderly”, “small business owners”, or “rural and agriculturally-focused”.

What’s great about these types of problems which vary from person to person, is that tools from the private-sector marketing discipline - like customer segmentation, consumer insights, consumer experience - are extremely well developed and equipped to make progress on understanding these “senseless life” challenges which affect different populations differently.

The last organizing principle for a politics informed by death is protecting our freedom to prepare for death. Death is so tremendously profound and difficult, we all try to prepare for it differently.

For some, we turn to our faith to cope. For others, we turn to science, philosophy, or self-expression. For others, still, we turn to a life of service. Many of us build our lives around a devotion to family, and that devotion and connection is what helps us prepare for death.

What we have in common, though, is that we all try to prepare for death in some way or another.

I don’t claim to know the single best way to prepare for death, which is why ensure sufficient freedom to allow everyone the choice in how they prepare for death is so important.

To be sure, there are problems with this political framework. Most obviously, controversial issues remain controversial. Take the death penalty for example. Is abolishing the death penalty an act of preventing senseless death or is it an act of enforcing the freedom to prepare for death? These sorts of tensions still remain.

Moroever, envisioning a politics centered around the idea that death is the most profound and binding experience there is, would require a citizenry that accepts death. It would take a culture that is courageous enough to talk about death. It would take all of us doing the hard work of trying to imagine how to minimize regrets on our own deathbed, when we are weakest and most vulnerable. That’s no walk in the park, especially in America where we sometimes seem allergic to talking about death, even slightly.

And yet, I think the adhesion death provides is still so compelling. Death give us some chance of finding common ground on society-level challenges. I want, so badly, to not die from preventable causes. I want, so badly, to live a worthy life rather than a senseless life. And finally, I want, so badly, to prepare for death so its cloud of fear and uncertainty is lined with at least some sense of peace and acceptance. Our shared interest in death and life gives even political adversaries some place of agreement to start a dialogue from.

And even outside of politics in the formal sense, I feel like I owe it to others to act in a way which is mindful of death and our shared struggles with it. As in, I feel like I owe it to you and my neighbor to help you avoid a senseless death. I feel like I owe it to you and my neighbor to avoid a senseless life. I feel like I owe it to you and my neighbor to give you the freedom and to help you prepare for death.

I think I owe it to you to be generous, compassionate, honest, kind and respectful to you to some reasonable degree, because we are all facing death. This shared mortality binds us and obligates something of me to you, whether it’s in the political realm or just in our day to day lives.

A politics that acknowledges and is informed by the profundity of death could be too confusing and volatile to even consider as a teneable framework for political thinking, let alone an electoral strategy. But it could nudge our politics and culture to be more honest, courageous, and compassionate.

Because death is glue.

Photo Credit: Unsplash @claybanks

Leadership as artistry

In a second, I’m going to suggest that leadership can be considered artistry. But first, what is an artist?

I’ve been thinking non-stop about this take from the comedian, writer, and producer Hasan Minhaj.

Here’s a clip (link to Instagram Reel) from his appearance on the Colin and Samir podcast (heads up: there’s some profane language in the clip). Here’s a key blurb:

It’s artistry vs. the algorithm…An artist is someone who has something in their head or their heart that they gotta SAY. And they want to get it out - that’s an artist. I have to get this out into the world. You’ve got a short film? Let’s show it in the park TONIGHT.

I love this framing: an artist has something to say. They have a point of view that they have to share out into the world.

And then there’s the algorithm. Serving the algorithm is not expressing a point of view, it’s putting something out based on whether other people will like it. Whether other people will click it. Whether other people will buy it. You’re not serving up a point of view, you’re serving up something that optimizes some variable.

Like Minaj says in the clip, I’m not trying to be disparaging about living by the algorithm or pejorative. Choosing artistry over the algorithm (or vice versa) isn’t necessarily better…but it is a choice.

Is leadership artistry? I know it can be, because I’ve seen leaders communicating a point of view through their leadership. I’ve seen leaders who have something in their heart that they’ve got to say. A recent example I’ve encountered is Alan Mullaly’s interview (he’s a former Boeing and Ford CEO) on The Knowledge Project podcast.

The entire interview is worth listening to, but I’d summarize Mullaly’s point of view on leadership with his phrase “love by design.” It’s clear that his whole worldview on leadership - from the language he uses, to his framework of key ideas, to the management operating system he uses to manage the process of leading a team - all come down to loving and serving others.

Mullaly has a point of view, that he needs to communicate. He’s an artist. His medium just happens to be leadership.

I’ve found that many successful leaders I’ve observed also express a unique, personal, cohesive point of view through their leadership.

Like a colleague of mine who’s one of the founders of Joybird furniture: his point of view, which I learned within an hour of meeting him, is to create growth - for people, for enterprises, and for customers.

Or there’s Reese Witherspoon, whose entrepreneurship founding Hello Sunshine centers around the importance of telling stories that celebrate women and puts them at the center of the story.

Or there’s former Joint Chiefs Chairman and Secretary of State Colin Powell whose point of view centers on solving problems and taking care of people. When I was an intern at the State Department, I heard personal tales from my colleagues about Secretary Powell embodying this through behaviors like eating in the canteen with everybody else or personally seeking out the families of personnel who died or were injured in action and finding ways to help them.

Of course, the alternative to leadership as artistry is leadership by algorithm.

We can do what makes the most money with the lowest risk. We can do what optimizes for a social metric. We can do what gets us promoted the fastest. We can copy the generic management system we learn in graduate school. Whatever variable we choose, there’s there’s a leadership algorithm to optimize for it.

Leadership by algorithm is a legitimate choice, and maybe even the right one for the circumstances. And just like on social media, playing to the algorithm works if you do it well enough.

But like Minhaj opined in the clip above - leadership by algorithm may work well, I just don’t want to live like that.

In my experience and study of organizations and leaders for the past 25 years, algorithmic leadership has consequences I’m not willing accept.

Just like social media, algorithmic leadership leads to “inflammatory content” like when ego-maniacal leaders develop cult followings with their extreme tactics.

Just like social media, algorithmic leadership leads to “content mediocrity” - like when the leadership quality of the entire cadre of listless middle-level managers in the world seems to mirror the endless supply of mediocre cat videos on the internet.

Leadership by algorithm can work, but it has consequences.

Behavior Is communication

The hard part, as is usually the case, is the “how.” How do we actually do this? How do we actually develop a point of view that we can express through how we lead?

Robyn, my wife, recently shared a concept she learned during her training to become a high school teacher: behavior is communication. In the education (or parenting) context, the lesson is simple: when kids are acting out, they’re actually trying to say something that they aren’t capable of expressing in words. Their behavior is communication.

If we want to think of our leadership as artistry, we can apply the same lesson. Our behaviors - when we’re trying to lead a team or make a positive contribution - say something. The beliefs we have in our hearts are represented in how we act. Our point of view is reflected in how we operate.

Just like artists can express a point of view with their scripts, paintings, or music - we can express a point of view with how we behave in the organizational world.

If we want to think of our leadership as artistry with a point of view, we first have to explore and try new things. We have to listen and observe. We have to hone the fundamentals of our craft - like communicating, being authentic, delegating, and more. And then, we have to reflect, and do deep introspection about what we’ve experienced and form a point of view.

That practice of introspection can take many forms, but I think this question is as good as any to start: when I try to behave in a context of leadership and organizations, what am I trying to say? What am I trying to communicate, from deep within my heart, through my behavior?

If we explore as artists do and introspect as artists do, we can practice leadership as artistry.

Photo Credit: Unsplash @timmossholder

We do not have monsters inside us

The first time I had the delusion, was probably around the time I started high school. I don’t remember what preceded it, I just remember thinking, “there’s something untamed and dark inside me.”

As I’ve aged, I’ve come to realized that I’m not the only man who has felt the grip of something inside them, small to be sure, but something that feels like evil.

For decades now, I’ve believed this about myself as a man: I have this tiny little seed, deep down, in my heart. That seed is a little root of evil and I must not let it grow. I know there is a monster within, and I must not let it out.

I don’t know from whence this deluision came. But it came.

The delusion reawakened when I started to seeing press about a new book, Of Boys and Men by Richard Reeves, which is about the crisis among men we have in America. I haven’t read the book, yet, but here’s some context from Derek Thompson at The Ringer:

American men have a problem. They account for less than 40 percent of new college graduates but roughly 70 percent of drug overdose deaths and more than 80 percent of gun violence deaths. As the left has struggled to offer a positive vision of masculinity, male voters have abandoned the Democratic Party at historically high rates.

Or this from New York Times columnist David Brooks:

More men are leading haphazard and lonely lives. Roughly 15 percent of men say they have no close friends, up from 3 percent in 1990. One in five fathers doesn’t live with his children. In 2014, more young men were living with their parents than with a wife or partner. Apparently even many who are married are not ideal mates. Wives are twice as likely to initiate divorces as husbands.

I come away with the impression that many men are like what Dean Acheson said about Britain after World War II. They have lost an empire but not yet found a role. Many men have an obsolete ideal: Being a man means being the main breadwinner for your family. Then they can’t meet that ideal. Demoralization follows.

For more than a year, before this book was released, I’ve been grappling with some of its core themes. I might not call my own life a crisis, per se, but I struggle with being a man in America today.

I have been wanting to write about “masculinity” or “the American man” for some time, but have struggled to find the right frame and honestly the guts to do it.

A different version of this post could’ve been about how lonely, and isolated I feel and how hard it has been to maintain the ties I have with close, male, friends from high school, college, and my twenties. Or I could’ve written about the pressure of competition in the workplace and the way other protected groups are supported, but I and other males are not, though we also struggle.

I might’ve written about the confusion I feel - I am trying to operate in a fair and equal marriage with Robyn, but we have no blueprints to draw from because society today and what it means to be a man feels so different from the time I came of age. A different version of this post might’ve be political and angry, pushing back against the stigma I feel when I’m gathering with other men - for example, sometimes I feel like getting together in groups of men is something to be ashamed of because it’s assumed that groups of men will devolve into something chauvinistic or destructive and “boys will be boys” and masculinity is “toxic.”

[Let me be clear though: abusive, violent, exploitative, or criminal behavior is absolutely wrong. And the many stories that have been made public about men who behave this way is wrong. And I’d add, men shouldn’t let other men behave that way, toward anyone. I do not imply with any of the struggles I’ve referenced above that any person, man or women, is exempted from the standards of right conduct because they are struggling.]

What I do imply, is that the struggles that are talked about in public discourse about the crisis of men is real to me, personally. My life does not mirror every statistic or datapoint that’s published about it, but directionally I feel that same struggle of masculinity.

As I’ve searched for words to say something honest and relevant about masculinity, what I’ve kept coming back to is that delusion I’ve believed that there is an evil and dark part of me, even if it’s small and buried deep down, that exists because I am a man. The negative ground that all my struggles of masculity come from is the belief that there’s a monster inside me, and that the balance of my life hangs on not letting him out of the cage.

For me at least, this is the battleground where the struggle of my masculinity starts and ends. No policy change is going to solve this for me. No life hack is going to solve this for me. No adulation or expression of anger is going to solve this for me.

If I want to get over my struggle with my masculinity and difficulties I feel about being a man in America today, I have to dispel the belief that there’s a monster inside me. I have to prove that I am not evil inside and that belief is indeed a delusion. The obstacle is the way.

But how? How do I prove to myself that there’s not a monster, that I was born, inside me?

—

Our neighborhood is full of old houses, built mostly in the 1920s. And fundamentally, there are two ways to renovate an old house. You either paper over the problems, or you fix them and take the house all the way down to the foundation and the studs if you have to.

As it turns out, the only way you really make an old house sturdy is to take it down to the studs, and build from there. Papering over the issues in an old house - whether it’s old pipes, wiring, or mold - leads to huge, costly, problems later. The only way is to build a house is from good bones.

With that model in my head, I thought of this reflection, to hopefully prove to myself - once and for all - that I do not have the seeds of evil and darkness, sown into me because I was born a man.

The rest of this post is my self-reflection around three questions. I share it because I feel like I need to try out my own dog food and demonstrate that it can be helpful. But more than that, if you’re a man or someone who cares about a man, I share all this in hopes that if you also believe the delusion that you were born with a monster inside, that you change your mind.

For sure, every person is capable of terrible things. But we, as men, don’t have to believe the delusion that we were born with a monster inside us. We have to stop believing that. We can build our identity as men around the parts of us that are most good.

—

What are the broken, superficial parts of me that I can strip away to get down to the core of the man I am?

I can strip away the resentment I have about being raised with so much pressure to achieve. I can strip away the bizarre relationship I have with human sexuality because as an adolescent the culture around me only modeled two ways of being: reckless promiscuity or abstinence, even from touching. I can strip away the anger I have because as a south Asian man, I am expected to be a doctor, IT professional, and someone who never has opinions, something to say, or the capability to lead from the front. I can strip away the self-loathing I have about being a man - I can be supportive of womens’ rights and opportunities without hating myself. I can strip back all the times I tried to prove myself as a dominant male: choosing to play football in high school, doing bicep curls for vanity’s sake, binge drinking to fit in or avoid hard conversations, trying to get phone numbers at the bar, or talking about my accomplishments as a way of flexing - I do not need to be the stereotypical “alpha male” to be a man. I can strip away my need for perfection and control, without being soft or having low standards.

I can strip away all pressures to prove my strength based on how I express feelings: I do not have to exude strength by being emotional closed, nor do I need to exude strength by going out of my way to express emotion and posture as a modern, emotionally in-touch man - I can be myself and express feelings in a way that’s honest and feels like me. I can strip away the thirst I have for status, my job title and resume is what I do for a living, not my life. I can strip away the self-editing I do about my hobbies and preferences - I can like whatever I like, sports, cooking, writing, gardening, astronomy, the color yellow, the color blue, the color pink - all this stuff is just stuff not “guy stuff” or “girl stuff.” I can strip away the pressure I feel to be a breadwinner, Robyn and I share the responsibility of putting food on the table and keeping the lights on, we make decisions together and can chart our own path.

Once I strip away all the superficial parts of me, and get down to the studs, what’s left? What’s the strong foundation to build my identity, specifically as a man, from?

At my core, I am honest and I do right by people. At my core I am constructively impatient, I am not obsessed over results, but I care about making a better community for myself and others. At my core, I am curious and weird - that’s not good or bad, it’s just evidence that I have a thirst to explore no ideas and things to learn. At my core, I value families - both my own and the idea that families are part of the human experience. At my core, I care about talent - no matter what I achieve extrinsically I am determined to use my gifts and for others to use there, because if the human experience can have less suffering, why the hell wouldn’t we try? At my core, I believe in building power and giving it away and I am capable of walking away from power. At my core, I care most about being a better husband, father, and citizen.

Now that I’ve stripped down to the studs, what mantra am I going to say to replace my old negative thought of, “I was born with a monster inside me that I can’t let out of the cage?”

I was born into a difficult world, but with a good heart. I am capable of choosing the man I will become.

Photo Credit: Unsplash @bdilla810

This is why we do the hard days

“This is why we do the hard days.”

I felt a certain lightness coming on immediately after Robyn said this, on our lazy walk back from the neighborhood coffee shop, her Au Lait in hand. We haven’t done this Saturday ritual in months, but today - warm, autumnal, and with nowhere else to be - is the perfect day for it.

“Tell me more,” I said with intrigue, with as much tenderness and charm as I could muster.

“I’m just here, basking in this beautiful family. I’m so happy and at peace. We’re all together. We’re outside and it’s beautiful. And the leaves are peak color. This is literally the dream.”

I want to remember days like these. Days when we can just bask in the simplest, most unremarkable, pleasures. Days when it easy to see that our family is not beautiful because it’s particularly different or special, but because it’s ours.

When Robyn asks me how I’m doing, I pause. And then I have what feels like a revelation.

I don’t have to justify being here.

My whole life I’ve been doing things to try proving that I deserve to be alive. But I don’t. God gave me this life as a gift, and even though he will take me from this world he will not erase the life that I had. He brought me here and I don’t have to pay him back.

Anything I do here is not an obligation, at least to God, I think. He gave me the entirety of the gift up front, with no takebacks. The pressure is off, in a way. I don’t have to do things to earn my life.

What I do with this life, I realize, has always been a choice. Whether I pay it forward is a choice. What I do for a job or what I choose to learn is a choice. What I choose to contribute is a choice. How I choose to treat others is a choice. And I know that if I choose to pay it forward, it will require sacrifices. Paying it forward will not be easy. Paying it forward is an acceptance that there will be extremely hard days. Paying it forward is a choice and realizing this after years of feeling guilty and inadequate is liberating.

I try, extra hard, to remember days like these, precisely because they’re not particularly noteworthy. I would forget them if I didn’t write about them. But days like these, where we’re just here, are the most profound I think. These days are ones where God sends a couple little winks - whether it’s the sunshine, the feeling of love and attachment to my family, or sound of leaves crunching under paws and little feet - that remind me that his gift has already been given.

“I’m good. Really good.” I say to Robyn. I look at her and I realize that I’ve started smiling.

She really did put it perfectly. This is why we do the hard days.

Salsa is the last stage of grief

To many of my oldest friends, my father was best known for one thing: his salsa.

It was objectively out of this world, and the craftsmanship he used was nothing short of incredible. I remember watching him, at the green granite island in my childhood home, taking tomatoes and looking at them like a championship athlete surveys a playing field.

Then he’d take these tomatoes and mince them into minuscule cubes, better than a machine could, even if he had a dull knife. Then he’d do the same with an onion and cilantro before adding spices, hand-squeezed lime juice, and one or two green chilies. His salsa was the stuff of childhood legend, and the way he made it, with such precision and pride, was legendary to me.

It is without exaggeration to say that one specific thing I grieved when he went ahead was that I was never able to have an afternoon with him - where he would pass on the recipe, yes, but also his wisdom, his blessing, and the torch. Even when I was young, long before I knew he would be taken from us so suddenly, I put it in my mind that the salsa was not just a recipe but an important rite of passage.

I haven’t been able to bring myself to try making it since he died. The thought of making it was sad, but also scary. The knife would’ve invoked the feelings of a haunted house, I thought, and how could I do it justice without him teaching me the secrets of his work? Anything less than perfection would’ve felt like an insult to his memory.

—

My family has more than its fair share of gardeners.

I’ve been hearing about Udai Mama’s green thumb - he’s one of my four maternal uncles - from my mom for decades. My Masi, who’s know by her nickname “Gudda” in our family, is the same way. She’s created an Eden in her backyard in Long Island, with everything from tomatoes, to Indian vegetables, to figs.

She sent us home with a bounty from her garden last weekend, when we were visiting our New York family. So here I was, with a deluge of perfectly ripe tomatoes I didn’t know what to do with, which would surely rot within a week without intervention. And how could I waste a basket of tomatoes from my aunt’s garden? I may not be perfect, but I’m not a savage.

As it happened, five days after our return from New York, our youngest son Emmett was to be baptized. Our plan was to have everyone over - our family, godparents, friends, kids, everyone - for an early dinner before Mass. Robyn created the menu and had us stocked up to make our crowd-favorite white bean chili, cornbread, and a frosted chocolate cake. I picked up a Sister Pie because I happened to be in the West Village for lunch with an old friend.

And there were those tomatoes in the orange, plastic colander - the one Robyn had in her apartment when we first started dating - that were just sitting there, catching sunshine, getting riper and riper by the day.

—

It was one of the proudest moments, Papa, I’ve ever had over something I’ve made - when person after person was raving about the salsa I made. Your salsa. I got to tell all our friends and family present for Emmett’s baptism - most of whom I met after I moved to college - the story of your salsa and say with so much joy, “I’m glad you liked it, it was my Dad’s recipe. I always thought he should market it, too.”

As I was making it, I was remembering you. I was remembering your life, how you left India and landed in Tehran to join the ship on which you were to be an engineer. I was remembering how intensely you insisted on doing the right thing, in the right way, down to how you impressed upon me, “You MUST cut the tomatoes by hand, a machine leaves the pieces too large and soft. The tomatoes must be firm, Neil, FIRM.”

When you died, in addition to tremendous sadness and grief, I was also under duress for practical reasons. I didn’t know how to do any grown up stuff.

How do I negotiate a salary? How do I buy a house or plant a garden? How do I feed a baby a bottle? How would you like your last rites to be conducted? How do I find a new dentist? How do I file my taxes? How do find my way in life? How do I make your salsa? These were the things I needed to ask you, that I never could.

And beyond those practical concerns, that was supposed to be our time. I was finally grown. We could finally be the friends we were always meant to be. Asking you for advice was how we were going to bond as grown men.

I was so sad that we never got that time. I still am, because I’m balling as I’m writing this part of the essay. But I suppose you probably see that.

But a funny thing happened as I was making that first bowl of salsa yesterday. In addition to remembering you. I was remembering all the stuff that’s been going on over the past few weeks. All the grown up stuff Robyn and I have had to do lately.

I took the lead for us and traded in Robyn’s car for a minivan that can fit our growing family. I cleared the garden we plotted in our backyard for the winter, and put away the drip irrigation system I installed. I found a masonry contractor and got our garage fixed. I found a high-interest cash account to take advantage of rising interest rates. I navigated a career decision. I, and Robyn too, figured out how to get help from a therapist-coach so we could be better parents to Bo - and we graduated, so to speak, after four months, earlier this week. I figured out that the secret ingredient I was missing in the salsa was ginger.

I realized when I was chopping those tomatoes and onions that you probably never had a salsa recipe. Of course you didn’t have a recipe. Indians didn’t invent salsa. You made it your own. You figured it out. Just like you figured out everything else in your whole adult life, when you were oceans away from your family, making it as a first-generation man in this country.

As I was squeezing the lime I remembered all the things I saw you figure out. How to make a shelf. How to deal with customer service agents who disrespected anyone with an accent. How to use credit card points toward the purchase of a car. How to build a house. How to deal with unemployment. How to raise a son. How to be an honest man. How to live a life.

You were the example of figuring it out, for my whole life, and that’s what I realized yesterday. Even though you went ahead, I should’ve never been worried about the things I didn’t know how to do. It was never about that. I finally realized that you never needed to teach me the salsa recipe or anything else fathers tend to teach their sons as adults. Because you taught me to figure it out. You left me prepared, long before you died, to figure it out - whether it was the salsa or anything else.

It was an unexpectedly big moment, Papa. I’m not scared anymore. I can figure it out. I know this now.

I can figure out how to build a thriving marriage. I can figure out how to be a father to each of our very different sons. I can figure out how to be a man of good character, worthy of our family’s name. I can figure out how to make a contribution to this world, in my job and outside of it. I can figure out how to make your salsa, because you taught me to figure it out.

It’s a cliche to say, but is true - not a day goes by where I don’t think of you. I’m still so sad that you can’t be here with us for the big and little family moments we have. I still have so much gratitude and joy when I think of the happy stories we can tell about you. I know you would’ve wanted us to keep living life, and I swear to God I have. But the weight of grief has been heavy.

But yesterday was a big moment. Something feels different, lighter perhaps. When I think of you I will always have sadness, gratitude, joy, and laughter all mixed together. But now, after learning this lesson from the salsa, the grief part might now, finally, be over.

Photo Credit: Unsplash @yehoshuaas

Showing Up Is The First Choice

Listening is the key.

We can love, maybe anyone, after we listen to their story. We can understand and solve many challenges if we are curious enough to listen and learn and understand. Relationships of trust and respect are built upon listening, more than anything else, perhaps. Listening to and knowing our own hearts, strengths, and unrelenting desires is a non-negotiable aspect of finding our way.

And from a posture of listening comes the core foundation of inner strength: courage, persistence, and integrity. I really believe this deeply, and as I’ve aged I’ve come to see listening as the under-appreciated linchpin of character and morality.

If listening is the key unlocking greater virtues, the key to listening is showing up. Only after showing up does listening even become possible. I know this without any empirical data.

I know this when I creep into my inbox, and Robert starts to inexplicably lash out at his brother. I know this when the energy in a work meeting changes based on the percentage of people who have their camera on vs. the percentage who are multi-tasking with their camera off. I know this when Robyn mentions that “Myles was asking for ya” at story time when I’m away on a business trip. I know this when I’ve glazed over half a chapter of my nightstand reading because I’m thinking about my to do list.

I know this when I’m rocking Emmett back to sleep, fuming about the slights I’ve perceived from the day, and he doesn’t settle into sleep on my shoulder until I’ve shifted my thinking to his breathing. I know this when I remember what it’s like to go on a date with Robyn and I’m finally hearing her again, not even realizing that I’ve forgotten how to listen.

And though I can wax about it’s importance, showing up is so hard. We can travel so cheaply, to get anywhere but here. We can be any place in the known universe with a smartphone. We can work from anywhere. We can retreat from the present challenge and justify just about anything under the auspices of “I deserve this” or “self-care”. We can disappear into our to do list, because it never ends anyway.

And there, too, is great distraction in struggle. There is hunger. There is disease. There is violence. There is The fear of missing out. There is uncertainty and mean spiritedness. There is the fear of not being enough or a life without meaning. These struggles are a barrier to showing up.

And most insidious of all, we can tell ourselves we can stop showing up if someone we love seems like they’ve stopped first. Tit for tat. it’s only fair. “He did it first” makes it okay, right?

Showing up is a choice. Rather, showing up is many little choices.

It’s the choice to get enough sleep. Or to put the phone away at dinner. It’s the choice to put a boundary on work hours. It’s the choice to meditate and do yoga to build concentration. It’s the choice to eat nutritious food and drink adequate water to prevent the body from distracting the present.

Showing up is the choice to make eye contact, and not scurry into our house to avoid talking with our neighbor. It’s the choice to hear out our proverbial weird uncle or aunt at Thanksgiving dinner. It’s the choice to not weasel out of a commitment when we get better plans. It’s the choice to breathe deeply instead of letting our attention run wild.

In a world of limitless choice, where we can be almost anywhere physically and digitally, showing up is a choice in itself.

I struggle with this. Most of the time, I act on autopilot and don’t actively choose to show up or not. It just happens or it doesn’t.

Like, literally yesterday I had an AirPod in my ear listening to the Michigan game while we had a family afternoon painting pumpkins and playing soccer, in Long Island, with family we flew across the country to see. In retrospect, why did I need to multitask for the sake of a football game? I was on autopilot.

And perhaps choosing whether or not to show up is not the greatest of all choices. That honor belongs to the choice of whether or not to become a better person. But even if it’s not the greatest choice, choosing to show up is our first moral choice. I must remember this, it is a choice. Showing up is a choice. It’s step one.

Before anything, I must stew on this deeply in my bones: will I choose to show up? And I must repeat the echo the answer in my head as a mantra: Yes, I can choose to show up. I can choose to show up. I can choose to show up.

Photo: Unsplash (@a_kehmeir).