Getting Along

Interesting term when one stops to look at it a moment: getting along. To get is to have or hold or receive something, but what are we getting? Along means to move ahead on some type of path. When the word was created the idea was that it was to take and, and long, and push them together into one word. So essentially the word means that you have found a way to continue to move forward.

Of course, the fancy word for this is diplomacy. This is when we take two or more perspectives that are in deadlock and they are jostled and realigned and adjusted so that all of the parts that can align, do align. This creates a greater unification of needs and that removes friction and that’s what gets things further along. So with people you like and enjoy, you simply go. But with people you find challenging in some way, some getting along is required.

In school it’s easier to align yourself with people like you because you have so many chances to mix and there’s so many of you. But at work you’ll often be in smaller teams, so figuring out when to concede and when to hold ground is more difficult because you can’t just join another group. And at work your boss won’t give you a low grade–they’ll fire you. At work the problem might even be with your actual boss.

A lot of people were raised by a parent to start off with demands. But if everyone only made demands how would anything get anywhere? Obviously everyone has to enter into a negotiation or discussion or debate with the idea of some concessions automatically built into the premise of the meeting, otherwise you’re just re-meeting to re-express previously stated demands.

Negotiation, debate and discussion require flexibility on everyone’s part. When things are stuck, what people get through some concessions is… along. They can back away and keep things as they are, or they can move forward by trading absolutes for acceptable losses.

I’m not sure if they still do this there, but I’d been told while living in Budapest that one of the nearby governments (Czech maybe?) had a process whereby unions and companies had to submit a closed, fixed bid on their arrangement. Then three judges would pick one of them, without alterations. I suspect the story is true in some way because, in principle, what would happen for most people’s minds is in alignment with what the storyteller told me, and that is that invariably the two sides would make extremely similar offers, which just goes to show they both knew where starting from extremes would lead anyway.

We don’t need to be forced to do these things. We don’t need to be left with no options before we consider another path. When we’re in conflict with someone else’s needs, rather than our own objectives, we’re better to share the objective of getting along. That means instead of finding a statement that represents your own interests, you state something that moves things forward; something that leads towards peace, or cooperation, or openness, or eventually, agreement.

Interestingly it appears around the 1700’s before someone puts get and along together to form the notion of moving forward in unison, and that is sometimes referred to as living harmoniously. That’s a good term, because in a harmony everyone still has their own individual note; everyone’s just made some adjustments so they blend well with others so that the whole can equal more than the sum of the parts. And that’s the secret. Adding each individual position in any conflict will not total as much as if each part surrenders something to a larger whole.

Next time you’re in conflict, spend less time asserting your position and more time looking for ways to align it with the opposing views. Sometimes it’s true, it cannot be done. But far too often people fail at finding a compromise simply because no one was willing to compromise on principle. Winning might get you everything. But compromise does get everyone something.

peace. s

Scott McPherson is an Edmonton-based writer, public speaker, and mindfulness facilitator who works with individuals, companies and non-profit organizations locally and around the world.

Banished From The Tribe

1102-relax-and-succeed-you-not-wanting-meLike apes or wolves or ants, humans are cooperative creatures. Living and working alone are challenging things that can few can do throughout their lives, and if they do they’ll generally pay a big price. Even people who say they live without others needed others to even exist.

You can’t (currently) be born without parents (and even without those you’d need scientists). If all some guy in the bush has is a log cabin and an axe, he needed both the inventor of the axe and he would have needed to have seen someone else’s cabin to imagine one so he could build it. And even he will likely hit the local store when he needs some salt or tools. We’re all living on the backs of all of the other generations before us.

Our desire to be part of the safe and well-fed is ancient and natural. Anything else threaten death, hence the power of potential banishment and shunning that was noted in yesterday’s meditation. People naturally focus on being valuable enough and well-liked enough to maintain the security of the tribe. It’s like your brain’s primary directive, which is why you find being rejected so painful. It’s like someone saying, “We don’t think your genes needs to go any further than this.”

1102-relax-and-succeed-maslows-pyramidWe can all easily think of the times it hurt to be rejected, but what about the times we did the hurting? What about group criticisms people joined in on on social media? What about a group of schoolgirls actually cooperating to cut another person out? What about having your support for one group lead you to even verbally attack the member of another group? What about you rejecting someone because someone more established in your group stopped dating them? Or what about even how you would have handled someone leaving the company you worked for?

Socially it’s a very common, modern experience to exclude someone if they get laid off or fired. Being fired can feel to others like it’s different because it’s “deserved,” but then we all have to ask ourselves how perfect we actually are. Getting fired for a genuine mistake is like being fired for being human. Certainly some things are blatant and need action, but sometimes it’s just that a decent manager and a good employee clash. And in the case of the layoff, generally the immediate boss and the person being laid off would rather not have participated at all.

1102-relax-and-succeed-a-team-is-not-a-groupEven though it’s in an office and everyone’s dressed nice, to your brain–which evolved for that other tribal, cooperative world–these are all examples of being shunned. We all have our family group, our friend group, and our work group. These are tribes we travel between and they often overlap.

Being removed from any of these groups will be among the most painful experiences of a person’s life. If you were aware, you’d know that from your own experience. Any time it happened to you it was a very particular kind of pain and you literally need to go through Kübler-Ross’s Five Stages of Grief (denial, anger, bargaining, depression, and acceptance). It’s extremely painful. A company I once worked for laid someone off and that lead very quickly to a particularly ugly suicide and no one in the company was the same afterward.

In today’s meditation, find an example of where your personal awkwardness about how to behave lead you to passively shun someone. Own it. Don’t make excuses, just make the connection between your choice and their pain. Connect the two in a direct fashion. This won’t be a pleasant meditation, but it will increase your empathy and natural self-centeredness.

1102-relax-and-succeed-sometimes-painful-things-can-teach-usIf you do this meditation successfully–if you feel that pain and own that responsibility for your part in it–then it will be one of the fastest results you’ll ever get from a meditation. Because if you do it right, then your brain will understand that idea so well that you are very unlikely to go through the next similar experience without very naturally experiencing lower levels of ego and much greater levels of empathy, which will in turn drive you to more active compassion.

This is the kind of thing that would turn you into that one person that won’t be awkward with the former employee. You may not be able to get them back into your group, but your actions alone could change how hurt that person feels and how much they trust the world going forward. This is no small meditation. In small steps, it is these ones about our common human relations, that are the most valuable meditations you can do. For you and for them.

peace. s

Scott McPherson is an Edmonton-based writer, public speaker, and mindfulness facilitator who works with individuals, companies and non-profit organisations locally and around the world.

Compassionate Management

There’s been a lot of studies done on what makes businesses succeed and–what a surprise–it’s the same thing that allows any group of people to succeed. And note I said allows and not causes. People will naturally surprise us with their capability, the only question is; just how skilled is a leader at finding those opportunities?

1024-relax-and-succeed-a-bad-manager-can-take-a-good-staffEvidence of this can easily be seen when a new manager takes over an old group. The very same group of people that the previous manager felt were useless can suddenly become superstars–why? Very often it’s because they stopped being managed like they were in the military and they started being managed like they’re human beings rather than human doings.

Bad leaders think people do things for them, good leaders know that in a good team all of the people are working together toward a common, meaningful goal. In one scenario the staff work for the leader and in the other all of them work for each other. In one case their job title is ordered to perform a business function and in the other some human beings cooperate to get something done that’s of mutual benefit.

Many times management will be so off target that they won’t even have considered the texture and feel of their employee’s day. All the manager sees is their own to-do list and they imagine that all of these people have been gathered under them to help them get their manager’s list taken care of. Ordering something get done is not management, it’s just orders, and those you can get from a machine.

1024-relax-and-succeed-if-people-are-goodWeaker managers will often be baffled about what else they would even do other than get their own lists done. They just see work; you do this, he does that, she does the other thing. There is no philosophy driving the work or how it’s done, it’s just a daily list.

Meanwhile, a stronger manager realises that the work day is generally at least 1/3rd of their co-workers lives, which is close to the number of waking hours people will spend with a spouse. Ordering consistently unmotivated work to be done in an unmotivated fashion is the same thing as covering the windshield and then telling the staff where you want them to drive. They can understand the directions and maybe even find it on their GPS, but that doesn’t help them negotiate the daily traffic of their lives. The problem for the weaker manager is that they’re only managing their own life and not the lives of everyone that works for them.

As an example, let’s say a mom returning from maternity leave has returned to work. She’s capable, hard-working and liked by her co-workers, but she starts coming in late. A bad boss draws her attention to her lateness and then possibly sets some kind of penalty. She tries to explain the challenges created by where her daycare moved to, but the manager doesn’t really listen to how the woman’s windshield is covered. Maybe she’s a woman too and she raised kids and worked, so she doesn’t see the problem. So she tells the woman to get to work despite the covered windshield, as though there’s no limits to managing around a kid.

Around a kid. A manager should hear that come out of their mouth and know immediately that’s gotta be wrong. The manager is asking a parent to value their work more than their child. Now the bad manager would say that’s not what they’re doing, but that’ll just be their beliefs about themselves. There’ll be a but… in there for the manager. Yeah, I know she’s gotta a new kid and that’s challenging, but she still has to get her work done…. So the manager basically says; your problem, not work’s. And technically that’s true, especially in countries that don’t even have mandatory support for maternity leave.

A manager is best to try to help solve their employee’s challenge because something being technically correct isn’t actually very useful to a manager. Technical correctness is a term for things that look like they should work but they’re missing some humanity. A poor manager sees the staff like buckets of skills that you fill with work. The staff see work as a major part of their life and they absolutely will respond positively to any co-worker/manager who finds a way to make that daily experience more enriching.

If you’re on a staff somewhere, figure out if your manager is trying to build a team and if you’re cooperating with that effort or putting yourself first. Because you may very well end up further behind by putting yourself first. And if you’re a manager somewhere, make sure that you also are not putting yourself first. You will be rewarded well for any efforts you make toward ensuring that the people you work with have an environment that is generally understanding, constructive, pleasant, supportive, and rewarding. And fortunately, creating even one of those things often leads to the others developing quite naturally.

Now go get on a team. It feels good to surrender your wants for almost any goal achieved in cooperation with others. And a good manager knows that.

peace. s

Scott McPherson is an Edmonton-based writer, public speaker, and mindfulness facilitator who works with individuals, companies and non-profit organisations locally and around the world.

The Friday Dose #123: Female Leadership

983-relax-and-succeed-you-dont-need-a-reasonWhat if women ran things? Would government run differently? Would business run differently? Would their natural inclination be toward more cooperative efforts? I’m sure there’s advantages and disadvantages to each perspective but I would welcome giving more women a chance.

There are some signs in nature that this could work well. There are also signs that our natures are quite flexible given healthy circumstances. But even the most natural creature can break down if it has to live an unnatural life. That’s probably what happened to us. When we lose our reliance on each other we destroy ourselves.

It’s fascinating to listen to this remarkable story about the strange circumstances these baboons found themselves in, and how that lead to them being lead by the females which in turn lead to their culture becoming kinder and more compassionate. They thrived. It’s a good lesson for any family no matter what gender heads it.

Radiolab is always well done. This story is hard not to find fascinating. Enjoy.

Violent Baboons and Female Leadership

Have a great weekend everyone.

peace. s

Scott McPherson is an Edmonton-based writer, public speaker, and mindfulness facilitator who works with individuals, companies and non-profit organisations locally and around the world.

The Law of the Jungle

How good is your life balance between work, family and your social life and friendships? It’s tricky to do, and the constant connectivity of smartphones means you never really leave work. The question is, how much work do you need for success, what kind of success should you target, and how far do you go on that road before it’s too far? When’s work billing life for too much? When are you just being asked to be dedicated and when are you being asked to be abused?

762 Relax and Succeed - Your value doesn't decreaseAmazon is famous for its brutal corporate culture. Weird eh? They brag about it. Can you imagine if we were back in the days of Kings and Queens ruling everything, where your livelihood was entirely in their hands just like it is now, and you happened to live under the King who was a selfish jerk and then bragged about how bad he treated you? That would suck.

The thing is, you probably moved into the neighbourhood intentionally. You may have very actively sought to live under that King. Many many many people–yes me included–have worked towards external goals like wealth or power, but these are really all just attempts to to feel loved and respected. We want people to be impressed by us rather than to love our own lives by feeling connected strongly to our work. (See the second video in last week’s Friday Dose.)

If you go to somewhere like Amazon because they have their oar in some water that you believe in then you can sustain that for a career. You can love creating value for others, but that must be weighed against the cost that King exacts on his kingdom.

762 Relax and Succeed - What's money A man is a successShareholder Value is a much more ethereal thing that most people realize, and no one lays on their deathbed wishing they could stick around to make more money. But a nurse might welcome caring for one more patient. Or a carpenter might love building one more home he put real care into. Or a designer might want to create one last piece of jewelry. But if you’re only at your job for money and status then you’re most certainly doomed.

At your death-bed you’ll realize that neither money nor status goes with you. But the other folks have already lived the joyous moments of a connected life. They carry with them the sense of a life of real value and purpose because it wasn’t about themselves, it was about others. Their lives will carry forward. This is key. Otherwise you will crush yourself.

There’s no way I can criticize someone for pursuing hollow dreams when the nickname some girls painted on my gym bag in Junior High was “Mr. Billion.” I had my first business while I was still in high school. I bought new cars and stupidly expensive clothes. When you look into the face of a kid starving to death due to money, and you spent most people’s monthly wage on one outfit, you just realize you could have done a lot better. You could have made the kind of difference that you would really feel good about. And so next time you do.

762 Relax and Succeed - The poorer we are inwardlyWe’ve got a pretty good brainwashing system. No one did it by design. It just kind of tumbled this way accidentally. But schools train people to compete and win with grades, and then that principle gets converted into money when we’re in the workforce. It’s a treadmill and only half the people figure out their on it before they die, and even then it’s usually because they got really sick or someone significant died to remind them that time is limited and how do you want to spend yours?

Maybe this is the group I feel most compassionate toward in our society. They are trying to impress us and that’s exhausting. They’re making really big sacrifices to get and keep their money and they will eventually realize that it doesn’t create value in our life. You can easily be super rich, in a fantastic house with fantastic cars and with a fantastic spouse–but if you have a crappy way of thinking none of that other stuff will make any difference at all.

Don’t ask yourself what you want to “do” for a living. Ask yourself what you can really get passionate about–where work won’t even feel like work–and then find or create a place where you can do that. Because if you don’t figure that out, Amazon etc. might just convince you to live in the dog-eat-dog world of their corporate and claw-filled jungle.

peace. s

Scott McPherson is a writer, mindfulness instructor, coach and communications facilitator who works with individuals, companies and nonprofit organizations around the world.

Conscious Leadership

If I were to hazard a guess, I would guesstimate that about one manager in 30 actually demonstrates any real leadership skill. This isn’t to say they’re incapable of leading—I simply mean that they’ve never really thought much at all about the act of leadership itself. As I’ve written before, they manage the work and not the people. But of course you can’t really manage work. You can talk like you do, but you can’t turn that blabber into a verb.

648 Relax and Succeed - Instead of thinking outside the boxWhere you see this most often is with sales teams. I’m often brought in by a manager to help them realise more potential from their sales employees, but 95% of my success comes from making the manager more conscious about how counter-productive they are, rather than any changes to the actual employees under that manager. Saying to someone, you sold $40,000 of product last month, I want you to sell $43,000 this month is not management. That’s target-setting and you might as well get a computer to automate that process because it is thoroughly meaningless—and yet it’s what 99.9% of sales teams focus on. The numbers are pulled out of the manager’s ass and they simply amount to the manager habitually saying to the employee at the start of each month: MORE!

Let’s just think about this for a moment. I was talking to an excellent top sales performer at a company recently and she noted in a group session with her managers that the targets were meaningless to anyone who had done the job for more than about a year. After 12 months of repeatedly saying MORE! the employee just tunes it out. If you’ve been selling for 5 years, you’ve heard this stupid plea on the 1st of every month 60 times in a row. You might as well just email them a link to an audio recording that slots in a new digital number every month that is +X of whatever they did last month.

648 Relax and Succeed - Showing gratitude is one of the simplest thingsIf they really wanted to get an employee’s attention and see some change, they should talk to someone and say, “Hey, you know what? You’ve been an excellent salesperson for X number of years. Your numbers have steadily grown year after year. You’ve proven yourself and I want to show you that I appreciate that growth and the effort that it took to achieve it. So this month I made your target lower. Take a bit more time this month and do some things for yourself. Family time, fun, recreation a hobby—whatever. Go invest in yourself and next month we’ll get back at it hard. I need you to pull at least a decent number so my boss doesn’t chastise me, but otherwise let’s create a bit of space for you. You’ve earned it.”

I’ve asked a lot of sales teams what affect that would have and they have universally responded to it super-positively. The few places that had actually implemented it often saw the numbers go up anyway on the “lax month” because the employee was more relaxed and less stressed, so they used their energy more efficiently.

648 Relax and Succeed - People don't respond to youSimilarly, you can’t manage time. Time is nearly irrelevant. I recall seeing an email from a manager that I know zero thought went into. It was ridiculously simplistic. It wasn’t chosen as a strategy from a competition of other ideas, it was just a knee-jerk reaction to some event, (with the emphasis on the jerk). The manager was a truly decent guy that I actually quite liked, and the fellow was bright, but that didn’t make the decision smart.

The email suggested that any employee who was even one minute late should text their boss or they should not even bother showing up. Of course, to say to a salesperson to not show up is to say, don’t earn any money for your important bills. How important did this guy think one minute is? He would make all sorts of lame arguments about principle but if he had to debate it with me in front of people he would realise there wasn’t anything principled about his decision at all. Another manager could easily create better performance with a smarter strategy.

648 Relax and Succeed -Why good employees leave

The guy had an MBA, but everyone teaching it was an academic who’d never been in a senior position, and even if they had, they’re far more likely to be one of the 29 bad managers, not the one good one. Which shows you can go to school to learn data but in practice you still either have an unconscious manager or a conscious one and only the latter makes people better, and the latter one would never send such a useless, silly and entirely counter-productive email. The reaction to it by the manager’s staff was universally a drop in respect for the him because he had so clearly shown disrespect for their lives and the money those lives need to function in a healthy way.

It was petty, punitive and what bothered me most about it was that it had zero chance of causing that sales team to be more effective and in fact it did the exact opposite. It took people’s heads out of the game. They spend half their time gossiping about how bad their boss was. Yes, it’s much more professional and much more likely to be a promotable person if they show up on time and demonstrate respect for their co-workers so it does have real value, but there isn’t much worth in being rigid about flawless precise timing.

Respect for clients and co-workers (including the managers) has a huge impact. So asking them to leave home an extra 20 minutes early every single day on the off chance they’ll get caught in bad traffic on one of them—that just means work is eating even further into people’s lives and that never pays off because people are starting to choose jobs based on who respects their lives outside of work. And even after all of those reasons, where I live texting and driving is illegal, so that manager’s request was essentially a demand to break the law or make no money. Nice guy, but dumb dumb dumb decision that never held anyway.

648 Relax and Succeed - No individual can be happy who livesGreat managers treat all employees as what they are—individuals. They each have their strengths and weaknesses relative to the job, and each has their own fluctuating life challenges. Telling some guy with Irritable Bowel Syndrome or a sick child at home that they can’t make money because of 1/60th of a clock tick is meaningless, thoughtless and potentially cruel. The better manager would tailor everyone’s schedules to their natural rhythms and circumstances and then they would be working with the employee’s nature rather than subjecting them to the tyranny of a clock. Seriously. That one minute late decision still stands out as one of the most counter-productive things I’ve ever seen in 30 years of learning and teaching management.

Bad bosses will lead by title. They’ll point to their sales record as proof then know what to do when that is almost entirely irrelevant to their staff. The hockey strategies used by a long-armed 6’5” winger are not applicable to a 5’9” speedster with quick hands. Again, that’s unconscious management. Thinking that someone else should just mimic you is arrogant and meaningless. You coach to people’s strengths you don’t try to whip them all into the same person. The meticulous customer service focused person cannot be managed the same as the cold-hearted money-motivated one. They can both be maximized to excellent effect, but not by just broadcasting arbitrary uniform demands from the professional equivalent of a bullhorn.

648 Relax and Succeed - Thomas A EdisonIf you took an action as a manager and you didn’t think of five other choices before choosing that one as the best choice, then you know you’re an unconscious manager. That’s the vast majority of you. The good things is, anyone can become conscious. You just have to spend a bit of time extrapolating out what the impacts of each choice might be, and then select the one that looks like it will take you the farthest. How well you’ll do will depend on how well you understand how people work. Regardless you’ll still be wrong plenty of times. But doing it the unconscious way you’ll hardly ever be lucky enough to have your personal opinion line up with what’s best.

Don’t think a degree or success in a job qualifies you to lead. It absolutely doesn’t. Understanding people well enough to know how to motivate them as individuals does. So spend less time on rules and targets and penalties and more on learning about what personally inspires each of your staff. Do that and you’ll find they not only perform better than their competitors, but you’ll save yourself a ton in Human Resources costs. And—oh yeah—you’ll actually enjoy your own work day more too. And after all, that is half of your waking life.

peace. s

Winning in Life

Who would have ever thought that compassion would be the key to a winning formula in an ultra-masculine sport? You would think something like car racing wouldn’t even be a team sport, but it very much is. And when I listened to former Formula One World Champion Peter Windsor discuss what was required to win at that level, I wasn’t surprised to learn that he used the same techniques that any smart business leader will use with any team working in any business.

639 Relax and Succeed - Peter Windsor
Peter Windsor, F1 World Champion

When asked how and why Nigel Mansell was able to win a World Championship in Formula One racing, his Team Manager Peter Windsor (now head of Formula One‘s web presence) pointed out that you ultimately needed two things: an intensely passionate team who had found ways to truly love what they did, and those people had to be as passionate about each other as they were for winning. And so Peter Windsor, a journalist with no real business experience, was able to assemble a winning team in the toughest, richest sport in the world. So why is a guy with no business experience beating people with tons? Because you can go to work and spend 15 years learning, or you can do like a lot of people I know and you can do the same year 15 times and not learn a thing. Peter Windsor learns.

There are two kinds of managers: militaristic and humanistic. The former believes you should listen because of your title and the manager’s title and it’s simply a top-down pyramid where the crap flows downhill. The humanistic manager is much more humble and open. He’s more like oil and his team members are like engine parts. His job is to keep them flowing smoothly. He can’t 639 Relax and Succeed - There is nothing noble in being superiorpresume to know how to manage the group because the group dictates that, not the manager. What a ridiculous idea that the same management systems would apply to a different group of people! So a bunch of lazy introverts requires the same techniques as a bunch of A-type overachievers? Hardly. And anyone who thinks so is absolutely going to be a blind manager. Blind to what? Blind to what needs actual management.

Engineers are very often very technical and almost Asperger-ish in their disinterest in human emotion. This is precisely because they see the emotions as being extraneous to the process—which it’s hard to argue—but nevertheless, as the rest of know, those very emotions are often at the core of our efforts. So some of the engineers can be passionately focused on winning by ignoring emotion whereas others on the team will be just as passionate about the teammates themselves. So part of Windsor’s job was to either run interference between these two groups, or to ensure that they are the right sorts of people to be able to communicate effectively without his help. Because you can have the smartest people in the world working together and it will be useless as long as they can’t communicate and share their abilities. And that told me that Windsor would have succeeded in any business he went in to. Because he understands that ultimately what makes a team successful is how well it shares.

Lewis Hamilton is a brilliant, intuitive driver. He’s just come off a winning season but Windsor’s concerned about his next season. They’ve changed engineers from one that was very human and engaged with Lewis as an intuitive. He would listen carefully to Lewis’s intuitive feedback 639 Relax and Succeed - There is a sense in whichand he would translate it into the numbers on his computer screen. This year they’ve gone with a different engineer and Windsor rightfully picks up that this may be fatal for Lewis’s season. If the person responsible for the car can’t communicate well with the person driving it, then I think you can see that F1 truly is a team sport, because the car will end up being worked on hard and built to some strange standard that lives in the unshared world of two people who aren’t truly communicating. Windsor would know to either go translate, or get a different engineer. That is the smartest kind of management—to see a team as an organic, living being that must be treated like a living thing and not a list of jobs that pull on each other like levers.

If you’re in business and you’re looking to maximize the impact of your team, the most important thing you can do is clearly identify the goal, and then ensure that every team member is genuinely invested in helping his teammates achieve their aspect of that larger goal. So in essence, everyone is helping everyone, which removes what I term friction in a business.

639 Relax and Succeed - Creativity is intelligence having funFriction slows a race car down and friction slows a business down. If you have two or more people infighting over something, then the life force that those people arrive at work with each day will not be expended on getting the car to go faster or the business to do better, it will be expended battling against each other. Now that friction can be healthy when used for development of ideas when it’s done in the most positive ways. But it cannot be allowed to drift into personal friction, where people are now battling each other. Once we start yelling we’ve stopped arguing for a point and now we’re arguing for ourselves.

There was a lot of business people at the event this past weekend. It took place at one of my clients, Modern Auto Body, a super-high end auto body shop that more reconstructs high end cars than fixes them. And the audience was filled with financially successful business people. But financial success doesn’t mean those businesses didn’t have even more head room. Because anyone in there that wasn’t running their team with the respect for friction that Windsor has—that business person has left a lot on the table. Because a stronger manager would draw more value from those same people by treating them, not as pegs filling job slots but, as human beings who spend half of their waking life at work. If you can make that work inspiring and have the team feel like a family, then you will have created the hardest, most conscientious workers there are.

I loved the event and I loved spending some quality time with a man who I not only respect for his achievements, but also for his humanity. I think it was summed up nicely when I asked a female non-race fan if she had enjoyed his talk, and she told me that she had loved it, and that it was very impressive to her how much Windsor genuinely cared about his team. She noted that he always knew such beautiful personal details about the lives of his team members, and 639 Relax and Succeed - Success is not the key to happinessthat he always spoke with such reverence about everyone from the driver and engineer all the way on down to the 160th member of the team. I had the same reaction. It’s the same one I have whenever I’m around the people who’ve lead the most holistically successful lives. Because if you just win races but hate every minute of it, then you haven’t won anything at all. So ultimately it wasn’t the World Championship that made Peter Windsor—it was the love for his co-workers that made him the great man and leader that he still is to this day.

Now go be a good team member on whatever team you’re on, be it at home or work. And always remember to drive safe out there. All the best. 😉

peace. s