Why the past can’t be the future.

I have found that most companies do what they do because “someone” did it that way, at one time, and no one ever challenged that process or view point as a means to finding a better one.

People don’t tend to challenge the status quo when they are the status quo.

Leave it to a musician to sum this up best.

I was reminded of this theme all month - the power of what appears to be “basic” but is actually the common denominator that can be a catalyst for “genius.” And if not genius, then “very successful.”

This post by guitarist Steve Lukather (you may not know him but you know his music) was such a good example, I had to share it.

So when you start to tackle each “one thing” as though it will eventually become “everything,” change is the natural, inevitable result.

Is the way we keep our closet as important as the way we organize our desk? Is the way we greet a flight attendant as important as how we address the CEO?

I don’t really distinguish these things anymore. But it has been a decision, not a default, to live this way.

We all do it. We avoid some aspect of our work because the task itself, while a noble one, seems inconsequential to moving the financial needle. Yet, fundamental issues go undetected by mistaking the “chore” itself with the impact it could have on the business.

Have you ever noticed that, of all the problems in the world, some really have your name on them? The answer is probably yes. Have you ever thought about spotting - and welcoming them?

It is all in how you position the conversation and then we can connect on something deeper (if necessary or desired) ... It’s not bullshitting people. It’s connecting with them. Life is made in the margin and most people live in the margins.

There’s an advantage to being on the inside of anything, of course, because “insiders” are the most invested, most excited, and most competent (usually!) in getting the job done …

But it’s always hard to read the label from inside the bottle, which is where any of us sit as the central characters of our own dramas. But the right counsel, at the right time, can be the difference between staying on course - or gradual erosion of critical perspective.

Whether we’re in a winning streak or perceived downward spiral, we can’t predicate our “success” based on a one-dimensional scoreboard…

The ultimate objective is not just growth, but rather sustainable growth… When we look at optimal outcomes, we reverse engineer the path to get there, and begin taking steps toward Better - and then Best.

“Most of us have a perceived disconnectedness related to ancillary capabilities, prioritizing core strengths over all else. Surely “executive function” is more valuable than “court skills.” But can we be sure?

Misunderstanding our value is an easy way to erode confidence, play smaller and stagnate, and many of us do it because we think the strength of our value rests on our core function. It doesn’t.”

Embracing change requires a willingness to let go of the familiar and trust our instincts. Over three decades ago, I made a spontaneous decision to move to California, following my gut without overthinking the consequences. Had I succumbed to doubt and allowed my young mind to limit my potential, I would have missed out on the extraordinary life that awaited me.

When it comes to a new vocation or career, a new relationship, a change of scenery, it’s understandable that most of us experience a sense of tangled apprehension. Uncertainty is rarely a reassuring emotion.

However, as Anais Nin once wisely said, "And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.”

There is something magical that happens when we’re generous. But we often need the conditions for generosity to take place, and to feel that our own cup is overflowing, first.

Where can you notice someone so specifically, that they feel better - right away?

Can you take a little extra time - with a colleague, a roommate, a spouse - to say something that bolsters them for the day?

There are measurable - even heroic - ways to bring leadership to everyday experience. I would argue that it’s our concept of what a leader must be that keeps us from “leading” more regularly.

Lead from wherever you are. There’s usually an opportunity.

For anyone in the throes of a young career, you probably hear “leadership” thrown around a lot, and that “leaders” represent the most valuable members of the team.

Many books and articles will tell you that learning how to “lead people” is one of the most important skills you can learn early in life - and that to lead will make you MVP in the workplace, as an entrepreneur - as a partner. It’s not untrue, but it’s not the whole story, either.

Welcome to “Becoming Invaluable,” a 4-week newsletter series designed specifically for young professionals. This may not be you (likely it isn’t), but I’m guessing you have a vested interest in a rising star who may be just the right audience.

“Who can own this?”

I ask this question of my own team as often as I ask my clients, because ownership is the gateway to results. I call them the G4 (4 components to getting goals.)

When great ideas, strategies or tactics come out of team meetings, the action plan required to produce the desired results is often left in the ether. This is where enthusiasm thrives and reality dies a slow death.

“Is there anything I hoped would be different a year ago… that is still the same today?”

If you’re human, you know that feeling that often accompanies the New Year- it’s a sense of potential and enthusiasm for a thing you thought would be true by now… but hasn’t become a reality in your life. Maybe it’s a new habit, relationship goal or business idea – could be anything.