Why do we try new things?

Most new ventures are driven by either Necessity or Enrichment. We NEED to do things so we might benefit in some way.

It’s common understanding that many people fear change; but what are new things if not this?

And failure to react to change can leave us leave us disadvantaged in our ability to branch out in different directions.

In practice, new ventures can be either profound or minor; as simple as bringing on a new phone App or disruptive as career change.

Sadly, for some people the discomfort of change is as dramatic for inconsequential events as major; yet, it can become life-limiting if we are paralyzed to inaction as a result.

A sudden or unexpected need for change can be a shock to almost anyone’s system. The challenge is to embrace the need (and often inevitability), take a deep breath, accept what is essential and see the ultimate opportunity and benefit.

Being able to fearlessly embrace change is empowering. It is the gateway to new ventures, skills, places and experiences.

Driving a car at >150mph can be a thrill, but then if things goes badly wrong the consequences may be dire. Similarly, going sailing can be a great adventure but here the downside of (say) a little sea-sickness is more minor (assuming risk of drowning is low!).

So, on some occasions we might be gung-ho in trying new things, but it’s generally wiser to avoid truly reckless behavior.

We can take on simple or even adventurous new enterprises, expanding our own envelope, providing we understand and can live with the associated risks and consequences.

I believe people should push themselves and seek out new challenges; be they mental, emotional or physical.

There is no reason we should back off doing what we can reasonably achieve throughout the course of our entire lives.

After all, when we no longer challenge ourselves we cease to grow. This is the path to stagnation.

I regularly meet people who are regretful about specific things they have not done. And sadly, these were clearly readily possible within their financial, physical and emotional constraints.

Certainly, unless fraught with rare psychological constraints, no-one need be that person full of regrets.

Aspire to what is possible for you.

For example, a young healthy person may not (say) be practically able to climb Mount Everest, but perhaps they are still fully capable of clambering up many Monroes (>3,000 feet tall mountains), if they just make the opportunity.

Similarly, older people might not even be fully mobile, but can still (say) get themselves wheel-chaired onto a plane, cross the country and attend that favorite niece’s wedding.

We can often do more than we first think. There is always much that can be reasonably realized.

We only need to imagine and try; there is usually some way to make great things happen.

Got any skills you failed to develop? Any places you never went and still might? Any person you should have sought out and didn’t? Is there something you just never attempted?

Fortunately, it’s usually never too late.

Imagine what you might try, and make it happen!

A large part of Succeeding is Failing.

Not that Failure is preferable to Success, but rather its often an inevitable step on the path.

Inventors notoriously fail repeatedly when refining their inventions. Thousands of failed attempts were made to perfect a viable light-bulb, for example.

Some failures are catastrophic and should preferably never occur; the Titanic comes to mind.

Ideally, we avoid and design out all failure and risk. But in practice we are often forced to discover problems retroactively.

Failures generally precede and are fundamental to ultimate success. Little is ever perfected without repetition and improvement; in such circumstances dealing successfully with failure is an imperative.

Triumph through failing is accomplished by our distinct Actions:

Recognizing the Failure

Analyzing the Problem(s)

Developing Corrective Action

Implementing the Next Pass

And, above all DOING ALL THIS QUICKLY.

Fail Fast has been the mantra for Entrepreneurs, Inventors, Investors and Business people for decades.

Not all Failures are catastrophic; they are typically inevitable, likely or possible. The issue is to learn from them, adjust and move forwards.

These principals and Actions are by no means unique to Business and the Invention Process. They apply equally to many facets of life including, but not limited to Interpersonal Communications, Relationships and all the Sciences and Arts we might imagine.

It is our human ability to learn and move on that matters; our intellect, heart, appetite and resolve enable us to prevail and ultimately succeed.

The very act of practicing anything to perfect one’s skills is by its nature an acceptance of the role of failure in pursuit of success.

Yet the idea of Failure itself is not well received in most cultures. Nevertheless, embracing a methodology and philosophy centered around this seeming inevitability is of obviously great value.

And ultimately, we are all resultant products of our Success and Failures.

So-called, Failing Fast is critical to Manufacturing. If you’re building (say) complex or expensive goods it behooves you to test early and often to find unfixable defects quickly and eliminate further wasted investment. Both the success and profitability of most Corporations is directly tied to this approach. And of course, any fixable defects might also be reworked.

Relationships and Human Interaction can be quite similar, but might require more subtle handling. Here, sometimes rapid recognition AND correction of issues is critical; in other instances, simple early awareness and moderated reaction is more appropriate.

Examples of this might be (say) the difference between clearing a building that’s on fire, versus working through corrective action(s) for a child’s bad behavior. In both these cases knowing early on helps, but the need for immediate and brisk action can be different.

In most all instances, rapid RECOGNITION of Failure is valuable. The issue is to have the recovery process and Actions consistent (in both timing and severity) with the significance and urgency of the Failure (or, Problem).

Clearly NEW products, situations and events blatantly cry out for this type of analysis and thinking.

Thus, it’s easy to overlook established processes in need of fresh review. Initiating insightful investigation (even belatedly) often uncovers valuable new opportunities for both great and small improvements, simply by using a Fail Fast approach and mindset.

And again, these principals apply equally to Business, Personal and Family Life, Engineering, Sciences and Arts alike.

So, are you Failing Fast, when you should? Checking for troubles, early on? Are you adjusting and correcting in the appropriate timeframe?

There’s no time like the present to run these ideas and principals by your Work and Private Life to discover just what benefits and improvements are there for the taking. Give it a try.

I was never a fan of pretension. And, I believe we are experiencing an unprecedented explosion of the behavior.

The Definition of Pretentious is attempting to impress by offering greater importance or merit than is actually possessed.

After the casual observation that pretension is seemingly everywhere these days, I was wondering what might explain the apparently uncommon growth in this trend.

Certainly, there are some obvious current Contributing Factors:

Social Equalization. Lack of growth in or reduction of household economic situations will cause many individuals to seek ways to differentiate themselves and feel special; a human need.

Information Access. ‘Google’ anything and read for 15 mins and you can usually surpass most people’s general knowledge on any subject; it’s easy to appear expert.

Knowledge Compartmentalization. Experts in maturing, competitive fields must generally evolve more vertical knowledge in lieu of broadening their expertise; they are driven to go deeper and so inevitably become less broadly expert and educated. We are in an era where a thinning veneer of disaggregated public knowledge exists; it is harder to be broadly expert.

Political Correctness (PC). There’s declining cultural willingness to openly expose or confront flawed thinking, facts or claims in social situations; this provides opportunity for pretension to thrive, even in a time of more readily accessible information.

Time is Short. Who can investigate every suspicious or questionable claim?

Unthinking Acceptance. People are often easily fooled. Humans tend to readily believe what’s in print or comes from a perceived, historically reliable source; though Fake News must now be shaking this foundation.

A Pretension is a claim or aspiration to a particular quality. Being pretentious generally connotes such a claim is unworthy.

But how do we KNOW which claims are overstated or false?

Certainly we live in an age where perception is reality as the accepted norm. Indeed today, most celebrity is built on completely manufactured perception. And the speed of acceptance is such that if something looks like a duck, it’s a duck; whether or not it quacks.

We are inundated with facts and information of obvious increasingly uncensored quality. It is an era spewing fake news and prejudicial reporting on every side; so then, who can or would routinely trouble to (say) run down every minute detail of an acquaintance or colleague’s perceivably questionable claims and assertions? There is often too little time or real importance.

If someone lays claims we are unmotivated or unable to check, perhaps we deserve them as our reality. Certainly History itself is built on such foundations.

Personally, I have lived in cultures where pretension is thought of as something as a character flaw. In an increasingly PC world it can become less clear when such behavior should even be outwardly highlighted.

Perhaps if someone purports or displays modest vestiges of some skill, knowledge or association we should always give them the benefit of the doubt with their claims? As individuals I think we tend to do this (to keep the peace; not rock the boat), even when we occasionally also record a question mark about their validity in the back of our minds.

However, if we have questions about people’s pretentions, we are unlikely to ever fully trust them on any matter of importance. Surely Leaders, Managers and friends should educate their acquaintances accordingly.

We’ve all seen people make questionable, pretentious claims regarding their jobs, lifestyles, experiences, possessions, family, associations and expertise. There’s frequently a wannabee expert proffering dubious wisdom and status at every party, dinner and social event, too.

So, it should be carefully noted that bold pretension is generally offered by a very insecure person. Ultimately, they feel vulnerable so need to make themselves more, or others less.

Now, we’ve all tweaked someone’s nose when they’ve made claims with visible flaws. Perhaps we even did this to avoid appearing gullible or unknowledgeable?

Whatever flawed claims and aspirations individuals present to us, maybe we should most commonly just let the buyers beware and bite our tongues? However, in the event of actual or material damage affecting others, it really is time to speak up. Even then it’s always wiser to be discrete and minimize any confrontation when doing so.

Humans possess and will often display unique, complex outward reactions to unwanted stimulus. And, the spur of outrageous pretentious behavior can be truly profound. Despite this, sometimes just being PC and letting things pass unacknowledged is often the wiser approach.

Do you work with a lot of pretentious people? Meet many in social situations? How do you react to these individuals?

It is easy to lose respect for people who put on airs. It is harder to walk in their shoes and understand why they do so.

So, next time you see such behavior, take a look in the mirror and check if your own peacock feathers are on display, or perhaps even stimulating the problem.

 Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I was travelling recently and began to observe the behaviors of people preparing for subsequent legs of their journeys; how they schedule, allocate time, etc.

Over the years I’ve noticed travelers are either generally on-time, hit-and-miss on readiness (unpredictable on every occasion) or routinely, late. And, most folks seem to reside quite persistently in one of these brackets.

I’m one of those people that are always on-time. Any set-backs during preparations and I still stay on schedule. After all, if you’re ultimately ready several minutes early you can grab a drink or make room to move up downstream AIs. So, why not make the effort?

Yet this behavior is hardly the norm. Most travelling companions I’ve had over the years barely make it on-time or more commonly run a few minutes late and seem quite stressed as a result. And this occurs with people from a broad range of professional levels, skill-sets, ages and personality-types. Why is this?

Personally, I find risking schedules and having to rush to recover to be really undesirable. One more glitch can be a tipping point to a blown outing. Clearly, not everybody feels the same.

Certainly, everyone’s motivations are different, too. I find being ready gives me the capacity to adapt quickly if and when those unpredictable events occur, which they often do.

But from observing others it seems most people operate more from reaction than pro-action in preparedness. This is purely an anecdotal observation, but it’s made after many years bearing witness.

So why do most people appear to run late?

Procrastination means people will put things off. This can be caused by many factors; perhaps Fear of Failure, Dread of particular Events, or even Tiredness and Health Issues could all make people engage later than they should.

Whatever their reason, I don’t choose to be one of these folks who run late, miss appointments and need to react frantically when hiccups occur. And in my case, I believe this really is a choice.

Correspondingly, I’m guessing those same people who have such performance and schedule challenges have little desire to push themselves to be the always-on-time guy. It’s safe to assume that at some level this must be their choice, too.

The biggest problem I see with running late (or, close to failure) is that it appears to be symptomatic. And, those that practice this brinkmanship in the simple matter of being on-time for travel are usually the same folks who struggle more broadly with commitments.

The individual who generally fails to be on-time is typically the same person who doesn’t complete AIs in a timely manner, or blows hard deadlines and often seems unprepared, less able to respond to change.

Such performers appear unwilling (or unable?) to push themselves to achieve unless their hair is blowing in the wind as they play catch-up.

My personal philosophy is that we need to push ourselves to perform. If you give yourself too much slack you can hang yourself as a result. This does not mean we all must be constant, stoic Spartans. But we are usually better-off getting ahead of things and proactively addressing even those seemingly simple matters that have downside potential.

The reasoning for this is simple. You cannot manufacture time; it’s a critical dimension in an increasingly busy world. So, if you might run out of it, you’d better already be appropriately ahead of potential liabilities.

I’m not fanatical about risk, either. Allowing a little extra time (seconds, minutes, hours, days, weeks, even months or years, as is applicable) is generally a matter of Common Sense, Risk Management and Prior Experience. There is usually (NOT always) no point in overcompensating for low-likelihood setbacks.

So what is the conclusion here?

I don’t believe everyone can or should act, plan or schedule the same way. It’s improbable the huge range and variety of human personalities might easily align to prescribed, infallible, drone-like ways; certainly most would not wish to do so. Yet I do believe many folks would help out their Stress Levels, Health, Self and Professional Images if they didn’t underperform and fall-short in the described areas.

And being anxious, failing to achieve goals and objectives is certainly not a recipe for personal success.

Do you blow deadlines? Miss flights, occasionally? Show up late for meetings? Delay results to the frustration of others? If so, first just recognize the fact.

Next, I recommend you consider the consequences of these failings.

Lastly, when there are upcoming events where it’s a problem should you deliver late, be a little more proactive. Think things through and allocate more time. After all, when everything goes smoothly everybody wins in one way or another.

Great Leadership is not common.

The behavior and characteristics of truly outstanding individuals has been extensively studied. It is generally agreed that:

Great Leaders Inspire, Empower and Engage people they meet, their reports and coworkers. This is traditionally accomplished by…

• Motivating
• Communicating
• Accomplishing major Results

      In addition, they share a clear Vision and possess a truly Positive Outlook.

So, there are numerous critical components to this profile.

Yet in many ways it seems to me that the most compelling skill/characteristic is that a leader ENTHUSIASTICALLY Communicate. After all, if they can’t get fired-up about their own ideas and plans, who would?

And, it’s equally clear that too little ENTHUSIASM can damage any message.

This doesn’t mean that accomplished leaders are all outwardly gushing and energetic. Indeed, successful leaders can be seemingly subdued, introspective, yet still convey a truly Positive Outlook.

Invariably, outward Enthusiasm is hard to resist and ignore.

To be a compelling Leader it’s essential to support and recognize:

          Ideas

          Plans

          Results

          Groups (Organizations, Teams and Families)

          Success

          Celebrations

          And, more

Generous, enthusiastic support should be for BOTH yourself AND others, in all these areas.

Lavish, consistent and visible praise should be given freely. People enjoy being recognized, but in appropriate ways.

Maintaining enthusiasm can be a challenge. This can be accomplished more readily when a leader knows and practices good:

          Health Regimes (Sleep, Diet and Exercise)

          Work-Life Balance

And, Enthusiasm needs to be on-tap whenever needed. It’s important to be up for both impromptu one-on-one meetings as well as planned, formal events.

At the same time, enthusiasm should be authentic and genuine. Faked reactions and responses can be a major turn-off.

Remember: The more you seek out the Positives around you, the more readily you exude sincere enthusiasm.

Being overly enthusiastic without bringing some measure of other leadership skills to the table can appear boorish and overdone; outward demeanor should be consistent with leadership stature. So, be sure to continuously raise your game across the entire spectrum of the behaviors described (above).

Now consider your own performance. How is your enthusiasm level at work and in private life?

Take a hard look at just how compelling your own Presence, Support and Interactions are right now. It’s likely you can better serve yourself and others by giving more and Communicating More Enthusiastically. Give it a try.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

When it really matters, you choose your mood. At some level, everybody does.

We put on the face/front for that meeting, party or social event. We are already choosing our demeanor.

And, given a level of commitment and practice we can similarly start, or reset each day to the tone we’d most prefer.

Rather than drag ourselves out of bed and run into the turmoil of the day we can set ourselves up for a happy daily entre and even recover crisply from (seemingly inevitable) emergent setbacks.

Most folks carry around their personal, “bucket of troubles.” It seems we all choose how many woes and problems we’ll take on.

Some carry larger buckets than others; that’s a choice. And then, we allow those buckets to fill till they spill over. Only in this way do we limit what we take on.

By analogy, the larger the bucket, the heavier is the load. The weight (burden) is determined by what we are prepared to accept.

What if we simply chose not to allow deposits into that bucket? Just shrug things off (responsibly), don’t let them weigh in immediately and only fully embrace troubles when we choose.

Simply put, take on the issue later when preferred and only drop a note to address the problem into the bucket, for now. (SIDE NOTE: truly immediate issues are just that, so act accordingly. But, most things are not).

This doesn’t mean we ignore problems, concerns or issues. It does mean we should not burden ourselves with unknowns until we’re ready to focus.

Such an approach is truly Zen-like. We should “eat when we eat,” just attending to that of immediate concern to us. In this case, it is the simple, need-to-address–later note.

This unburdens us nicely. No rapid-fill of that bucket.

We might even soon learn to reduce that bucket’s size as our skills develop. Why leave room to potentially unnecessarily burden ourselves with things we often can’t address till later, anyway?

Buckets weigh us down. Similarly, balloons can buoy us up. So why not carry a few of those around?

Happy thoughts, good news all serve to lighten our footsteps.

We begin each day with a host of blessings to enjoy. Our relationships, work, family, friends, even possessions can boost happiness, enjoyment and self-worth.

So, reflect on a few of these positives to start each day and renew yourself throughout. Carry a few happy balloons around and offset the weight of that essential bucket.

Realistically, we cannot expect to exist in a bed of roses on a flat, stable and worry-free plane. Yet too much volatility in our ups and downs is ultimately wearing, dulls our judgement, exhausts the ability to enjoy life and often harms our health.

Daily routines and encounters can be a grind. Things can wear on us and beat us down.

Life is not all smiles, happiness and positive events. It’s pretty tough for everyone. We need to both reduce our burdens and lighten our steps. So, a handful of balloons and a less substantial bucket can serve us well.

How is life wearing on you? Need to downsize that bucket and lighten the load?

Make life more enjoyable: every morning grab a few balloons, choose a smaller bucket and enthusiastically greet the coming day.

I’ve always personally enjoyed mental exercises and games.  They can be great time fillers, keep you alert and in the moment. I believe they offer some level of personal improvement and improve mental acuity.

It turns out the research and writing around this subject area offers some useful additions to my personal perceptions.

A whole industry surrounds the training of the brain. It’s generally accepted that improvements can be made in personal function for Flexibility, Speed, Memory, Problem Solving, Learning Power etc. Progress can be measured on these fronts and dozens of exercises and games can be readily found in books or on-line.

Healthy lifestyle advocates promote Brain Fitness, which includes Proper Nutrition, Sleep, Physical Exercise and Stress Management.

Similarly, it’s accepted that cognitive skills are harmed by Stress, Anxiety, Depression, Aging, Air Pollution and internal Chemical Imbalance (both hormonal and drug induced).

Cognitive Training (aka Brain Fitness) promotes the idea that skills can be developed or maintained by exercising the brain in much the same way physical condition is improved by body exercise.

Scientific material rarely supports or advertises the concept of brain fitness, but personal development materials have promoted the idea with products and books since the 1980’s.

In practice, mental exercises can have measurable benefits; even more so the lower the starting base of the trainee. Any way you look at it, you can improve your brain function to some degree by practicing and training appropriately.

There’s recent evidence that mental training leads to a decrease (33% reported) in the risk of dementia onset. And, training children for academic improvement only appears to have benefits where the specific training is obviously and directly applicable to the specific area of study involved.

So, there is no silver bullet here where one approach fits all needs.

Certainly, some games and puzzles are fun and I personally enjoy a sense of accomplishment taking on new challenges and becoming more skilled and proficient over time.

Many people turn to outlets such as Crossword Puzzles, Sudoku, Solitaire, Bridge, etc. as a more productive use of otherwise dead time. It’s common to see people engaged in such activities in waiting areas, when travelling etc., even where other (such as TV) entertainment is present.

There is undoubtedly an increasing cultural search for alternative occupations that often more directly physically engage and personally challenge us. And there is a huge proliferation of available options.

Whatever our reasons for doing a little personalized brain-training (or self-entertainment), it typically provides us an enhanced sense of accomplishment and is usually a lot more fun than the other immediately available choices.

So, as another alternative suggestion, let me offer you a brain teaser to consider over time. You may solve this in a few minutes or be working on it many weeks from now. Either way, consider this…

There are twelve (12) natives stranded on an otherwise deserted Island.

Eleven (11) of the natives are the same weight, but one (1) weighs slightly less (or more) than the others.

Also, on the island is a see-saw (teeter-totter) that you may use in your investigations, but only three (3) times.

Your challenge is to discover which Islander has the different weight AND if that weight is more or less than the other eleven Islanders.

End of Challenge.

Whatever your predilection for cognitive development, let me recommend its benefits to both your practical personal development and self-esteem. Wishing you the best on your chosen path!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh