Category / Learning

by lettersbysoo

Demystifying Deep Work 

What is deep work? It’s a term coined by best-selling author of Deep Work: Rules for Focused Success in a Distracted World, and Georgetown University associate professor, Cal Newport.

Cal Newport defines it as, “the ability to focus without distraction on a cognitively demanding task. It’s a skill that allows you to quickly master complicated information and produce better results in less time.”

The perceived rewards of deep work are invaluable: one can complete a degree, write a magnum opus of a book, or become fluent in a language concurrently with their current life and work. What makes it so difficult for others to adopt this discipline, then? I see the primary barriers to deep-work being our insufficient awareness and understanding of how it works and the natural barriers that stand against it.

In itself, deep work is not an emergent discipline of the 21st century for hacking-work or productivity in the Digital Age. It’s been practiced and cultivated by thinkers in time, more notably, Henry Thoreau, who retreated to Walden Pond to live and write more deliberately, Carl Jung, who built the Bollinger Tower in order to produce high level work away from the pull of daily obligations, and Yuval Noah Harari, who’s credited Vipassana meditation and 60 day meditations for his ability to focus and produce a high quality of insights and work.

“The really efficient laborer will be found not to crowd his day with work, but will saunter to his task surrounded by a wide halo of ease and leisure.There will be a wide margin for relaxation to his day. He is only earnest to secure the kernels of time, and does not exaggerate the value of the husk… those who work more, do not work hard.” – Henry David Thoreau 

The Driving Forces Behind Deep Work

To understand what happens when engaging in deep work, we’ll get comfortable with two parts of the brain, the Amygdala and the Basal Ganglia: The Amygdala is an almond-shaped area in our brain and the center behind much of our emotional processing and formation of automatic response. The Basal Ganglia, sitting north of the Amygdala and looking like a horizontally elongated swirl is related to reinforcement learning, conditioning (e.g. looking at immensely dry text and having a recurring desire to recoil from it), habit formation and procedural memory. When you engage in deep work regularly and with relative ease, it’s an indication that your amygdala sees the activity as rewarding or even exciting! (Naturally, the feeling of pleasure affects one’s perception and level of attention to any kind of activity. The basal ganglia reinforces this and facilitates repetitive action and automation, making something that is objectively cognitively demanding significantly “easier”– more smooth; hence, you are able to do deep work over an extended period of time with less effort.

Why Deep Work Can Matter to You 

With a strong muscle for deep work, we have the ability to activate flow on command. We can experience heightened levels of productivity, quality in work, insight and more. Deep Work not only helps you achieve your professional goals– it can change your life. If you’re looking for less busyness, more productivity, more substance, or an additional practice to increase your level of fulfillment in life, this is a good ability to have. 

There are so many upsides to deep work, so why is it that so few of us are doing it?

Most of us have a tendency to pull away from deep work; we have a habit of unfocus over focus. Many tools, frameworks for living and working, and products at our disposal today reinforce thinking and behavior patterns that acclimate us to distraction, a prioritization of many things (which is really the prioritization of nothing), and rampant context switching.

More essentially, our preclusion from deep work comes from two things: we either do not have the sufficient desire to perform deep work, or having the sufficient desire, we lack the sufficient discipline— we fail to plan ahead, be realistic about our current schedules, environment, and self, or set boundaries around activities and other people that compete for our attention and time.

Developing a capacity for deep work is possible, but it requires discipline, flexibility to adapt to what works and let go of what no longer serves, and lots of patience. Scheduling time-blocks or focus days, setting aside a relatively isolated-quiet location for deep work, setting boundaries around other demands and stimuli, meditation, and having an accountability partner are all tools that can help you succeed with deep work.

If you’re working to develop your capacity for deep work or already have a framework in place, share with an accountability partner (a friend, a spouse), or leave a comment on a process or a guardrail you are implementing or leaning on to get better at deep work. Is it blocking out 9-2pm on Saturdays to go to the library and work? Is it implementing a strict time limit on social media or media? Let me know!

A reference to support your journey as you develop your own roadmap for deep work:

by lettersbysoo

Notes on Conscious Leadership ft. Bob Iger and Jim Dethmer

Notes from a podcast interviewing Robert Iger

While I respect Iger’s mind, the podcast was not strong (felt the interviewer was ill prepared and the conversation was not original, so not leaving much here from what I listened to and will not leave link)

Be generous and efficient
Have great teachers
Never, ever complain about work
Iger worked 30 years with the top bosses and mentors
“You must be in the business of changing with or ahead of the times”

Notes from Shane Parrish’s Farnam Street’s Knowledge Project Podcast Episode 60 ft. Jim Dethmer (coach, speaker, author, and founding partner of The Conscious Leadership Group)

Fantastico. First 20 minutes are a lot of common sense, and then for the rest of the podcast, Dethmer proceeds to unpack familiar concepts with great originality of reasoning – conversations that really excited and inspired me! Such a thought provoking man and highly recommend you listen to the actual podcast recording.
State of Beings (Always operate out of a place of love and play over fear, rage, anger, guilt, or shame):
Being “above the line” vs “below the line”
Above the Line: Open, curious, trusting, open to learning, presence of candor
Below the line: Contracted. Curtness came from contraction. Contracted living can lead to self-criticism, which will probably lead to even more curtness. Defensiveness, Being in a state of threat, attached to proving you are right.
Acting below the line can lead to short term desired outcomes/results, but will leave toxic residue.
Can I accept myself for being where I am? (Acting out from below or above the line)
  • Acting out from below or above the line.
  • Can I accept myself for being reactive?
  • Order of states: acceptance follows awareness
    • Self-awareness in his words: creating a feedback rich environment/ or developing feedback rich tools for self-reflections
      • ‘If you are constantly getting feedback you are on a rocket-ship to self-awareness
    • Constructive Self-acceptance
      • Susan’s view: Centering on God’s delight in you, regardless of your state of being, mistakes, or how you acted. That you can accept and just strive to be better.
      • Dethmer’s view: Being present with “I am okay just the way I am” Kill the belief that something at the core is missing.
On Motivations
Purpose/Calling: 1st level of motivation that doesn’t lead to toxic residue
  • Jim Dethmer calls this level the “zone of genius” – what it is that lights me up to do in the world
Play: 2nd level of motivation
  • When work can start to lookalike play
    • Ex.) Dethmer’s: “When I am coding, it is like a child at play. I love it.”
    • Ex.) Susan’s “When I am designing or making new products, it is like a child at play. I love it. When I’m creating or solving something challenging, I get a huge adrenaline rush.”
  • The sooner you return to PLAY, the better for best leadership or results or work
Love: highest level/form of motivation
  • the love of the thing
    • Ex.) Dethmer’s “I LOVE LANDSCAPING!!”
    • Ex.) Susan’s “I LOVE MY CUSTOMERS I LOVE SEEING ATEM IN MORE PLACES I LOVE PEOPLE GETTING HAPPIER FROM ATEM AND COMING BACK FOR MORE!”
Teams of the future must be motivated by intrinsic rewards, play and love. However, so many people are motivated from desiring approval (Susan: this was me until 2016!! and I decided to start fighting it!)
  • On desiring approval: “The core of this motivation too lies in fear”
At 36 minutes:
On Integrity in Work/Leadership/Relationship to Others and Yourself
“There’s no such thing as a small breach of integrity” – Jim Dethmer
Reconsidering the term “AGREEMENTS”
  • Definition: agreeing with oneself or with 2 people+ to do something.
  • What does it mean to make clear agreements (commitments)?
    • Agreements need to be incredibly clear.
      • Not, let’s plan to meet around noon/in the morning, but let’s meet at x at y for z and we’ll do r, t, and c.
        • Who, what, when
  • Only make agreements you have a whole bodied agreement to
    • Wholebodied agreements: When it’s a yes from you in mind, body, and heart.
    • If you don’t do this, you make agreements you don’t want to make
      • This includes little details even with things like times that are less convenient for you. Either be whole bodied agreeing in compromise, or say “if we could do it at 7:30 that would be better for me”.
  • Most organizations keep between 40-60% of agreements
Broken agreements are a broach in integrity
Integrity is about my agreements
  • How impeccable I am about making and keeping my agreements
  • How impeccable I am about renegotiating agreements before I break them OR if I break them, cleaning them up
    • If you break an agreement, immediately acting: “Before we go on I want to say sorry for being xyzzy. I was to see if there is anything I can do to make it up for you.”
    • Taking acts of responsibility is the commodity of trust.
  • High integrity people will meet this 90% of the time
On Having a Victim Mentality
Do you live by a victim mentality or a creator mentality?
Victim Mentality: Is this happening to you?
Creator Mentality: Is this happening by you?
At 1 hour , 11 minutes:
On Improving EQ
Step 1. Decide if you are willing to improve your emotional intelligence
Step 2. One must be emotionally literate before one is emotionally intelligent
  • Being emotionally literate: Capable of knowing what you yourself are feeling, when you are feeling it. (Susan: I struggle with this, and naming my feelings and the why in the “present”).
    • Something people often do, thinking it’s their feeling “I feel you are wrong” “I feel overwhelmed” – A thought followed by a feeling is not a feeling.
Step 3. Can I feel my feelings?
  • Dethmer: Statistics support that feelings last less than 90 seconds if one doesn’t feed the feelings.
Creating a Feedback Rich Environment
  • Identify your feedback filters
    1. This person needs to give me feedback by this deadline, I need experts in the subject matter, this person isn’t smart enough” etc etc
    2. Dethmer: your state of mind should be about “I want feedback given any day, any time, by anybody
  • Being thoughtful about your feedback filters and being conscious about which ones you want or decide to keep
  • When asking for feedback, ensure the other person if they are concerned abut reputation or junior; “don’t worry about being right, constructive, or giving actionable feedback” “Anything I did less than 10, tell me what I can do better.” “Anything I did better than 1, tell me what I can do better.”
    • Susan: Things I can do: Ask family “What is one thing I can do to be a better sister?” “What is one thing I can do to be a better daughter?”
  • When receiving or getting feedback, always, ALWAYS ASK: “How is their feedback about me true about me? (Feedback is based off their projection of you or your work, but how is it true?
  • When you give feedback or give out a projection of another, take that feedback of yourself in and see how it is true about you.
by lettersbysoo

Pulse of the Fashion Industry, 2017

An informative report on the state of retail by Copenhagen Fashion Summit’s Global Fashion Agenda in collaboration with BCG and the Sustainable Apparel Coalition this year, with interesting tidbits like this:

Screen Shot 2017-08-17 at 11.24.36 AM.png

 

Click to access Pulse-of-the-Fashion-Industry_2017.pdf

by lettersbysoo

The Resolutions of John Edwards

Resolutions written by 18th century theologian, John Edwards, at the tender age of 19.

He referred to these every week to nourish and stay committed to all that’s good in his soul. I hope reading upon these yourself leads to solace and encouragement, and breeds vision in yours.

You’ll find below an un-edited version of his list. If you prefer an easier read: His list categorized by subject matter

RESOLUTIONS

1. Resolved, that I will do whatsoever I think to be most to God’s glory, and my own good, profit and pleasure, in the whole of my duration, without any consideration of the time, whether now, or never so many myriads of ages hence. Resolved to do whatever I think to be my duty, and most for the good and advantage of mankind in general. Resolved to do this, whatever difficulties I meet with, how many and how great soever.

2. Resolved, to be continually endeavoring to find out some new invention and contrivance to promote the forementioned things.

3. Resolved, if ever I shall fall and grow dull, so as to neglect to keep any part of these Resolutions, to repent of all I can remember, when I come to myself again.

4. Resolved, never to do any manner of thing, whether in soul or body, less or more, but what tends to the glory of God; nor be, nor suffer it, if I can avoid it.

5. Resolved, never to lose one moment of time; but improve it the most profitable way I possibly can.

6. Resolved, to live with all my might, while I do live.

7. Resolved, never to do anything, which I should be afraid to do, if it were the last hour of my life.

8. Resolved, to act, in all respects, both speaking and doing, as if nobody had been so vile as I, and as if I had committed the same sins, or had the same infirmities or failings as others; and that I will let the knowledge of their failings promote nothing but shame in myself, and prove only an occasion of my confessing my own sins and misery to God. Vid. July 30, [1723].

9. Resolved, to think much on all occasions of my own dying, and of the common circumstances which attend death.

10. Resolved, when I feel pain, to think of the pains of martyrdom, and of hell.

11. Resolved, when I think of any1 theorem in divinity to be solved, immediately to do what I can towards solving it, if circumstances don’t hinder.

12. Resolved, if I take delight in it as a gratification of pride, or vanity, or on any such account, immediately to throw it by.

13. Resolved, to be endeavoring to find out fit objects of charity and liberality.

14. Resolved, never to do anything out of revenge.

15. Resolved, never to suffer the least motions of anger to irrational beings.

16. Resolved, never to speak evil of anyone, so that it shall tend to his dishonor, more or less, upon no account except for some real good.

17. Resolved, that I will live so as I shall wish I had done when I come to die.

18. Resolved, to live so at all times, as I think is best in my devout frames, and when I have clearest notions of things of the gospel, and another world.

19. Resolved, never to do anything, which I should be afraid to do, if I expected it would not be above an hour, before I should hear the last trump.

20. Resolved, to maintain the strictest temperance in eating and drinking.

21. Resolved, never to do anything, which if I should see in another, I should count a just occasion to despise him for, or to think any way the more meanly of him.

22. Resolved, to endeavor to obtain for myself (as much happiness, in the other world, as I possibly can, with all the power, might, vigor, and vehemence, yea violence, I am capable of, or can bring myself to exert, in any way that can be thought of. 

Resolved, frequently to take some deliberate action, which seems most unlikely to be done, for the glory of God, and trace it back to the original intention, designs and ends of it; and if I find it not to be for God’s glory, to repute it as a breach of the 4th Resolution.

24. Resolved, whenever I do any conspicuously evil action, to trace it back, till I come to the original cause; and then both carefully endeavor to do so no more, and to fight and pray with all my might against the original of it.

25. Resolved, to examine carefully, and constantly, what that one thing in me is, which causes me in the least to doubt of the love of God; and to direct all my forces against it.

26. Resolved, to cast away such things, as I find do abate my assurance.

27. Resolved, never willfully to omit anything, except the omission be for the glory of God; and frequently to examine my omissions.

28. Resolved, to study the Scriptures so steadily, constantly and frequently, as that I may find, and plainly perceive myself to grow in the knowledge of the same.

29. Resolved, never to count that a prayer, nor to let that pass as a prayer, nor that as a petition of a prayer, which is so made, that I cannot hope that God will answer it; nor that as a confession, which I cannot hope God will accept.

30. Resolved, to strive to my utmost every week to be brought higher in religion, and to a higher exercise of grace, than I was the week before.

31. Resolved, never to say anything at all against anybody, but when it is perfectly agreeable to the highest degree of Christian honor, and of love to mankind, agreeable to the lowest humility, and sense of my own faults and failings, and agreeable to the Golden Rule; often, when I have said anything against anyone, to bring it to, and try it strictly by the test of this Resolution.

32. Resolved, to be strictly and firmly faithful to my trust, that that in Proverbs 20:6, “A faithful man who can find?” may not be partly fulfilled in me.

33. Resolved, always to do what I can towards making, maintaining and establishing2 peace, when it can be without over-balancing detriment in other respects. Dec. 26, 1722.

34. Resolved, in narrations never to speak anything but the pure and simple verity.

35. Resolved, whenever I so much question whether I have done my duty, as that my quiet and calm is thereby disturbed, to set it down, and also how the question was resolved. Dec. 18, 1722.

36. Resolved, never to speak evil of any, except I have some particular good call for it. Dec. 19, 1722.

37. Resolved, to inquire every night, as I am going to bed, wherein I have been negligent, what sin I have committed, and wherein I have denied myself: also at the end of every week, month and year. Dec. 22 and 26, 1722.

38. Resolved, never to speak anything that is ridiculous,3 or matter of laughter on the Lord’s day. Sabbath evening, Dec. 23, 1722.

39. Resolved, never to do anything that I so much question the lawfulness of, as that I intend, at the same time, to consider and examine afterwards, whether it be lawful or no: except I as much question the lawfulness of the omission.

40. Resolved, to inquire every night, before I go to bed, whether I have acted in the best way I possibly could, with respect to eating and drinking. Jan. 7, 1723.

41. Resolved, to ask myself at the end of every day, week, month and year, wherein I could possibly in any respect have done better. Jan. 11, 1723.

42. Resolved, frequently to renew the dedication of myself to God,
which was made at my baptism; which I solemnly renewed, when I was received into the communion of the church; and which I have solemnly re-made this 12th day of January, 1722—23.

43. Resolved, never henceforward, till I die, to act as if I were anyway my own, but entirely and altogether God’s, agreeable to what is to be found in Saturday, Jan. 12. Jan. 12th, 1723.

44. Resolved, that no other end but religion, shall have any influence at all on any of my actions; and that no action shall be, in the least circumstance, any otherwise than the religious end will carry it. Jan. 12, 1723.

45. Resolved, never to allow any pleasure or grief, joy or sorrow, nor any affection at all, nor any degree of affection, nor any circumstance relating to it, but what helps religion. Jan. 12 and 13, 1723.

46. Resolved, never to allow the least measure of any fretting uneasiness at my father or mother. Resolved to suffer no effects of it, so much as in the least alteration of speech, or motion of my eye: and to be especially careful of it, with respect to any of our family.

47. Resolved, to endeavor to my utmost to deny whatever is not most agreeable to a good, and universally sweet and benevolent, quiet, peaceable, contented, easy, compassionate, generous, humble, meek, modest, submissive, obliging, diligent and industrious, charitable, even, patient, moderate, forgiving, sincere temper; and to do at all times what such a temper would lead me to. Examine strictly every week, whether I have done so. Sabbath morning, May 5, 1723.

48. Resolved, constantly, with the utmost niceness and diligence, and the strictest scrutiny, to be looking into the state of my soul, that I may know whether I have truly an interest in Christ or no; that when I come to die, I may not have any negligence respecting this to repent of. May 26, 1723.

49. Resolved, that this never shall be, if I can help it.

50. Resolved, I will act so as I think I shall judge would have been best, and most prudent, when I come into the future world. July 5, 1723.

51. Resolved, that I will act so, in every respect, as I think I shall wish I had done, if I should at last be damned. July 8, 1723.

52. I frequently hear persons in old age say how they would live, if they were to live their lives over again: resolved, that I will live just so as I can think I shall wish I had done, supposing I live to old age. July 8, 1723.

53. Resolved, to improve every opportunity, when I am in the best and happiest frame of mind, to cast and venture my soul on the Lord Jesus Christ, to trust and confide in him, and consecrate myself wholly to him; that from this I may have assurance of my safety, knowing that I confide in my Redeemer. July 8, 1723.

54. Whenever I hear anything spoken in commendation4 of any person, if I think it would be praiseworthy in me, resolved to endeavor to imitate it. July 8, 1723.

55. Resolved, to endeavor to my utmost to act as I can think I should do, if I had already seen the happiness of heaven, and hell torments. July 8, 1723.

56. Resolved, never to give over, nor in the least to slacken my fight with my corruptions, however unsuccessful I may be.

57. Resolved, when I fear misfortunes and adversities, to examine whether I have done my duty, and resolve to do it; and let it be just as providence orders it, I will as far as I can, be concerned about nothing but my duty and my sin. June 9 and July 13, 1723.

58. Resolved, not only to refrain from an air of dislike, fretfulness, and anger in conversation, but to exhibit an air of love, cheerfulness and benignity. May 27 and July 13, 1723.

59. Resolved, when I am most conscious of provocations to ill-nature and anger, that I will strive most to feel and act good-naturedly; yea, at such times, to manifest good nature, though I think that in other respects it would be disadvantageous, and so as would be imprudent at other times. May 12, July 11, and July 13.

60. Resolved, whenever my feelings begin to appear in the least out of order, when I am conscious of the least uneasiness within, or the least irregularity without, I will then subject myself to the strictest examination. July 4 and 13, 1723.

61. Resolved, that I will not give way to that listlessness which I find unbends and relaxes my mind from being fully and fixedly set on religion, whatever excuse I may have for it–that what my listlessness inclines me to do, is best to be done, etc. May 21 and July 13, 1723.

62. Resolved, never to do anything but duty; and then according to Ephesians 6:6-8, do it willingly and cheerfully “as unto the Lord, and not to man; knowing that whatever good thing any man doth, the same shall he receive of the Lord.” June 25 and July 13, 1723.

63. On the supposition, that there never was to be but one individual in the world, at any one time, who was properly a complete Christian, in all respects of a right stamp, having Christianity always shining in its true luster, and appearing excellent and lovely, from whatever part and under whatever character viewed: resolved, to act just as I would do, if I strove with all my might to be that one, who should live in my time. Jan. 14 and July 13, 1723.

64. Resolved, when I find those “groanings which cannot be uttered,” of which the Apostle speaks [Romans 8:26], and those “breakings of soul for the longing it hath,” of which the Psalmist speaks, Psalms 119:20, that I will promote them to the utmost of my power, and that I will not be weary of earnestly endeavoring to vent my desires, nor of the repetitions of such earnestness. July 23 and Aug. 10, 1723.

65. Resolved, very much to exercise myself in this all my life long, viz. with the greatest openness I am capable of, to declare my ways to God, and lay open my soul to him: all my sins, temptations, difficulties, sorrows, fears, hopes, desires, and everything, and every circumstance; according to Dr. Manton’s 27th sermon on the 119th Psalm.5 [[July 26 and Aug. 10, 1723.

66. Resolved, that I will endeavor always to keep a benign aspect, and air of acting and speaking in all places, and in all companies, except it should so happen that duty requires otherwise.

67. Resolved, after afflictions, to inquire, what I am the better for them, what good I have got by them, and what I might have got by them.

68. Resolved, to confess frankly to myself all that which I find in myself, either infirmity or sin; and, if it be what concerns religion, also to confess the whole case to God, and implore needed help. July 23 and Aug. 10, 1723.

69. Resolved, always to do that, which I shall wish I had done when I see others do it. Aug. 11, 1723.

70. Let there be something of benevolence, in all that I speak. Aug. 17, 1723.

by lettersbysoo

Understanding a Marginalized Metric in the Arms Race for Success: Emotional Intelligence

In his delicious article “What Makes A Leader?,” brain and behavioral sciences expert and professor Daniel Goleman summarily tackles and identifies Emotional Intelligence as the fulcrum of the development and measurement of leadership within spheres of business and management.

First surfaced in 1985 via Wayne Payne’s doctoral thesis, “A Study of Emotion: Developing Emotional Intelligence”, EI was formally termed to account for the additional types of intelligence not subscribed in the parameters of technical and IQ modules.

Emotional Intelligence is an important quality to understand as how you measure up against these elements/pre-requisites are factors that can affect one’s ability to be a leader: managing a critical mass of people and ultimately creating high-impact value.

Out of the many models that have since been created by many scholars in their attempts to define EI, Goleman’s on EI has withstood the 2000’s and has served as the frame of reference for many educational and professional institutions seeking to understand this more deeply; I have likewise found his model for EI to be particularly useful, so I will continue on with reference to his model of five fundamental components:

Self-awareness is pretty by the book. It’s having a keen knowledge of your strengths and weaknesses, your needs, and your desires.

Self-regulation is the ability to maintain what can be simply described as the “emotional/professional poker face”, having the ability to yield reason over instinct despite certain situations natural eliciting a reaction that might be oppositional.

Motivation is the desire to achieve something. Often times, those who are motivated in the work place who currently hold decision making power have been observed to have the inclination to achieve for achievement’s sake regardless of there being a targeted goal or not.

Empathy, is empathy 🙂 Showing and successfully conveying genuine camaraderie and understanding for teammates, despite facing situational differences, deadlines/hard decisions being needed to make (i.e. corporate layoffs). Having the ability to treat each person uniquely and smoothly to best fit his/her emotional makeup and reactionary dispositions.

Lastly, social skills, i.e. being  gregarious – being willing to open up your time, resources, and mind widely. Studies have supported that people with great social skills often have  friendship networks that are very wide in breadth. Also, in the working space, high-leadership potential individuals can paradoxically appear to not be working as much because they more often than not recognize the needs to do things like allocate amounts of time during their work day to “chat ” and get to know their colleagues cross-departmentally.

Goleman doesn’t merely expound on or seek to heighten the value of pre-existing didacticisms, and this particular excerpt, amongst many, is very enlightening as it gets into the neuroscience of it all–showing where exactly EI growth is being activated and how we can push ourselves and our lovely comrades forward towards [higher command!] higher vision:

“With competency and leadership training programs provided in leading companies, it’s important to determine where exactly our emotional intelligence comes from. It’s a mixture of nature and nurture, but studies show that a large part of our development in regards to this as physiological: “Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system teams best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly-but mistakenly-it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence. When such programs take, in effect a neocortical approach, my research with the Consortium for Research on Emotional Intelligence in Organizations has shown they can even have a negative impact on people’s job performance. To enhance emotional intelligence, organizations must refocus their training to include the limbic system. They must help people break old behavioral habits and establish new ones. That not only takes much more time than conventional training programs, it also requires an individualized approach.”

And just how important are these for professional development and how do they add up to affect the trajectories of our careers and our lives?

An extensive study of data culled through the numerous competency models employed by top 500 companies of manager to C-level executives has revealed that out of the technical, intellectual and EQ abilities we can strive to develop, EQ is what’s most paramount to hinting at one’s growth potential as a thriving leader.

screen-shot-2016-11-22-at-9-38-42-pm

There are people that would scream out in surprise, “what a coincidence! That this is so important to my success!! ..I suppose they would be the kind of people who forget that humans are the backbone to every problem and every solution found in this world, but this is only the opinion of one.

Cool stuff!

Anyways, I shall end my advocacy for EI for the moment, but I do hope you take the time to read Goleman’s article, “What Makes a Leader” when you have the time.

Bises,

Soo

***

See here for another benefit to EI form a cost/benefits angle as noted by a leading research team in the UK specializing in management training:

Benefits of early EI measurement:

Case 1: “When hiring recruiters, the government used an emotional intelligence test as part of the process. They found that the recruiters who performed the best were the ones that had scored the highest on the EI test– particularly in the competencies of emotional self-awareness, empathy, happiness, and assertiveness [hiring employees who have high levels of EI gives you a better chance of hiring the right people the first time and reduces employee turnover, resulting in significant cost savings”. The Air Force soon learned that it could increase the chances of hiring successful recruiters by three times as much if they used the EI test. They found that using EI tests saved over $3 million annually by being able to hire the right people for the first time. The results were so notable that the Government Accountability Office (formerly the Government Accounting Office) presented the information to Congress who in turn requested the Department of Defense use emotional intelligence tests in recruitment and selection in all the armed forces.”

***

Read on to get better acquainted with the fundamental tenets of emotional intelligence as delineated here by Goleman: self awareness, self regulation, motivation, empathy, and social skills, and see them presented through examples within the business sphere.

For additional content, feel free to go further with Daniel Goleman’s work on EI here, or here, to get his best-selling book, Emotional Intelligence: Why It Can Matter More Than IQ.

by lettersbysoo

Peter Thiel On the Valuation of Companies

I’ve put down The Guermantes Way for a moment to crunch through Zero to One, a book by Peter Thiel on notes on startups, monopolies, and how to build the future. So far, it’s proven to be an interesting read (it’s also my first time “reading” a book through Audible– I don’t know how to feel about that yet- but more on that for another time).

In Zero to One, Thiel advises on critically measuring a company’s long -term profitability and urges us to contemplate the following questions:

1. Growth measurability vs. durability

  • Opt to see one’s market potential over its current  or “near-term” growth measurability, so.. an example would be having the prescience to value a company for its projected future market cash flow rather than solely looking at x company’s present market cap.

2. What does a company with large cash flows far into the future have in regards to qualitative characteristics?

  • proprietary technology
  • network effects
  • economies of scale
  • branding

It would be interesting to see how this applies to my present company and other businesses of interest:

barneys

supreme

a-cold-wall

alpha

For instance, what are the network effects of cult brands such as Supreme and emerging brands like Alpha Industries and A-COLD-WALL?

What kind of proprietary “innovations”do creative houses boast and have helped them become the monopolies they are today within their respective markets?

How do creative businesses navigate the land of commerce and manage to thrive when one quality exists in the midst of a dearth in others?

Bises,

Soo