I was reading this morning about the physicist Per Bak, who states that if grains of sand were dropped on a pile one at a time, at some point the pile would enter a critical stage, where another grain of sand would cause an avalanche. This “hypothesis” is used to show that small events can have large consequences; that seemingly stable systems can behave in unpredictable ways.
I just returned home from a meeting of Social Venture Network in Chicago (www.svn.org). What an amazing group of business and non-profit leaders! SVN’s mission is to “inspire a community of business and social leaders to build a just economy and sustainable planet.” I’ve been a member of SVN for about 15 years and am currently a member of the Board of Directors. This organization is composed of about 60% for-profit leaders and 40% leaders from the not-for-profit-world.
I had a teacher in business school who was fierce, intimidating, and a sweetheart. Ian McMillan was a wiry South African with a quick wit and a quick temper. He taught a class entitled “Entrepreneurship.” Our weekly assignment was to find and describe a business opportunity that came from our own experience. We had to spot a need that could be met by forming a business. In one page we were to describe the need, how our business idea would meet this need, and the general business proposition.
Begin by bringing your attention to your breath and body. Take a few deep breaths, breathing all the way in and all the way out. See if you can notice when your exhale ends and your inhale begins.
With each breath, let go of the thoughts and concerns of the day. As thoughts and feelings arise, note them, and bring your attention back to your breath, and to your body.
A paradox is something that appears to be contradictory, unbelievable, or absurd but may in fact be true. Do less. Accomplish more. These statements present a paradox. Acknowledging, owning, and embracing the paradoxical nature of our lives, the lives of others, and the world can lessen our resistance to change and increase our effectiveness. At its most basic it makes us less tense and more open to happiness.
When I look at my own life and self, I see that I embody a number of paradoxes. Here are a few:
I am shy and solitary, and I love speaking in front of people.
In writing and speaking about my new book Less, I find myself recently substituting the word “posturing” for the word busyness. The problem with busyness is that it has a quality of avoiding, that leads to a kind of pretending, or posturing. This kind of posturing can become a habit and can be almost invisible. Whereas posturing can at times be a useful strategy, we can become so adept that we can even fool ourselves, subtly, or not so subtly.
I’ve read that in the Tibetan Buddhist tradition it is sometimes said that when many things seem to go wrong at once it is because something special and beautiful is waiting to be born, waiting to emerge. Whatever is waiting to be born needs you to be distracted by all of these things going wrong, so that you don’t get in the way, so that it can emerge as beautiful as possible. I’ve been pondering this idea ever since: things going wrong, what is wanting to emerge, and getting out of the way.
Harry Roberts was a friend and teacher of mine while I lived at Zen Center’s Green Gulch Farm. He was fond of saying that life is very simple — all you have to do is answer three questions: 1) What do you want? 2) What do you have to do to get it? And 3) Can you pay the price? After stating these questions he would usually laugh heartily, saying, yeah, real simple; most people don’t ever ask themselves the first question.
According to Roger Martin, dean of the University of Toronto Business School, focusing on what a successful leader does is a mistake. Martin contends that it’s more beneficial to study how great leaders think. In his studies of successful leaders, he has concluded that they process information differently than the rest of us do.