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The Most Difficult Game on Earth

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Last week we published here the Human Effectiveness Institute’s “highly incomplete checklist” of things to do each day in 2012 to define and meet your goals for the year. One could write a book on each item in that list. For starters, here’s a drill-down on one item in the list that in a way underpins all the other items on the list.

Item III.1 on the list describes why you should be enjoying the moment and provides ways to get yourself into that headspace. Ironically, this is the most difficult game on Earth.

In some version of this universe, it is natural to be in that state all the time, i.e. happy doing whatever you are doing at the moment, or not doing anything but just being there. Why not be happy? If it’s what you’re doing that is blocking happiness, do something else. Why were you doing it in the first place if it didn’t make you happy?

The ego is what gets in the way. The ego is the be-all and end-all of unhappiness. You can choose happiness or at least neutrality in any moment no matter what is being inflicted upon you against your will, to pick an extreme case. If you’re being waterboarded, okay, neutrality is probably the best you can hope for. But such an extreme case illustrates that by an act of will and focus we can indeed choose our mental emotional state. All of us can. There have been times when we’ve all had an opportunity to prove that to ourselves. Nonetheless, it’s the most difficult game on Earth.

In the prior post we also described a modus operandi where you allow events in your mind/feelings to occur and then float away downstream without holding onto them unless they are perfect and contain no negativity. An impulse to be unhappy is one such event. The typical reaction is to get stuck in it. Great news: you can allow that impulse to float downstream. Perhaps as it goes you realize where it came from, or not. But you choose not to listen to it, obey it, or be taken over by it. It was just an arising in your consciousness. They keep happening of their own accord. It’s as if they are being lobbed into you from somewhere, but it is not necessarily your own best interests or wisest self that lobs each one. In fact most of the incoming is not up to the quality level of your best thinking. So why take it all on?

The ego is what makes this game so damnably hard. Whether the brain is a biocomputer or that concept is merely a construct, we are offered similar user choices in both domains. In dealing with a computer we are always offered choices of “View”. The ego is one “View” we are offered within our own conscious experience.

The ego Views every cup as half empty. The ego is Worf on the Starship Enterprise. Stuff is out to get us and we had better have the adrenalin flowing to deal with it right now.

Adrenalin and cortisol of course play havoc with the body as well as the mind. The ego is also the source of all stress. The ego is the bad guy in this movie. And yet the ego has nothing but your own best interests at heart. As Freud speculated and we agree, the ego is the manager that interposes in front of the sensitive animal infant to take care of it as soon as there is seen to be an Other outside of the self who does not always hasten to obey the felt needs of the self. The ego is therefore a normal part of growing up. Why should we paint it as a bad guy?

My theory of Holosentience (whole-consciousness) is that we do not use our whole brains enough. We are dominated by the ego view, due to “temporary” imbalances that have occurred since the infancy of our race, which is where we still are. These imbalances resulted from a mixture of testosterone, left-brain dominance, and Acceleritis — really all parts of one phenomenon: the newest physical brain parts have been slow to gain their appropriate level of contribution within the total brain. These laggards are the right brain and prefrontal cortex. The violence of the pre-existing culture — driven by testosterone, tools and weapons — co-opted the left cortex, one of the newer brain parts, into their drama, at the expense of the right cortex. That causes the ego to be pandemically “swollen”. We get stuck; we have not learned the “float downstream” methodology. This is why staying happy in every moment is the hardest game on Earth. A million years from now, or even in a couple of hundred thousand years, it will not be so.

But we can’t wait.

We need to develop methodologies to advance ourselves mentally/emotionally that far into the future, now. The actual survival of the race may well be at stake, but more importantly, our own individual happiness — yours and mine, and that of the people we love, the whole human race — is at stake for sure.

Happiness cannot remain up the trail somewhere, an elusive thing we are working toward. Not good. Outdated idea. Time for the new idea. Happiness now. In every now. Now. And now. And now. Happiness all the time, internally controlled, internally generated, by an act of will. Infernally difficult but we cannot abandon this game as we possibly always have before. Now is the time to face it — fight it — and win. And keep winning. Because the game is not won once, but continuously. That’s what makes it so hard.

After nearly 5 billion years of Earth’s existence, dinosaurs ruled the Earth for 160 million years. This is the normal rate of change for evolution. Just 200,000 years ago the hairless standing ape emerged. This is an eyeblink in history considering the billions of years it took for Earth to develop life and the hundreds of millions of years for life to very slowly evolve. The problem is that the new big-brained hairless ape developed its brain physically at unbelievable speed and mentally at lightspeed by comparison with the formerly slow movement of the Earth drama.

The hairlessness was, according to Desmond Morris in The Naked Ape, evolution’s way of making humans sexier so as to promote full-life mating as a survival mechanism enabling time-binding, the passing on of knowledge from generation to generation. Hand in hand with hairlessness, larger female breasts and larger male genitalia than apes. In Morris’ theory, neotony — the longer time required for newborns to become self-sufficient in humans vs. other species — was also aimed at causing lifelong bonding of male and female so that the big-brained new ape could leverage its brain cumulatively across time.

Holosentience theory posits that we are living through a temporary spike in time when “recently” we have been given new testosterone levels, new highly-active left brains, still largely dormant right brains and forebrains, and we have not as a race learned yet how to integrate this stuff. The purpose of the Human Effectiveness Institute is to push forward that learning.  

So back to the hardest game on Earth. As you go through your day, keep coming back to your right to be happy, right now, and use your focus, your will, and your creativity to bring about your happiness, in the Now. Let inner impulses float downstream if they are not conducive to your happiness in the Now. Take notes on stuff you let float away if you feel it is worth coming back to later, but let it go in the moment. This is remarkably conducive to flow state. There is a perceptible drag on flow state caused by looking backward at the supposed imperfections of what you did a moment ago. In martial arts one is trained to not gloat or sulk over your own last (good or bad) move. Erase everything downstream of the Now. Keep erasing it in your consciousness all the time, taking notes on items felt to contain future insight.

One thing that gets in the way of winning this supreme game is the never-ending To-Do list. We all have two of them, our primary moneymaking job To-Do list, and the Remainder-of-Life To-Do list. In this time of Acceleritis — which is still accelerating faster all the time, like an out of control merry-go-round — it’s common for sincere people who keep their agreements to wind up subordinating themselves and their moment-to-moment happiness to the To-Do list. This gives more weight to the To-Do list than to one’s own best interests. This is the thinking of a slave.

The recommended technique for de-weighting the To-Do list is, ironically, to be more thorough about how you maintain it. If you sweep everything up into two lists kept on the lower toolbar of your computer, prioritized as well as realistic time pressure allows, and continue to put the incoming in there, a palpable sense of calm ensues when you close these lists back down into the toolbar. You’re not going to forget to do anything. The most important stuff will arise in your mind to remind you to bring it to the top of the documented list. It suddenly all feels under control.

Sometimes learning how to use our brains comes down to simple stuff like this.

You have enough creativity to find ways to make whatever your task is at the moment more interesting to yourself. You may have to give yourself a little more time to achieve the desired effect. If you feel you are being watched at work and can’t carry out these methodologies, go to the rest room and into a stall. (Why do you think the human race called it a “stall” in the first place? 🙂 )

Beyond our own individual lives, I feel we all have a duty to posterity to bring widespread public awareness to how consciousness works, and how to make it work better. We need to start using methodologies such as “float downstream” in the upbringing of our children, in school curricula at all levels, and in on-the-job HR training. That’s the mission of the Human Effectiveness Institute and this blog is one of our means to that end.

Thanks for reading. For a short video relevant to this same subject, please click on the link below.

Joy Now video

Best to all,

Bill

Tom Paine, Viral Marketing Pioneer

Pamphlets from hand to hand were a mainspring of the American Revolution.

Who was Thomas Paine, the writer of Common Sense, a single pamphlet that changed the world, and The American Crisis, a series of pamphlets that widened his reach and influence still further?

He was also involved in the French Revolution. A serial revolutionary.

Using clear common language to reach the common man and woman. Using shortform media with pass-along capability. The act of passing was endorsement from a disinterested party: the most powerful form of advertising and/or propaganda and/or idea promulgation.

We consider our own media to be far ahead and yet no one has really used Digital to change the world for the better as profoundly as Tom Paine did, working with the other Founders. Perhaps there’s a clue.

Inspired by Paine, June 10, 1975 (back in the days when I was Wild Bill) found me in the back of a station wagon en route to Washington DC on a self-assigned mission to employ the Paine methodology within the highest ranks of our own government. In the car was a box of reports called “A Plan for America: Report to the President and Domestic Council”. The report’s author was listed as the Human Effectiveness Institute (then called something else).

No one had ever asked us to deliver such a report. (Hence, Wild Bill.)

Our plan was to pretend to be delivering a report that had to be distributed at the beginning of the meeting of the Domestic Council, which the news had reported would be convening that day in the White House to deep dive into domestic problems existing then (similar to the ones existing now) — budget problems, jobs, inflation.

In the back of the station wagon I sensed the spirit of Tom Paine. Guess he wanted us to know that he “got it”.

My friend RR was the sometimes-actor, sometimes-writer who would carry out the actual contacts with guards to get the report inside. His mood was cheerful and excited and he did not seem nervous at all. He was dressed as sort of a messenger except for his battle-scarred short leather jacket.

My colleague Ina was driving and was in similar high spirits. She made first contact at the gate of the White House, and was told that the meeting was going to take place at the Executive Office Building. She got directions and we headed to the new location.

At the Executive Office Building, RR had no trouble getting himself and the box inside and X-rayed. He was gone a long time while we waited in the car. It crossed my mind that perhaps they have arrested him and we’re next, though I did not mention this to Ina.

He came back in an obviously high mood and let us know, “I got into the room.” Turns out someone took the box from him once he was in the room with the President and other recognizable figures and ordered it distributed, whence it was slit open and a copy placed in front of each personage. Before he had to leave he saw that a couple of people had picked it up and flipped through it before the meeting started.

In the following weeks we received letters of thanks from President Ford, Mrs. Ford, Ted Kennedy, Walter Mondale, George Wallace, Carl Albert, Senator Charles Percy, Birch Bayh, Donald Rumsfeld and many others. That was better than getting arrested.

What was in “A Plan for America” that generated gratitude letters?

While covering many areas, its focus was on developing the people resource.

This is still our recommendation today.

Our 300,000,000 Americans, if properly led and organized, could be the most powerful team the world has ever seen.

It is in all of our interest to think this way and to get to that “team” state.

We are not talking about submerging individuality but rather the exact opposite: developing the individual’s talents and innate desires in order to deliver the highest value, the highest social good and the highest ROI. Adding to the net value of the Universe.

In 1975, the first page of “A Plan for America” said:

There will be many Future Plans to discuss. Each Future Plan will be based on a particular way of stating our national purpose.

This Future Plan states our national purpose as follows:

TO BRING OUT THE BEST IN OURSELVES.

This is the way to state our national purpose if the object is to inspire and unite the people behind a common goal they can see themselves participating in and enjoying.

This is the new promise we propose AMERICA make to each of her people:

I, AMERICA, WILL HELP YOU DISCOVER WHAT YOUR UNIQUE HIGHEST POSSIBILITIES ARE, AND I WILL HELP YOU ACHIEVE THEM.

This was the proposed platform for communicating the Plan to the people, and to other countries. It was also the driving and focusing idea for the specific mechanisms recommended later in the Plan. Developing people and plugging them in. A tweak on “pursuit of happiness”, a bit more methodologically specific.

Whereas “pursuit of happiness” as the summum bonum (highest Good) or ultimate goal describes a targeted end state, “developing people and plugging them in” describes a means to that end state.

Visions of what defines happiness are all over the lot — hedonistic, amorous, comfort-oriented, and especially security-oriented — and often after a moment’s reflection one realizes there is no meaning to life unless one is working at something one loves that is ultimately of some perceived value in the eyes of others. Our happiness depends on this as much as on the conditions listed above being met. Work, love and play must all be optimized, as echoed by the Qabala, Freud and Maslow among many others. Leave out the work and you will not be happy.

All of us can continue our life’s work until the very end. Here, I am using the word “work” interchangeably with “purpose” and “mission”. I’m not talking about the work you do for money but rather about the work you would be doing if you had your druthers. The system has not made it easy for most of us to get to our ideal work. This is the first thing to fix. Digital offers efficient means for massive movements to be set in motion in this regard. Governments have been slow on the uptake to use Digital for anything more than tax forms and getting elected. The whole bureaucracy could be shrunken and would perform better by leveraging Digital. At the same time, the people no longer needed for some government jobs need to be efficiently plugged in where they can do the most good for themselves and others. It is a people development and redistribution optimization equation.

Page 2 of “A Plan for America” described two scenarios side by side. In Scenario A, the June 10, 1975 meeting changes nothing — the Domestic Council is business as usual, unemployment and inflation worsen and drag on, other nations surpass us, we become insecure and thus even more concerned about security, and backbiting increases. In Scenario B, in the June 10 meeting the President and Domestic Council decide to announce a vision of the future based on the philosophy of the Founding Fathers (especially Jefferson), in which each American can see himself/herself playing a real part, beyond being a cog in the machine. The people become reinspired and they reunite behind the goal of developing themselves to their highest capacities. All of the specific issues are then approached and individually solved with knowledge of that overall goal in mind.

It appears that since 1975 we have been following Scenario A.

There is still plenty of time to shift to Scenario B.

Page 5 of the Plan looked like this: 

 A Plan for America U.S. budget

What we are saying is that government needs to efficiently come to an understanding of the highest performance that might come out of each individual on the huge American team. Without Digital the very thought would be laughable. With Digital it’s doable.

Then the education/training and in some cases resources the individual needs must somehow be delivered to him/her in a way that is economically sensible to everyone. This again is an equation.

The thing about taxes is that the current system is hugely labor intensive and invites cheating. Meanwhile far vaster pockets of wealth are sitting around nearly dormant, producing value only for the hoarder (earning interest) who clearly is the last person that needs it. Rich people have started coming to their senses and philanthropy has voluntarily increased. This is a trend that ought to continue. People with more money than they need should find sustainable ways to invest that money in people — starting with their fellow Americans. In the next few years I hope rich people come up with hundreds of ideas to invest in people in ways that make sound business sense. I would bet that every single one will involve Digital.

Just as a pebble in the pond, to get even better ideas started, here is one.

BEST PLANS

A Digital Destination in Virtual Reality

Scenario: a rich person or corporation or grant-giving organization — or a group of all these types — creates a new website similar to Worlds.com and Second Life — or in one of these virtual worlds. If you’ve been there you know: you choose an avatar to represent you, and then you go where you will, speak with whomever you like, and can buy and sell things using virtual money. (Neal Stephenson’s latest novel REAMDE is based on a cyberspace in which the virtual economies blend with the real economies of the world.)

Now picture (perhaps you have seen it) the TV series Shark Tank, in which investors decide whether or not to back entrepreneurs based on their business plans. Now translate that into virtual reality. What have we here? A way of test marketing business plans with virtual money.

The idea would be a process by which to organize and optimize — entertainingly! — the investing of billions of dollars into a new mutual fund called BEST PLANS. The fund invests across entrepreneurial opportunities that have scored high in virtual reality pretests — many people bought their product or service and stayed with it and the process was profitable in getting enough people to spend enough virtual money to pay the people doing the virtual jobs and still turn a tidy profit.

Just a for-example.

Again, readers of this blog are a hand-picked lot because of your minds. We have every confidence you can think of better ideas than this one to reoptimize the work we each do and the way we find our jobs and the ways of compensation so that the tweaked system is better than ever before. Why not let your daydreams drift in that direction and see what happens?

Thank you in advance for sharing your daydreams.

Best to all,

Bill

 

If You’re Not Enjoying Your Self, Something’s Wrong

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Most of the time if we are not having fun we just assume “what else is new.” This method asks you to assume differently.

Assume that if you are in a bad mood or feel a negative physical symptom, this is a communication to you. The highest priority then is to decode the message and thereby reverse the emotional or physical quandary.

It could be that your subconscious is trying to tell you something. This is an autonomic alarm system we all have. If for example your current activities are not in alignment with your goals, or if you have set a goal that is not in alignment with your core values, parts of your mind will try to bring this to your conscious attention any way they can, and often the signaling will involve feelings of distress or something not right. It could start out one day as a bad mood you don’t even realize you are in, then escalate as the signal strength is gradually increased in an attempt to finally get your attention. If this persists long enough it can turn into physical symptoms. It is all about communication — in this case, internal communication.

Don’t get lost in the suffering so as to forget to decode first ahead of anything else. Act as if you deserve to be happy at all times. Getting lost in the suffering is what most of us do at most times, and this is a life-threatening waste of time. It also blocks your quality. No point in soldiering on in a bad mood because whatever you do in that state will not be in the range of high quality / high effectiveness. Better to let the work fall even farther behind while you figure out what is bugging you and dispel it by taking the action required, whatever it is.

One of the primary characteristics of Flow state (aka the Zone) is that the individual is doing something s/he loves to do, and is immersed fully in the playing of that game as a game, without over-motivation to win or over-concern of failure — and above all that, impregnable by attachments, free. This mood is a clue that you are in the process of moving into higher effectiveness and you just go with the flow enjoying it — and if you don’t distract yourself by subtly gloating over it, you go all the way into the Zone.

If something is bringing you down, that is going to block the Zone. So set aside your work and get yourself somewhere where you are uninterruptible, and see inside yourself to detect where the bad mood or sick feeling might be coming from.

It is likely you are attached to something that you now have fear of not getting. Or you are attached to something not happening that some part of you now expects will be happening anyway. What could it be?

You might find that taking notes helps, especially if you let the pen just write, without editing. This is because different neuron clusters become engaged when you go from just pondering to also writing notes. Shifting modalities like this is like sweeping a searchlight around inside your psyche.

Another way to shift modalities and bring different neurons into play is to turn aside from actively thinking about the question and instead just cultivate emptiness inside while paying sharp attention. This is a powerful shift of neurons, known to other writers. For example, adman James Webb Young’s 1960 classic A Technique For Producing Ideas speaks about a need to set aside all thought about a project after studying and thinking deeply about it, and sure enough flashes of inspiration will appear out of nowhere (usually within three days in this writer’s experience, frequently within hours nowadays after decades of practicing this and other techniques).

The effectiveness of this kind of internal gear shifting is perhaps most commonly observed when we are frustrated trying to think of a word or name. It is on the tip of our tongue and we keep trying the same file drawer in our mind certain that with enough effort we will remember it. But we don’t remember it until we give up and then it easily pops into our head a short while later. This appears to be because we were forcing ourselves into the wrong file drawer and therefore blocking the retrieval.

To recap, we are discussing micro-methodologies to carry out the imperative of not taking foul moods for granted but instead getting to the bottom of the causes, so that action plans can be made that will help to overcome whatever is secretly bothering you. This will also tend to improve your physical health and keep you looking young. However our main goal is to get you out of lower states into the highest performing state Flow state (the Zone) or into the next best thing, the access state right before that, which we call the Observer state. Thus our purpose steadfastly remains to improve the creative effectiveness of our readers thus improving decision making for as many people as possible.

Test this method over the next week or lifetime and see if you don’t agree that it works. There is no downside risk in the lifetime test — it can only help you, or at the worst change nothing.

This has been another installment of our summary release of psychotechnology here at the blog of The Human Effectiveness Institute. We suggest that the condensation of this kind of subtle guidance system is also worth testing by getting our book or video. Another word from our sponsor. 🙂

Let’s review the techniques presented in the last few posts:

  1. Create in yourself and your team a mood of optimization, where that mood has the highest priority over self-aggrandizement or any other more typical mood.
  2. Banish negativity as ineffective time-wasting and rechannel it into a stimulus to discern root sources and then plan / implement effective actions to remove those root causes of the negativity.
  3. Respect yourself and everyone and everything else. Disrespect blocks solutions and creates new problems.
  4. Remain open to the existence of all possibilities where you have not proven — with evidence that would stand up in court and to scientific public scrutiny — that some possibility does not in fact exist.
  5. Do not tolerate bad moods or sickly symptoms in oneself without seeking out the root causes and taking effective action to remove those causes.

These are but a few of the techniques we share in our book and video. Lately people have told me they love the book but their busy lives are spinning out of time control entirely nowadays so the book sits with other books half-finished. My suggestion is to not read the book but just open it at random — especially at times when you do not feel on top of your game. One of the most frequently mentioned ideas in the thousands of endorsement letters and emails we have received from readers is this use of the random pages method. This is the way we suggest circumventing Acceleritis to still get the benefit of our book despite “never having enough time anymore.”

Best to all,

Bill

Creating a Mood of Mental Optimization in Your Organization, with the Power of Respect

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The charter of The Human Effectiveness Institute defines our mission as improving decision making. As you delve into our material you discover that it is clarity we aim to engender as the means to improved decisions. A clarity that is lacking due to Acceleritis and EOP.

Distraction is the agency through which Acceleritis diminishes our clarity. The control of distraction both externally and especially internally is the focus of many of our methods. But even when one is paying singlepointed attention/concentration to one thing, the Zone may be elusive.

The Zone block in that case could be motivational. If we are attached to the outcome, feel overmatched, or bored — if these types of feelings are present, they too are distractions, even if we are not consciously aware of them until someone or something brings them to our attention. Our methods are designed to help you notice these subliminal feelings in yourself sooner rather than later, with no need for something external to jog you to realize the presence of such feelings.

Mental optimization is the underlying idea behind Psychotechnology, which is our rubric for any methods that help you work better in the world through clearer decisions. Methods that move you from EOP to Observer state to the Zone.

Mental optimization is a mood — a modality of consciousness that shapes the choices consciousness makes, shapes its information processing priorities, shapes everything that consciousness does. The way large masses with their gravity shape spacetime.

Mood is a supervening variable. It is where consciousness starts out each moment before any thoughts or feelings, memories or sensory percepts, or hunches/intuitions, arise. This is why mood is the shaping governor of which specific thoughts/feelings/percepts/intuitions arise and get your attention.

If you run the show, you can create a mood of mental optimization in your organization. The list of benefits is endless. Everyone will be in a mood of enjoying the game of making everything better, each second, the way a hero/heroine does, without internal pettiness to ruin the perfect pleasure.

Organizations run enormously better this way.

It is like expanding what you do in optimizing a marketing plan (demand), and optimizing the supply chain, and optimizing the balance sheet — applied even more broadly to optimizing the entire operation.

It is also the single best thing you can do to mentor and make good on the promise of nurturing and developing your team members, bringing out the best in each one of them. Showing them the mood, getting them into the ultimate game, where they feel its gamelike fun through and through — this is the basis for which they will continually choose this mood until they wake up every day with it fully operational in their consciousness.

How do you do this? How do you get them into the mood?

It starts with you being in the mental optimization mood. Telling them it’s your new modality. Offering to share it with them. They will ask, “Okay, so what do I do first?”

You’ll tell them the first rule is to assume, as an operating principle regardless of right and wrong, that negativity inside is useless and obstructive to optimization.

You’ll have to give examples and practice this. The best examples will be closest to home. Describe how you did it yourself — something happened recently to the organization and your first feeling was anger at certain people or entities — then you quickly set that aside as not optimal and began your search for problem definitions, opportunities hidden or obvious, and solution oriented win-win action plans, including provision for major refinement based on feedback along the way. Give a few examples of how you turned a challenge into a win for the organization by not wasting time with negativity nor letting it interfere with your ability to conjure a win-win solution.

Obviously you can’t come up with perfect win-win ideas while you want someone to lose because you are mad at them.

You’re even less effective at hurting them when you are sucked into negativity. Not that we espouse hurting anybody as a reasonable goal for an organization. Just pointing out how useless and counterproductive negativity really is.

But, dear reader, I hear you thinking, “Sure, Bill, you already told us about negativity in the last post. What else is there?”

There is respect. Respect is the second principle worth sharing here. Everyone wants it. The thing that usually causes people to quit ultimately comes down to respect. Either they didn’t feel it enough, or the position somehow compromised their internal self-respect, or usually both hand in hand.

Of course most people are in EOP almost all the time, so although their true self wanted respect, the way this manifested was that their ego was wounded and/or they were attached to having their egos flattered. This was coming not from their self that was born, but rather from the software layer functionally called the ego and structurally consisting of neurons built in the brain since birth, which exhibit the robotical behavior that highjacks the mind — this is EOP.

These people could have been kept in the organization by providing them true respect in the right ways and not necessarily by fanning the flames of their ego. What is the right way to show respect? There are many, including:

  1. Not interrupting.
  2. Providing just the right degree of autonomy i.e. not micro managing.
  3. Not utilizing lateral second guessing as a quality control process.
  4. Offering suggestions in the right way i.e. aimed at optimization goals held in common by those in the conversation, and without putting down anyone else’s ideas.

Not an exhaustive list. Let’s delve more deeply into each of these just for clarity.

You should run the meetings you are in either openly or subtly. If it’s someone else’s meeting, be subtle but make sure people are always allowed to finish their thoughts (method 1). Exceptions would be the rare but obvious cases where someone is talking too much and slowing things down. In those cases be careful to use respect and ensure respect from the group to the person who is being longwinded, while keeping things moving. Often the way to do this is to offer an offline meeting with that person at a later time. At that meeting you would employ method 4 above — showing respect in the way that you offer corrective constructive feedback. Your employee will appreciate the feedback if you do it in the right way — the optimization focus with respect — not a put-down.

The optimization mood gives you permission — in fact mandates you — to tell employees the hard truth of what they are doing wrong — but with respect so they can actually appreciate it.

Flashback war story. Hal Miller, my first boss in the media business, was a great mentor and implementer of all these principles. In his training program with two other people at the time we developed full marketing communications plans for a fictitious brand. He had each of us present to him alone in conference room with him pretending to be George Washington Hill, CEO of American Tobacco Company in the 30s and early 40s. Hal’s feet were up on the conference table and there were holes in his socks. He smoked a big cigar and interrupted annoyingly five times on every flipchart.

All of 21 at the time, I was polite at first and gradually became snarky in shooting down his objections one by one by my superior understanding of the technical research underpinning my case.

Later in the hall he came up to me and said “You know you really knew your stuff, and were brave in defending your recommendations,” and at this point he pinched my cheek and looked into my eyes, “but you didn’t make us love you.”  Thus he showed respect for my work while giving me feedback that I was then able to appreciate.

I won’t explain micro managing (method 2) since we all know what it is — giving a person less autonomy than is customary across all industries based on that person’s experience, title, and/or responsibilities.

Method 3 above relates to a subtler form of micro managing, where a boss has one person within the organization systematically second-guessed by peer review, as a matter of course.

All four of these methods are forms of restoring respect that has diminished within an organization as a result of sub-optimal practices slowing things down and leading to sub-optimal decisions as well as to losing employees.

So far in these posts we have covered the first three principles of creating a culture of optimization within your organization:

  1. State the goal of optimizing everything and everyone. Explain it, give personal examples, stay the course over time.
  2. Explain and follow the Negativity Rule. When broken follow the Respect Rule and bring everyone back to optimizing.
  3. Explain and follow the Respect Rule. When broken follow the Respect Rule in bringing it back for everyone, understanding that it is all for optimization.

The optimization mood feels better, and it’s also more fun.

Click here for a relevant sample from our book FREEING CREATIVE EFFECTIVENESS.

Best to all,

Bill