The greatness of little things
Those who cannot feel the littleness of great things in themselves are apt to overlook the greatness of little things in others.
Those who cannot feel the littleness of great things in themselves are apt to overlook the greatness of little things in others.
Keep the faculty of effort alive in you by a little gratuitous exercise every day. That is, be systematically ascetic or heroic in little unnecessary points, do every day or two something for no other reason than that you would rather not do it, so that when the hour of dire need draws nigh, it may find you not unnerved.
"Most people see the world as a threatening place, and, because they do, the world turns out, indeed, to be a threatening place."
It need not be only the likes of engineers, politicians, and entrepreneurs who have a hand in shaping the world and its things, for we are all specialists in at least a small corner of the world of things.
To the average man, life presents itself, not as material malleable to his hand, but as a series of problems of extreme difficulty, which he has to solve with the means at his disposal. And he is distressed to find that the more means he can dispose of—such as machine-power, rapid transport, and general civilised amenities, the more his problems grow in hardness and complexity. This is particularly disconcerting to him, because he has been frequently told that the increase of scientific knowledge would give him “the mastery over nature”—which ought, surely, to imply mastery over life.
Perhaps the first thing that he can learn from the artist is that the only way of “mastering” one’s material is to abandon the whole conception of mastery and to co-operate with it in love: whosoever will be a lord of life, let him be its servant. If he tries to wrest life out of its true nature, it will revenge itself in judgment, as the work revenges itself upon the domineering artist.
The journey begins by letting go of control, and becoming flexible.
Aang: When we hit our lowest point, we are open to the greatest change.
If you are having trouble knowing where to start, always start at the doorstep.
The novice goes astray and says, “The art has failed me.”
The master goes astray and says, “I have failed my art."
It is when one forces principles on the world that one interferes with its natural workings.
It is hard to give up preconceptions of what things “ought to be,” and recognize things as they really are.
Supposing I found myself chasing another fly ball and ran head-on into a basketball backboard, supposing I woke up once again lying under an arbor with a baseball glove under my head, what words of wisdom could this man of thirty-odd years bring himself to utter? Maybe something like: This is no place for me.
This was never any place I was meant to be.
Diderot's solution to the limits of language was to become himself a worker.
Become an apprentice and produce bad results so as to be able to teach people how to produce good ones.
We start trying to be wise when we realize that we are not born knowing how to live, that living one's life is a skill that has to be acquired, like learning to ride a bicycle or play the piano. But what does wisdom counsel us to do? It tells us to aim for tranquility and inner peace, a life free from anxiety, fear, idolatry, and harmful passions. Wisdom teaches us that our first impulses may not always be trustworthy, and that our appetites will lead us astray if we do not train reason to separate vain from genuine needs.
This remains largely theory, but my best guess as to his never dispensing wisdom like other dads is that my father understood that advice—even wise advice—actually does nothing for the advisee, changes nothing inside, and can actually cause confusion when the advisee is made to feel the wide gap between the comparative simplicity of the advice and the totally muddled complication of his own situation and path.
The method is perhaps best summarized by Mike Monteiro: “The secret to being good at anything is to approach it like a curious idiot, rather than a know-it-all genius.”
The “curious idiot” approach can serve you well if you can quiet your ego long enough to perform it.
A curious idiot is unafraid to ask stupid questions. Every stupid question you ask takes a teeny, tiny act of courage. Sometimes you have to muster the will to push the words out of your lips.
If there’s one thing you take from this post, let it be this: notice the next time you agonize over a choice, or pass up an opportunity. And ask yourself not “what is the right decision” but rather “which decision will get me closer to the kind of person I want to be”.
Holzer began creating these works in 1977, when she was a student in an independent study program. She hand-typed numerous "one liners," or Truisms, which she has likened, partly in jest, to a "Jenny Holzer's Reader's Digest version of Western and Eastern thought." She typeset the sentences in alphabetical order and printed them inexpensively, using commercial printing processes. She then distributed the sheets at random and pasted them up as posters around the city. Her Truisms eventually adorned a variety of formats, including T-shirts and baseball caps.
Nothing gives man fuller satisfaction than participation in processes that supersede the span of individual life.
— Gotthard Booth
Short words are best
and the old words, when short,
are the best of all.
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.