How Business Can Save the World.

Actually, let’s think about how we can change the world. This unpredicted and unprecedented time we're all in right now gives us the possibility of a big restart, a massive reset in our attitudes and outcomes around business.

Years ago, I often lamented that sport had become a business, that even law had turned into the same, that healthcare of all things had transformed itself in too many ways as well from profession to profit machine. And actually, that's the precise problem. It isn't that everything has become about business, but that we misunderstand what business is supposed to be.

Business is supposed to be about human flourishing, building a better world for us all. It's meant to be about collaboration and partnership, about giving people structures and processes for discovering their talents, developing those talents, and deploying them into the world for the good of others as well as themselves. It's not about money or power or status at all. We've turned it into that. None of those side effects of work done well are to be the essence of enterprise. It should be seen as our greatest creative engine for attaining and encouraging human well being across all groups, and healing our divides rather than increasing them. Understood properly, business can save the world, not destroy it. But it's up to us to use this disruptive moment to re-engineer our worldviews to make business what it should and can be, and to save it from what it's devolved into, so that it can then return the favor.

As we're all seeing by absence as well as occasional presence, even the best business community can't replace the legitimate roles of good government, done well. And bad governance can make good business practically impossible. There are some things that can be done only by all of us acting in concert through our freely chosen representatives, and the specialists and experts they can marshal through broad reaching distinctive structures and processes. There are things so big and comprehensive that only government at each of its ascending levels can get the job done right, when it's been itself made right. But that's a part of our challenge now. If we don't understand business properly, we won't understand government properly either. The same lens of human flourishing should be used to view and assess them both.

We're all in a position to approach our work more wisely, and vote with our energies and dollars to encourage those running businesses who do so, as well. In that way, we can help business to change the world, and governance to facilitate the process in the best ways, rather than serving as an obstruction or a warped booster of all that's wrong, which comes to the same thing.

Aristotle's Recipe for Greatness

Aristotle's simple recipe for human greatness:

People in Partnership for a shared Purpose.

It's never put so briefly (he's Aristotle, after all) but it's to be found in his Politics, which is about how we best live well together. Oh, how we've drifted! Here he is sans pupils. But that's ok. We can be his pupils, even today. He reminds us that greatness is never a solitary achievement. It arises out of people working together. How? In partnership. And there must be a clear, shared purpose that brings the people together and makes the partnership possible.

I just finished my second reading of The Iliad a few days ago, as I’ve mentioned here before. It’s a great story about partnerships breaking down when there is no longer first and foremost a shared purpose. I had a great talk on the plane the other day with a fellow philosopher from the real estate world about how The Iliad can help us to be better in our organizations and to avoid or heal those breakdowns. The wisdom is out there. It’s up to us to find it and use it. Good wishes in your own wisdom adventures!

A Cluster of Thoughts to Ponder

As Rome burns, I refuse to be a fiddler and insist on being a fireman. Grab a bucket, won't you? Join me in rushing to the calamity. Let's do what we can.

Words you never want to hear the dentist say to his assistant while he's in your mouth: "Get me the saw." Yeah. It's from personal experience.

Lesson from the dental chair: Almost nothing is quite as bad as it seems, or as good. So stay calm.

My job is to respect and nurture Truth, Beauty, Goodness and Unity—cultivating the intellectual, aesthetic, moral, and spiritual sides of life. And, yeah, it’s your job, too.

Justice is everybody's business, in the small details of life. Fairness. Kindness. Evenhandedness. And then mercy can take its proper place.

When we lose sight of the best in us, we tend to manifest the worse in us. That's a key to personal life, and to national politics as well.

Every difficulty, every challenge, every disappointment tells me something about myself, and provides me an opportunity for transformation.

Nothing's really ours. Everything's given to us for a time. We're stewards meant to care for all the outer and inner blessings of life, and share them.

How hard is it to listen? Just listen. Really listen. Quietly. Attentively. Compassionately. Imaginatively. As an act of love. Courageously.

We can't overstate the power of humility in life, to be like the humus, the soil of the earth, open and ready to grow what you're given.

When we seek to love more than to be loved, to appreciate more than to be appreciated, to encourage more than to be encouraged, we get it.

In times of high emotion and deep division, we're to love our neighbors as ourselves, and even our "enemies" - valuing their true good.

Too many people live lives of illusion. And that's a great tragedy of the human condition. Refuse illusion. Seek truth. Have courage.

Plato's insistence: Never let appearances blind you to realities. And that may be one of the hardest tasks in life.

Aristotle's formula for the highest human good was simple: People in Partnership for a shared Purpose. There's nothing solitary about it.

Never let adversarial thinking be your baseline or default mode of thought, outside the bounds of a real battle with bullets and bombs.

Dreams are the engine of achievement. But the gas in the tank is hard work.

Self Examination

In a talk I gave this week to the 160 top executives in a great company, I began with some drawings I had done of Socrates, Plato, Aristotle And William of Ockham. I mentioned what I think of as their greatest gifts to us, gifts we would use in our hour together.

Socrates called us to self examination and self knowledge. He even went as far as to claim that "The unexamined life is not worth living." He taught me that we should examine our beliefs, assumptions, values, emotions, and attitudes on a regular basis, and relentlessly.

Plato clearly expressed the difference between appearance and reality, and pointed out that most of us live our lives in bondage to illusions that constrain us and hold us back, distorting what we're able to know and do in this world.

Aristotle called us to dig deep in order to rise high, and base our lives on the virtues, or strengths, that we can ideally bring to any challenging situation, the chief of which is courage.

Ockham helped us to understand the importance of simplicity. In any complex situation, however complicated, there is a simple core. If we can grasp that essence, we can deal more properly with all the other issues.

For the first time in a talk, I suggested that we could all heed these pieces of advice in an interesting way. We should at some point take some time and do a personal inventory of the general beliefs and assumptions we have about life and work that we may never have examined before and that just might be among those illusions that Plato suggested affect us all. What have I been assuming or taking for granted? Is it really true? Or is it a mere illusion I need to shake free of? This sort of self examination, testing appearances and pursuing realities, will require a dose of Aristotelian courage and may bring us to some simple truths that might be liberating.

It's worth pondering.

Philosophy's Bad Rap and a Slightly Better One

Philosophy has a bad reputation as remote from the world—arcane, esoteric and impractical. And you can certainly philosophize in that way. But I don't recommend it. In my view, the best philosophy searches out and embraces the deepest wisdom for living and working in the world.

My new philosophy friend Ryan Stelzer, co-founder of the Boston based philosophical consulting firm Strategy of Mind, just posted a nice piece on LinkedIn about how the top fashion designer Brunello Cucinelli uses philosophy and great literature to enhance the life of his business, by sparking the lives of his associates. Cucinelli started his firm with an investment equal to about $550 US dollars and now has a personal wealth of over a billion. And he does things the right way. His success displays the wisdom of good philosophy, well applied. In fact, he often cites the Meditations of Marcus Aurelius as among his favorite philosophy books.

In a fun reply to Stelzer's nice essay, I did a quick rap recommending philosophy. And just now, I augmented my silliness to make it clear that I'm not puffing just any philosophy, but only the good stuff. I've blogged poems, essays, book reviews, quotes and tweets before. So here's my first rap. Do this in the voice of Wyclif Jean or your favorite kindred performer, for full effect. So Ok then. Turn up the speakers, and go:

Cucinelli style philosophy is, you know, a part of me, even more than luxury, a necessity in complexity if you see the humanity of a wisdom trip, better than a cool sip of bubbly Moet down in hot San Tropez, live another day with the insights of the ages and the thoughts of all the sages, if you look in the book that has the right hook you can throw out the crook who might have shook you and be shocking you and blocking you with his big Mercedes—go and tell the ladies that the tonic is Platonic and you can please with Socrates every day that you play with philosophy to make the rules and leave the fools who think it’s all just numbers don’t you ever wonder what kind of thunder will come from going deep with thoughts that keep coming at us all these years, overcoming fears, wiping tears, and making for careers—whatever you’re selling, whether grape jelly or Brunello Cucinelli.

Word. When I plug philosophy it’s the best and not the rest I use to feather up my nest but it’s sad how the bad sometime gets prime whether you’re a penny or a dime and takes the heart outa you and what you do since it got a wrong start with old Descartes who put that horse before the cart and laid it all on me, but with him it was he, the ego don’t you know that cogito where it then ergo starts to blow the whole thing up, and ‘sup with that, I smell a rat and take it to the mat cause that ego ain’t no amigo, just be free go back to Plato and a full throttle OG my man Aristotle—you got to bottle that stuff and be tough with true blue virtue and I’ll just geek and give the Greek, ARATAY is the word for the day and that’s how you say it, live it, give it, play it for Rene and we can see a better way and you know, hey, ditch the Yugo and gimme dubs I’m a Maserati hero wrapped up in Cucinelli. Yo.

Power and Happiness

What's the proper role of power in our lives? How should we think of it? How is it to be used?

A few days ago, I spoke to an amazing group of people in New York City—the Chief Information and Chief Technology Officers from over twenty major companies like 3M, AOL, CITI, NBC Universal, The Bank of New York, DreamWorks, 20Th Century Fox, and Halliburton. It was quite a band of philosophers.
 
In our session, we considered Aristotle’s view that the secret of human motivation is to be found in the fact that, in everything we do, all of us seek happiness, or wellbeing. If we can understand what this means, we have a leverage in our work and in our lives that’s otherwise unavailable.

And so, with this claim in mind, we quickly examined together three basic views of happiness—as pleasure, peace, or participation in something that brings fulfillment. This last contention, I believe, can actually encompass and extend the importance of both pleasure and peace in a life of happiness. Fulfilling work brings pleasure. And it also encourages a measure of inner peace. Fundamentally happy people then tend to be more committed and more creative in their work together. So my suggestion was that it’s important to explore what makes for fulfilling work and fulfilling relationships. That may give us the foundations for a great work culture that will attract and retain top talent, and provide a safe place where that talent can flourish in innovative ways.
 
My initial claim was then that we all encounter the world each day along four dimensions of experience:
 
The Intellectual Dimension, that aims at Truth
The Aesthetic Dimension, that aims at Beauty
The Moral Dimension, that aims at Goodness
The Spiritual Dimension, that aims at Unity
 
Accordingly, we do our best work together when we respect and nurture these four dimensions and these four ideals of Truth, Beauty, Goodness, and Unity, which then turn out to be Four Foundations of Greatness.

During our session, as we were contemplating these four concepts, one participant asked me an interesting question: “What about Power?” No one had ever asked that before.
 
We were focused on Truth, Beauty, Goodness, and Unity. But the philosopher Machiavelli once claimed that the entire goal of human life is the acquisition, use, expansion, and maintenance of power. Regardless of the accuracy of his philosophy as a statement about life, we certainly have to be concerned, in leadership positions, about power in all those ways.
 
So what about power? Is there another dimension of human experience with the target, or ideal, of power? Should The Four Foundations instead be Five? If not, how is power to be understood?
 
Here’s what I think. Power is not to be considered as an equally fundamental and fifth foundation of greatness, largely because, so far as I can see, there is no distinctive and fundamental dimension of human experience whose target or ideal it is. But it’s extremely important in its own way. And it’s related to our framework in a different and fascinating manner.
 
Power determines how the Four Foundations of Truth, Beauty, Goodness, and Unity are accessed and managed. Power is what allows to you get to the Truth and then give it to others. Without the requisite power, you often can’t unearth the truth you need, and you can’t make it widely understood, or make sure it's used in the best ways. But then, of course, there’s also a converse implication. Power allows you to obscure the truth and hide it. And this applies in analogous ways to Beauty, Goodness, and Unity.

In all cases, power is about accessing and managing these ideals, and thereby determining whether or how those around you experience them. It's about the possibility of getting things done, in harmony with Truth, Beauty, Goodness, and Unity, or not.
 
For a leader, power exists along a spectrum, and at each point, has degrees. That spectrum ranges from Influence to Force. There are degrees of influence just like there are degrees of force. You can be more or less persuasive in inspiring people to do things. That’s influence. And you can be more or less effective in making people do things. That’s force. The type and degree of power you have, along with how you choose to exercise it, can affect deeply the consideration of how you’re able to access and manage, and then respect and nurture Truth, Beauty, Goodness, and Unity in your organization, among your colleagues, and in your life.
 
We also spoke in our session about the famous Golden Rule. When we can create a culture where we all tend to treat others the way we’d want to be treated, with respect to Truth, Beauty, Goodness, and Unity, I believe we become better at using and sharing the power we have available. And we can in that way actually expand it well.

As the philosopher Francis Bacon once told us, a bit metaphorically, knowledge (our grasp of truth) is power. It can certainly bring power. The more we expand the available knowledge in our organizations, the more we expand the power we collectively have to do great things. We can then help others to attain, exercise, and maintain their own power in all the best ways. And we then enjoy a vibrant culture where, as leaders, we’re helping others to achieve peaks of performance in our work together that would otherwise be impossible to attain. We’ll attract great people. And we will tend to retain them in a type of enterprise they won’t want to leave. Through the use of philosophical wisdom, we’ll thereby provide the greener pastures that the best people always aspire to find. And that’s a nice result of power, indeed.
 
 

Plato's Gym

At the Sports Center gym where I workout every day, there's a cafe or deli. One day this week, when I was walking by the counter, the young lady who works there making sandwiches and ladling out soups, putting together salads, and handing out sports drinks, called out to me. "Mr. Morris, can you help me with something?"

I thought she needed help lifting and carrying something heavy. So I said, "Sure," and turned around to go heft whatever burden she had been struggling with. But she didn't move as if to show me what big box or sack she needed to have repositioned.

Instead, she said, "Can you explain to me virtue ethics?"

That gave me pause. It's not a request for help you often hear in a gym. "Yeah, no problem," I replied, before figuring out how the heavy lifting was going to be done on this one. What angle did I need to take? What leverage could help?

So I explained that Aristotle and a bunch of other ancient philosophers believed that we bring into any situation various personal strengths and weaknesses of character. The strengths, they thought of as virtues. Our word 'virtue' comes from the latin 'virtu' which meant strength or prowess. And that in turn came from 'vir' which meant man. The Greek word was 'arete' which itself could mean excellence or virtue. Aristotle thought it was worth figuring out what strengths or excellences would be universally good to have, and built his conception of ethics (from the Greek word 'ethos' or character) around these virtues.

He identified as virtues such things as honesty - a strong inclination toward truth - and liberality, a habit of giving to those in need what they could well use, and courage - an ability to do what's right rather than what's easy, even if it's quite challenging. He then came to see courage as perhaps the most crucial of the virtues, since you probably won't exercise any of the others in difficult circumstances without courage.

Modern approaches to ethics have focused on rules. Perhaps inspired by scientific laws, or the civic rules and legal regulations that make civilized society possible, philosophers began to hunt for the rules that ought to govern our conduct. The ten commandments are a start. But as important as rules are, you can never have enough, and paradoxically you quickly get too many. Something more is needed. Rules need interpreting. Every rule is general. Any situation is specific. We need discernment. We need wisdom and the habit of acting in accordance with wisdom, which may even be another nice general definition of virtue.

One of my colleagues during my days at Notre Dame decades ago, Alastair McIntyre, almost singlehandedly revived the ancient tradition of virtue ethics, a focus on character more than rules, as being what's at the heard of ethics. For a masterful and difficult account of it all, you might want to consult his book After Virtue.

There are now many qualities you can call virtues. I read an article today about positive passion as perhaps being one. The author mentioned also patience. And that got me thinking. Positive passion is a hot virtue. Patience is a cool one. Passion gets you started. Patience keeps you going. Passion can fuel a journey. Patience can keep it on track. Passion is a youthful virtue. Patience is a mature one. You have to wait for it, appropriately. If your passions bring you too much success too quickly in life, you often never develop the virtue of patience.

My friend at the gym cafe seemed to be sincerely pleased by our discussion. And I was equally pleased at the vigorous workout with weights that followed.

Whenever you're confused by anything, that means it's time to get out of Plato's Cave and get yourself to Plato's Gym. Give yourself the mental workout of thinking things through, carefully and clearly. Or if the issue seems too heavy, just elicit the help of a workout partner of the mind.

Amazon and The Warrior Virtues

Do you need a work environment that pushes you relentlessly to be tougher and better at what you do? Is it good to have harsh feedback and to be pressured during all your waking hours? Will that make you dig deep and excel? Is it legitimate to treat a business as involving something even remotely like Navy Seal Training?

There's been a lot written recently about the retail giant Amazon and its company culture. A New York Times article unleashed the firestorm of controversy when it portrayed Amazon as a modern Darwinian jungle where there is survival only of the toughest and most ruthless. Some former employees have subsequently written their own accounts of how difficult and demanding an environment it can be, while others have taken issue with the portrayal in the Times and agree with Jeff Bezos that the brutal description there is nothing like the real environment of the company. I don't want to wade into the controversy over this one organization or its values, but simply to comment on the main issue I see the controversy as raising.

Aristotle, along with the tradition following his lead, long ago identified a set of virtues, or strengths for human life - characteristics that empower us in any challenging situation - that we benefit from embodying as we live and work with other people. Those virtues include the following, with the now old fashioned labels, and my gloss on what they mean:

Courage - A commitment to do what's right, in the face of risk

Temperance - Moderation and proper self-restraint

Liberality - A freedom in giving to others what can help them

Magnificence - A capacity for acting on a big, or grand, scale

Pride - A true sense of honor and worthiness

Good Temper - An inner calm displayed outwardly

Friendliness - The demeanor of treating others sociably

Truthfulness - A strong disposition toward honesty

Wittiness - The ability to see and express humor appropriately

Justice - A basic commitment to treating others well.

It's quite a list. And it has some initially surprising components, considering that the virtues add up to what Aristotle saw as good character. In my books If Aristotle Ran General Motors, and If Harry Potter Ran General Electric, I suggest that these are universally great qualities to have, in business and in life.

But prior to Aristotle, the ancient Greeks, joining people from most other early cultures, had their focus on another set of virtues, or strengths, what we can insightfully call "The Warrior Virtues" - qualities that empower us in times of physical warfare. Here's a representative list, that starts with the same quality to be found at the top of Aristotle's list:

Courage

Physical Power: Force, Stamina, Endurance

Mental Acuity: Perceptiveness, Clarity

The Ability to Adapt and Create

A Disdain for Mediocrity

An Intolerance for Weakness

Craftiness

The Ability to Deceive Convincingly

Fierceness: An Intensity just short of Brutality

A Willingness to Kill

We might also call these The Homeric Virtues, as in the west, we first encounter them, typically, in Homer's ancient poetry. It's well known, and has often been noted, that American business leaders throughout most of modern corporate history have very often had athletic backgrounds or military experience. Given the widely recognized fact that most sport in some way re-enacts warfare, it's then safe to say that most business leaders have had experience with, and a tendency to embrace at least most of the Homeric Virtues, the warrior virtues. And some very tough corporate environments are a lot like the military in times of war. The demands are high, excuses are not allowed, and everyone is expected to be utterly dedicated to the mission. In some circumstances, companies have risen and succeeded by emphasizing at least most of the warrior virtues. And at least some people in those companies can appear to flourish as individuals in such an environment. But I think we have good reason to question or reject the application of at least a couple of those virtues outside contexts of real physical battle. I hope you instantly join me in that rejection. In fact, I've argued in several of my books that the subset of warrior virtues that do apply in business endeavors need to be guided and constrained by the more Aristotelian virtues, as well as by such transcendentals as Truth, Beauty, Goodness, and Unity - what I call The Four Foundations of Greatness.

The problem often seen in companies that exalt the warrior virtues in isolation from an Aristotelian framework and The Four Foundations is that the warrior mentality quickly and easily becomes a cloak for something very different than a quest for excellence. And, in fact, you begin to see what I like to call counterfeit warrior virtues:

Arrogance

Callousness

Vengefulness

Cruelty

Sadism

Rapacity

A Touch of Evil

And this is clearly not a recipe for a great company culture, to put it mildly. But this is exactly what you often get when people proudly focus on the warrior virtues as centrally ingredient in their enterprises. The warrior mindset outside any real battle field easily becomes a cloak for vices to pass as virtues, and the whole environment quickly turns poisonous.

When people say "Business is War" or even just that "Business is Sport," the danger is that they can easily break loose from the civic virtues of Aristotle, and stray into the realm of warfare virtues where counterfeits easily tempt people in any leadership or management position to create a thoroughly corrosive and corrupt enterprise that will eventually collapse of its own weight.

Again, I don't write this to point a finger at any particular company, but only to warn of something vitally dangerous that is often seen in corporate contexts where it can do only great harm. The war we do need to fight is to bring the Aristotelian virtues front and center, supported by The Four Foundations. Then greatness can be both attained, and sustained.

What We Celebrate on Labor Day

Each year, we set aside a day to celebrate an aspect of our lives whose importance is often underestimated, or even badly misunderstood. On Labor Day, we’re meant to commemorate work, as well as those of us who do it, and all who have done it long before us. What we’re being called upon to celebrate isn’t a necessary evil – an unfortunate and arduous requirement for simply gaining the resources it takes to live in an increasingly costly world. Work isn’t the sort of thing we can and perhaps should regret every other day of the year, but then get away from it to, paradoxically, raise a glass and praise it for just one twenty-four hour period, annually. We’re meant to be celebrating on this day a good thing, even a great thing, that’s worth celebrating on every day.

Aristotle taught us long ago that we are all essentially goal-oriented beings, and that this facet of our nature is deeply connected both with individual happiness, as well as with what we often think of as the living of a good life. We all need things to do, work to accomplish, and goals to achieve. Without some form of work, whether externally compensated or not, we just can’t flourish in the fullness of our nature.

At its best, work is even a spiritual activity. It’s an expression of our souls into the world around us, an endeavor that ideally allows us to improve some aspect of the world, however slightly, on each day that we labor. And, of course, in working to enrich the world, we deepen and enrich ourselves in a great variety of inner ways, regardless of outer consequences. Through our work, we can become wiser, more insightful, hardier, and more capable. We can enlarge our capacities, expand our relationships, and deepen our sense of ourselves.

The good work of any person benefits, however indirectly, every person by improving the stage on which we all act out our individual dramas. We’re, all of us, connected, even though that’s a truth whose reality is sometimes hard to detect. But it’s a truth that allows our work to have an impact far beyond what we might realize, on any given day. And that’s something to be celebrated, indeed.

Happy Labor Day!

Emergency Wisdom

A car in front of me on a major street today caught my attention. It was a white Ford Explorer tricked out with orange stripes like an emergency vehicle. And it also had round reflectors built into the tail gate. Or were they flashing lights? Above the license plate, there was a very official looking sign, where EMT or POLICE might otherwise be. It said CHAPLAIN.

I couldn't help but be jealous. If I could just have one like that but with the sign instead saying PHILOSOPHER. Can you imagine? I sure could. I'd be driving down the road and the radio would squawk. "Logic Emergency on Front Street. All Philosophers Respond." I'd hit the lights, and of course the siren, and the gas. Out of the way, everybody. Sage coming through. I'd screech up to the address and dash out of the car. City police would be holding the door open for me. I'd run up the stairs two at a time, and there it would be: a guy splayed out across his desk, with his computer flashing some sort of error message. A detective would be standing there, and he'd look up at me and say, "It's a conceptual catastrophe."

I'd say, "What have we got?"

The gumshoe would reply. "I think we need some Aristotle."

I'd look more closely and say, "No! It's too late for that! Only Kierkegaard will do!" And, with a Leap of Faith, I'd use just the right aphorism and summon the guy back to life, and conceptual clarity. A gasp would go through the room, and I'd suddenly notice all the other people huddled over at the side. They'd start cheering and clapping. Someone would run up to me and gush appreciation and words of praise for what I had just accomplished.

"No Ma'am. No need to thank me. Just another day for a hard working philosopher."

As I came out of my stoplight reverie, I realized why things don't work like this. Oddly, most people go in search of wisdom only when they confront a catastrophe, or disaster that has arisen from unwise decisions. Wanting to avoid the flames of irrational self immolation, they desperately look for insight. And they might find a piece of wisdom here or there that can save them. But philosophy is much better as a powerful preventative medicine than as last minute emergency treatment. It's better applied in small doses throughout our days and decisions. Then, we can most likely avoid cataclysmic personal disasters, at least of the existential sort.

So: Don't wait for trouble. Seek wisdom now. Remember, I don't really have the flashing lights and siren. It was just in my imagination. Then again, the chaplain in town apparently does.

Focus!

One of the greatest keys to success in modern business is focus. Let's think about it for a bit.

First, notice that the word is primarily a verb. Focus. Even the noun form is an action word. Focus is something you have precisely when it’s something you do.  And I think there are three basic imperatives involved with attaining and keeping great focus.

1. Ignore Distractions. Ask What Matters.

There’s an old saying that the two most common things in the universe are hydrogen and stupidity. That could be true. And if there’s a third, it just may be distraction.

We’re always surrounded by distractions – news, gossip, emails, texts, phone messages, the never ending streams of social media, the various forms of old fashioned media, and people stopping by to shoot the breeze or tell us about their problems. The buzz of distraction is incessant. And it’s all around us. We have to learn to block it out and ignore it.

We need to question things. What’s relevant to our concerns, and what’s off target, even if just slightly? What can advance us along our path, and what would just detain us and hold us back? We can draw this crucial distinction only if we have clear targets, clear goals around which to structure our focus, and guidelines for properly getting there. Those organizing aims, ideas, and principles then become the test for anything that enters our consciousness: Will this thing or idea or opportunity or conversation help us properly to attain our goals, or not? Is it useful, or not? Will it keep us on the road, or detour us off course?

2. Select. Eliminate.

Apple founder and CEO Steve Jobs would often say, “Deciding what not to do is as important as deciding what to do.” He would then usually explain that, “Good things have to be set aside so that we can do really, really great things.” 

To select is to eliminate. We all have limited time and energy. Choice allows us to cut through the thicket of what’s possible and carve out a path we can follow. The famously groundbreaking modern painter Piet Mondrian claimed that the most difficult brush stroke in any painting is the very first one. Prior to that, the blank canvas presents to the artist infinitely many possibilities. The first stroke begins a process of elimination. To choose is to exclude. When we do this, we can’t also do that. 

Without elimination, there is no selection. You may think you’ve made a new choice, and set a new goal, but if that hasn’t resulted in the exclusion of other contrary behaviors, you really don’t have a new goal at all. “No” is just as important than “Yes,” and must be much more frequent. 

3. Use the Perspective of Purpose.

How then can you be properly selective? You can use the perspective of purpose. 

I’ve suggested that clear goals help us to identify and eliminate distractions that would get in the way of our progress. But how do we set the right goals in the first place? By having a solid sense of purpose and mission for what we’re doing. Why do we exist as a company or department or institution? What’s our purpose? Why am I doing what I'm doing? Those should be questions that everyone can ask and answer, in their own context. A strong sense of purpose brings with it both a motivation to focus and a power to do so well. 

Aristotle understood long ago that we humans are essentially purposeful beings. When we have a purpose we can believe in, then it will by nature guide our behavior in a way that external forces can never threaten or replicate. Buying in to a purpose is just setting your heart and mind in a particular direction, and on a specific road, and one that inherently involves the strength of focus. 

I think we can say even more. Focus is destiny. What we focus on determines what we become and accomplish. Vagueness is the enemy of excellence. Focus is its engine.

Friendship is a Garden

Friendship is a garden that needs cultivation and care. There are many forces in the world that will strengthen it, and more that will weaken it. The good gardener understands this and doesn't allow neglect to spoil the beauty of what's been planted and grown.

Friendship is an investment whose returns can rise or fall. If your time and attention were money, whose stock would justify the price? Good investments, of course, benefit both sides. Bad investments ultimately fail everyone involved. Great investments are those that yield dividends for life.

Friendship is an adventure, a shared voyage into the unknown. It's both a journey and the best means that we have to journey well. It's a light that shines in the darkness, a map and compass for the trip. It's a partnership of exploration where guidance and help flows both ways.

Friendship is an enterprise, the building of something new. It's a dynamic structure of work and play with a purpose that, at its best, benefits more than just the friends themselves.

Friendship is a celebration of what's good in life, and a support through all that's hard. It's a sharing of interest, activity, exuberance, and fun. It can also be a sharing of trouble and grief. Friends multiply the good, while dividing the bad.

And so, without friends, Aristotle asked us, who would want to live?

Work in your garden today. Invest. Adventure. Build. Celebrate. And give the sort of support that you most would want to receive.

Aristotle in the Kitchen

My wife visited the town of Napa with our granddaughter, to hang out with our son and his wife for a week. They had just toured the gardens of The French Laundry restaurant and were pulling out of their parking space when she suddenly noticed that someone in chef attire had appeared in the garden. "Look, one of the chefs!" She announced. And our son said, "That's not just one of the chefs. I think that's the man himself."

"Turn the car around!"

She jumped out and briskly approached the famous Thomas Keller, who was speaking to his culinary gardener. Her first words, as reported by our grand daughter, were, "You're like a god to me." He was gracious in response, and friendly in his reaction to the unexpected visit. They shook hands and all posed for a couple of photographs amid the vegetables.

Why is he so widely admired? Why has Keller's restaurant The French Laundry been such a mythical dining destination for so long? What's also responsible for the excellence also of his restaurant and bakery Bouchon, the equally estimable Ad Hoc, and his New York outpost, Per Se, as well as other venues around the country?

From the testimony of those who work closely with him, Thomas Keller lives the excellence he teaches, and in every way. He embodies the positive spirit that pervades his enterprises. His staff talk about his attention to detail, his work ethic, his mentoring, his nurture, and how he builds their confidence, not only about their work, but in everything they do. Their core values go with them in and out of the kitchen, throughout the entirety of their daily lives. When the chef hires people, he tells them that it's his goal to make them better than he is. And they say they love working with him. It's a community of excellence in the best way, and results in what the gardener called magic.

It's interesting for me, as a philosopher, to note that, in the kitchen of The French Laundry, prominently displayed, is Aristotle's statement:

"We are what we repeatedly do. Excellence, then, is not an act, but a habit."

And that's the truth. Every leader makes excellence a habit. Any person who customarily creates something extraordinary does so, too. Habit, you see, is character, and as another philosopher, Heraclitus, once said, "Character is destiny."

A great short video, well worth watching, about Chef Keller and how this works, in the Napa Valley and beyond, can be found at http://youtu.be/0CElD6fkouQ.

Socrates and The Two Big Strengths

Socrates had two famous students: Plato, of course, but also Xenophon (pronounced as if started with a 'Z'). Plato was more theoretical and literary. Xenophon was more practical, and was actually a pretty amazing leader. In fact, the great management guru Peter Drucker once said that one of Xenophon's books, The Education of Cyrus, was the greatest book on leadership ever written. And having read it now three times, I think he was probably right. But I have a different concern today. And so, let me get to it.

Xenophon explained that what made Socrates such an impressive person was, first, his amazing degree of self-control. Xenophon actually thought of that quality as the basis for all the other many virtues, or strengths, that Socrates displayed. Then, he said, the second most important quality his teacher exhibited was consistency - that he was always thoroughly himself, genuinely and authentically.

Self-Control. Think about it for a second. It's the action or habit of resisting any pressures not to be or do what we know to be right. It's the quality we need to exercise in order to stay consistent with our beliefs, values, and sense of self. It's the ability to stand up to the pull of pleasure or the push of pain when either of these factors threatens to diminish our lives.

Pain and pleasure play big roles in our lives. Most people fight serious battles, accordingly, with fear and desire. Self-control is what it takes to win those battles. Some pains are properly to be feared and avoided. Some pleasures are rightly to be desired and sought. Self-control keeps us safely on our path, helping us to face what we should and reject what would be inconsistent to embrace. It prevents the damage that could happen if we were to act in improper and self-defeating ways, outside the borders of what's right for us, as the individuals we are.

I'm not sure that there is any such thing as perfect self-control in an imperfect world. But I've learned that the more of it we have, the better and stronger we are as we face the challenges and opportunities of life, and as we continue to create ourselves through our choices.

Plato's student Aristotle, who spent a lot of time analyzing human strengths, seemed to think that the chief virtue or strength we have is courage, without which none of the other virtues will ever be exercised in difficult circumstances. And how does courage function? It aids us in self-control, in doing what we know to be right, regardless of the difficulties and dangers that might face us. And that, in turn, yields consistency. But then, when you're a generally consistent person in your habits and history, that aids you greatly in exercising self-control. Again, perfection isn't the goal. But practice is the key.

So, according to Xenophon, the two chief qualities of Socrates, the basis building blocks of his greatness, were self-control and consistency. Properly understood, they can be such building blocks for us, as well.

Trust The Process

We have this tendency, most of us, to want things in the world to operate like a classic light switch, on or off. You want to change a bad habit? Cut the switch off. Done. You want a new skill? Click the switch on. You got it.

But, of course, life is mostly about process. As Aristotle realized long ago, we're all in a state of becoming. As we pursue goals, we're engaged in a process of transformation, altering not just the world around us, but ourselves, along the way.

If you want a light switch image for making things happen, try the modern dimmer switch, where you can start seeing positive results with the least little bit of illumination and gradually, over a sweep of effort and time, however brief in this little symbol, increase the results to a blaze of light where you then glow, along with your circumstances.

Almost everything in the world is a process. We're in a hurry for results. But if we're moving in the right direction, there's one thing we need, one thing we often forget. We need to trust the process, however slow or indirect it might seem. We can certainly improve the process, in many cases, and where we can, we should. But in order to be motivated to do even that, we need to trust the process. We need to honor the truth, or reality, of process itself.

We value doing. Most of us value being. More of us need to value becoming.

Trust the process.

That's your thought for today, as your process unfolds.

Who Do You Spark? Who Sparks You?

Socrates taught Plato. Plato Taught Aristotle. Aristotle taught someone pretty important, too - Alexander the Great, but back when he was just Alexander the Average, a teenager needing guidance. Greatness sparks greatness. And it always has.

I had an amazing phone call yesterday with an old friend who is three years into building a business that will help change the world for the better. Yeah, it's in tech. But its all about sparking great things through connecting people well. And she reminded me of something interesting. All new business builders need investment money at the outset, and along the way. But what they need most of all is connections - mentors, people to spark them, and guide them, and hook them up them to others who can reveal what it will take to get to the next level, and maybe make that crucial introduction that will change things like magic. Did you ever read Keith Ferrazzi's book Never Eat Alone? It's a great one on the crucial importance of relationships in business.

Who do you spark? Who do you guide? Sometimes, an act of mentoring takes just minutes, or even seconds, to shoot off a quick email with exactly what your friend or young acquaintance needed to hear, or know. Even the dreamers who are great doers need help.

In 1814, Miss Mary Shelley, only 18 years old, was traveling with a group of friends. They challenged each other to a competition. They'd each write a scary story for their mutual entertainment. She pondered for days what she'd write about, and then had a dream that brought together elements of things that they had all been talking over in their time together. She woke up and wrote it down, a great cautionary tale about setting goals without thinking through their consequences, the novel Frankenstein, that offers wisdom on so many levels. It payed off to be hanging out with the likes of Percy Shelley and Lord Byron. And it payed off for them to be with the likes of her.

Who are your traveling mates? Who do you hang out with? When I left Notre Dame years ago, a lady said to me, "Tom, I'm 50 years old, and I always try to have at least one friend much older than I am, and one much younger. The older friend shows me the way forward. The younger one gives me the energy to get there." And I'm sure the sparks flew back and forth among them all.

Wise words. Who do you spark? Who sparks you? Spark on.