My Own 80/20 Rule

Last night before falling asleep I had a fascinating thought.

I've never taught a good enough class. I've never given a good enough speech. I've never written a good enough essay. In fact, with one amazing exception, nothing I've ever done has risen to my own lofty expectations. The best efforts of my life so far have attained about 80% of the quality or excellence I had aimed for and worked toward, and have perhaps had at most about 20% of the positive impact I had imagined.

I've always done the best I knew how, with 100% commitment to the task and an enthusiasm and dedication that refuses to give up, regardless of the gaps in quality and impact that seem so stubbornly entrenched in my outcomes. I'm oddly proud of that form of 100%, rather than being simply disappointed about the rest.

The one exception to this rule seems to be the story that told itself to me over a five year period and insisted that I write it down and somehow get it out to the world. My only job was to look and listen and write. I had to quiet my mind and get out of the way and let the story unfold itself. I think that, with the second editions of the books that resulted, now out, I've hit about 98% of the quality I had aspired to attain in my transcription of the amazing tale. And so, I can be happy with about 2% of the positive impact I might have envisioned in the end, should the stories arise to that point in the world. This seems to be how it works.

But I may finally be at the stage in my life when I'm learning how to get out of my own way. The stories have begun to show me that, both in the way they came to me, and in their deep lessons. Fulfillment may depend on a sort of wonderful and all too rare spiritual emptiness that alone allows of an exuberant filling up that we ourselves could never have managed out of our best ego resources and energies. Perhaps when our personal presumptions get down to 0%, then our contribution can go to 100.

If you're curious about the stories, you can find out more at www.TheOasisWithin.com.

Enjoy the Little Things. And, Surprise: It's All Little Things.

This morning, I was talking to my wife about a new connection on LinkedIn with a man who has long worked with Merrill Lynch. It led me to reflect on the unusual fact that, years ago, over a three year period, I had done 43 talks for that company, in the midst of what would be their Golden Age of iconic prosperity and reputation, under the guidance of then legendary Co-CEOs Dave Komansky and Dan Tully. I said to my wife, “It makes me remember the email I got from Tully’s Chief of Staff, when I had requested a testimonial from Tully for the back of my book If Aristotle Ran General Motors. He said that Dan got lots of requests for blurbs, and could agree only to a small few, but that he, the Chief of Staff, was the one who normally did the reading and blurbing, given how busy Tully was with the business of the company. But he wanted me to know that Tully was so impressed with what I do as a philosopher that he said he would read the book himself and write the testimonial, which ended up on the back cover of the hardback and the front cover of the paper edition. Here’s the part the publisher chose to excerpt and use:

“If Aristotle Ran General Motors goes to the heart of what makes people and organizations successful … Tom Morris’ message is a guide to the highest level of excellence in your company and your career.”

Daniel Tully, Chairman, Merrill Lynch

I told my wife the story as I shaved and then said, “That’s a little thing I’m really proud of, that Tully wanted to read the book and that he personally chose to write such a nice testimonial.” My wife said, “Well, that’s not such a little thing.” I replied, “But it’s the sort of thing that never gets onto a resume. It's a tiny little fact that almost no one knows but that means a lot to me.” I was thinking that it would never appear in an official bio or on a Wikipedia page, and yet it brought me great satisfaction. She said, “The little things that really matter are like: Do you enjoy letting someone in front of you in a line?” I said, “Yes, I do.” She said, "Good." And then I said, “But it’s also fine to enjoy stuff like the Tully thing.” And then I pondered it all some more.

It’s nice to be recognized as the Number One Salesman this year in your company. It’s something to be proud of and relish. But what makes it great is not the fact that you beat lots of other people, who are all now a bit disappointed, but rather the focal thing is all the hard work you put into the job to make possible the success you had. You feel great. But: Why should we ever celebrate or relish being the person who is keeping other people from having that feeling? It’s the little things you did persistently, and maybe relentlessly, that added up and that are worth enjoying and celebrating. The big result? Maybe there’s a way in which it’s an illusory, or true but misleading, side effect of all the stuff that really matters.

None of us needs to be King of the Hill. What we need is to discover our talents, develop those talents, and deploy them into the world for the good of others as well as ourselves. A certain level of income, or status, or a widespread public recognition may or may not come along with that. But even if it does, it’s never the core of what’s to be relished or celebrated. We get it backwards or upside down when we seek and fixate on the seemingly big things, which, after all are merely the cumulative effect of the little things, with a dash of luck or providence added in, factors that we never control and so can never take credit for. So maybe the big things are really in a sense little, and the little things are really big. And if so, then that wouldn’t be the first time that life shows us a deep paradox that’s the portal to great wisdom.

A little conversation produced a big insight which, in the grand scheme of things, as I put it out here for a few good people to read, is really just a little thing after all.

The Arts, The Humanities, and Business Success

When young people study the Arts and Humanities, they can prepare themselves in deep, untold and currently unappreciated ways for a successful business life.

The Arts: Every art involves complexity and mastery, two of the deepest features of any highly accomplished business life. We can think of a painting as a solution to a problem—or better yet, as thousands of solutions to thousands of problems. When it embodies Truth, Beauty, Goodness, and Unity, it succeeds best. And this is true of a business, or a business deal. The same is also true of a piece of music, a dance, or a sculpture. Art hones many intellectual qualities and personal traits like perseverance in the pursuit of perfection, or even happy imperfection.

The Humanities: Let's begin with what's broadly called literature, encompassing poetry and prose, short stories, essays, and novels. Let's even throw in the best of film. When we study great literature, we can prepare ourselves for deeply satisfying business success. First, in reading well-told stories, we learn to tell stories well. And there's nothing more important in business life than telling powerful stories about what we're doing, want to do, and can possibly do. One famous film producer, Peter Guber, has said in his delightful book "Tell to Win" that during his career, whenever he went into a meeting with facts and figures, he never got what he wanted, but whenever he showed up with a great story, he got everything he wanted and more. Secondly, we come to understand character more deeply through the lens of a masterful story. Great literature is full of cautionary tales for leaders and high achievers: Gilgamesh, Beowulf, Don Quixote, Frankenstein, Moby Dick, and Jack London's Sea Wolf, among many others. And in these tales of greatness and tragedy, we see the truth of what Heraclitus said long ago, "Character is Destiny."

History: Of course the lessons here are obvious. The long-term link between character and excellence throughout the course of our world up to now, The Law of Unintended Consequences, from even the most modest decisions, the balance of risk and reward that attends any bold action, the inevitable mess that arises from wild interventionism, and the catastrophes that democracy is intended to prevent.

Psychology: Coming more deeply to understand what motivates people just might be the most important key to business success. It's crucial for forming more positive relationships, building a great business culture, and diagnosing what can go wrong between people. The recent turn to positive psychology has provided us with new tools for excellence in everything we do.

Philosophy: As a philosopher, what can I say? When young people encounter the best of world philosophy, they learn about belief and skepticism, appearance and reality, love and purpose, evidence and folly, wisdom and virtue. They prepared themselves for a deeper and more lasting form of success in whatever they do. And the same is true for older people. The more we learn the insights of the great practical philosophers and use them relentlessly, the better we can be at anything we do. The truth of this has been on display in the talks I've given to business groups over the years, at this point far surpassing a thousand. One company has had me speak more than sixty-five times, offering me for each of those hours more than my annual salary once was at Notre Dame. Why would any business do such a thing? Because of the fact that they see the great value of philosophy. You can't have a great business without great philosophical foundations.

Ethics in Business and Sport

Today while walking the dogs, I was thinking about parallels between business and sport. No, not the aspect that first might leap to mind, about winners and losers. And you know, I don’t think either business or sport is primarily about those two categories in the first place. 

Imagine that an industry or even a profession is like a sport. Healthcare, tech, banking, investments, law, medicine, academics, manufacturing, are in a sense analogous to big overall team sports like football, baseball, basketball, and soccer. Individual companies, firms, or practices in those industries or professions are akin to teams, and they have within them more teams. An industry, or profession, like a sport, provides us human beings with a framework where we can develop our talents, grow, and make a difference in the world.

Hang with me for a minute. Let’s think of business and sport as frameworks, or matrices, within which human talent can be developed, molded, and unleashed to pursue excellence, and perhaps greatness. As such, they are spiritual endeavors. Leaders are needed in all such frameworks. So are strategies and tactics and education or training. And I think talent then has to be developed in three ways:

1. Through the development of skill.

2. Through the development of character.

3. Through the development of intellect.

Excellence depends on all three. The skill component is the most obvious. Football players need to learn to tackle, and block, and handle a ball. Basketball players need to develop skills of moving, defending, passing, rebounding, and shooting. But character is just as important. Excellence in any competitive sport or industry requires courage, grit, tenacity, determination, persistence and honesty. At its highest and broadest levels, it requires empathy, kindness, and fairness to others. And then there is the mind. Great performers hone their minds, cultivate their intellectual understanding, and then know how to use the deeper realms of the mind, such as the unconscious, or the imagination, to go where no one has gone before and do what no one has done before.

Ethics in business, a profession, or a sport, is about being true to those three forms of development, while being true to yourself and others. Nothing less is ever genuinely great. So ethics is never just icing on the cake. It’s a crucial aspect of the entire baking endeavor, and the cake itself. Of course, the Greek word from which ethics derives, ethos, meant character. The character of a team, business, or professional endeavor depends on the development of individual skill, character, and intellect on the part of all the players involved. Their proper personal growth makes possible great teamwork, which then makes possible further growth, in what philosophers call a virtuous circle of flourishing. This is the power of ethics in everything.

A Passion for Excellence

Chef Anthony Bourdain has hosted a great new series of short films on the passion and impressive craftsmanship that can lie behind amazing handmade items. In one episode, he talks to a tailor who mentions the thousand of stitches a customer will never be aware of. I could relate to that as an author. In editing my novels, I spend hours a day taking out or putting in punctuation marks, or a word, or a phrase. The reader will never know how many thousands of such decisions I've made in polishing the flow of language meant to evoke mental pictures and spiritual insights. But these choices will have done their work unseen and unknown. And each is important. Mastery, in the end, is all about the little details that may never be noticed by anyone other than the master. But they make for excellence.

The tailor episode link is below. I'd guess these films are less than 6 minutes each. You'll be treated by each to new insights.

https://www.youtube.com/watch?v=Jks5VHQ9Q0o

What Moves Us Deeply?

I'm a fairly emotional person, but I've never teared up over a great business deal. I've smiled. I've laughed with pleasure. I may have gotten all tingly. But in such a setting, I've never had to rub my eyes or reach for a hanky. No tear has ever trickled down my cheek from the successful negotiation of a great contract or a big sale. And yet, I often get misty-eyed when I see other forms of human excellence. Why is this?

Just the other night on America's Got Talent, a show I haven't followed over the seasons, but that I happened to linger on while flipping channels, I had such an experience. A thirteen-year-old girl walked tentatively onto the stage and then amazed us all with her voice. Laura Bretan was cute, sweet, and humble in every way. And she looked so very young on that big platform. But her vocal abilities instantly took the audience to a new place. Everyone rose to their feet.  It was almost a spiritual experience. Simon Cowell said that in all his years, he had never seen anything quite like it.

In case you missed the performance, it's well worth a few minutes on YouTube. And make sure the Kleenex is nearby, if you're at all like me.

Maybe I'm just an emotional mess. But, almost like Robert DeNiro's character in Analyze This, I tend to get weepy at certain things. I don't sob and honk my nose, but I feel the tear ducts awaken, and sense a moistness around my eyes. I may even get a little choked up. It's a bit harder to speak for few moments. I think my sensibilities are much more selective than DeNiro's were in the famous film. But they still range over many things. I get misty when I see real courage in action, and wonderful acts of kindness. I tear up at exceptional displays of human excellence when they rise above expectations and somehow capture elusive aspects of beauty or goodness. An example of self-giving love that's shown in extraordinary ways can get to me and move me deeply.

What touches us in such situations? It may be something that's deeply of the soul, or at the core of the human spirit—even something of virtue, in the classical sense. The Greek word ARETE (Aratay), which can be translated as excellence or as virtue, may come close to capturing at least part of it.

It's especially moving when ordinary people rise above our common experience and in their actions reflect something that's both high and deep, something truly inspiring that hints at perhaps why we're here, and what we're all supposed to be living in our own ways and with our own opportunities. It's as if these moments remind us of the special wonders and mysteries of life that the daily grind can hide from us. And thus, they speak to us. Yes, that's why we're here. Yes, there's real beauty. Yes, there's genuine love. Yes, there's much more out there, or in here, in our souls, for us to embrace and live and enjoy.

So the next time you see something that moves you and you reach for the Kleenex, remember that it can also be a moment to reach for the stars, and aim high in your own life, with your own talents and opportunities, and in your own potential impact on those around you. Let the moment reconnect you to something great and reinforce the best that's in you.

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.
 
 

On the Team: The NFL and You.

I’m sitting in the Little Rock Airport at Burger King. It’s 9:40 AM and time for lunch. Yeah, that’s how messed up you get when you travel too much. So, a guy in a brightly colored pro football team T-shirt walks by and stops when he sees another guy wearing a different team’s jersey. He gives the stranger a thumbs up and says, “You guys did real good the other day.” And then I hear:

“Yeah, thanks.”

“You got a great defense.”

“It’s been a surprise. We didn’t know we’d be this good.”

“Well it was a nice win.”

“Yeah, thanks, we needed it. And you guys are going to be Ok.”

“We got to work on offense a little more.”

“Yeah. It’ll happen. You’ll be fine.”

And so it went on, for a little longer, as if these semi-portly middle-aged men shuffling through the airport with roller-bags were themselves players or back office executives at their respective NFL teams. There was a sense of identity and belonging that got my attention. All the “you guys” and the “we” references spoke to a deep human need for affiliation. What’s really interesting is that we don’t often get that need met in our neighborhoods, or churches, or workplaces where we spend most of our time, but in connection with favored sporting teams.

Something that distinctively impressed me about these two men was their affable spirit. The other team was something to be respected, and even admired, and not at all disliked, and so was the fan of that team. They spoke of their respective tribes like they were really involved, first hand, in tribal activities. And I suppose they actually are, in their own ways. Not everyone who is part of the action has to be on the turf, wearing protective equipment.

We should remember this deep need for belonging, or for affiliation. If we can cultivate more of it at work, we can connect up with deep resources in the human spirit that need to be called into play for the best results to happen.

And then, who knows? We may make it to the playoffs.

You Got To Want It

What's necessary in order to be really good at something? Well, the right talent, or set of talents, for one thing. And lots of work, or practice, for another. But still, there's something else.

Let's ask a really different question. How should you react when someone wanting to help you suggests or even recommends you for a new job, position, role, opportunity, or goal that doesn't strike you as quite right? Your friend/fan/helper/coach/mentor/agent is excited about the new possibility, but you're uneasy, or unsure. You don't feel an inner fire. Sometimes, it's great to stretch outside your comfort zone. And yet, you should always listen to your heart. Here's an example. A Hollywood agent in the 1950s has discovered an attractive young woman he wants to put in the movies. Good things are happening for her already. A prominent man in the community, a bold-faced name in the papers, someone having his picture taken all the time, wants to marry her. The agent is himself relating what happened next, out in Los Angeles:

Then wham! The Story of Dr. Wassall. You see that picture? Cecil B. DeMille. Gary Cooper. Jesus. I kill myself, it's all set: they're going to test her for the part of Dr. Wassell's nurse. One of his nurses, anyway. Then wham! The phone rings." He picked a telephone out of the air and held it to his ear. "She says, this is Holly, I say honey you sound far away, she says I'm in New York, I say what the hell are you doing in New York when it's Sunday and you got the test tomorrow? She says I'm in New York cause I've never been to New York. I say get your ass on a plane and get back here, she says I don't want it. I say what's your angle, doll? She says you got to want it to be good and I don't want it. I say what the hell do you want, and she says when I find out, you'll be the first to know.

That's O.J. Berman talking to our narrator, the upstairs neighbor of Holly Golightly, in Truman Capote's short novel Breakfast at Tiffany's.

Holly's words ring true: You got to want it to be good. It's true of acting, and of almost anything else. In considering a new opportunity or possibility, you have to ask yourself, "Do I really want it?" Can I envision it happening? Does it stir me up? Would it be fulfilling and fun? If not, it's probably not right for you, at least, not now. But if so, if you do want it, if it lights a flame in you, then you have one of the main conditions for success - an emotional commitment.

Life is too short to concentrate our energies on things we really don't care about. Find something you want, and pursue that with your whole heart. And if you're like me and are already doing it, keep at it!

The Four Foundations of Greatness

Years ago, I did a book called If Aristotle Ran General Motors: The New Soul of Business. It could have been called "Happiness, Fulfillment, and Greatness." It's all about the most deeply human factor in our work and lives - what brings people together, makes for superior teams, real loyalty, and great results? My claim in the book is that from the moment we wake up in the morning, to the instant we fall asleep at night, we experience the world along four dimensions and need four things to satisfy us:

1. The Intellectual Dimension, that aims at Truth

2. The Aesthetic Dimension, that aims at Beauty

3. The Moral Dimension, that aims at Goodness

4. The Spiritual Dimension, that aims at Unity.

For great relationships, great teams, unshakable associate loyalty and real customer love, we need to live and work in accordance with these four things - Truth, Beauty, Goodness, and Unity. We need to respect everyone's need for these things, and nurture them as much as we can. Whenever we depart from one of these things, these great ideals that the Greeks knew as transcendentals (transcending and applying to everything in life), we suffer diminishment. When we cultivate them, we can experience extraordinary levels of success.

And each of them needs to be respected and lived in connection with the other three. That's where the real power is to be found.

I got to speak on this topic in Orlando this week, and it was so much fun! For more details on the ideas, go check out the book!

Hope

Years ago, someone said to me, "People love your talks so much because you don't just give them philosophical insights and practical ideas, you give them hope." That's stayed with me ever since. I hope it's true.

We all need hope. And yet, we often find ourselves without it, in some context. Things go badly. A difficult situation arises. And we feel helpless to do anything about it. When we feel helpless, we soon begin to feel hopeless, as well. And there's a reason for this.

In a psychological experiment which makes me glad I'm not a psychologist, a thermostat, or climate control mechanism, was installed in a factory. People for the first time could walk over and set the device, raising or lowering it. Finally, they felt a sense of control over their environment for the first time. Morale went up. And if I'm remembering this well, so did their work performance. People felt better about their jobs. And yet what they didn't know is that the control wasn't connected to anything but the wall. Yeah. A philosopher wouldn't do that. But here was the conclusion: Even a false belief that we have a measure of control improved our emotions and performance. When we don't feel any sense of control, or even influence over a challenging situation, we lose a measure of hope.

I prefer to give people hope through truth, not illusion. But what exactly am I giving, and how can I be in a position to do this at all?

Hope is not the same thing as belief. When we hope for a better future, we're not necessarily believing that the future will be better, only that it can be. But the state of hope goes beyond that. The possibility conviction is joined to an attitude of positive expectation, again, different from actual belief, but closely aligned to it. Like belief, hope can be rational or irrational. And like belief, its status as such is connected with matters of evidence. But hope looks beyond actual belief, and beyond the existing evidence, to wait expectantly for a better future.

The New Testament speaks of Faith, Hope, and Love. Faith is about trust. Love is about commitment. Hope is about patient expectation and positive values. We're told that love is the greatest of these things, because with the right commitments, faith and hope can flourish. And when you think about it deeply enough, you quickly realize that we can't do great and creative work without faith, hope, and love.

How then do I give hope to people? By bringing them the wisdom of the ages for how they can improve their lives and business endeavors. I give people tools - old tools, and great ones that have proved their worth over centuries of use. And I show people how to use them. Then, they expect more strongly than ever the better future that can be theirs, in personal or professional things.

And their response - and for some of you readers, I know I can say "your response" - loops back to undergird my own hope for the future that we all need. Thanks, as always, for reading. And thanks for any comments.

Self Reflective Consciousness

Self Reflective Consciousness is the distinctive type of awareness that carries within itself the ability to consider and think about ourselves. It's the mind's inner mirror that reflects to us what we're doing and thinking, and lets us ponder that. It provides the capacity for self appraisal, self judgment, self correction, and self guidance.

It's our great glory, and our big problem. It allows us to consider, choose, adapt, and transform our lives. It also lets us critique, doubt, second-guess, and worry about our lives. It's the chief engine of  what we know as personal excellence. And it's the chief obstacle to that same exalted state. We need to make the most of it, and equally, to rise above it.

Fortunately, the phenomenon of self reflective consciousness can itself help us to get into a position to leave it behind, as we enter "The Zone" or "Flow" or the "Deep Play" of creative work, athletic mastery, musical reverie, or even a great relationship, at its best.

Is it then a ladder to be climbed and eventually kicked away? Or is it a lifeline that we need always with us, at least in the background, despite our equal need to transcend it?

The top performers in any art, science, or work, in their greatest moments, as they report later to us, rose above it, kicked it aside, and shed its limitations as they soared to their highest achievements. They became self forgetful in order to reach the pinnacle of self fulfillment.

This reflective state of consciousness, this inner mirror and critic, is a blessing when it helps us to find our way, and a curse when it just gets in our way. We need to grow better at using this capacity so well that it will help us to soar far beyond its limiting and commenting chatter. 

Then, we enter the realm where we can fly.

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.

The Only Real Secret

Impact. Excellence. Legendary greatness. Happiness. Contentment. Fulfillment. A wonderful life and legacy.

Whatever ideal states you seek, there are people who for a price will tell you the five or seven secrets, or, perhaps the one that will deliver all. And when you learn these secrets, or this one big thing, you quickly discover that they aren't secrets after all. Either they're true and widely known. Or they're false and better ignored.

The only real secret is this: Get out of your own way.

We all have inner blockages to the ideal states we aspire to achieve. There was a childhood wounding. There's seething anger. There's a lack of education. There's an inability to really connect with others in a loving and compassionate way. There's self imposed stress. There's anxiety that will not let go. Your self esteem isn't what it should be. You don't have the confidence you need. You have this drive to be important, or the center of attention, or loved by everyone.

Get out of your own way. Uproot the obstacle. Tame the wild animal. Then, the purpose and passion and energy and excellence can flow through you. You can't attain any ideal without being a conduit to something greater than yourself. This is the universal testimony of those recognized as greatest in pretty much every field of human endeavor.

In basketball, a bad free-throw shooter has to practice and practice and practice and practice, so that the power of habit will come to smooth out his rough edges, and set up new inner patterns to allow him to get out of his own way.

A salesperson who blows ever call has to tame the inner worry and get out of her own way so that her personality and product can shine. So does an entrepreneur. So does an author.

We think we need to develop and grow. And we do. But the secret is that done right, these things help us to get out of our own way, so that we can shine with an authenticity we could never just manufacture. Be a conduit. Be a door. Get out of your own way, and enjoy the amazing results.

The Road to Greatness

This week, I've written an earlier blog post on the idea of greatness. A friend read it and told me something interesting. He said that his son had once been at a school where he was surrounded by mediocrity, and then switched to another school in the same town where he encountered the quest for personal greatness, left and right. My friend went on to say that the new, more challenging environment, had a decidedly uplifting effect on his son, right away, and that the results of this got him into a top university, where the level of expected excellence increased again. 

It's amazing how often we've been told by philosophers that we become like the people we're around, and how commonly we forget to use this important truth to our own advantage. During my years at Notre Dame, it astonished me to see that, no matter how good our football team might be, when they played a bad team, they played badly themselves. The sloppiness and mistakes they showed could be truly perplexing to witness. And yet, when they played a top five team, they'd play them toe-to-toe, and often win.

We're so often like thermometers, rising or falling with the temperature around us, and yet we'd prefer to think of ourselves as thermostats, determining it, instead.

There are a lot of deep evolutionary reasons, related to survival, for our unconscious need and drive to fit in with the people around us. We need to be accepted. We need to be liked. And so, below the level of awareness, we conform in many ways. We become like our tribe.

But we also have the gift of free will. And that allows the possibility, within limits, and sometimes even apart from any limits, for us to choose our tribe. Who do we want to hang around? Who do we want to be like? Who do we most admire?

And yet, here's the apparent dilemma: I want to be like people who are a lot better than me. That way, I can grow into my own form of greatness, encouraged by my environment. But if they're at least as smart and ambitious as I am, they'll want to be around people much better than them, which clearly excludes me. Remember Groucho Marx, who said he'd never want to belong to a club that would have someone like him as a member? That's sort of the problem.

But there's the secret. If I want to be around people significantly better than I am in all the right ways, they will be people of great kindness and curiosity - two very different virtues. And yet, either of those qualities will open them up to my company. Problem solved.

So, why not aim for the stars? The real stars, I mean, not the fake, manufactured ones. When we associate with people of real wisdom and virtue, real accomplishment and knowledge, we're encouraged in our own adventures with greatness. The path is much easier.

Why, then, should we ever settle for less?

Greatness

Do you aspire to greatness? Or does that question just strike you as silly, or almost embarrassing? 

One of my favorite books in the late '80s was Attaining Personal Greatness, by Melanie Brown. It's actually one of my favorite success and personal growth books of all time, and I bet you haven't heard of it. That's too often the way things go. It's great (appropriately) but not well known. You can buy it on Amazon now for a penny. I quickly learned not to carry it around with the title showing, lest I elicit comments like "Oh. Have you attained it yet?" Or, "How's that going?" (with a raised eyebrows and a finger pointing toward the title).

Can you even imagine the concept broached in a speed dating situation: "What are your interests and plans?" - "Well, greatness. I'd like to attain personal greatness." - "Ok. NEXT!"

I did a podcast interview yesterday with a great guy who seems to be a real kindred spirit, Jay Forte, author of the book The Greatness Zone, and proprietor of the website named, appropriately, The Greatness Zone. He said that when he told his kids about the book, they advised him that he desperately needed a different title - that nobody is going to go around googling "greatness," or even binging it, or Yahooing, or whatever.

But I did. A quick google of the word 'greatness' reveals that it got used a lot in the year 1800, but that since then, it's been on a long downhill decline, which has only recently begun to reverse. The word 'awesome' by contrast had almost no usage in 1800, but experienced a marked increase of usage beginning after 1900, and spiking in the 1990s, until relatively recently, when it slowly began to become "not so great, or awesome, after all."

Our word 'great' has an interesting ancestry. In Old English, it was pronounced like "Greet." In Dutch, the root was 'groot.'  In German, 'gross' - but we'll pass over that one. In Old Saxon, it was 'grot', meaning, of course, something very different from 'rot'. These terms each tended to imply "big" or "tall" or "thick" or "stout." They were words of distinctive magnitude. In Middle English, there was a related verb, greaten, that meant "to grow, to increase, to become larger, or develop." And that's a key to the modern meaning.

Greatness is the result of a proper development, or appropriate growth, far beyond the norm. We speak of great musicians, great painters, great leaders, a great product, great service, and great art. The great is the wonderful and rare, the exceptional, the extraordinary that's far beyond the range of the ordinary. Now, there is certainly nothing wrong with what's ordinary, except when that word far too often comes to mean mediocre, subpar, poor, or even not really that good.

Nobody's born wanting to be a failure. Few people aspire to mediocrity. But is it Ok to shoot beyond good? Is it fine, or even commendable, or rather, obnoxiously elitist, and even narcissistic, to strive for greatness?

I happen to think that, in life and in the many roles we play within it, greatness is first and foremost a spiritual condition, an expansion of skill, ability, and performance that involves bringing something or someone to a special form of heightened completeness. It arises from innate gifts but develops through passion and persistence and a refusal to be stopped short of what's possible. Greatness is an achievement and pinnacle concept. And it's a realizable ideal.

Greatness isn't the same thing as perfection. Great men and women often have great flaws, or imperfections. But greatness requires the ability to learn from mistakes and challenges and failures along the way. And its measure is context relative. A great hotdog doesn't have to compete with a great painting in the realm of the aesthetic. Great work in college may be judged differently from great work in a professional context at the apex of an industry, or discipline. 

Perhaps, we can each aspire to our own personal form of greatness, at any given time, dependent on our talents, interests, values, and opportunities. Your proper greatness now, or in ten years, need not get you on the cover of Time Magazine, or invited to a sit-down with Oprah. But it will ennoble and elevate you and those around you, when it's done right. And it could even be what you're here for.

Just be careful how you talk about it, if you're first aspiring to it, or well on your way.

Excellence

Long ago and far away, wise people knew what we need to keep in mind.

I was cleaning up my office today and found a bunch of old 3x5 note cards from decades ago, dating from my time at Notre Dame. On one yellowed card was this, which I thought might be worth sharing:

"Badness you can get easily, in quantity - the road is smooth, and it lies close by. But in front of excellence the immortal gods have put sweat, and long and steep is the way to it, and rough at first. But when you come to the top, then it is easy, even though it is hard."

Hesiod. Around 700 BC.

The view from the top is amazing. But the air is so thin. And yet, the work of excellence is, at a point, easy as well as hard. It's just another of the wonderful paradoxes of life. You see as you climb.

Greatness and the Spirit

"Greatness is a spiritual condition." Matthew Arnold.

Matthew Arnold was an insightful student of philosophy, literature, and theology in the nineteenth century. Some of his essays are of timeless value. He saw deeply into the nature of greatness of every kind. The outer is always a result of the inner. Physical greatness, intellectual greatness, or greatness of any kind is ultimately a matter of the spirit. Greatness in any form is a spiritual condition. To think otherwise is to misunderstand the fount of all sustainable excellence.

How is the spirit of your enterprise? Of your company? Of your family? How is your own spirit? If you don't tend the inner garden, the outer fruit will not grow and ripen. 

Set aside some time to examine the spiritual state of your life and work. And identify one thing that you can do for your own spiritual health. Then begin to do it. 

Today.