Difficulty and Heroic Success

I flew to Austin, Texas recently, after talking to 100 doctors here in town, to speak to 300 bankers and software experts about success in changing times. On the four planes to get there and back, I read the amazing new book, Shoe Dog, by Phil Knight, about the founding of Nike, the great shoe and sports apparel company. Phil experienced more troubles, difficulties, bad surprises, terrible developments and unexpected shocks along the way than I've ever heard about in any business or work story. I told my wife that in every chapter it's almost like being chased by a rabid dog and escaping at the last second only to be hit by a car, having the EMTs come to get you and, on your way to the hospital, the ambulance gets swept away into a raging stream. When you finally get airlifted out of the river and make it to the ER, the building catches on fire around you. That would almost be one of Knight's good days in trying to start his company. And yet he kept plugging away. And he intuitively used a lot of ancient wisdom in his quest.
 
In case you don't know my 7 Cs of Success, or do and yet would benefit from having them in front of you for a moment, here they are.

In any challenge, with any worthy goal, we need:

C1: A clear CONCEPTION of what we want, a goal vividly imagined

C2: A strong CONFIDENCE that we can attain the goal

C3: A focused CONCENTRATION on what it will take to get there

C4: A stubborn CONSISTENCY in pursuing our vision

C5: An emotional COMMITMENT to the importance of what we're doing

C6: A good CHARACTER to guide us and keep us on a proper course

C7: A CAPACITY TO ENJOY the process along the way.

You can see all 7 Cs of Success at play in Phil Knight's heroic responses to awful situations, again and again. For years, he made almost no money and it constantly looked like his fledgling enterprise would go under and he'd lose his home and everything he'd worked for. Then, after fighting more battles than you can imagine, he was able to take the company public. By the end of the book, he was able to change sports in America and even our overall culture in many ways. Plus, he winds up with a personal financial worth of over 10 billion dollars—a result he hadn't even sought.
 
Well, we don't all get that pay-day, for sure, but Phil gives us an amazing example of how to persist and perform, day-to-day, even when things are so challenging that others can't imagine how we continue. It has to come from a strong belief and conviction that we're doing something vital and important, something meaningful that makes a difference. When your talents are matched up with a great quest, incredible things can happen. So be of good cheer, and keep hope alive, as you use the wisdom of the ages to power yourself forward!

Making Something Happen

The best people most often have a simple common tendency. They dwell not on how hard a task is, but on how to make it happen. In the New York Times Sunday Business section, the current CEO and President of Montblanc North America, Mike Giannattasio, talks about his office and his work life. At one point he says:

When I suggest that employees do something, they'll sometimes say, "It's not that easy." I gave everyone in the office a Staples Easy Button, and I tell them "You are able because you think you are able," which I've paraphrased from Virgil. People need a good understanding of what they can do.

I once heard that the New York Times was doing an article on bringing philosophy to a broader public audience. I had just published Philosophy for Dummies in the famous Dummies series of books, to help jump start their foray into the Humanities with the Metropolitan Museum of Art curator Thomas Hoving, who wrote for them the estimable Art for Dummies. I called the publicist for the series and told him what I'd heard about the Times piece being done, and that I'd love to be interviewed for the article. He said, in a trembling voice, "Well, I don't know. The New York Times is a REALLY big place." I sighed, and thanked him, and found the writer doing the article myself, and ended up being the lead person interviewed.

One of the smallest bestselling books ever written was on this precise problem. It's called, enigmatically, A Message to Garcia, and is by Elbert Hubbard. The President of the United States needed to get a message to a rebel leader named Garcia somewhere in Cuba. He was told that there was one man who could do the job, no matter what it took. The President summoned him and gave him the message. The messenger didn't ask where Garcia was, or explain how hard it might be to find him. He didn't make excuses, dwell on obstacles, or "manage expectations." He got going, took a boat, went into the jungle for three weeks, and accomplished his mission. Hubbard suggests that we almost never come across a person who is ready, willing, and able to do such a thing. Those who are able to take a message to Garcia will be the ones who make a big impact on the world.

If we're in a managerial or leadership position, how often do we ask someone to do something interesting and hear them say, "Well that's harder than you might think." And how often do we already know both exactly how hard it is and that the person we've asked can certainly do it if they actually try? And of course, most of us have also been on the other side of the request. I was once asked to do a talk about Steve Jobs. I could have said, "Well, I really don't know anything about Steve Jobs, and it would be really hard to put together a talk that was both original and helpful on him." But instead, I said, "Sure. Let me look into it. I'll come up with something great." And it was hard. And I made it happen. I've given that talk several times and even have the draft of a book based on it.

I've often said that if I was asked what the most important quality is that successful people share in common, I'd probably identify an overall action orientation - the proclivity toward making it happen, whatever the relevant "it" is, in context. They don't ignore obstacles. But they don't dwell on them either. The success mindset is one of making things happen.

And, no, that's not me at the top of this blog post. I still have hair. But not all great thinkers do. That's Seth Godin. Take his advice and mine. Go make something happen. Now.

Bouncing Back

A few years ago, I wrote a book called The Stoic Art of Living, which had the subtitle "Inner Resilience and Outer Results." The more I had read the ancient Roman stoic philosophers on the ups and downs of life, they more I had come to appreciate the quality of resilience as crucial to success in an uncertain world.

In a book called, Resilience: Why Things Bounce Back, author Andrew Zolli defines this quality as “the ability of people, communities, and systems to maintain their core purpose and integrity among unforeseen shocks and surprises.” I see it as a psychological tendency to bounce back from challenges, difficulties, and obstacles. The resilient person absorbs "the slings and arrows of outrageous fortune," as Hamlet put it, and bounces back with a positive attitude and renewed action toward his or her goals. 

We can cultivate resilience in our lives in many ways. The stoics had mental techniques a couple of thousand years ago that work today as well as they did then. One friend says that when big trees of misfortune fall across his path and block the way forward, he says to himself, "It's time to get out the chainsaw!" A Roman would have thought of his ax. A simple go-to image can make a difference, and turn around your emotions.

One particular ancient image can be helpful here. The debris of difficulty will at times fall like mounds of trash into almost any life. Many will feel smothered and give up. But if your spirit burns brightly enough with the fire of enthusiastic commitment, that debris is just more fuel for the fire. The amount of garbage that could smother a small flame will be consumed by a great one, which will then grow bigger. Difficulty can actually feed your determination. It's most often up to you.

The inertia of resistance typically pushes back against great new things, and creative people. A resilient individual lets this become a badge of honor, and uses it to fuel even greater efforts. So burn brightly, and enjoy the benefits of resilience that can result!

There's hardly anything in this world as satisfying as bouncing back from difficulty, challenge, and adversity, and attaining a level and form of success that can surprise and delight you.

Lessons From The America's Cup

The other night, I had a chat at the Eagle Point Golf Club with Russell Coutts, the man who has won more America's Cup Yacht Race victories than any other captain in the long history of the sport. I had first met him several years ago, and heard him speak about the challenge of bringing together great team members from various parts of the world and then winning against the top competition from around the globe. On that occasion, I first showed him my little laminated wallet card on The 7 Cs of Success, and he read through the conditions carefully, and then looked up at me and said, "This is what my guys do to come together and win."

As a reference, here they are. For true success in any difficult challenge, we need:

C1: A clear CONCEPTION of what we want, a vivid vision, a goal clearly imagined.

C2: A strong CONFIDENCE that we can attain the goal.

C3: A focused CONCENTRATION on what it will take to reach the goal.

C4: A stubborn CONSISTENCY in pursuing our vision, a determined persistence.

C5: An emotional COMMITMENT to the importance of what we're doing.

C6: A good CHARACTER to guide us and keep us on a proper course.

C7: A CAPACITY TO ENJOY THE PROCESS along the way.

It's amazing that philosophers thousands of years ago could grasp what it takes to win an America's Cup, or a National Championship, or a World Series, or an Olympic Gold Medal. I've had top athletes across sports tell me how surprised they are to see in The 7 Cs formula the ideas they've followed intuitively in order to attain the success they've had.

In speaking with Russell Coutts the other night, two related things came up. First: Our implementation of The 7 Cs has to be relentless in the face of difficulty and failure. In the latest America's Cup, the Nespresso team was ahead of Team Oracle USA by a whopping 7-1 score, with only one more point needed to beat Russell's guys. But his boss, Oracle founder Larry Ellison, had summed up what he had learned in the tech business by telling Russell, "NEVER GIVE UP." 

Russell said that when they were down 7-1, his guys never lost their confidence, but that the captain of the adversary boat, the Nespresso team, started worrying that something would happen. Then, it did. It's like the famous tightrope walker, Karl Wallenda, whose wife reported that earlier on the day he fell and died, she heard him say, for the first time ever, "I hope I don't fall today." And, he did. Confidence can be that important. And so can what we focus on.

Russell also talked about nerves before a race. The best people get nervous energy from the fact that they care, that they're committed. Confidence doesn't require a blindness to the challenges you'll face. In fact, to the contrary, a realistic estimation of the difficulty in any given task allows for powerful confidence, and a focused concentration on what it will take to overcome and prevail. Oracle USA did overcome and prevail, in what The Wall Street Journal called possibly the greatest comeback in the history of sports.

Like Russell's teams, I like to sail The 7 Cs. I hope you do, too.

What's Holding You Back?

People often find themselves in activities, jobs, and even relationships of various kinds that seem to do nothing but dissipate their energies and drag them down. And even when the negativity is subtle, it can be draining. Life is too short for that, and too important an opportunity. We're here to grow and soar. Struggle is certainly a part of life, as well. And it's often necessary for deep growth. But nothing's worse than unnecessary struggle or a situation that simply confines your spirit and dampens your fire.

If there's something in your life that often brings you down, or that seems like an uphill struggle, or clearly holds you back, it could be a problem you need to tackle and work through. It might indeed be a source for positive growth. Or at some point, you may just have to ask:

Does it feed my spirit?

Does it touch my soul?

Is it an important part of why I'm here?

And:

Can I do some good in this and still be fully who I am?

If the answer in each question isn't a resounding yes, then that might be a touchstone for change, a sign that you need to rethink what you're doing. The world benefits most from flourishing people, and not so much from individuals who are living at odds with who they really are. Sometimes, you need to rethink what you're doing, and shed what holds you back, in order to move closer to the light.

Confidence and Courage

Confidence and courage are closely related. We often need them both in challenging circumstances. But how exactly do they relate to each other? It occurred to me today that I should reflect for a moment on what's similar and what's different between these two important qualities. 

I've claimed for years that confidence is one of the seven most universal conditions for success in any difficult undertaking. But why not courage? Don't we need it as well? Why would one of these qualities, and not the other, be universally applicable to success in challenging endeavors?

First, some careful clarification. 

Both confidence and courage are dispositions to think and act in certain ways rather than others. Neither of these qualities in you will let your circumstances dictate what you think or what you do. Courage and confidence both seek to rise above circumstances and shape reality, not just reflect it.

Confidence isn't mainly about believing that certain things will certainly or likely happen. It doesn't require making precise predictions concerning the future and feeling sure of them. It's more about believing in yourself, or your team, than it is about believing that one or another thing is sure to happen.

Courage is more about valuing and treasuring, than it is about predicting or believing, although it can involve all these things.

Confidence is a positive orientation toward doing what you judge to be right that's undeterred by obstacles. It carries a personal expectation that your action will lead you in some way closer to your goals.

Courage is a positive orientation toward doing what you judge to be right that's undeterred by danger. It carries with it a positive commitment that your action is right, regardless of its ultimate results.

Ignorance isn't confidence. Ignorance isn't courage. Neither positive quality can be produced by brainwashing indoctrinations, or supported by mind altering drugs. Each of these qualities is best nurtured in a soil of knowledge and wisdom.

Confidence helps you do what you feel you want to do. It's about marshaling your resources.

Courage helps you do what you feel you ought to do. It's about defeating your fears.

A person acting courageously doesn't necessarily expect success in securing a desired outcome. A person acting confidently does to some extent expect success in securing a desired outcome.

Confidence is a universal condition for success in any challenging endeavor, because challenges always involve obstacles and difficulties. Courage is always helpful, but not always literally necessary, since many challenging situations don't literally involve dangers of harm. But a generally courageous person ordinarily has an easier time of being confident in the face of difficulty.

The deeper of the two qualities may be courage. But the most pervasively useful is probably confidence. When you think about them enough, you come to realize that, different as they are, these two qualities very often go together and be mutually supporting.