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The Journey and The Guide
It is a common thought that life is a journey, not a destination.
We say this because life has ceased to be predictable, certain and secure. It is much more a process of discovering what we need to know right now, every day.
Everyday, traveling along an unknown trail, means that the skills and knowledge we need are quite different than if we never left our home and ventured into the unknown.
As my work has developed over the years, I’ve come to realize that while my work falls into the broad category of consulting and coaching, my real service to people and organizations as been as a guide along an unknown trail of life and work.
What does a guide do?
Alignment and The Myth of Balance
In 1899, sociologist Thorsten Veblen published The Theory of the Leisure Class: An economic study of institutions. His research marked a growing phenomenon of people separating their personal life from their work life. Veben was the one who coined the often used term, “conspicuous consumption.” His research marked a growing tension between personal life and work life. This tension is at the heart of the quest for balance.
The balance between life and work, I’ve come to conclude, is an impossible standard. It is a measure of time and activity level rather than a measure of the value of either our life or work.
Ask yourself the following questions.
1. How do you know when there is balance between your life and work? Is it a 50/50 split?
2. If you were to achieve balance, what would be different? Is it simply that you would have more time to pursue your leisure time interests?
3. Presently, which side, life or work, is more out of balance? What is it specifically that tells me this?
A Persistent, Residual Culture for Times of Uncertainty
In times of uncertainty, we need to turn to the values and beliefs that define us. In a social environment, whether a family or a business or a community, the same is true.
Every place creates such a culture. It is often ignored by its leadership. It is an unacknowledged belief that leaders create culture. They can, but they can only do so by destroying the culture that is already there. Maybe it is necessary if that ‘persistent, residual culture’ has been corrupted and made toxic by the loss of belief in the company’s values. I’ve seen that. It is a very difficult thing to change. It is far better to go join the culture that is there and elevate it through leadership capacity building.
One of the ways that we elevate this persistent, residual culture is by creating a story that we tell ourselves. It is a story that reminds who we are. It is a story that helps us to say Yes to the good things and No to the wrong ones.
The Story We Tell Ourselves in Times of Uncertainty – A Webinar
We are living in a time of uncertainty. How do we find ways to counter the experience of fear, anxiety, and self-doubt? We need a story that affirms who we are and reminds us of what matters to us. Our story is there for us when uncertainty seems to be at its most intense and alienating.
I’m offering a webinar to address the fear and anxiety that has grown exponentially because of the coronavirus crisis.
