by Patrick Rhone, Master Generalist
A Productive Conversation | Making Space for Grace (PM Talks S3E5)
Patrick Rhone is back, and so is PM Talks — the monthly series where Patrick and I take our time with one idea and actually see where it goes. This is Season 3, Episode 5, and Patrick has just returned from a trip to Greece with his family — a trip built around anniversary celebrations, Mamma Mia filming locations, and the kind of serendipitous moments that only happen when you’re open enough to notice them.
Always a good time.
A subject that my mind has been unreasonably fascinated (dare I say fixated) on recently is this; no one really knows why we yawn. There are theories, of course — from one’s blood containing increased amounts of carbon dioxide in need of release to a body’s way of controlling brain temperature. Especially elusive is why it seems to be contagious. There are many theories but no definitive answer.
Something as common and basic as yawning is a mystery and I love this. I love such known unknowns. It seems like there should be a simple explanation for such a common benign thing , and yet it alludes even the minds of science.
This is true of many things, especially when it comes to the brain and human behavior. We know more about the far reaches of the universe than we do the depths of our own mind. This gives me a great comfort. I can’t really explain why. The best explanation is it makes me feel human.
Which leads me to wonder about the limits of artificial intelligence…
Because, as far as I understand it, it can only ever know what we know. Perhaps it can take all the disparate pieces of our knowledge and see connections and come up with new ideas and solutions based on these that we humans would be otherwise limited to. But, those limits of human knowledge correspondingly are the limits of AI. AI may be able to beat us in collective capacity and perhaps even speed of understanding, but its knowledge, or lack there of, is ours.
AI can’t tell me, definitively, scientifically proven and agreed upon, why we yawn. And it won’t be able to until we humans can begin to answer that question ourselves. Until we take all of the theories, do all of the testing, run it through scientific methods, and be able to say, with an overwhelming level of certainty, “We yawn because…”
So, this puny human will continue to obsess over and be delighted by the mysteries of our amazing brain and rest in the comfort that AI doesn’t know any more than we do.
How to Spend Money So It Actually Makes You Happier – YouTube
This video by Daniel Pink is interesting and useful. Everything within backed by scientific research. My own personal experience, where applied, backs it up. Worth the time to watch. Things that make you go, “Hmmm…”
Geography is four-dimensional | Derek Sivers
When someone speaks of a place, you have to ask, “When?” Geography is four-dimensional. You can’t know a place – only a place as it was at a time. Where is bound to when.
Interesting insight. Derek nails it (yet again).
An interesting idea; start your work surface with nothing:
The next time you begin your workday, try this: clear your work surface completely. Close all browser tabs. Create a fresh page in your notebook. Open only the one file you need.
This is a series of my own personal ideas on leaders and the art of leadership. I’ve been compiling this over the last few weeks and will likely add to it as more thoughts arise (similar to my notes on mentors) so feel free to bookmark and revisit every now and then to see if I’ve added to it.
Leaders are fixers. They are the one’s who see a problem and decide to fix it. Especially the problems everyone else seems to ignore. While everyone else steps over a piece of gum on the sidewalk, the leader finds a way to pick it up and dispose of it properly, lest someone step on it.
Leaders own the problem. Leaders never say, “That’s above/below my pay grade”. Leaders never say, “That’s someone else’s responsibility.” Leaders never say, “That’s not my problem.” Leaders know that problems left unanswered eventually become their problem. Leaders either fix it themselves or find someone who can and will.
You can often spot the leader because they are the ones already doing the work.
Leaders often don’t see themselves as leaders. They see themselves as doers.
Leaders lead by example. That example is the doing.
Leaders are quiet about leading.
The best leaders don’t lead from the top, or the bottom, they lead from the middle.
If you see a group of people working, ask one of them who started first, the person they identify is most likely the leader. They’re also likely the person working the hardest.
In fact, I’d make the argument the person who started and is working the hardest is the leader no matter what their title or anyone else says.
Leaders ask questions before having answers. Leaders seek to understand a problem before offering a solution.
Leaders know the value of continuous evaluation of a solution. Because not all fixes are perfect or permanent. In fact, most aren’t. At the end of every project, a leader knows the value in reflection: What went right? Why? What went wrong? Why? How can we have more go right than wrong in the future. How can we do better next time.
Leaders know that clean up of the project is part of the project.
Leaders can take constructive criticism. In fact, they welcome it. Leaders see it as valuable feedback — a problem to solve or a perspective to shift. Leaders are fixers.
Leaders know that genuine constructive criticism, left unaddressed, turns into vehement opposition and calls for their removal. To prevent that, leaders don’t ignore or brush off the concern. They address it.
What are you doing to be a good netizen?
Beatrix’s final Spring Show performance at Circus Juventas today. My wife posted a collection of photos of her spring performances through the years (since age 2!).
Today, I won’t be rigging. Bethany and I will be in the audience — the proudest parents in the room.
My wife wishes a happy Commitment Day to all who are celebrating (or already have).