I first met Dandapani at an Entrepreneurs Organisation event in Istanbul in 2012, I have since met him in Boston and then helped bring him to Barcelona to spend a day with our Entrepreneurs’ Organisation chapter.
Dandapani teaches some simple but highly important lessons about awareness and our mind, and how to be intentional about your life… and in particular your energy.
Winning and social approval is not the motivation of the gold medal athlete. They do it to learn more about themselves. Winning or losing is not so important, it is about knowing who you are. Failure is like an enhanced moment to learn who you truly are.
Your life now is a manifestation of where you direct your energy or a sum total of where you have been investing your energy.
There’s people in your life that boost your energy. There are those who are energy neutral. Be kind and detached from your energy vampires. Give the work back to them.
How to Improve your Concentration
Dandapani tells us that there are 3 steps to practice that improve our concentration:
Finish that which you begin
Finish it well, beyond your expectations
Do a little more than you think that you are able to do
Use these 3 steps in every area of your life: from making the bed in the morning, to tidying the kitchen, to reading to your child, to writing emails, to writing blog posts…
Further Resources on Dandapani’s lessons
Check out my previous videos and blog posts that were inspired by Dandapani:
I’ve been reviewing my purpose statement. I rewrote it earlier this year. The year of Covid shook up my routines and threw me out of balance. It took some discipline with mentors, coaches and my journal to get re-connected to why I get up in the morning.
My purpose is “to inspire and challenge others to do the most important work of their lives”.
This video is a reflection on the context necessary for someone to do the most important work of their lives.
The 4 Ingredients necessary to do the most important work of your life:
Our mindset creates our experience of life. With a poor mindset, my experience of life will suffer. With a better mindset, my experience of life will be of greater joy and resourcefulness.
What is Mindset?
Your mindset is your collection of beliefs that shape your thought habits. Thought habits affect how you think, what you feel, what you perceive and what you do. Mindset impacts how you make sense of the world, and how you make sense of your own place in the world.
We don’t notice everything that our senses detect. Our subconscious filters most of our sensory input and only passes a small amount on to our conscious awareness. If I am looking for danger, my subconscious filters will pass on more anxiety creating inputs. If I am looking for things to be grateful for, my awareness will receive more inputs that reflect that search.
Test it for yourself: If you have never seen it, check out the gorilla experiment. It blew me away when I first experienced it.
To change your habits, change your mind…
When reading the book “Atomic Habits” by James Clear, the most profound insight that I took from the book was that to really change our habits, we have to change our self identity. If I think of myself as unfit, no matter how hard I work to build a fitness habit, I will always be on an uphill struggle. If I can change how I think about myself first, the habit formation becomes less of a challenge… and it will stay with me.
The way we see the world shapes our experience of life. How to shift your mindset?
Social Media Strategies
I’ve started sharing my videos on Linkedin and Instagram as well as YouTube. I used to try to centralise all my video activity on youtube, but I don’t know if there is any benefit to that these days. Linkedin is a much more powerful business network… so I’ll let you know how this experiment goes. I’ve embedded from Linkedin this time… does that work for your viewer?
Life is too short to figure everything out on your own.
Humans spend the years from birth to 12 learning how to survive. Our parents have a vested interest in helping us develop the Stop there: we merely survive.
We live in a highly complex society. There is intense competition for status in whatever hierarchy you compete in. It doesn’t matter whether you choose to compete or not, society and humanity are designed to compete for resources. It is not those born strong that rise to the top of status hierarchies in today’s human society. It is those who learn to use their capacities most effectively and adapt quickly to changes in the environment.
There are two ways we learn to make positive progress in this society – 1) our own experience, or 2) through the experiences of others. Our own experience is a slow and expensive way of learning.
If I am to choose to learn most effectively, through the experiences of others, I must learn the art of meaningful conversation. Through my work with Entrepreneurs’ Organisation forum and Vistage groups I have worked extensively over the last 15 years on creating the type of meaningful conversation that allows one to learn from the experiences of another.
I’m sharing 4 ideas that I took from Jordan Peterson’s book the 12 Rules for Life when I read it this year.
“Your current knowledge has neither made you perfect nor kept you safe”
Your knowledge is insufficient. You must accept this before you can converse philosophically, instead of pushing opinions, convincing, oppressing, dominating or joking.
“Assume that the person you are listening to might know something you don’t”
It is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work that justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous).
It takes conversation to organise a mind
“people organize their brains with conversation. If they don’t have anyone to tell their story to, they lose their minds.” The input of the community is required for the integrity of the individual psyche.
“Life is short, and you don’t have time to figure everything out on your own”
They say Aristotle was the last man who knew everything there was to know. Since the time of Aristotle (over 2300 years ago) society has become too complex for any one individual to know all that is known.
When I was in school, I took huge value in solving from first principles. I would prefer to solve mathematic problems from first principles and avoid using formulaic recipes that allowed you to shortcut to a solution. This was symptomatic of my whole approach to life. If I hadn’t figured it out myself, I didn’t value the knowledge. There is a heroic valor to this approach, but it is dumb heroics.
If an oyster keeps all the sand out of his shell, he lives a life of comfort. At the end of his life, you find a dead oyster… in an empty shell.
If a grain of sand enters the oyster’s shell, he loses his life of comfort. In order to protect himself from irritation, the oyster will begin covering the sand with layers of nacre. Layer upon layer cover the grain of sand until the pearl is formed.
When an oyster is bothered by a grain of sand, it creates a pearl.
If the oyster lives this uncomfortable period in their life, at the end of his life you find more than a dead oyster… you find a pearl.
Don’t wish for less problems.
Our problems allow us to create our pearls. When we remove challenge from our life, we remove growth from our life.
The more choices you make throughout the day, the harder each one becomes for your brain. As it tires, your brain looks for shortcuts. The 2 most common decision avoidance tactics are:
to act impulsively (without seeing the consequences of the decision)
to procrastinate (do nothing)
Taking decisions takes willpower. Willpower is a form of mental energy that can be exhausted. It is like a muscle that gets fatigued with use.
There are a limited number of good decisions that one can take in a day. You might be a more effective decision maker than those around you, but you will still have a finite limit on the number of good decisions you can take in a day.
How do you Ration your decision making?
In the toughest days of my life as a CEO – dealing with the fallout from the collapse of Lehman Brothers and the collapse in bank lending at the end of 2008 and beginning of 2009, I hit my limits of decision fatigue. In order to get through the weeks and have energy to deal with the things that would allow us as a business to get through these tough times, I rationed my decision making.
The first step was to specify when and where I would take decisions. (Initially… when: on a Friday; where: only in my office). Previously my team would approach me at any time in the day, over coffee, over lunch, via email, via sms to request budget for small projects or permission to do some new activity. I felt responsable as leader for providing an immediate answer. It was killing me and leaving me with no energy to dedicate to building our future once we survived the immediate crisis.
“That’s great, bring it on Friday…”
I decided that I would take all budget decisions on a Friday between 9-12. If someone came to me with a request, I learnt to say “that’s great, bring it on Friday and we can take a decision”. It was hard at first, people were frustrated and angry and didn’t like my lack of willingness to engage at the time and place that they wanted. Over the following months, the people around me learnt to plan ahead and bring the information necessary to take a good decision on the Friday before they needed the decision.
It gave me peace at lunchtimes, in the break area, even in my office when someone opened the door on a Tuesday. It was a challenge to remove my sense of responsibility to decide at all moments. I learnt to be able to have a conversation where I could contribute ideas, but allow it to be clear that no final decision would be taken during this discussion.
When One decision is not really One decision…
My wife realised that one of her struggles with going to the gym is that it was never just one single decision. Each trip to the gym was a series of decisions: do I change at home or at the gym? do I shower at the gym or at home? will I eat there or not? which t-shirt will I bring? which trainers will I use today? which bag will I use? As the idea of gym came up, her brain knew that it would be exhausted by the series of 20 decisions. Her solution? She wrote down all the questions that she used to ask herself and wrote the answers. She make going to the gym become one simple decision, with a written template of pre-decided answers (shower=yes, trainers=blue, eat=there…)
In Vistage one of the first processes of change that we see in a new CEO member, is a greater awareness of which decisions they should be taking and which decisions they should not be taking.
Are you taking €10,000 decisions, €100 decisions or €1 decisions?
If you are taking the €1 decisions, your brain’s decision willpower will be depleted before lunchtime.
If you are taking the €1 decisions, your €10,000 decisions will not be receiving the analysis and impact that they deserve.
Jack Welch spoke about the size of decisions that he allowed himself to be taking. GE is a multi-billion business. As leader Jack allowed himself to only be taking decisions that could affect at least $50M of the market capitalisation.
Steve Jobs is famous for having a wardrobe full of identical blue jeans and black t-shirts. It was not a fashion decision, it was a conservation of decision willpower for the important decisions of Apple. Barrack Obama speaks about a similar challenge as President of the USA. He set up a structure around him that ensured that he would take no more than 5 important leadership decisions in a day.
The Structure of Leadership Decision Making
The Vistage Decision Model captures 60 years of experience of working with CEOs as they take operational and strategic decisions to lead their companies and their lives. There are 3 levels of Decision “skill” – Instinct, Judgement and Perspectives. There are 5 areas of leadership decision: Talent, Operations, Financials, Customers and Leadership Style.
The term “archetype” means original pattern in ancient Greek. Jung used the concept of archetype in his theory of the human psyche. He identified 12 universal, mythic characters archetypes reside within our collective unconscious.
Jung defined twelve primary types that represent the range of basic human motivations. Each of us tends to have one dominant archetype that dominates our personality.
The 12 Jungian Archetypes
What do each of the 12 archetypes seek?
The 4 Cardinal Orientations
The 4 cardinal orientations that the archetypes are seeking to realise are:
I share a tool that I have used to become mindful of my daily activities.
This video is from the IESE EMBA Intensive week and I share an exercise that I have been doing for the last few months – that has shown me that “feeling in a rush” is one of the big detractors of my quality of life.
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