My (not so) secret formula to create freedom

Discipline has played a crucial part in my childhood education. I’m talking about the kind of discipline that relies on punishment and guilt to educate people to follow the rules and codes of behaviour. Indeed, it was driven by love, but still, that was the idea of upbringing when I was a kid, in the seventies and eighties.

Nonetheless, I was a rebel and a dreamer. I have always sought freedom, since when I was a youngster wandering in the woods fighting my imaginary dragons. I was a rebel inside, and a rule-abiding kid on the outside.

No surprises that growing up I’ve always perceived discipline as a cage. I wanted to follow my intuition, to be creative without limits. How was it possible if I had to respect rules and form? Like when I aspired to become a rockstar. I wanted to be a songwriter, to write my songs and perform my guitar on a stage. I couldn’t understand why I had to repeat the same boring exercises day after day. Deluded, I gave up.

I was looking for freedom, not discipline.

So, I repeated the same pattern on any other project that required discipline. It didn’t help that the ones who loved me kept telling me how smart and creative I was. It just fed my ego and my belief that I didn’t need discipline. My talents were the unique source of my achievements.

With everything perfect, we do not ask how it came to be. Instead, we rejoice in the present fact as though it came out of the ground by magic.” F. Nietzsche

The first breakthrough came when I attended a riding class on a closed circuit. As I wrote previously, a circuit is by definition a closed loop. During the day of the course, I repeated the same sequence of turns and movements for hours, lap after lap. At every lap, my moves became a little more smooth, and my overall speed improved. In the last hour, I had the opportunity to do some free practice without the instructors. It was exhilarating. I instinctively knew where to put the wheels, where to brake and accelerate. I was free to play with the motorbike. I was so excited about the whole process that I forgot about my assumptions on discipline. To my surprise, I had been able to stay disciplined a full day, and at the end, I felt freer than when I started.

That day, I felt that there was something wrong about my beliefs on freedom and discipline. I wasn’t entirely aware of it, but I started digging. I learned about underlying automatic commitments and limiting beliefs, but it was only when I met the Japanese word “Shuhari” that I had my second breakthrough.

Shuhari

It is fascinating how the Japanese language can embody a whole concept into one word. The word Shuhari represents the three stages of learning to mastery in martial arts.

  1. Shu (守) “obey”; It is the first stage, in which the learning is focused on the fundamentals. As students, we practice the techniques, the forms and the rules. We mainly learn from a single model through imitation and repetition until we can execute the form flawlessly. The focus is all on the what and the how.
  2. Ha (破) “detach”; The second stage is about expanding the learning, both in depth and width. We explore the “why” beyond the “how”. We learn the theories and the principles behind the techniques and the forms that we can now execute flawlessly. We also look for other models and integrate all these new learnings into our practice.
  3. Ri (離) “leave”; The higher stage is when the students become masters. Everything becomes natural to us, and we transcend rules and forms to create our own way.

I’m not a martial arts practitioner, and my knowledge about Japan comes only from movies and books. But this concept immediately resonated with me.

“Ri”, the higher stage, is my idea of freedom.

Freedom is not the denial of the form. It is the transcendence of it. And discipline is a vital ingredient that sustains the journey through the stages.

Thanks to the Shuhari concept I gave meaning to discipline. It wasn’t any more a limit to my freedom, but rather the way to achieve it.

But then new and relevant questions rose to my mind. How do we know when we are ready to move to the next level? How do we avoid the risk to get stuck at the first level becoming perfect machines? How can we be sure that what we achieve at the end is freedom and not just the illusion of freedom?

I needed another piece to complete the puzzle, and I found it in the conscious competence learning model.

The four stage of competence

In psychology, the four stages of competence, or the “conscious competence” learning model, relates to the psychological states involved in the process of progressing from incompetence to competence in a skill. — Wikipedia

In short terms, it is a model that focuses on our consciousness along the learning process. The four stages are:

  1. Unconscious incompetence: at this stage, we don’t know how to do something, and we don’t recognise the deficit. Only when we accept our incompetence, we can move to the next stage.
  2. Conscious incompetence: at this stage, we recognise our deficit, and we start the learning process to address that gap. Rules, forms and imitation are essential to building the competence we need (the Shu stage).
  3. Conscious competence: at this stage, we have finally acquired the skills we wanted but to use them we must concentrate. Conscious is highly involved in using the newly acquired skills. Being conscious of our skills allows us to go deeper in the understanding and explore the principles (the Ha stage).
  4. Unconscious competence: at the final stage what we have learned become “second nature”, and we can operate using the new skills without consciously thinking. We finally reach the Ri stage. Freedom.

Self-awareness was the element I needed to complete my formula.

Without self-awareness, the learning process won’t even start. The first necessary step to grow is to become conscious that we need and want to grow.

It may look obvious, but it is not. Becoming stuck in our beliefs is easy. When faced with our incompetence it’s easy to accept it as a “limit” and make it our reality. And because we can’t go against reality we ignore our inability, or we find good rational explanations on why we don’t need to learn. That is precisely what I did with my belief about discipline.

Self-awareness is also a fundamental piece of the whole learning journey. Without self-awareness, we won’t be able to understand when we are ready to step to a higher level. We won’t be able to go beyond the form, connect with the meaning and transcend it. Self-awareness magnifies our discipline and allows us to achieve the freedom we aim for.

So, here it is, my not so secret formula to create freedom.

Discipline + Self-Awareness = Freedom

 

Photo by Roman Mager on Unsplash

Can we learn to make better decisions?

Maybe it’s because I have quite an experience in making bad decisions. Or perhaps I was just fascinated by the job title; Chief Decision Officer. Whatever the case, among the many articles that crowded my social streams, this onegot my attention.

Each day we make countless decisions.

Some of them are conscious such as what you want to eat, with whom you want to talk, where do you want for dinner and so on.

Most of them are unconscious, or so automatic that it’s hard to call them choices; like braking when you’re approaching a cross.

Most of the time, they have no visible consequences, a few times they may be life or death choices.

Conscious or unconscious, being able to make choices is a vital function of a human being.

Now you can understand my curiosity when I read that Google defined a new discipline to help humans make decisions.

To achieve that, Google combined data science with psychology, neuroscience, economics, and managerial science to enable individual humans, groups of humans, and machines to make wise decisions.

Fascinating.

Though, two questions arise in my head after I finished the article.

What is better?

The goal of the “chief decision officer” is to help people to make better decisions, but what makes one choice better than another? Is it the direct outcome? Or how it makes me feel? Or something else?

Take the example of choosing a hotel for a holiday. I may pick a hotel that is entirely bad (for my taste) but in which I meet the love of my life. Would you say that I made the wrong decision?

So, If you are asking yourself; “Am I making the right decision?” let me answer by sharing with you this little old Indian story.

Once upon the time, there was an old farmer who had worked his crops for many years. One day his horse ran away. Upon hearing the news, his neighbours came to visit. “Such bad luck,” they said sympathetically.

“Maybe,” the farmer replied.

The next morning the horse returned, bringing with it three other wild horses. “How wonderful,” the neighbours exclaimed.

“Maybe,” replied the old man.

The following day, his son tried to ride one of the untamed horses, was thrown, and broke his leg. The neighbours again came to offer their sympathy for his misfortune.

“Maybe,” answered the farmer.

The day after, military officials came to the village to draft young men into the army. Seeing that the son’s leg was broken, they passed him by. The neighbours congratulated the farmer on how well things had turned out.

“Maybe,” said the farmer.

Before asking yourself how to make better decisions, you should probably find clarity about what better means to you.

Better and wiser are subjective terms, while we are talking about an objective decision process. And this distinction leads me to the second point.

Can it be engineered?

From the article, it seems that better decisions are the result of an engineered process.

Something we can study, model and improve.

But what about intuition?

What would you do if the Decision Intelligence Process tells you to choose something while your guts tell you something different?

Who would you listen to?

Dave Gray wrote that “Reason does not get people to act. Emotion is what causes people to act”.

If we follow a well-engineered process, is there the risk of making a wiser decision on which we won’t act because we are not emotionally attached?

Chief Awareness Officer

I believe that science can highly contribute to our ability to make decisions.

But as I see it, the opportunity is not in making better, wiser decisions through a refined process. Instead, it’s more in helping people to rise in awareness.

From a higher level of consciousness, they will be able to see possibilities beyond data, to detach from the outcomes, to make choices that align their physical, emotional, spiritual and intellectual layers and, to lean into the unknown allowing the decision to emerge.

So, what about a new job title; the Chief Awareness Officer?

When Innovation hides in the small things

A lesson about innovation by a pirate who never existed

One of my favourites childhood heroes was Sandokan, the Tiger of Malaysia, a fictional pirate created by the Italian writer Emilio Salgari in 1883. The character became very popular at the end of the seventies thanks to two TV miniseries on the national TV. I cherish those evenings with my father in the early eighties, watching together Sandokan’s adventures in exotic islands.

In particular, there is a scene in the movie that I can’t forget. It’s part of the of the second series titled “The Tiger Is Still Alive: Sandokan to the Rescue”.

At the end of the first series, Sandokan was forced to flee from his island, Mompracem, after being defeated and having his wife killed. In the second series Jamilah, a young rebel fighting to free Mompracem travels to India to convince Sandokan to get out of his solitary exile and help the rebels in their fight for freedom. When she finally convinces him, they begin a perilous journey back to Mompracem.

When they are almost at their destination, they pass near a small village. One of the villagers runs desperate towards them and begs for their help. The sultan’s soldiers are robbing them of their harvest, beating and killing everyone who tries to resist.

Sandokan wants to help them while Jamilah is impatient to join the rebels to fight against the tyrant.

The dialogue between them is short but incredibly powerful. I still remember every word of it [the translation from Italian is mine].

[Jamilah]: Sandokan, at this time in every part of the world, soldiers are taking the harvest away from peasants. And even you can do nothing about it.

[Sandokan]: “I know, but I am here, now. And maybe I can do something; I believe that by avoiding the small and close things we end up never achieving those that are big and far.”

We all love big audacious goals and moonshot thinking.

On Youtube there are plenty of videos inviting you to think bigger, to have a high impact.

And it’s great to think big.

To aim high.

As long as it doesn’t make us blind to what’s close to us, and it doesn’t become an excuse to avoid taking action.

Quite a paradox. The shiny light of a big goal may stop us from seeing the small, sometimes tedious, things that compound to achieve that same big goal we are aiming for.

The risk is to achieve neither the big nor the small results.

This is particularly true when we talk about innovation.

Experts favour notable examples, the ones with a substantial transformative impact when they explain how individuals and organisations can become more innovative.

The reason is evident, those examples are the most visible, they are usually well known, and they work well in motivating everyone to aim high.

On the other side though, someone may feel excluded from the game of innovation.

What’s the point in playing at all if I can’t change the world?

As both Tarde and Schumpeter wrote decades ago, innovation is defined by the novelty criteria, not by the size of it.

Just take a look at the origin of the word innovation“mid-15c., “restoration, renewal,” from Late Latin innovationem (nominative innovatio), noun of action from past participle stem of innovare “to change; to renew”. Meaning “a novel change, experimental variation, new thing introduced in an established arrangement” is from 1540s.”

No mention of the size of the change in the original meaning.

But also in a recent, and one of my favourites, definition of innovation by Scott Anthony, “Innovation is something different that has impact”, there are no references to the size of the impact.

What emerges from these definitions, is that a minor innovation is just as important (or maybe even more) as a radical innovation.

Innovation can manifest at the most modest of levels. It can be even unnoticeable when it appears, though the impact may be huge in the long terms.

So, what happened?

Why are we so focused on the big innovations that we overlook the small ones?

Gabriel Tarde gave us the answer over 100 years ago, in his “Les lois sociales”. He explained that we speak too much “of great men when in fact we should be speaking of great ideas, which often come from very small men, or even of small ideas, of the tiny innovations each of us contributes to the common enterprise”.

We love innovation heroes.

Those individuals and organisations that spectacularly change the world.

But what about your world?

Your life?

You?

Do you think you can do nothing and wait for some great innovators to make your world better?

What I learned from Sandokan is never to underestimate the power of a small act.

Innovation is a mindset.

There are infinite opportunities to innovate everywhere around you. They may be tiny, hard to see. But they can start a ripple effect that will innovate your world.

If you’re not ready to innovate the small things close to you, you may never create the big and far impact that you dream about.

 

Originally published on medium.

Self-awareness is my best productivity tool

I grew up in the North-East of Italy, one of the most productive areas of the country. When I was a student, I remember that the adults around me were all working a lot and hard. My father worked 10 hours a day, five days a week, plus Saturday morning. Everyone used to measure the health of a factory with the number of extra hours that the workers were able to do in a week. Then the crisis hit Italy. I remember people talking about the companies having issues saying “it’s bad, they had to stop working on Saturday”.

That working culture is an example of the “Religion of Hustle” that Mark Manson excellently describes in this post. I found the same working culture when I started working in the digital industry. Both startups and agencies were, and still are, celebrating the hustle. Yes, everyone talks about work/life balance, but then the employees that sacrifice the weekend for a project are praised. It’s the competition baby. Do you want results? You need to work hard. More and better than your competitors. And it may work, sometimes. But most of the time, it generates stress, exhausted people that have to take a sabbatical year to recover, and average results.

The problem is that work is not a linear function; productivity does not increase linearly adding more work. As Manson explains, most of the works produce diminishing or even negative returns over time. If you push hard, for a long time, you will reach a point when your brain tires out. After that the incremental gain is marginal, you will start making bad choices that can even have adverse effects on the final results.

In his book “The 4-Hour Body”, Timothy Ferris explains the concept of the Minimum Effective Dose. The MED is the smallest dose of something that will produce the desired outcome. Anything beyond the MED is wasteful. The MED to boil water is 100º at standard air pressure. Higher temperatures will not make it more boiled. They will just consume more resources.
For you to be productive, it’s important to know which is the desired outcome of your work and what is your MED of work needed to produce it. As every productivity expert says; you need to work better, not more.

And you are lucky. There are plenty of books, website, classes and tools that propose strategies to increase your productivity. They teach you how to work better rather than more. So, it is easy. You just have to pick a strategy, learn it, apply it, and you will get the results.
My experience is that it’s not so simple. I’ve seen teams go through a painful process to adopt new tools and strategies without any measurable results. As part of my growing journey, I tried a few tools myself. Some worked, others not at all.
Why is that? All these strategies are proven to work. They have plenty of testimonials from people and companies that have achieved remarkable results. If it works for them, it should work for me. Or not?

“Because see, this may surprise you, but not all work is created equal.” — Mark Manson

Not all work is created equal. And I would add, not all workers are created equals.
Picking a strategy or a tool is not enough to get the results you want. Every work has its specifics. What is effective to manage the creation of furniture may not work if you’re trying to write a book. Even when jobs are similar, the workers are most likely different. Circumstances can be comparable, but we are all unique. You have only one way to choose the right tools and strategies; to know yourself better.

Before anything else, the first tool you need is self-awareness. You must understand your limits, your weaknesses and your strengths. You must find the leverages to increase your productivity. Once you increase your self-awareness, you will be able to make the right choices to improve your productivity.

“Awareness precedes choice and choice precedes results.” — Robin Sharma.

Inspired by the words of my friend Sujith of Being At Full Potential, I understood that I was looking at productivity from the wrong angle. I was focusing on the things I was doing while forgetting to nurture who I am. My uniqueness.

When the BEING comes alive, the DOING thrives.

In the last months, I put aside most of the tools and the strategies I used to manage my time and productivity, and I turned into listening mode. I pay more attention to my emotions, when I’m productive and when I’m not. Every morning I download my thoughts on a journal. Writing is my way of listening to myself. I keep a “good time activity log” — inspired by Designing your life — to track the moments of the day in which I’m engaged. And the more I know myself, the more I can tap into my strengths, and I can use my energy and time efficiently.

Self-awareness is my best productivity tool. What about yours?

 

Photo by Calum MacAulay on Unsplash

Article originally published on medium on May 29, 2017