Charlie Munger: The Essence of His Wisdom

Some things make a significant impact on your life and change the lens of how you see the world. For me, one thing that made a big impact on how I learn, analyze, and make decisions was when I discovered the mental models of Charlie Munger and how he applies them to live a life that matters.

Charlie Munger is the billionaire, closest partner, and right-hand man to Warren Buffett. He is not only one of the most exceptional investors the world has ever seen but also a foremost thinker of our time. During the 2007 USC Law Commencement speech, Charlie Munger shared his most useful principles, ideas, and values with humility and grace. This compelling essence of wisdom is the framework he uses to make most of his business and personal decisions in life.

Here are the core ideas he shared:

The safest way to try and get what you want is to try and deserve what you want.

It’s such a simple idea. It’s the golden rule, so to speak. You want to deliver to the world what you would buy if you were on the other end. There is no ethos, in my opinion, that is better for any lawyer or any other person to have.

By and large, the people who have this ethos win in life and they don’t win just money, just honors and emoluments. They win the respect, the deserved trust, of the people they deal with, and there is huge pleasure in life to be obtained from getting deserved trust. And so the way to get it is to deliver what you’d want to buy if the circumstances were reversed.

Love and admire the right people, alive or dead.

A second idea that I got very early was that there is no love that’s so right as admiration-based love and that love should include the instructive dead. Somehow, I got that idea, and I lived with it all my life, and it’s been very, very useful to me.

Wisdom acquisition is a moral duty.

Another idea that I got, and this may remind you of Confucius too, is that wisdom acquisition is a moral duty. It’s not something you do just to advance in life. (...)

And there’s a corollary to that proposition which is very important. It means that you’re hooked for lifetime learning, and without lifetime learning, you people are not going to do very well. You are not going to get very far in life based on what you already know. You’re going to advance in life by what you’re going to learn after you leave here. (...)

The same is true at lower walks of life. I constantly see people rise in life who are not the smartest, sometimes not even the most diligent, but they are learning machines. They go to bed every night a little wiser than when they got up, and boy, does that help—particularly when you have a long run ahead of you.

So, if civilization can progress only when it invents the method of invention, you can progress only when you learn the method of learning. I was very lucky. I came to law school having learned the method of learning and nothing has served me better in my long life than continuous learning.

Have a multidisciplinary attitude and ideas.

Another idea that was hugely useful to me was that I listened in law school when some wag said, “A legal mind is a mind that when two things are all twisted up together and interacting, it’s feasible to think responsibly about one thing and not the other.”

Well, I could see from that one sentence that was perfectly ridiculous, and it pushed me further into my natural drift, which was into learning all the big ideas and all the big disciplines so I wouldn’t be a perfect damn fool who was trying to think about one aspect of something that couldn’t be removed from the totality of the situation in a constructive fashion. And what I noted, since the really big ideas carry 95 percent of the freight, it wasn’t at all that hard for me to pick up all the big ideas and all the big disciplines and make them a standard part of my mental routines.

Once you have the ideas, of course, they are no good if you don’t practice. You don’t practice, you lose it. So, I went through life constantly practicing this model of disciplinary approach. Well, I can’t tell you what that’s done for me. It’s made life more fun. It’s made me more constructive. It’s made me more helpful to others. It’s made me enormously rich. You name it, that attitude really helps.
(...)
There are all these other things that you should know in addition to history, and those other things are the big ideas in all the other disciplines. And it doesn’t help you just to know them enough just so you can prattle them back on an exam and get an A. You have to learn these things in such a way that they’re in a mental latticework in your head and you automatically use them for the rest of your life.

Apply inversion thinking and solving problem principles.

The way complex adaptive systems work and the way mental constructs work; problems frequently get easier and I would even say usually are easier to solve if you turn around in reverse. In other words, if you want to help India, the question you should ask is not, “How can I help India?” You think, “What’s doing the worst damage in India? What would automatically do the worst damage and how do I avoid it?”

You’d think they are logically the same thing, they’re not. Those of you who have mastered algebra know that inversion frequently will solve problems which nothing else will solve. And in life, unless you’re more gifted than Einstein, inversion will help you solve problems that you can’t solve in other ways.

But to use a little inversion now, “What will really fail in life? What do you want to avoid?”

Be reliable and diligent.

If you’re unreliable, it doesn’t matter what your virtues are, you’re going to crater immediately. So doing what you have faithfully engaged to do should be an automatic part of your conduct. You want to avoid sloth and unreliability.

Eliminate the tendencies of self-serving bias, envy, resentment, and self-pity.

Generally speaking, envy, resentment, revenge, and self-pity are disastrous modes of thought. Self-pity gets pretty close to paranoia and paranoia is one of the very hardest things to reverse. You do not want to drift into self-pity.

I have a friend who carried a big stack of linen cards about this thick, and when somebody would make a comment that reflected self-pity, he would take out one of the cards, take the top one off the stack and hand it to the person, and the card said, “Your story has touched my heart. Never have I heard of anyone with as many misfortunes as you.”

Well, you can say that’s waggery, but I suggest that every time you find you’re drifting into self-pity—I don’t care what the cause, your child could be dying of cancer, self-pity is not going to improve the situation—just give yourself one of those cards. It’s a ridiculous way to behave and when you avoid it you get a great advantage over everybody else, almost everybody else, because self-pity is a standard condition and yet you can train yourself out of it.

And, of course, a self-serving bias, you want to get out of yourself: thinking that what’s good for you is good for the wider civilization and rationalizing all these ridiculous conclusions based on the subconscious tendency to serve one’s self. It’s a terribly inaccurate way to think and, of course, you want to drive that out of yourself because you want to be wise, not foolish.

You also have to allow for the self-serving bias of everybody else, because most people are not gonna remove it all that successfully, the only condition being what it is. If you don’t allow for self-serving bias in your conduct, again, you’re a fool.

Avoid Perverse incentive system.

You don’t want to be in a perverse incentive system that’s causing you to behave more and more foolishly or worse and worse. Incentives are too powerful a controller of human cognition and human behavior, and one of the things you are going to find in some modern law firms is billable hour quotas. I could not have lived under a billable hour quota of 2,400 hours a year. That would have caused serious problems for me. I wouldn’t have done it and I don’t have a solution for you for that. You have to figure it out for yourself, but it’s a significant problem.

Work with people you admire.

And you particularly want to avoid working directly under somebody you really don’t admire and don’t want to be like. It’s very dangerous. (...)

The way I solved that is I figured out the people I did admire and I maneuvered cleverly, without criticizing anybody, so I was working entirely under people I admired. (...) . And your outcome in life will be way more satisfactory and way better if you work under people you really admire. The alternative is not a good idea.

For a correct thinker, learn to maintain your objectivity.

Objectivity maintenance. Well, we all remember that Darwin paid special attention to disconfirming evidence, particularly to disconfirm something he believed and loved. Well, objectivity maintenance routines are totally required in life if you’re going to be a correct thinker. And they were talking about Darwin’s attitude—special attention to the disconfirming evidence—and also to checklist routines. Checklist routines avoid a lot of errors. You should have all this elementary wisdom and then you should go through and have a checklist in order to use it. There is no other procedure that will work as well.

Give the power to the right people, people who have the most aptitude to learn.

I think the game of life, in many respects, is getting a lot of practice into the hands of the people that have the most aptitude to learn and the most tendency to be learning machines. And if you want the very highest reaches of human civilization, that’s where you have to go. You do not want to choose a brain surgeon for your child among fifty applicants, all of them just take turns during the procedure. You don’t want your airplanes designed that way. You don’t want your Berkshire Hathaway’s run that way. You want to get the power into the right people.

Footnote: You can find the complete transcript published on James Clear.

Career Advice: Your Next Move is the One That Matters

In a time of constant change and transformation, when we talk about careers, we cannot speak anymore about the traditional straightforward linear ladders. Some people describe it more like a career playground. I like to describe it as a mobile home screen analogy, where you can find different apps meaning alternatives according to your own needs and interests. Likewise, there are opportunities in the company's workplace and options people could proactively choose to explore, learn and grow.  It would be a mistake to assume that everyone should follow one path or the other or to judge one as categorically better or worse. The really important thing is to make your growth a priority.

Indeed, Microsoft’s 2022 Work Trend Index reported that 53 percent of employees were more likely to prioritize health and well-being over work than before the pandemic. Also, according to an Ivanti Survey of thousands of workers in several countries, 71 percent said they would pass on a promotion to protect their own happiness and choose not to climb the ladder. The peak of a career is not always at the top.

As people become more empowered by market opportunities, the challenge for leaders is ensuring that workplace structures and reward systems keep up. In other words, don’t put your people in a box.

If you want to continue growing, these insights can help you thrive:

1. Embrace a Growth Mindset: Start by adopting a growth mindset, viewing change as an opportunity for growth rather than a setback. Understand that your career journey is dynamic; each shift presents a chance to learn and evolve. Embracing this perspective will help you approach new challenges with resilience and enthusiasm.

2. Assess Your Assets: Reflect on your strengths, skills, interests, and values. Take time to assess what truly makes you unique and passionate. This self-discovery process will be the foundation for your development and growth choices. Regularly revisit this assessment to ensure you're aligning your path with your evolving strengths and passions.

3. Start Small and Experiment: Begin making intentional changes by starting small. Experiment with new projects, side gigs, or learning opportunities related to your interests. These experiments serve as valuable testing grounds, allowing you to gather feedback, refine your approach, and build confidence in new areas.

4. Build a Skill Portfolio: Focus on building a diverse set of skills and experiences rather than relying solely on a single job or role. This approach provides flexibility and a safety net during transitions. Continuously seek out opportunities to expand your skill set and contribute to various projects, both within and outside your current role.

5. Seek Feedback and Network: Connect with mentors, peers, and advisors who can provide guidance and different perspectives. Actively seek feedback to refine your ideas and approaches. Building a strong network can open doors to new opportunities and help you stay informed about industry trends.

6. Manage Fear and Uncertainty: Understand that fear is a natural part of the change process. Instead of avoiding it, acknowledge and embrace it as a sign of growth. Break down your goals into smaller, actionable steps, and celebrate each milestone along the way. This positive reinforcement can help you build confidence and navigate uncertainty more effectively.

7. Commit to Lifelong Learning: Continually invest in your personal and professional development. Stay curious and proactive about learning new skills, technologies, and trends. This commitment to learning ensures that you remain adaptable and relevant in an ever-changing work landscape. 

Combining these strategies and recommendations will enable you to continue growing and thriving in your career. Embrace change, leverage your strengths, experiment with new opportunities, and maintain a proactive and open-minded approach to ongoing development. Remember, your journey is unique, and each change is a chance to craft a fulfilling and impactful career journey.

Maintaining a growth mindset is critical to navigating a pivot successfully. By seeing change as an opportunity rather than a personal shortcoming or obstacle, you will be much more likely to find creative solutions based on what excites you rather than subpar choices clouded by fear.
— Jenny Blake.

How are you preparing to the Future of Work?

On November 30, 2022, OpenAI launched the latest version of ChatGPT. In just a matter of days, the chatbot captivated the attention of over a hundred million users who tested its capabilities. The chatbot quickly went viral on social media as users shared examples of what it could do. Stories and samples included everything from travel planning to coding software programs.

Technology is really transforming the world of work. And that means companies must learn how to do things differently than what they’ve done over 50 or a hundred-year history. Over the last three years, we have been shaped by a challenging combination of health, economic and geopolitical volatility, growing social pressures, and environmental concerns.

These rapid transformations have reshaped the world’s labor markets and changed the demand for skills and job opportunities.

According to the Future of Jobs Report 2023, over 85% of organizations surveyed identified increased adoption of new and frontier technologies and broadening digital access as the trends most likely to drive transformation in their organization. Some key findings are:

• The impact of most technologies on jobs is expected to be a net positive over the next five years.

• Employers estimate that 44% of workers’ skills will be disrupted in the next five years. Cognitive skills are reported to grow in importance most quickly, reflecting the increasing importance of complex problem-solving in the workplace.

• Six in ten workers will require training before 2027, but only half of the workers are seen to have access to adequate training opportunities today.

• Analytical thinking and creative thinking remain the most important skills for workers in 2023.

This transformation also means that companies must transform the skill base in how they’re approaching employees and talent.

One of the approaches that most companies will appeal to is to put the company's purpose in front of employees. When employees find purpose, learn and grow, and feel valued and respected, the organization can reinvent strategy, respond to customer needs, improve customer service, increase investor confidence, and build community reputation.

When we talk about the future of work and employee experience, we have to put in front that people matter. Caring for people in organizations is a timeless principle. Beyond employer practices, my sense is that this may come from more personalization than generic solutions. Personalization helps individuals find their personal pathway from their work setting. When it comes to designing the future of work, one size fits none.

According to Dave Ulrich, in organizations, personalization is about caring for the person through leadership emotion, empathy, engagement, and efficacy. These E words show up with increased attention on affinity in relationships. Personalization at work also refers to creating more customized work experiences through turning workplace flexibility practices (benefits, hours worked, locations, workweek, sabbaticals, job sharing) into personal choices tailored to the needs of each employee.

Individuals and organizations are looking for more freedom. The freedom to choose the work model that makes the most sense. The freedom to choose their own values. And the freedom to pursue what matters most.

The future of work is a big challenge. We have to get in front of that. But most companies haven’t necessarily figured it all out yet.

However, one of the big initiatives that some companies have undertaken is how to help people create more flexibility in their roles, so they can discover new ways of working, explore new skills, and grow.

The biggest challenge of the new future-forward workplace is to build a culture and process that embraces work flexibility alongside productivity. It will require operational agility, flexible processes, and technology adoption — and a willingness for organizational leaders to see change as an opportunity to innovate, grow and lead.

Why is it important to set boundaries

Since I started working with global teams, I knew that I would find myself in meetings very early in the morning or very late at night. As global teams, we try to find a time zone that works for most of us. We know that this is part of the role. What I didn't realize was how this could impact my family.

I have three beautiful kids, and when I start to work very early, even when working from home, there are days I can hardly say goodbye when they leave for school. Similarly, when I have meetings at night, I can't join them for dinner, read their favorite books, or put them to sleep.

At first, I told myself that those days were the exception. But after a while, you find yourself more often on those schedules. You find that it takes work to set boundaries.

If you're a responsible person, sooner or later, you will probably find yourself planning to work late because you spend most of your day in meetings and can't finish your 'real work.' It's almost like an involuntary reaction. You tell yourself, 'I need to finish,' or 'I need to respond to those emails,' etc.

We end up immersed in a routine of accomplishment and short gratification, and sometimes we are unaware of the impact on our lives. Are we aware of how not stopping affects our lives? How does it really affect us not spending time for ourselves and our families? Personally, I enjoy having time with myself for reflection that allows me to put things into perspective and set the right priorities, so I decide in advance the time that I'm going to block to share with my family, read, do sports... the things that I define as important.

The pandemic changed the way many people work. But it also invites us to be clear about the boundaries we need to set on how we spend our time. If we don't take the time and make a conscious decision and define those limits in advance, we can very easily find ourselves breaking them.

I'm writing this during the weeks I decided to be fully dedicated to my loved ones on a family trip.

What boundaries work for you?

Critical Human Skills

In a world that is constantly transforming, one thing remains certain: individuals must be prepared for the future. The World Economic Forum urges us to equip current students with three indispensable skills: problem-solving, collaboration, and adaptability. Also, Harvard Business School underscores the importance of adaptability, curiosity, creativity, and comfort with ambiguity. Furthermore, Gallup proposed seven skills for successful managers: building relationships; developing people; leading change; inspiring others; thinking critically; communicating clearly; and creating accountability.

Yet, amidst this mosaic of skills, there exists one that resonates profoundly—empathy. Empathy is the critical skill for taking the lead, connecting, and opening our minds to the opinions and perspectives of others. However, leading with empathy can be challenging. It requires courage and effort to understand that people don't see what you see, don't know what you know, and probably don't want what you want. But when you lead with empathy, you demonstrate care, concern, and understanding for other people's circumstances. And it could make all the difference in how we interact with and understand others.

Most of the skills listed above are human skills and seek possibility. How would the world be if most of us put our effort and focus on things that could be better? That's what we call progress.  To be successful in the future, it's important to understand that life-long learning and adaptability are crucial to improving not only our own life but also contributing to progress a positive change in the world.

Talent thrives in the right environment

We are all looking for talent, right? Exceptional human performance continues to intrigue experts and organizations. We've heard a lot about how high performance makes a huge impact and does the most incredible work.

Steve Jobs, the legend behind Apple, summed it up perfectly: "Go after the crème de la crème. A small team of A+ players can leave a giant team of B and C players in the dust." And the management guru Jim Collins agrees. He says, "The biggest roadblock to my organization's success is finding and keeping the right people."

But here's the deal: it's not just about individuals. The environment plays a significant role too. When we create the perfect vibe, people unleash their awesomeness. When we build a culture that supports, inspires, and celebrates progress, people can reach mind-blowing heights. The culture affects how and why people work and the jaw-dropping results they achieve.

Forget only focusing on the "talented few." Let's create an environment where everyone can shine and thrive. Talent thrives in the right environment.

Unlocking the power of empathy through stoicism

In a world where achieving results takes center stage and things may not go as planned, leading with empathy is absolutely crucial. But here's the thing: genuine empathy means not being absolutely certain about how someone else feels or what really motivates them. We can never fully know what someone else is going through.

Let's face it, most of us have no clue what it's like not to have enough food to put on the table for our families, or to see 11 pounds (5 Kg) of food go to waste every single day. We have no idea what it feels like to live in a slum or to walk 9 kilometers to school every day (18km roundtrip.) And no idea what it's like to spend US$100,000 on a weekend to rent a superyacht.

But empathy isn't about feeling sorry for someone. It's about trying to understand why they behaved as they did. We can make our best effort to be empathetic, but we have to admit that we can never be completely sure. The truth is, we really don't know how someone else feels or what truly drives them.

In the words of Seth Godin, "Dismissing actions we don't admire merely because we don't care enough to have empathy is rarely going to help us make the change we seek. It doesn't help us understand, and it creates a gulf that drives us apart." Those words hit home and remind us that empathy isn't just a bridge to cross; it's an expansive ocean that connects us, fosters understanding, and propels positive change.

Let's dive into this journey of leading with empathy and draw inspiration from some timeless Stoic principles: 

1. Get to Know Yourself: The Stoics believed that self-reflection and self-awareness were crucial for personal growth. By understanding your own emotions and reactions, you'll gain a better understanding of others. Take a moment to reflect on your own biases, beliefs, and triggers. This self-awareness will help you cultivate empathy toward those around you.

2. Embrace Our Shared Humanity: Stoicism emphasizes that we all share a common nature and face similar challenges. As a leader, remember that your team members are human beings with their own struggles, dreams, and vulnerabilities. Recognize their humanity and treat them with kindness and understanding.

3. Step into Their Shoes: Empathy flourishes when we try to imagine ourselves in someone else's position, experiencing their emotions and perspectives. The Stoics encouraged the practice of imagining the hardships others might be facing. By putting yourself in their situation, you'll gain a deeper understanding of their needs and concerns.

4. Watch Your Reactions: Stoicism teaches us that while we can't control external events, we have control over our own judgments and reactions. As a leader, this means responding to pressure and challenges with composure and empathy. Instead of reacting impulsively, take a moment to pause and consider how your words and actions might impact others. Respond with kindness and understanding, even in tough situations.

5. Listen Up: Listening is a powerful tool for cultivating empathy. When engaging with your team, practice active listening. Give them your full attention without interrupting or judging. Seek to understand their perspectives, emotions, and underlying concerns. Show genuine interest in their well-being and create a safe space for open communication.

6. Lead by Example: Stoicism highlights the importance of leading by example. If you want to promote empathy within your team, show empathy yourself. Demonstrate kindness, understanding, and compassion towards others, and chances are they'll follow suit.

7. Keep Things in Perspective: Stoicism reminds us to maintain a broader perspective on life. When faced with challenges or conflicts, remind yourself of the bigger picture and the long-term goals. This perspective will help you approach difficult situations with empathy and understanding, steering clear of reactive and shortsighted decisions.

Embracing empathy as a guiding principle in your leadership journey holds immeasurable transformative power. Let empathy be the compass that fosters understanding, compassion, and unity in a world yearning for genuine connections. Through empathy, we transcend barriers, bridge divides, and inspire the change that will shape a brighter tomorrow.

10 Best Practices to Build a Successful Company Culture

In today's dynamic business landscape, organizations increasingly recognize the power of a great culture to create a positive work environment, drive performance, and achieve organizational goals. But what exactly culture means, and how can companies create one that stands out?

There are many definitions of culture, but I like Gallup's definition: "Culture is about how we do things around here -- the unique way your people live out your company’s purpose and deliver brand promises." Every workplace has a unique work culture that reflects its history, values, and goals.

According to Gallup, culture can seem elusive because it’s rooted in patterns of thoughts, feelings, and behaviors -- in the abstract, not the concrete. As a result, many leaders assume that shaping or influencing culture is HR’s responsibility -- or worse, turn a blind eye to culture despite knowing that culture matters. It matters to employees and customers alike, affecting outcomes for organizations every day.

Great company culture doesn't happen by accident. As leaders, we have the immense responsibility of shaping the culture within our teams and organizations. The culture we foster determines the outcomes we achieve and the impact we make. However, as Marshall Goldsmith emphasizes, culture is not just about what leaders say or do; it is reflected in the everyday actions, attitudes, and interactions of everyone within the organization.

Building a strong and positive culture within an organization is a continuous process that requires deliberate effort and thoughtful implementation. Here are some best practices that can help you create a remarkable culture that fosters engagement, collaboration, and success:

1. Lead by Example: Your actions speak louder than words as a leader. Demonstrate the values and behaviors you want to see in your team. Be authentic, transparent, and consistent in your approach. When your team witnesses your commitment to the culture, they are more likely to embrace it themselves.

2. Define and Communicate Core Values: Clearly define the core values that will serve as the foundation of your culture. These values should align with your organization's mission and vision. Communicate effectively and frequently to ensure that everyone understands and embodies them in their daily work.

3. Hire for Values: During the recruitment process, focus not only on the skills and qualifications of candidates but also on their alignment with your culture. Look for individuals who share your values and have the potential to contribute positively to the team dynamics.

4. Foster Open Communication: Encourage open and honest communication at all levels of the organization. Create platforms and channels for employees to voice their opinions, concerns, and suggestions. Actively listen to their feedback and demonstrate that their input is valued. This inclusive approach promotes trust, engagement, and innovation.

5. Recognize and Reward Behaviors: Acknowledge and reward behaviors that align with your desired culture. Celebrate big and small achievements, and publicly recognize individuals and teams who exemplify your values. This reinforces the importance of cultural alignment and motivates others to follow suit.

6. Promote Learning and Growth: Cultivate a learning culture where employees are encouraged to develop their skills and expand their knowledge. Provide opportunities for professional growth through training, mentorship programs, and ongoing development initiatives. Supporting employee growth demonstrates your commitment to their success and fosters a sense of loyalty.

7. Encourage Collaboration and Teamwork: Foster a collaborative environment where cross-functional collaboration and teamwork are valued. Break down silos and encourage information sharing, idea generation, and joint problem-solving. Create opportunities for teams to collaborate on projects and initiatives, fostering a sense of camaraderie and collective achievement.

8. Embrace Diversity and Inclusion: Actively promote diversity and inclusion within your organization. Embrace different perspectives, backgrounds, and experiences as they enrich the culture and contribute to innovation. Create a safe and inclusive environment where every individual feels valued and empowered to contribute their unique talents.

9. Provide Development and Well-being Support: Invest in your employees' development and well-being. Offer resources and support for their professional and personal growth. Implement wellness programs, work-life balance initiatives, and mental health support to foster a healthy and productive work environment.

10. Continuously Evolve and Adapt: Cultures are not static; they evolve and adapt over time. Regularly assess your culture, gather feedback, and make necessary adjustments. Stay attuned to the needs and aspirations of your team members and be open to incorporating new ideas and practices that align with your core values.

By implementing these best practices, you can create a culture that inspires and engages your team, drives innovation, and sets the foundation for long-term success. Remember, culture is a journey, and with consistent effort, you can create an environment where everyone thrives and contributes their best.

Choosing to Embrace Change

Change is a constant force in our lives. There are changes that can be exciting, while there are moments that can also create anxiety and fear about the future. Changes can impact us mentally, emotionally, and physically. And, of course, there are changes that we don't pursue, even though some are inevitable in life.

In today's fast-paced world, change occurs more frequently than ever before. What truly sets us apart is our attitude towards it.

What a gift we have today when instead of focusing on what we used to have, we put our energy and intention into focusing on what we have and the things we can do.

What a gift we have when we focus our attention on doing things well, when we make the decision to walk away from things we cannot do anymore, and we decide to work hard, add value, and be graceful in what we do have.

It is important to acknowledge that many changes are beyond our control. However, the way we approach them can significantly impact our experience. By choosing a positive and energetic attitude, we enhance our ability to navigate through the waves of change with resilience and grace. Our attitude becomes the rudder that steers our ship amidst the stormy seas.

As the ancient philosopher Epictetus wisely noted, some things are within our control while others are not. We have the power to control our opinions, pursuits, desires, aversions, our actions. By embracing this truth, we empower ourselves to respond to change with purpose and intention.

Dare to embrace change with an extraordinary attitude. Recognize that change is an inevitable part of life and that it is within your power to shape your response. Focus on what you have, what you can do, and the value you can add. Approach change with a positive and energetic mindset, and let your attitude be the driving force that propels you towards extraordinary possibilities.

Talent is overrated

Talent is something we are born with. On the other hand, skill is something we acquire. We need to work hard to earn it.

Talent, by definition, is general intelligence, the ability to understand. It is associated with the innate ability to aptitude. Being brilliant is a talent, a gift. However, more important than talents is how we use them. 

Being smart is a gift, but it doesn't guarantee success if we don't use it correctly. There is no short path in personal and professional development. The separation between talents and abilities is still difficult for some people to understand. We have gifts or talents by nature; we are born with them. Instead, we develop skills only with the investment of hours of effort. No matter how talented we are, talents won't be enough if we don't care about developing them and spending time making them better every day.

It is my belief that talent is overvalued. Talent undermines and diminishes the effort that people put into developing a skill. As Seth Godin says, don't call someone talented because they are not, they are skillful.

Playing tennis is a skill in the sense that you work on it to get better every day. And also being creative, positive, enthusiastic, and someone who looks for opportunities. These are skills. You can get better, and you can choose to put work into it.

Don't confuse talent with skills because you could be blind to the first impressions and take out the real power of resilience, consistency, and commitment.

In the end, we are our choices...

Building Bridges: The Power of Human Connection

In today's hyper-connected world, it's easy to feel overwhelmed by the multiple interactions, requests, and information coming at us from all directions. It might seem a paradox, but in a hyper-connected world, what we see are many disconnections. We observe silos and people living in bubbles. Sometimes even indifferent to each other. People are moving so fast that they can miss each other.

However, the complexity of our world requires more collaboration than ever. If we want that our community flourishes, we need multidisciplinary approaches. People from different backgrounds and experiences, with a wide range of needs, working together for a common goal. What we need are more human connections. Human connection is a deep bond that's formed between people when they feel seen and valued.

Connections give us a sense of belonging and community. It makes people heard and understood. When we feel connected to others, we feel less alone and more supported. Connections also allow us to learn and grow. By connecting with people who have different experiences, perspectives, and expertise, we can expand our own understanding and knowledge. This can help us become more well-rounded and open-minded individuals and lead to new opportunities and collaborations.

Finally, connections are also key to building and maintaining relationships. Whether it's with friends, family, colleagues, or even strangers, building and maintaining connections allows us to build trust and deepen our bonds with others.

Individuals and organizations need to make an effort to connect and break down silos in order to reap the benefits of collaboration, innovation, learning, and a positive culture. So next time you feel overwhelmed by the demands of the modern world, remember that the solution isn't to disconnect but rather to seek out and cultivate meaningful connections with others. By doing so, you'll not only improve your well-being but also contribute to the well-being of those around you.

Why Simplicity is a Competitive Advantage

We often hear the adage "keep it simple," but as business leaders like Jeff Bezos and Steve Jobs know and have proven, simplicity is often much harder to achieve than it seems. However, it's a competitive advantage.

On the surface, the idea of simplicity seems straightforward. After all, who doesn't want to make things easier and more efficient? But when it comes to running a business, simplicity is often harder to achieve than it appears.

Jeff Bezos, the founder and CEO of Amazon has spoken extensively about the importance of simplicity in business. In a letter to shareholders, Bezos wrote, "Complexity is your enemy. Any time you spend energy on something that is not your core business, it's complexity. Any time you spend more time on a process or communication than you need to, it's complexity. This comes up in all sorts of areas. One common example is when you see a company with a complicated, hard-to-use website. That's complexity."

Bezos goes on to say that simplicity is a key component of Amazon's success and that the company works hard to eliminate unnecessary complexity in all aspects of its business. He believes that simplicity allows a company to be more agile and responsive to change and to focus on what is truly important.

One reason why simple is hard is that it requires a deep understanding and mastery of a subject. To be able to distill complex information down into its simplest form, one must have a thorough understanding of the subject matter. This can be difficult to achieve, as it requires a lot of time and effort to gain such a deep understanding. If we talk about business, it also requires a profound knowledge of your customer and their needs. As Bezos has stated, "We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better." This means that in order to create truly simple products and experiences, you have to have a deep understanding of your customers and what they want.

Another reason why simple is hard is that it requires a willingness to cut out the unnecessary. This means being willing to let go of features, processes, and even entire products that don't directly contribute to your customer's experience. It can be difficult to make these tough decisions, but they are necessary in order to create a truly simple product or service.

Additionally, simplicity often requires a level of discipline and restraint. It's easy to get caught up in the excitement of adding new features and trying to please everyone, but true simplicity comes from making tough decisions and sticking to a clear vision. This can be difficult for business leaders, as it often means sacrificing short-term gains for long-term success.

In summary, achieving simplicity can be difficult due to the abundance of information available, the influence of our own biases and preconceptions, and the desire for perfection. However, with effort and the right mindset, it is possible to overcome these challenges and achieve simplicity in our thinking and our solutions.

The Power of Engaged Employees: Improving Business Outcomes

Employees make decisions and take actions every day that can make an impact on your customers, suppliers, and inside the workforce. Your culture, even more than your policies, will define what is allowed and what behaviors are rewarded.

Based on over 50 years of employee engagement research, Gallup shows that engaged employees produce better business outcomes than other employees -- across the industry, company size, and nationality, and in good economic times and bad. However, according to this study, only 15% of employees worldwide fall in the "engaged" category.

Gallup analyzed the differences in performance among business/work units, and they found clear benefits of employee engagement in business outcomes:

• 81% less absenteeism

• 43% less in turnover for low-turnover organizations

• 41% fewer defects in quality

• 10% higher loyalty/engagement among customers

• 18% higher productivity in sales

• 23% higher profitability

From these results, 70% of the variance in team engagement is determined solely by the manager.

Managers' main responsibility should be to ensure that their team knows what work needs to be done (communicate the main priorities), support and advocate for them when necessary, and explain how their work connects to organizational success.

Something that Gallup corroborates in this study is the common mistake that is to approach engagement as a sporadic exercise. So these are the critical drivers that they identified in employee engagement:

• Purpose. People want to know that their work has a higher purpose and that they can be part of it.

• Development. People want to grow and can count on their manager to coach them to the next level.

• A caring manager.  People want someone who has a genuine interest in them and listens, supports, and advocates for them when needed.

• On-going conversations. Gallup found that employees who received daily feedback are 3x more likely to be engaged than those who receive feedback once a year or less.

• A focus on strengths. Focus on those skills and what makes them unique.

The most significant cause of a workplace engagement program's failure is this: Employee engagement is widely considered "an HR thing." It is not owned by leaders, expected of managers, nor understood by front-line employees.

Where to start?

There are no quick solutions when it comes to human connections. You need to invest time and develop them. As with any human relationship, it occurs on a daily basis. You need to be honest and show real caring. There is no manual or checklist to follow. We can only affirm that you don't know anything about what people are dealing with. So, be kind, and try to be empathic. 

Michelangelo is often quoted as having said that inside every block of stone or marble dwells a beautiful statue; one need only remove the excess material to reveal the work of art within. If we apply this concept to how we see and treat people, we'll start to see, listen and accept people as they are. It's appreciating their differences and wanting to help them grow and become what they are capable of being.

Unreasonable Hospitality: Turning Ordinary Transactions into Extraordinary Experiences

Restaurateur Will Guidara's life changed when he decided to serve a two-dollar hot dog in his fancy four-star restaurant, creating a personalized experience for some out-of-town customers craving authentic New York City street food.

In his TED on September 2022, he shared a part experience that helped him and his restaurant partner to be recognized twice as the most important restaurant in the world. The principle that guided them was "unreasonable hospitality," They took ordinary transactions and turned them into extraordinary experiences.

As he says, currently, we're a service economy. Service industries drive more than three-quarters of our GDP. Globally, it's more than 65 percent. So that means that whether you're in real estate, retail, construction, finance, insurance, or computer services, you are in the business of serving people.  

You can see this new year full of challenges, or you can start to look deeply enough to find opportunities and give people experience and service beyond their expectations.

He affirms that making good products is no longer enough. Bringing an efficient service is no longer enough. It's how we make people feel they matter. He believes that we are on the precipice of becoming a hospitality economy. And he made that part of his culture. Their purpose is to give people that sense of belonging and make them feel seen and heard, creating experiences they will remember forever.

Unreasonable hospitality gave me a lot to think about. When we want to create a positive impact and the right culture, it's not the cost of the gesture that matters. It's how it makes people feel, and it’s about the leadership to make that happen consistently because you create a deep connection and make an impact with your people and your customers.

Real kindness

Everyone has the superpower to make a difference in someone's life... You don't need to travel far; just start around yourself.

To a new year with more kindness.

Planning the New Year

When was the last time you felt truly fulfilled? When your life felt meaningful and rewarding or aligned with some deeper purpose or motivation?

According to Cortland Dah, few things are as central to our physical health or psychological well-being as a sense of purpose. He said that our sense of purpose shapes how we feel about ourselves and our lives.

Creating a compelling vision of the life you want is actually one of the most effective strategies for achieving the life you want to pursue. It is like a compass that will guide you to ensure that your actions and choices are aligned. It gives us the strength to persevere when we start to lose hope and to find meaning in the meaningless details of our daily routines.

For every new year, one of my favorite planning sources that I use is the one shared by Taylor Pearson, an Antifragile Planning: Optimizing for Optionality. Planning timelines continue to be shorter and shorter. More than ever, we need to adapt faster, in an agile way, and show flexibility in a constant change environment. For these cases, optionality, a concept explained by Nassim N. Taleb in his book Antifragile, gives us an open door to embrace these opportunities.

If you “have optionality,” you don’t have much need for what is commonly called intelligence, knowledge, insight, skills, and these complicated things that take place in our brain cells. Because you don’t have to be right that often. All you need is the wisdom not to do unintelligent things to hurt yourself (some acts of omission) and recognize favorable outcomes when they occur.
— Nassim N. Taleb

Asking yourself the right questions can give you clarity for your long-term goals and what you really want to accomplish.

Understand that anything worthwhile can take a long time. In a world where we have more and more distractions, focusing is increasingly essential.

What are your goals for this new year? Asking yourself the right questions is a good start.

The courage to show up

The courage to show up when you don't need anything but because you know you can contribute. The courage to show up knowing that you could be criticized, but not by those whose opinion matters to you. Any fool can criticize, complain, and judge, and as Dale Carnegie says, most fools do. But it takes courage and character to show up for work that matters, even when you can't control the outcome.

On the other hand, if your work has never been criticized, it will be very hard to perform at your best. So you have to discern between useful criticism—that is a gift for those who care—and everything else you should pass over.

Every day is unique. Every day is an opportunity. You decide how you want to live it.

 “It is not the critic who counts; not the man who points out how the strong man stumbles or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows, in the end, the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”
— Theodore Roosevelt

What we call progress

Over the last 500 years, there has been an incremental improvement over time. However, most of the progress is about what does not happen. It’s about all the things that could have happened that didn’t happen today. It’s about a two-year-old child who did not die of smallpox. However, these stories don't make the headlines.

Steven Pinker, the cognitive psychologist and bestselling author of upbeat books about human progress, shows that life, health, prosperity, safety, peace, knowledge, and happiness are on the rise, not just in the West but worldwide. According to Pinker, “People tend to approach challenges in one of two ways—as problem-solving or as conflict.”

So, Why are so many people pessimistic?

Bad things happen faster than good things. Good things take time.

The causes of progress, Pinker posted, are reason, science, and humanism. “When people deploy their brainpower to try to make their fellows better off … then you can see increased human well-being. And that’s what we call progress.”

Dear Prudence

Virtue is a Greek term meaning “character excellence” or “excellence in being.” When translated into Latin, the word is “virtus,” meaning “effectiveness in action.” Virtue is how we can cultivate good character because it provides us with a moral compass and is the key to unlocking human flourishing and fulfillment.

Prudence is the first of the cardinal virtues (the others are justice, fortitude, and temperance).  It guides the other virtues and guides the judgment of conscience.

Prudence enables us to choose good means to a good end. It guides our practical decision-making in individual, concrete circumstances and provides for effective execution once a decision is reached. With the help of prudence, we learn from our experiences and correctly apply moral principles to real-life situations (Catechism, no. 1806).

Some notes I found about prudence that I like:

• St. Augustine says: "Prudence is the knowledge of what to seek and what to avoid."

• "The virtue of prudence is the mold and “mother” of all the other cardinal virtues, justice, fortitude, and temperance. In other words, none but the prudent man can be just, brave, and temperate, and the good man is good in so far as he is prudent." — Pieper, Josef. Four Cardinal Virtues, The (p. 10). University of Notre Dame Press. Kindle Edition.

• The three stages of prudence for acting properly are deliberation, judgment, and decision.

• Errors in judgment can creep in through defects of prudence or through “false prudence.” Defects include thoughtlessness, rashness, negligence, indecisiveness, and inconstancy in execution.

• True prudence isn’t only concerned with a good end but also good means to that end.

Prudence is something we develop with practice; it builds on what we have learned through earlier experience. Aristotle taught that "...virtue is both originated and fostered by teaching; it, therefore, demands experience and time." Although it may be difficult at first, Prudence becomes easier as we incorporate what we have learned into the mental processes by which we make our choices. Any act—good or bad—becomes habitual, or "second nature," through repeated practice. The value of the good habits we call virtues is that they make self-mastery and the joy of leading a morally good life easier.