In Over Your Head

Jonathan Burdon and Sam Toby of SocialCoaster talk about the choice to work in a startup. "Sometimes it's about getting in over your head to figure out where you stand." And "you don't have to work for somebody else."

Not until we are lost do we begin to understand ourselves. - Henry David Thoreau

Filmed recently in Nashville, Jonathan Burdon and Sam Toby of SocialCoaster talk about their decision to work in a startup. I was intrigued by Toby's thoughts about the opportunity and peril of startup culture, particularly, as he explains elsewhere in the video, because he turned down the opportunity to work in a well established, successful and decades-old business started by his family.

Sam Toby:

It's sometimes takes getting in over your head to find out exactly where you stand.

Whether the new beginning be in business or the arts or the sciences, the final outcome cannot be fully known, of course. With any successful venture, there will be setbacks, dead ends and unplanned changes along the way.

Originality involves risk.

But "knowing where you stand" and understanding ourselves - that's one immeasurably satisfying reward.

Stay curious.

Wayne

Awe Leaves Us Lost and Found

While posting an article yesterday to the IdeaFestival's Facebook page about why spending time and money on experiences rather than possessions leads to more happiness, I remembered an older IdeaFestival blog post on the subject of awe. I thought I'd share an edited version with you today.


Want more time? Experience more awe.

Stanford Business School, PhD candidate Melanie Rudd does a tremendous job of unpacking the experience of awe, pointing out its relationship "to a boost in life satisfaction," and that it "alters decision making" in ways that promote cohesion, empathy, warmth and solicitude.

She suggests "perceptual vastness" as one of the key characteristics of awe. That vastness, she says, could be physical - think of watching the sun set, or of lingering beneath a dark night sky pricked by thousands of nearby suns - or it could be abstract. I've often wondered, for example, what it must feel like to read a page of equations and realize that the math describes a particular topology, or suggests vanishingly small folds in the time and space we know so well.

Even more importantly, those awe-inspiring realizations, as Rudd points out, create "a need for accommodation," the desire to understand, to interpret and to incorporate the knowledge. We want more.

We want to share more.

Awe is fleeting. The existentialism of Sartre, the phenomenology of Husserl and the mysticism of Sufis and Pentecostals alike, prioritize experience over rule following. I understand that. Being open to new experience is an important tool for survival, in business and in life.

The IdeaFestival is all about an openness to experience, which, incidentally, is perhaps the single most important trait of creative people everywhere.

Many of us can also relate to being so absorbed by a particular activity that we've lost track of time. Jazz musicians and crossword puzzle solvers can recall moments of particular clarity that emerge from this immersion in the moment. That feeling of "flow," described by Mihály Csíkszentmihályi, is especially conducive to creativity, and is being explored by any number of people and organizations, including, of course, one doctoral candidate at the Stanford Business School.

"Experience more awe" is easier said than done, of course. But a good place to start might be with the following: When was the last time you were completely lost in an activity?

Go from there.

Stay curious.

Wayne

The Secret to Motivation? "Autonomy, Mastery, Purpose"

Are you a leader, a manager, or a business owner responsible for team or employee moral and performance?

You'll like this.

What really drives people are autonomy, mastery and purpose. That's according to Chad Renando, who discusses Daniel Pink's work on his blog, Sideways Thoughts.

Renando:

Despite the research, modern organisations continue to operate under what Pink calls 'Motivation 2.0', a system that has evolved beyond simple self-preservation and into a model of carrots and sticks. A challenge with this approach is that it is not suited for how we organise, think and perform tasks in the increasing complexity of today’s business. Instead of routine algorithmic (linear) processes, workers today are presented with heuristic challenges requiring experimentation and lateral thinking.

Given the rise in non-routine cognitive jobs, this observation struck me as an important insight into the management challenges facing startups and new or young companies.

It's those companies after all, not the Fortune 500, that are the net creators of almost all new private sector jobs in the last 25 years.

Stay curious.

Wayne

 

Young Businesses Create Jobs

Founder and CEO of Frogdice, Michael Hartman, talked to the Kentucky Innovation Network at the Idea State U pitch competition about one of his rules for success: know your identity.

Editors note: this piece has been cross-posted from the Kentucky Innovation Network web log. As fans of the festival, I thought you'd enjoy it as well.

Wayne


How important is innovation? Over last 25 years, businesses less than five years old have created almost all private sector jobs, according to Steve Denning at Forbes.

Frogdice is one of those companies. Here, the founder and CEO of the Lexington video gaming company, Michael Hartman, talks about one of his rules for success: know your identity.

Frogdice, incidentally, just hired its 10th employee. During brief remarks at the Idea State U entrepreneur pitch competition held recently in Lexington, Hartman talked about how satisfying it was as the owner of a small and growing business for him to see an employee buy a home.  

Now that's success.