Week 24.50 Defying Time and Space

Six months ago, when Marshall told me he was winding down his foreign travel, I knew what he was talking about. He has always advised his clients and friends that it is better to leave when they ask you to stay than to stay when they ask you to leave. And - as investors know - you can never time the peak (you’re either on the way up or on the way down), so it’s natural to feel like you’re leaving too early.  Nonetheless, I knew the joy that travel and people bring Marshall, and I was nostalgic for the inspiration he had shared with so many. I was also concerned about how he would fill his time now that he was no longer on the road. While I've spent a lot of time with him over the past months, this past weekend was different. During one of our shared meals, he was energized and excited about writing his next chapter(s). He has new ideas about writing books, a new approach to coaching as a team, and even some event ideas. By ending his travels, he created time and space to be creative again. I’m learning from Marshall how to defy time and space by letting go at the right time, creating space for creativity, and collaborating with others to generate new opportunities and directions.

Letting go at the right time is a critical leadership skill (and it’s often much more challenging than holding on). Letting go requires self-awareness, humility, and trust in others. Marshall demonstrated this by recognizing that it was time to wind down his travel, even though he still enjoys it and is in high demand. He wisely understood that holding on too long could diminish his impact and legacy - after all, people disproportionately remember how you start and how you finish. By letting go gracefully, he created space for new possibilities and allowed others to step up and carry the torch. This act of leadership inspires us all, reminding us that sometimes, the most significant growth comes from knowing when to step back and create space for others to shine.

Creating space for creativity is essential for personal and professional growth. When we are constantly busy and focused on external demands, finding the time and mental space to generate new ideas and explore new directions can be challenging. By stepping back from travel, Marshall gave himself the gift of uninterrupted time to reflect, dream, and innovate. He recognized that sometimes, we need to let go of what we know to discover what we don't know. This insight is particularly relevant in today's fast-paced world, where the pressure to be constantly productive can stifle our ability to think creatively and explore new possibilities. As leaders, we must intentionally create space for ourselves and our teams to engage in creative thinking and problem-solving.

Collaborating with others is a powerful way to generate new opportunities and directions. Marshall has always been a master at bringing people together and leveraging their collective genius. By involving others in his creative process, he generates new ideas and builds buy-in and momentum for those ideas. He understands that leadership is not about having all the answers but asking the right questions and empowering others to contribute their unique perspectives and talents. This collaborative approach is particularly important in today's complex and rapidly changing world, where no one person can have all the answers. By fostering a culture of collaboration and open communication, leaders can tap into the collective wisdom of their teams and generate innovative solutions to even the most challenging problems.

In life and leadership, there are times when we need to let go, create space, and collaborate with others to write our next chapter(s). For those we lead and love, our ability to navigate these transitions with grace and wisdom can be a powerful example and inspiration. As Marshall embarks on his next chapter, I am excited to see where his creativity and collaborations will take him and how they will continue to enrich the lives of those he touches. His leadership journey reminds us that the end of one chapter is always the beginning of another, and that the best is yet to come. By embracing change, creating space for growth, and collaborating with others, we too can unlock new possibilities and achieve great things together.

With love, gratitude, and wonder

Scott

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When Your Team Bypasses You to Get Things Done by Jenny Fernandez, MBA, 费 珍妮

My friend Jenny Fernandez recently wrote an insightful article in the Harvard Business Review about how to handle situations where team members bypass established reporting structures. She explains that this behavior can erode trust, communication, and team cohesion. To understand why it happens, Jenny identifies three key reasons: misunderstanding roles and responsibilities, unclear success metrics, and favoring results over process.

To prevent bypassing, Jenny recommends four strategies: 1) Adopting a "one message, one team" approach with clear, consistent communication; 2) Defining shared team goals rather than individual achievements; 3) Using positive reinforcement to reward adherence to proper channels; and 4) Balancing autonomy with structure by tailoring leadership styles to each team member's needs. By proactively addressing these issues with empathy and clarity, leaders can strengthen accountability, foster collaboration, and keep their teams aligned with organizational objectives.

Theory of Well-Being According to Martin Seligman by J.D. Meier

I encourage you to read my friend J.D. Meier 's an insightful article breaking down the key aspects of Martin Seligman's influential Theory of Well-Being, which serves as the foundation of the field of positive psychology. According to Seligman's theory, there are three main dimensions to a fulfilling life: the Pleasant Life (enjoying simple joys), the Good Life (using your strengths to reach your potential), and the Meaningful Life (finding purpose beyond yourself). Later, Seligman expanded this into the PERMA model, outlining five essential elements for well-being: Positive Emotions, Engagement, Relationships, Meaning, and Accomplishment.

As JD points out, a core tenet of Seligman's theory is the active cultivation of positive emotions like joy, gratitude and optimism. This goes beyond just experiencing happiness, but involves practices like savoring positive experiences, keeping a gratitude journal, and building an optimistic outlook. He shares how personally applying these ideas at work and in life has been transformative. The article concludes with a selection of insightful quotes encapsulating Seligman's philosophy on well-being, happiness and human flourishing.

Amen.