The reason for the interest may be about momentum. There are over 80 million Millennials, the largest generation to date. In addition, it is estimated that Gen Y will make up 46 percent of the work force by 2020.

Statistics, Statistics

“Facts are stubborn things, but statistics are pliable.” – Mark Twain

So, what do all these articles say? They say positive and some not-so-positive things. Here are some samples.

From Time:

• 58% more college students scored higher on a narcissism scale in 2009 than in 1982
• 40% of Millennials believe they should be promoted every two years
• Millennials are dominated by peer interaction, more than ever before, meaning little interaction with older people

From ODesk:

• 90 percent of Millennials believe being an entrepreneur means a certain mindset – being a self-starter, risk-taker, visionary and someone who “spots opportunity”
• 58 percent of Millennials classify themselves as entrepreneurs without having to start their own business

From BCLC:

• 41% of Millennials are satisfied with the way things are going in the country
• In 2011, 160,000 startups were created each month and 29% were led by entrepreneurs between the ages of 20 and 34 years old
• About 28 percent of Millennials are underemployed

Ignore Your Critics, Embrace Their Feedback

“Critics are our friends, they show us our faults.” – Benjamin Franklin

There are many lessons in the statistics. The first is to not get entangled in them. Statistics change. Times change. People change. The second lesson is to embrace the information. Learn from it. Understand it. Use it to ensure you are on the right path. Feedback is the lifeblood of any leader, and we need to embrace it in a learning, open way. We can discard what isn’t true or valid and we can learn from what challenges us.

Recently, I attended a session on leadership development for Millennial leaders, hosted at an ASTD (American Society for Training & Development) convention, the data was inadequate and about a third of the time was spent on Millennial humor. It is time to stop raising perceived differences and it is time to begin active listening and engaging.

The lesson is simple: Ignore the critics, embrace constructive feedback.

Welcome to the Arena! Lead from the Arena.

“…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.”

What more can be said then this: “Welcome to the arena!” President Theodore Roosevelt said it well.

As a Millennial leader, the arena is yours, the good stuff and the challenging stuff. What you do while in it is up to you. You can let the critics distract you or you can lead with the purpose instilled within you. You can embrace the characteristics seemingly given to you or you can reach out to other generations and engage in meaningful conversations.

What do you do when you are in the arena? Well, simply said, you perform. Words can be hollow; choices and actions confirm character.

Key things to consider:

• Learn from feedback but don’t get bogged down with the generalizations.
• Engage in active conversations across generations. There are willing coaches and mentors who will listen, guide, and encourage. Make your perspective known. Listen to their advice. Develop a leadership bond.
• Embrace your positives and build upon them. There is much work to do so go do it in the best way you can.

What would you add?

The post Millennial Leaders: Welcome to the Arena appeared first on Thin Difference.

Why do we always focus on the differences? While understanding generational differences is important, there are certain principals that must be timeless; these principles should help managers and employees say, “What’s the same?” and I believe these principals can set the stage for great intergenerational relationships within any organization.

Three Timeless Principles

The list could go on, but for the sake of brevity, I’ll focus on three principals that can set a foundation for intergenerational relationships:

Principle 1: Respect.

Everyone wants it, few do a great job giving it. I have heard from numerous baby boomers and Generation X individuals that young people nowadays don’t give enough respect to superiors. Interestingly enough, members of Generation Y often feel the same lack of respect from these superiors! This culture of disrespect can move in a circle and can be detrimental to intergenerational relationships.

What’s the solution? Easy. Start giving respect. It doesn’t matter if you feel disrespected, there is a reason the saying “The more you give, the more you get” came about! Respect starts with you, and you may realize that others reflect your respectful nature in future conversations. This culture of respect can set a great foundation for better organizational communication and intergenerational effectiveness.

Principle 2: Understanding.

Styles of communication do not only differ based on generation but also on an individual level! Understanding why those around you communicate the way they do will help you create great relationships. Many will tell you, “Treat others the way you want to be treated;” it is, after all, the golden rule. However, I think there is a better rule (we’ll call it the platinum rule), which is, “Treat others the way THEY want to be treated.”

Understanding the communication styles of those around you is essential to generating lasting relationships.

Principle 3: Action.

How many times do individuals get in trouble for going above and beyond or communicating TOO well? Hopefully, the answer to that question is: rarely. Productivity is an inherent positive that is recognized by those in any generation.

Allowing your actions to speak for themselves will help establish a positive personal brand which will set a lasting impression with members of any generation.

Ask: “What’s the Same?”

The next time you find yourself thinking, “What’s different?” backtrack a few steps and ask, “What’s the same?” If the foundational principles listed above are not present, there may be changes you can make to establish a better foundation for your intergenerational communication.

Guest Author

Kyle Willkom is an energetic and insightful author and keynote speaker that keeps audiences laughing while they learn. He excels in his ability to engage youth audiences with his accents, music, and entertaining stories. Kyle empowers audiences and readers to become strong leaders and practice the five lessons in his book, Wake Up Call-5 Essential Lessons They Won’t Teach You in School.

To learn more about Kyle, visit his website: kylewillkom.com and follow him @FOCUS_Kyle.

Join the Conversation

What do you think about these three principles? I’d love to hear your feedback in the comments!

The post What’s Different? Timeless Principles for Any Generation appeared first on Thin Difference.

There are some differences between the leadership theories and ideals that you learn in college or graduate school and the actual practice of leading in the workplace.

In graduate school, I learned that you should flex your leadership style according to the developmental level of your employees. In the workplace I learned that doing that is not easy or realistic. In graduate school I was taught that leadership should spread among everyone on the team. At work I learned that when everyone is tasked with leading, no one really does. In graduate school I learned that hierarchy is bad. In the workplace I learned that hierarchy is bad indeed…but that it isn’t going away.

College and graduate school were useful because they exposed me to the multidimensional nature of leadership, and to many leadership models and theories. But the knowledge came with a price: a deep sense of righteousness about how others should lead.

It didn’t take long for the workplace to school me differently. Theories and models will only take you so far. What matters most is real, practical, and hands-on experience leading. The best way to learn about leadership is by actually leading others, not reading about it in a textbook.

Here are some simple but unconventional leadership lessons that I wish my graduate school professors had taught me.

• Remember Rule #1: Always keep the best days of the people you’re leading in front of them. Focus on looming achievements on the horizon, not the glory days of the past.
• Don’t Motivate with Fear: Fear is a shitty long-term motivator. You might get a short-term bump in performance, but you’ll get a dramatic drop in loyalty. Don’t use fear to motivate people.
• Give People Opportunities: People will move mountains for you if in exchange for doing so they grow and develop. Benjamin Disraeli was right: “Opportunity is more powerful even than conquerors and prophets.”
• Caring Matters: Get to know the career desires, goals, and aspirations of each of your people. When you know those things, you’ll care about them. And once you care about them, they’ll be loyal to you.
• Don’t Accept Comfort: People grow and develop in a zone of discomfort, not comfort. Task people with stretch assignments that cause them to grow and make them a tad uncomfortable.
• Everyone Matters: It’s tempting to devote time only with the folks who are just like you. But if you only hang with your tribe (e.g., gender, ethnicity, age bracket), you’ll miss out on rich learning opportunities. Leaders should go out of their way to experience the fullness of a diverse workforce.
• Leadership Is About Them, Not You: Your job is to help your people be eminently successful. When they are, you will be deemed an effective leader…because of their work. Focus on helping them do great work.

When it comes to leading others, you don’t want to lose your ideals or sense of idealism. But work itself will refine your ideals and balance them with practicality. What works is more important than what should work, theoretically, but doesn’t in practice.

Guest Author

Bill Treasurer is the Chief Encouragement Officer of Giant Leap Consulting. His latest book is Leaders Open Doors. Bill is also the author of the bestselling book Courage Goes to Work along with the training kit Courageous Leadership: A Program for Using Courage to Transform the Workplace. Bill has led courage-building workshops for such organizations as NASA, Accenture, CNN, PNC Bank, SPANX, Hugo Boss, Saks Fifth Avenue, and the US Department of Veterans Affairs. Contact Bill at btreasurer@giantleapconsulting.com, or on Twitter at @btreasurer (#leadsimple).

Note from Jon

Having read Leaders Open Doors, I really liked the simplicity of it. Simplicity doesn’t make it simple; it boils things down to tough questions to answer and practices to embrace. The power of opportunity needs to be understood and should be a place to lead from. From strategic forgiveness to discomfort to writing down the shifts we need to make, this book delivers some refreshing practices to use. Also, Bill is donating 100% of the proceeds from the book to charities serving people with special needs.

Join the conversation

What unconventional leadership practices did you learn in the workplace? Add your insights in the comments area!

The post Getting Real About Leadership appeared first on Thin Difference.

“The Greatest good you can do for another is not just to share your riches, but to reveal to him his own.” – Benjamin Disraeli

So here is the challenge for you: Are you truly building and equipping people in your organization? Use these questions to help you decide:

Do I encourage, appreciate and affirm?

Great leaders make it a daily habit to take time to encourage people by giving them hope for their future. Many people are uncertain of what the future holds. By being there for them as a supportive leader, you rekindle the light of hope in their lives. You must show them compassion for their aspirations and dreams. With the recent economic downturn, many people are trying to find a way back to their dreams they had several years ago. It takes a leader to provide comfort and care for those lost dreams.

Another way to help relating is appreciating and affirming them for their unique values. Everyone has a gift inside them. Let’s help them discover that gift and communicate your awareness of someone’s accomplishments and contributions. It takes a humble leader to say how much you admire a quality in another person in a sincere manner.

Am I helping my team develop their greatest strengths?

Let’s begin with a very simple question: What do you see as the greatest single strength in each of your staff members? Make yourself aware of that unique strength, so that you can share it in a meaningful way. Then let them know what you see and ask each one, “How can I help you build up this strength?” When we ask these questions and are able to reflect on them as leaders, we begin to notice how valuable each person is on our dream team. We begin to cherish and understand the qualities of each person around us. What they are and what they can become is our greatest joy.

Do I understand the true long term potential of each member of my team?

Imagine each of your staff ten years from now. What potential does each one have? How can you help each one to grow into that full potential? It’s a great opportunity for every leader to evaluate and come up with a development plan for each person on their team. Many leaders are focused on the present day and the next month but what will bring the best return on your investment of time and mentoring? Having a dialogue on each person’s future is a great way to build long lasting relationships in any organization.

Does my team know I want them to reach their fullest personal potential?

A great way to share with your team how much you care for their potential is to give them a copy of the questions above. Have them think about it for a week and write down their answers. Then meet with them over lunch to talk about it as a two-way conversation. The process lets them know you care personally about them and helps you to prepare the way they want to grow.

“Connection doesn’t happen unless you put in the time to learn about someone’s unique personality, perspective, and motivations. Ask questions about the people on your team to uncover their interests, and observe them in action to find out their capacity and strengths.” –  John C. Maxwell

Guest Author

Tal Shnall is a Coach and Trainer at the Renaissance Hotel in Richardson Texas. His background consists of customer service operations in the hotel industry for almost 15 years and working for companies like Marriott, Hilton and Starwood hotels. Tal is passionate about leadership development and making a positive difference in the lives of others. Connect with Tal on Twitter @tshnall and his leadership/teamwork blog.

Join the conversation.

How do you encourage leaders and team members? What practices have worked for you?

The post The Greatest Satisfaction for a Leader appeared first on Thin Difference.

Financial viability enters the picture. Individuals need to have a sound financial base. In a recent Forbes article entitled “10 Reasons Strong Personal Finances Are Critical to Your Professional Career,” the reasons standout clearly. A sound financial foundation is so important yet it is always a challenge to do, especially starting out in a new career. However, when asking the two previous questions, without a financial foundation, the questions turn to: Can I afford to leave? How long do I have to weather the storm?

The Balance of Respect and Financial Viability

Respect and financial viability are tied together in the answers. Having the financial base enables us to be more confident in our attitudes and it enables us to walk away if respect dissipates. Now, I am not advocating job-hopping or leaving when the going gets tough. We always need to try to change from within, whether it is as individual leaders or organizations in which we work. We owe it to ourselves to try. We owe it to the larger organizational mission to make the effort.

In trying, we learn. We gain experiences on how to turn organizations around and enlighten leaders on how to lead differently. We need to give our best efforts in all we do.

At times, unfortunately, there is too much momentum or history to try to facilitate a change. We may not have the position to do it. We may become worn out in trying. In these times, especially when respect is lacking, we need to move on and financial viability is an enabler.

Disrespect:  When Is Enough Enough?

Respect comes in many ways. Three key areas are in our individual identity, our work, and our ideas. When certain lines are crossed, it may be time to leave, and preparation is key.

Respect as an individual. Exhibiting integrity and character is essential in all we do and say. It is evident in our interactions and in our follow through. If we are asked to do or say things that disrespect others or go against the grain of our core beliefs, then enough is enough.

Planning steps to consider: When personal respect is involved, the decision to leave can happen quickly. There will be red flags so be prepared. You will need to have your track record defined and your transitional story ready.

Respect in work done. Delivering high quality, timely results is a necessity. It is a reflection on us. If our deliverables are always given credit to someone else, then a line may be crossed. Team work is vital but so is getting recognized, even in small ways, for the quality of our work.

Our role on teams and in organizations should be based on mutual trust, where our voice is heard and valued. In a trust-filled give-and-take, the best results unfold. When this trust is broken continuously and intentionally, enough is enough.

Planning steps to consider: You need to have defined metrics and evidence of how you achieved them. Your track record must be proven, and collaborative work needs to be corroborated. References will need to be ready to vouch for the value of your participation in team interactions and outcomes.

Respect in perspective and ideas. In our work, we need to be creative and innovative in our approach. At times, the work just needs to get done and, other times, we need to show new ways to change the game and enhance the results. If our ideas are ignored or taken for granted, enough is enough.

Planning steps to consider: You need to be able to demonstrate how your ideas worked and what the adoption proved. It is a record of creativity in thinking and innovation in how or what is done.

Disrespect Intensity

When to leave or not may depend on a degree of seriousness and length of repeated occurrences. Loss of personal respect will drive decisions more quickly than others. When more than one area deteriorates over time, a decision may unfold more deliberately. In most cases, it will be a judgment call. We need to be mindful in our approach and decision.

As Dr. Marla Gottschalk pointed out in a recent article:

“One factor which is often a silent contributor to this decision, is the status of the psychological contract that exists between ourselves and our employer. Often, the inevitability of leaving, may have actually been cast long before the final decision to pull up roots has been made – as the very core of the employer-employee relationship has already been significantly damaged. The damage occurs when we have been let down in some way – or perceive that a promise has not been fulfilled.”

There is a contract, and both parties have a responsibility. When this falters, changing from within is the first step, and leaving should be the last one (in most cases).

Financial: When Is Enough Enough?

And, now we come back to finances. Having a reasonable financial base makes career transitions more manageable. There may be many different rules of thumb. Most would likely say at least six months of a financial safety is required; you might want twelve, especially in economically challenging times. Other factors may include:

• Is a move required?
• What job opportunities are available?
• Is this the time to start an entrepreneurial endeavor?

Answers to these questions may drive having a more solid financial foundation in place before making a move.

Respect is earned. Retaining our respect requires a sound financial base to use when work environments turn disrespectful. Having the financial wherewithal keeps us centered in self-confidence and self-respect.

How do you measure respect in the workplace? What advice do you give when someone needs to move on because of a lack of respect?

The post Can You Stay in a Workplace Without Respect? appeared first on Thin Difference.

Through the practice of thinking and writing, another area of interest became clear, and it is enabling and encouraging the next generation of leaders, which are Generation Y or Millennials.

Each generation has an opportunity to learn from the past, gain understandings, and then lead forward in a refreshed way. Millennials have, in my opinion, the opportunity to be the next, great generation of leaders. My opinion is based on many things including their experiences, mindset, and outlook. It is based on how they interact, learn, and connect. Most of all, it is based on working with Millennials, together with other generations, and seeing the possibilities ahead.

So Thin Difference takes a slight turn. It turns toward a simple statement of “Cross the gap and lead with a new story,” which is a shorter way to say “With a thin difference between two generations, a vast opportunity exists to create a big leadership story.”

Just as two statements can pack a punch of meaning so can two generations coming together to share leadership insights and experiences. This is much more powerful than picking on characteristics and differences. Through sharing mutual experiences and insights, a leadership bond grows in strength, setting a solid foundation for the next generation of leaders. It is in “crossing the gap” we learn, grow, and become better leaders.

And, here’s one of the key points. In doing this, Millennials become stronger leaders but so do other generations. We learn from each other, lifting two generations up to a new level of performance and capability – a new leadership story.

New Areas of Thin Difference

This exploration and conversation begins today within the Thin Difference community. The reality is it has already begun. The direction started to unfold several months ago and now the branding and refreshed site reflect what has already started. A few new things to highlight are:

Millennial Leader Library: A mixed selection of books, each one I have read and believe deliver insights and perspective for Generation Y leaders. Books will be added over time so this library will grow.

New Blog Categories: New topics have been added to drive the conversations forward. They include:

• Millennial Leadership: Leading as a Millennial is what will inspire Generation Y to be the next, great generation of leaders. Discover how to lead fully, spiritedly, and always with purpose.
• Mindfulness | Leadership: Mindfulness is about being centered and present in how we learn, listen, grow, and lead. Adopting mindful practices will empower our leadership skills.
• Philosophy | Inspiration: Having a life and leadership philosophy is essential to living in an inspired way and leading with soul and spirit.
• Creativity | Innovation: Highlights how to innovate and create, keeping ideas flowing, products developing, and processes improving. A creative and innovative mindset ignites new thinking and better ideas.
• Generational Insights: Sharing perspective across the generations is essential to accept each generation and learn from each other, enhancing the ways we lead, think, and act.

Engaging Blogs: A few individual blogs are pulled in to highlight their current topics alongside a community of other relevant blogs to read and participate in.

Guest Posts: With this refresh, there is a renewed emphasis on adding other voices and perspectives. Guest posts are open to any generation, and I hope to have many Millennial voices join in with their experiences and insights. All are welcome!

Giving Back: There are so many ways we can give back, and it should start in our own immediate communities. Everyone needs to identify those neighborhood initiatives. Beyond this, there are more ways to get involved and, at times, we just need to have some idea of where to begin. In this area, three causes are highlighted as a place to begin and engage.

These are just a few of the changes. Please explore and send me any feedback. Your ideas and thoughts are always welcomed.

Thin Difference – A Renewed Start

It has been said many times that the best way to start things is to start things. Thin Difference started and it has been a great experiment in writing, exploring, and exchanging. Now, it grows and focuses on one of the most important areas for the next several decades ahead — Millennial Leader success in purpose.

Welcome to the new Thin Difference! You’re ideas and insights are welcomed, always. Join in now with any thoughts in the comments section below!

Thank you!

The post The New Thin Difference: Millennial Leaders appeared first on Thin Difference.

At the core of collaboration is trust. Trust needs to be evident in the relationships – how work is done, how words are spoken, and how the results are accounted for. Without trust, collaboration falls apart quickly and, sometimes, irreparably.

Four Trust Collaboration Principles

Since trust is so crucial, there needs to be a clear focus on how to protect it while letting it flourish fully. To foster trust, outlined below are four principles for effective collaboration.

Principle 1: Empathy must be evident in individual interactions.

Empathy is a funny word. It seems people take it as one of those “warm and fuzzy” things and, therefore, isn’t something real leaders should do. The reality is quite different. Empathy is just an act of experiencing something from another’s perspective. Yes, it can involve feelings. And, yes, it can include understanding another’s insights, concerns, and value. All of these are necessary when it comes to collaboration.

For collaboration to work well, all involved need to demonstrate empathy in the way we listen, talk, and act. Listening to really understand what another person is saying is the only way to find common points to leverage. Talking in a way to be understood and heard delivers the right tone for collaboration. Acting to ensure others are involved in a meaningful way and using their unique talents produces real collaborative results.

More than building trust, empathy makes trust active.

Principle 2: The group mission must be paramount above the individual objectives.

Self-interest plays a role in many interactions. It is a part of human nature, yet the really skillful leaders and team members know the role of self-interest and temper it when working for larger goals. There is a hierarchy of interests, especially when it comes to collaboration. The highest interest is the group’s mission and initiative. The work being done must be framed around what is best for the group and stakeholders, not the individual.

When self-interest is at the center, all breaks. Unbridled self-interests creates unbearable organizational politics. Competing self-interests creates confusion and slows progress. Overbearing self-interests diminishes how much others are willing to put into a mission or initiative. In these cases, collaboration is just a nice sounding word on a motivational poster hanging in an office. It is hiding real intent and misusing the talented people in a team and organization.

Although trust starts at an individual level, it also ends here. Trusted relationships focus on the higher mission and goals. Trusted relationships collaborate to move groups forward positively to achieve major initiatives and goals for the best of all stakeholders.

Principle 3: Interdependence will deliver the best results.

In the everyday workings of teams, the interdependent ones will accomplish more in a shorter time. It is about knowing everyone’s strengths and using them fully. We need to be dependent on others when they have the insight, talent, and capability to do an activity in the best way possible. A team dependent on another’s strengths creates a strong bond of interdependence.

At times, leaders seem to think it is all about being a strong, rugged, and independent person. This is how leadership is exhibited. It is untrue. The strongest leaders are the interdependent ones. The highest achieving teams are the interdependent ones.

For interdependence to work well, trust is crucial. Trust empowers interdependence. Without trust, we become individuals in a maze, wasting time to find our way. With trust, we give each other a lift up as well as let others lead in areas of their gifts.

Principle 4: Progress is linear, non-circular.

Progress may not be exactly linear, as detours and potholes will surely happen. Overall, though, when looking at accomplishments, the graphical line shows linear progress. It is about getting from Point A to Point B in the straightest line possible.

What derails progress are circle-jerks. These are the people who talk in circles or always re-visit issues that have been already resolved. They keep teams in a circular motion, making everyone dazed and confused. People who do this may be extremely self-centered or inadequate in some way. To show their “smarts,” they chase their argumentative tail and all get confused in the process.

For collaboration to work, plans need to be built to take progress forward. For collaboration to work, meetings need to run in a purposeful, interactive, and results-oriented way. Working collaboration is proven when progress is linear.

Trust embraces accountability. If circles are being run, then there needs to be an accountability check to stop it. If progress is being thwarted or stuck, then accountability of actions needs to be reviewed and changes made. Trust enables forward progress, preventing circular, non-action and fostering mutual accountability.

Trust and Collaboration, Collaboration and Trust

Trust and collaboration go very well together. It is not about dampening individuality; it is about knowing everyone’s talents and gifts and using them fully. Effective collaboration requires trust, and trust empowers effective collaboration.

What trust principles do you embrace in collaboration? 

The post In Collaboration We Trust appeared first on Thin Difference.

The images from the Boston Marathon show the shock and horror. Even with such images more prevalent into today’s society, we still disbelieve such things can happen. The disbelief of why this would happen is positive in the sense it indicates we still have a certain innocence about us. We still believe in the general good of others.

The shock at this year’s Boston Marathon hits home to many of us. It hits home because we may know people who ran in it. We know of their preparation; we know of their family support through the months and then at the race itself. If we run, we know the vulnerability of being in just a pair of shorts and a t-shirt. We know the joy in the eyes of the people cheering us on. We feel the celebrations of achievement, of endurance.

As the blasts delivered their impact, we paused. It was a pause of the unknown and then turned to a pause of shock. And, the pause ended, and many jumped in to help in the best way they could.

For those of us watching from a distance, we also paused. We paused in concern for those we knew along with those we did not. We paused to gather our breath and senses of what just happened. We paused to feel the pain as best we could and then the empathetic reach of the helping hands.

As painful as this is for so many, we come back to the endurance.

Just as in the preparation for a marathon and the qualifying times, we endure.

Just as in the adjustments we make to deliver the best time we can, we endure.

Just as in the thoughts we center to work through the regimens, we endure.

Just as in the mission of bettering ourselves continues to unfold, we endure.

We endure for ourselves.

We endure for our families.

We endure for our communities.

We endure for our society.

Endurance comes through helping and giving to others. You can see the soul of endurance in the people running toward where the explosions occurred, hands extended to help those injured.

Business Insider published an article highlighting 13 examples of being “awesome” after the explosions. My guess is that you can multiple this number by hundreds and thousands as people stood up and jumped in to assist. And this will continue through the days and weeks ahead.

Endurance matches well with perseverance. Endurance delivers the strength, and perseverance delivers the steadiness in purpose. Endurance delivers the patience, and perseverance delivers the hope. Endurance is the body and mind, and perseverance is the soul. Both come together in tough times and in good times, just as we do.

The post Endurance appeared first on Thin Difference.

Aspire and Inspire: Digging Deeper

We read a quote, and we experience a warm feeling inside, calling us to think and work in a better way. We hear someone speak, and we stand up in an ovation of a call to act differently. We read a book, and we close it while opening up a new chapter in our life. We are inspired. Someone came into our life in some way, and we feel differently because of their message or actions.

I stand up, and I reach higher. I reach for that position to take me to new places, new responsibilities, and new influence. I reach for that opportunity to change the world through my writings. I rise up to the challenge of building a platform in which thousands gather to hear every word. I vow to change the world through my thoughts and actions. I aspire to do great things.

Inspire is an “others” activity and aspire is an “I’ activity. This may be too straightforward. However, do these two mix well? Is “aspire” the middle filling of sweet inspiration? Or, is being inspired enough to make a life work well?

Aspire and Inspire: Separate or Together

A disconnect happens when inspire and aspire standalone. When it happens, both lose their meaning.

We focus a lot on inspiration. We want to be inspired because we like the way it makes us feel. However, if we just inspire or feel inspired, is that enough?

Similarly, aspire in a solo mode can be limiting. Inside, we feel good about what we are thinking, writing, and doing. Without others involved, it loses some luster. It isn’t about always needing an audience for what we aspire to do; it is about how communities are needed to make things happen in real, meaningful ways.

So, let’s pair “Aspire” and “Inspire” and see what transpires!

Un-Engaged. If both inspiration and aspiration are missing from our lives, we lose our soul. We have a fire within, but it needs to be tended to. Without some effort, we become un-engaged and, worse, disengaged. Days float by as if we are lost at sea, and we are. There needs to be some level of either inspiration or aspiration to bring a spark to our lives.

Self-Engaged. What if we just aspire? Now, some would argue that one cannot aspire without some inspiration. Although there is some truth to this, there are people who have that inner drive and are comfortable pursuing large, meaningful goals without much inspiration coming in. Without a solid inflow of inspiration, aspirations may become hollow or off-target. Without inspiring others, we become figurines, standing for many to see but no one to hear.

It may be ego-centric people, or it may be people completely bounded up within their own world. Being self-engaged may eventually lead to frustration, dashed hopes, and delayed dreams.

Sideline Engaged. On the other side, only being inspired means we feel the passion of what is being said and done, yet we just wallow in the emotion. There is no action to bring it to life, enlivening it with our effort and unique talents. We sit on the sidelines, soaking it all in, yet we avoid getting in the arena of meaningful activity.

Similarly, if we are just stringing words together to stir up, we just run along the sidelines and never get in the game. A sideline life is a sidelined life.

Purposefully Engaged. When we add in the right mix of inspiration and aspiration, something magical happens. Purpose ensues! We have lofty goals; we have a meaningful mission. What we aspire to do stirs inspiration in others to join in. And, we are open to be inspired. It’s the fuel for our aspirations.

In tandem, aspiration and inspiration work amazingly well together, better than any duo you can possibly imagine. One powers the other and leans on another. When one is weak, the other re-engages us. When one is stronger, the strength pulls the other up. When both are robust, anything can be accomplished.

In this spirited place, we are open to be inspired. It fuels our aspirations. We also are committed to aspire to do great things in our life and in the way we lead. It energizes others, arousing them to do more and engage completely.

What’s Next?

The question is: Do you need to aspire to inspire? My answer would be a resounding “both!”

As leaders, we need to lift our words and actions up to accomplish meaningful, purpose-filled goals. Calling on ourselves and others to achieve bigger, better things for a common good is inspiring. Without aspirations, inspiration is a sporadic emotion, fading in and out of focus. We need to move beyond the quick-hit, feel-good moments and move into doing things that matter for the long haul, celebrating successes all along the way.

With aspiration, we see on the horizon what is possible, what can be achieved. With inspiration, we whistle while we do the work. It puts the sparkle in our eyes and in our soul.

It is time to aspire greatly, lead spiritedly. It is time to aspire to inspire.

How do aspire and inspire mix in the way you lead and live?

The post Do You Need to Aspire to Inspire? appeared first on Thin Difference.

“In a world where innovation and technology are constantly changing the way we live, one facet of daily life has remained relatively untouched for more than five decades. Since the introduction of liquid laundry detergent in the 1980’s, there has not been a fundamental shift in how people do laundry. Procter & Gamble is determined to change that with the introduction of new Tide® Pods™.”

All true. Innovation is unfolding in an industry essentially unchanged. The innovation is pre-measured detergent. In other words, with the pods, customers put in an exact amount. We cannot overfill the dispenser with liquid since it is encapsulated.

So what is the issue? “Total U.S. sales of laundry detergents fell 2.1%,” according to the Wall Street Journal. Although P&G benefits, competitors do not. In fact, James Craigie, the chief executive of Church & Dwight Co., puts the blame squarely on P&G: “Pod is killing the laundry detergent category.”

From P&G’s perspective, they have delivered an innovative solution that helps their customers get the “perfect dose” to put in their washing machine. Waste is eliminated, and convenience is enhanced. An industry result is less laundry detergent flowing since less is used.

This story raises an interesting question – Does innovation go too far at times?

There seems to be a simple test centered on the old principle of “do no harm.” But there is a twist to it. The twist is: Do no harm to people, communities, society, animals, environment, etc. Would revenue be included in this list? Probably not.

P&G is gaining greater customer loyalty, I would guess, with this product. They are definitely solidifying their market position. Competitors are hurt, but that’s competition. One firm innovates well; others do not.

Earlier, there were concerns about the Tide Pods. Children were mistaking the pods for candy and eating them. The result was illness. P&G responded with warnings and promised safety lids for the containers. This issue seems to have passed, but there was some harm with the innovation. However, it was quickly addressed and awareness raised.

Innovation: Harm vs. Good

We believe innovation is good, and most of it is. We can argue about too much innovation in weaponry. We can disagree on whether or not all technological advancements delivered real human and societal value. We can discuss the usefulness of all the varieties of medication available and if having a pill for everything is good thing. However we view innovation, we continue to tap our creativity and offer new and improved things.

Competitors complaining is just whining. Innovation being adopted is winning. Right?

As consumers and citizens, we may need to pause and ask: Is innovation going too far? If the answer is “yes,” then do we just choose to opt out? How can innovation be stopped? It doesn’t seem possible. Innovation seems to be a part of our DNA.

The “do no harm” test is a valid one to consider as we continue to innovate. The test needs to be placed in the right areas of our society though. There is a difference between competitive harm and societal harm.

A Weekend Challenge

This weekend, as you drive around town, identify the innovative good things you see. When you are using your digital device, ask what value you have you gained. Think about the last ten years and wonder how better off you really are. What difference has innovation made in your life?

 Look. Think. Wonder. Does innovation go too far at times? Add your answer and insights below.

The post Does Innovation Go Too Far at Times? appeared first on Thin Difference.