Hardware vs Software

Photo of computer motherboard
Photo copyright ©2018 David J Crone. All rights reserved.

Are you a hardware engineer or a software engineer?

In my first job out of college, I did both. As a freshly minted Electrical Engineering graduate, I was thrilled to begin my first full-time job as an engineer at a small company where I got to do both hardware and software design.

You would think, that after 4 years of college (Ok, 4 1/2… plus a couple summers…), with heavy emphasis on the hardware side of things, that I would be better equipped to perform the duties of a hardware engineer than software. Especially since I had only a single semester course that covered the type of software I was doing at this job.

You would be wrong. Believe me, I was surprised as well.

It had nothing to do with the coursework in college.

What I discovered rather quickly was that hardware engineering requires a fully thought out, completely developed, and perfectly designed product before it goes to production. Once you send out the design for printing of the circuit boards, you are committed. Any mistakes you find after that point are quite costly to fix.

On the other hand, software engineering allows for a much more iterative approach. You write it, compile it, load it, and test it. Even if you go to production and later find a bug in the code, rolling out a fix is far less involved and costly than a hardware mistake.

I make a lot of mistakes.

Or, perhaps more accurately, I prefer the iterative approach to development of ideas. I like to start, develop a small bit at a time, test it, fix it as needed, then move on to the next bit. Sometimes in the process of doing this, I discover that a path I intended to follow is not going to work out. Sometimes changing course is a simple matter of changing from that point. Other times it means backtracking and going from there.

This happens frequently when writing this blog. I typically start with the title, thinking I am going to write about a particular thought. But, as the words come onto the screen, I discover it is heading a different direction. Rather than fight it, I simply go back and change the title to reflect the new endpoint.

I also follow the iterative approach when writing material in the act, and content for keynote presentations. I start with a particular idea in mind, create bits and pieces, put it together, test it, see how it works, and adjust from there.

I take a software engineering approach.

Other people I know prefer to have everything mapped out ahead of time. They plot and plan, design to a specific goal or purpose, with a concrete end product in mind. They do not vary from that objective. They thrive on making it all perfect before launch.

They are hardware engineers in their approach.

Note: This is not to say that all software engineering happens as an iterative process and that hardware cannot use this methodology. It is simply a convenient way to describe it.

Which one are you? Do you prefer to have everything well organized, lined up, and not deviate from the expectations? Or, do you like to dive in, get started, and adjust as you go along?

Both styles can work. But, it does help to understand your preferences. If you are in a job where the boss or organization as a whole is heavily biased toward the hardware engineering approach, and you are more of the software engineer, you are going to have challenges. Likewise in the reverse.

Knowing your approach and that of others around you is a good first step in being able to work better together.

Having a mix can be a good thing. In the computer world, hardware without software to make it do something is useless. Software without hardware to run it on is also useless.

Know your style and that of those around you. Work together to make something really cool.

 

Memories

Photo of bunnies in garden
Photo copyright ©2004 David J Crone. All rights reserved.

How long does it take for you to forget what drove you crazy?

We have all had relationships that ended, sometimes badly, and yet we find ourselves strangely drawn back to that same relationship that caused us so much pain. Why is that?

Memory is a fickle thing.

A friend of mine used to say that she judged the seriousness of any given situation by how long it would take before she could find the humor in it. Thus was born our favorite saying when things are not going according to our plans, “How long until this is funny?”

Recently, I performed at a local outdoor festival. Being local, many people I know came out to see the show. Several were coworkers at one of the places I used to work when I had a day job.

Enough time has gone by since leaving that particular employer that most of my memories are good ones. I especially miss the people I used to work with on a daily basis. For me, it is always the people that I miss the most.

When my wife catches me speaking with fondness about this particular former employer, she is quick to point out that at the time I left, I was overflowing with frustration, constantly complaining about the environment, and generally difficult to live with as a result. She’s right, of course. (She usually is.)

It was great to catch up with my former coworkers at this recent event. In talking with them, it was fun to remember the people I used to work with and the parts of the job that made it a decent place to work. However, I was also reminded of the things that used to drive me crazy about the environment. Apparently, it hasn’t changed much.

In case any of you reading this know which organization I am talking about, it is important to understand that I bear no ill will to the organization itself. They do great work in the community and I am a happy customer of the organization. But, just because you like to shop at Walmart, it doesn’t mean you would be happy working there. Meanwhile, some people love working there. It fits their style. Some people simply tolerate it. So it is with this former employer of mine. As I’ve said throughout this blog, it is all about fit.

How do you remember your former employers? Which ones drove you crazy at the time, but now you look back on with fondness, perhaps even wishing you could go back?

What if we could do that in the moment?

What if we could approach our current job as if we were looking back upon it in the future? Which parts would we choose to remember?

What if we could overlook the parts that annoy us now, the aspects that we will wipe from our memory over time, and focus on the good parts, the parts that in the future we will look back on with fondness?

How would that change the way we approach our work each day?

Enjoy the good parts. Tolerate the not so good parts. And, as always,  “Thank you for shopping at Walmart.”

 

Disappointment

Photo of climbing a rock wall
Photo copyright ©2018 David J Crone. All rights reserved.

What was your last great disappointment?

I don’t mean the regular everyday disappointments, like finding that somebody took the last cup of coffee, or mounted the toilet paper the wrong direction. No. Something that was a really – big – deal.

Mine happened last week. I won’t bore you with the details. Like many of our greatest disappointments, what is a big deal to us often seems trivial to someone else.

Don’t you just hate it when, while you are wallowing in the injustice of it all, someone else hears your tale of woe and points out the insignificance of it in the big picture of life? Yeah. So, I won’t delve into the specifics of this particular issue.

However, I will share that it was a big deal. To me. At the time. Perhaps later we can share with each other the specifics of what last sent us into a pit of personal despair and laugh about how out of proportion our respective reactions were. For now, let us enjoy the pain of that moment in the same way we enjoy picking at a scab and watching with fascination the renewed oozing of blood from the wound.

How long did it take for you to get over your disappointment? How many hours, days, weeks did you spend literally or figuratively lying on the floor thrashing about, pounding the carpet with your fists? How many people had to hear your tale of woe as you dumped your raw feelings of anger and disbelief upon anyone who provided the slightest opening to do so?

Ah, good times.

Elisabeth Kübler-Ross, a Swiss psychiatrist, is credited with defining the 5 stages of grief: Denial, Anger, Bargaining, Depression and Acceptance. Known as the Kübler-Ross Model, these 5 stages define the progression of emotional states typical of someone who is terminally ill, and also those who are dealing with the loss of a loved one.

What is disappointment? Is it not a sense of great loss? The loss of an idea. The loss of a goal. The loss of a desired outcome. The heartbreak of not getting what we wanted. Deep disappointment hits us in ways similar to grief.

In my biggest times of disappointment, I have definitely experienced Anger and Depression. Denial usually presents itself as disbelief. Bargaining typically plays out as a desire to refute, debate, and argue the decision. Eventually, though, I reach a state of Acceptance. I’m not happy about it, but I accept it. (Well, except for that toilet paper thing. It really needs to come over the top.)

I hope that you are able to reach that point of acceptance in your disappointments.

What differentiates disappointment from grief is what comes after we have reached the state of acceptance.

Do we give up on the goal? Or, do we dig in with renewed determination, learning from the experience?

Sometimes what we fail to achieve is a once in a lifetime opportunity. There is no second chance. Most times that is not the case. Sure, if you are an Olympic athlete, you might have to wait another 4 years for your next shot at the gold medal. And maybe you can’t be the first to achieve whatever it was you were targeting. But, so what? You can still go for it.

Maybe that specific job for which you thought you were the perfect match won’t be posted again at that one company until the person who got it instead of you leaves. There are other jobs and other companies.

In my case, the goal I did not achieve can be applied for once per year. The next window of opportunity for submission is not until next January. My intention? To start now in planning and preparation to make my application undeniable.

There are those (I’ve been guilty of it myself) who would suggest that even if you don’t attain the desired goal, even if you don’t win the race, or get the trophy, you are a better person for having gone through the process.

Yeah, right.

I am not a “winning is everything” kind of person. But, when I was a kid playing little league baseball, our coach only took us out for ice cream when we won. And only those who hit a home run got a banana split. It was a great reward for practicing and playing hard. If we didn’t win, we moped and dragged our baseball mitts on our way home. Then we showed up with fresh determination at the next practice.

Allow yourself the time to grieve. Go through however many of the 5 steps you need. Once you’ve reached the “A” for acceptance in the Kübler-Ross Model, add another “A”. Action.

Reset your focus. Determine your next step. Chart a new course. Try again.

Do not allow the disappointment of a single misstep to be the end of the climb.

 

There Is No Joy

Photo of field of spring flowers
Photo copyright ©2018 David J Crone. All rights reserved.

What brings you joy? What holds you back from experiencing it?

Most of us have participated in some form of an exercise designed to help us let go of a deeply held fear or concern. One method that many people have experienced is to write the fear or concern onto a piece of paper and then throw that paper into a fire, allowing the flames to symbolically consume whatever it was that was written on the paper.

Several weeks ago, during lent, I attended an appropriately somber church service on Maundy Thursday. After the service, I made my way through a series of stations for further reflection. At one of these stations, people were encouraged to write a concern onto a Post-It note and stick it to the cross, leaving it there as a way of releasing it and letting go of that concern.

As I sat there, pondering what to write, I glanced up and saw a note someone else had left. It said, “There is no joy.”

Those words struck me deeply.

I think a lot about joy. Joy is my purpose. Joy is at the heart of this blog. Joy drives nearly everything that I do.

At its core, the whole “Work Should Be Fun” concept is about joy.

I can understand not feeling happy. I can understand feeling sadness. I can understand many things. But, I can’t contemplate a life without joy.

Joy runs deep. Even in sadness, anger, or frustration, there can be joy.

To me, sadness is not the opposite of joy. Sad is the opposite of happy. Both are surface level sensations of the moment. They come and go.

Joy is eternal. It is deeply rooted. I find joy and hope to be more closely linked than joy and happiness.

The absence of hope is despair. So, for someone to say, “There is no joy,” says to me that they feel utter despair. They lack hope.

Without hope, we might as well sit down and give up. Hope keeps us going, even when things look bleak.

Joy and hope are inextricably connected.

Do you see the joy around you? It is everywhere. It is especially visible in this season of springtime. Take a moment to look around and see it. Then find a way to share it with others.

Take a moment to connect with another person. Walk down the hall, into the next cubicle, or talk with the person at the cash register. Share a few words. Smile. See the beauty that is all around. For just a moment, ignore the trash in the roadside ditch, look beyond the dirty dishes piling up in the sink, look away from the pile of unread emails in your inbox.

Experience joy.

 

Sorry I’m Late

Photo of David Crone on stage
Photo copyright ©2018 Tristan Hostetter. All rights reserved. Used with Permission.

Have you ever been late for something important? Really late. So late that the people who were counting on you to be there are calling you in a panic, wondering where you are?

Been there. Done that. It happens.

It doesn’t matter what caused it. Once you’re late, nothing you say can undo the fact that you are late. Yes, you should apologize. Yes, you should say you’re sorry – and mean it.

But, after you’ve said it, the most important thing is to move forward. Put the past in the past and get on with whatever it is that you were supposed to be doing in the most expeditious way possible.

This was brought home to me again this past weekend. On Sunday, I had a big event. Things did not go according to plan. Let me tell you the story.

[I should pause here and point out that every event I work is a big event. It doesn’t matter if it’s 20 people or 2000. To the people who planned it and the people who are there, it is a big event. So I treat it that way. When you hear me say “it was a big event”, don’t be overly impressed. It might be my neighbor’s birthday party. Having said that, this story is about a bigger than average event.]

This particular event took place in a high school auditorium. If you’ve ever been involved in the technical side of theater, you know that there are components that require special skills and knowledge. Some things are safety issues, e.g. raising and lowering curtains, screens and other things in the fly space. Most theaters have rules about who is allowed to operate those mechanisms, for very good reasons. Then there are the lighting and sound consoles. While there are similarities, every installation has its own quirks that require specialized knowledge to properly and safely operate that equipment. Most theaters have these locked down, either by controlling physical access to the equipment, or through passwords, or both.

There were many complicating aspects with this particular event. The vast majority of events I work, it’s just me. I am a one-person roadie handling transport, setup, performance, and teardown. This particular event was complex enough on my end to enlist the help of a 3-person crew.

Because there were so many pieces to this event, and having a crew, I had a 4-page document with a detailed timeline and all of the steps that needed to happen at what time in order to make the show happen. For several weeks leading up to the event, I had exchanged a number of emails with the lead teacher (we’ll call him Bob) in charge of the technical side of the school’s theater. Everything seemed to be in order, ready for the big day.

It was going to be a tight schedule to make it all happen. The show was scheduled to start at 3:00. Doors to the auditorium were to open at 2:30. We couldn’t get into the building until 1:00. That didn’t leave a whole lot of wiggle room.

We arrived as planned, got into the school at 1:00 as planned, and started our setup. By 1:30, I noticed Bob had not yet arrived. No worries, I told myself, I’m sure he’ll be here soon. We had this all covered in our emails. When it got to be 2:00 and he still wasn’t there, I raised the flag with my client. Without Bob, we would not be able to pull off the event.

(If it had come down to it, I would have figured out a way to do some kind of performance. It just wouldn’t have been the one we had planned.)

My client started the phone tree and I went back to my checklist, jumping ahead, doing things a bit out of order, covering as much as I could to be ready to go back and catch up when (if) Bob arrived.

By 2:30, Bob still had not arrived.

It was at this point that I was exceedingly grateful for my crew, who are all friends of mine. They helped keep me centered, focused, and breathing steadily. (Thanks, guys!)

One of the added complexities of this show was that I had a 20-minute pre-show video. It is a fun introductory piece, a show before the show, full of little hints as to the show that is about to happen. It’s not really possible to cut it short. It needs to run in its entirety, because it sets up some things that happen later in the show. In order to start the show on time at 3:00, this video needed to start at 2:40.

Bob arrived at 2:41.

Let me state for the record that Bob is a super nice guy. He was clearly embarrassed that he was late. I hold no grudge against him. How could I? I’ve been there. I’ve been the guy others were counting on who wasn’t where he was supposed to be at the appointed time. I get it. These things happen.

It really doesn’t matter why he was late. Why is not important. I’ll say that again: Why is not important.

What is important is what you do when you get there. Bob nailed it. He jumped into action the minute he arrived.

We got the pre-show video started at approximately 2:47. Only 7 minutes late. Not bad, considering the circumstances.

Thanks to our numerous emails leading up to the event, Bob had the lights preprogrammed and ready to go. He just had to push the right buttons.

It was a bit awkward, but we then did my sound check on top of the pre-show video. Rather than go through the character voices I would typically do in my sound check, I simply spoke to the audience about live theater. This is what happens. Things don’t always go according to plan. You run with it. Usually when you arrive at a show, all of this stuff has already been taken care of. Today you get to see what it looks like behind the scenes. Thank you for your patience. Get ready to have some fun. The show will be starting soon. Excuse me while I go finish getting ready. End of sound check.

How would you have reacted in this situation? Whether you relate more to Bob, or those waiting for him, what’s your typical response when things go wrong?

Too often we find ourselves getting stuck in the “why” of something gone wrong. It is so easy to get lost in the injustice of it all. Who did that? Why did they do that? How could they do that?

To which I say, “Who cares?”

It happened. Move on. Eyes front. We have a show to do. Let’s get this rolling.

And now, ladies and gentlemen, please welcome to the stage…

Showtime!

 

What Do You Think?

Photo of Llama
Photo copyright ©2010 David J Crone. All rights reserved

“What do you think?”

Have you ever asked that question? Did you get the answer you were hoping to hear?

Here are a few scenarios:

  • You just served a meal that you spent a week researching and 4 hours preparing.
  • You finally opened up to a friend about a new direction for your life that you have been nervous to share with anyone.
  • You shared a new logo for your company that is fresh from the graphic designer.
  • After weeks of preparing in private, you delivered a final test run of your presentation to a friend or trusted colleague 2 days before the big event at which you are to deliver it.

When you ask that question, what are you really seeking? Most of us, when we ask that question, are seeking affirmation. We want to hear, “That was great!” Or, “I loved it!”

Sometimes we are looking for feedback on a specific aspect. Was there too much salt? Do you like this color in the logo? That photo on slide 23, was it too much?

What we often get is something we didn’t expect. Our friends and family, in an effort to be helpful, often take this opportunity to offer feedback on some aspect of what you shared that is outside of what we needed to hear at that moment. Or, they express something in general terms, where what we needed to hear were the specifics of what made them think that.

The result is that we feel crushed. Deflated. Hurt. Maybe even angry.

We think: How could they be so insensitive? Why do they always go for the jugular? See, this is why I don’t ask for feedback. All I get is negativity.

Soliciting and receiving feedback is a skill. It takes practice to develop. You might even call it an art.

If you are not getting the feedback you are looking for, it might not be the thing that you are soliciting feedback about that is the problem. It might simply be that you are asking for it in the wrong way.

Of course, sometimes what we just shared really did suck. But, I’m not talking about those times. I’m not too concerned about those instances because I trust that each of us, inside, knows when that is the case.

We’re all familiar with the dreaded question, “Do these pants make me look fat?” We can laugh about it, but that’s actually a great question. It is specific as to the feedback being sought. It is not a general question, such as, “What do you think of my outfit?” It is specific about one article: the pants. And it is not generic in the request, such as, “Do you like these pants?” No. It is clear that the one thing the person asking is concerned about is whether those pants, specifically, make them look fat.

My advice when soliciting feedback is to be specific in what you ask. Be clear to the person about what would be most helpful to you.

Instead of, “What do you think?”, ask something specific. Here are a few examples:

  • For that meal: How was the spice level? Too hot? Not hot enough?
  • For that new direction in your life: Knowing me as you do, what is the biggest aspect of this that surprises you?
  • The new logo: Does this make you want to know more, or run away?
  • The presentation: Did the images help you connect with what I was saying? Which ones worked best? Which ones did not?

If we do find ourselves asking the question, “What do you think?”, probe deeper into the response. If the answer is, “I hated it.”, ask, “Why?” Go for the specifics. You might have served a meal that contained a lot of cooked carrots. I can’t stand cooked carrots. Everything else about it was great. But, that one detail set me off. My response to the question of, “Did you like it?” would have likely been a simple, “No.” Don’t be offended. Dig deeper. Find out why.

The same goes if the response is, “I loved it!” Why? What about it, specifically, did you most enjoy?

Then, with that information in hand, you can decide what, if anything, you are going to do with it. Maybe you love cooked carrots and the group of people you are planning to serve that same meal to next week also love cooked carrots. Go with it. Just don’t invite me.

A key component of soliciting feedback is to remember that each person’s opinion is simply one data point. That one person might not even be a good representative of the intended audience for whatever it is we have solicited the feedback.

Ultimately, we need to trust our gut.

What do you think?

 

The Nedlog Rule TM

Photo of sign that says "Fatface"
Photo copyright ©2017 David J Crone. All rights reserved.

Do you live by the Golden Rule?

“Do unto others as you would have them do unto you.”

That’s great. It’s a nice starting point. It’s a good concept for how we should treat other people.

Here’s the problem: We forget to apply it to the person in the mirror.

How do you talk to yourself? If you spoke to other people the way you speak to yourself, would have have any friends?

I am a member of Toastmasters. Maybe you’ve heard of it. It is best known as a place to learn to speak in public. It is much more than that, but that’s enough for now.

At a typical Toastmasters meeting, a number of people will stand and give a prepared speech. For each of these speakers, another person takes notes and provides an evaluation with the goal of providing the speaker helpful ideas on how to improve.

Being an evaluator is just as important as being a speaker. One of the concepts we are taught is the sandwich technique. When giving an evaluation, start with something positive (something the speaker did right and should continue doing), then something that could be improved, then end with another positive.

This same sandwich technique is often used in annual evaluations at work. Managers are typically taught to start and end with positive reinforcement, while delivering the areas where improvement is needed in between these positives.

While the sandwich technique is a good model, a more important aspect when providing feedback is to focus on the action or behavior rather than the person. Telling someone, “That thing you did was really stupid,” is far better than saying, “You are stupid.”

And yet, how do we tend to talk to ourselves? Rarely do we use the sandwich technique on ourselves. Worse, we tend to go straight to attacking the person (our self) instead of the action. “I am so stupid!”

That brings me to the Nedlog RuleTM. If you haven’t figured it out yet, “nedlog” is “golden” spelled backward. If you looked at the word “golden” in the mirror you’d see “nedlog”.

The Nedlog RuleTM:

“Do unto yourself as you would do unto others.”

Show yourself some love. Treat yourself with the same respect that you show to others.

Planting Seeds

Photo of wildflowers
Photo copyright ©2018 David J Crone. All rights reserved

Have you ever wondered whether Johnny Appleseed went back to see what grew from the seeds he planted?

We’ve all heard the stories of Johnny Appleseed. Folklore has it that he spread seeds everywhere he went. Some stories say he created meticulous nurseries. Others suggest he strewed seeds randomly as he traveled along.

Seed planting is a powerful metaphor for leadership. Leaders are planting seeds constantly, whether they are aware of it or not. Sometimes the seeds are carefully planted with a specific outcome in mind. Sometimes it’s more like a person carrying a heavy burlap sack of seeds on their shoulder; the bag has a small hole in one corner; seeds are falling randomly as the person travels along their way.

In my career as a leader, there have been many times when I set out to plant seeds on purpose, to create a meticulous nursery. I had specific goals in mind for what I wanted to spring forth from the seeds I planted.

What I have found over the years is that the seeds that randomly fell from the sack were the ones that had the most impact.

We’ve all heard the saying, “Actions speak louder than words.” This is especially true when it comes to leadership.

No matter what we say or how fancy the animated graphics are on that PowerPoint presentation we use at our all-staff gathering, what we DO, how we BEHAVE, on a regular basis is what people will remember. Those are the seeds that will take root and grow.

Every once in a while, I hear from someone with whom I previously worked. They’ll say something to me that starts with, “You always said…”, or “You once told me…” and my initial reaction is, “I did?”

I enjoy these encounters, especially when what they took away was something that has been beneficial to them and/or others. Human nature being what it is, I tend to hear more of the positive stories than negative.

I recently received this text from a friend with whom I used to work:

I received the 1st quarter leadership award last week from our CEO. My team nominated me. Seems I’m making a difference in folks’ lives and careers. Sharing this not to boast but to let you know what a great mentor you are. Thank you.

I’d like to take credit for planting those particular seeds on purpose. But, I can’t, really. All I can do is turn around, realize that the sack I am carrying has a hole in it, and notice that some of what is falling has taken root to become something beautiful.

To be sure, there are things that have fallen out of my sack that did not grow into such a heartwarming result. I am sure there are people who could tell you about the weeds they have had to pull. For now, I will enjoy the good plants.

As a leader, you are always planting seeds. What’s falling out of your sack?

 

Make Someone Mad Today

Photo of choices at a bakery
Photo copyright ©2018 David J Crone. All rights reserved

When is the last time a choice you made resulted in making someone else mad? Downright, name calling, temper tantrum throwing, angry.

Did you enjoy it?

Probably not. If you did, I’d be concerned.

Most of us do not enjoy making other people angry. More accurately, most of us do not enjoy it when other people are mad at us.

Right there, the last word in that previous paragraph, is the issue. “Us.” It’s all about us. We dislike making other people upset because of how it reflects on us. We want other people to like us. We want to be loved.

We seek approval, affirmation. If someone is mad at me, I must have done something wrong. Right?

Maybe. Maybe not.

When is the last time you were angry? Blood boiling, head throbbing, ready to punch something, angry? What was it about?

I’m going to go out on a limb here and guess that, ultimately, it involved you not getting your own way on some issue.

In those instances, I am also going to guess that once the dust settled, after some time had passed, once you’d had the opportunity to look at things from a broader perspective, you were able to see that maybe the issue, decision, statement, whatever it was that set you off, was the “right” thing. You still might not be happy about it, but you could see it was the best choice at the moment. Even if you were not able to say, “I was wrong,” you were likely able to say, “You were right.”

Leaders are often put into a position of making decisions that are unpopular. Sometimes these decisions make people downright angry.

Many times, the level of anger that results from an unpopular decision comes down to how the decision was made and/or is communicated. That is a deeper topic for another time. For now, let’s focus on the willingness to make a decision regardless of its popularity.

One of the guiding principles taught to me for making difficult choices as a leader is the 5 year rule. When we look back on this decision 5 years from now, will we still see this as the right choice?

The exact amount of time we project into the future isn’t all that important. Although, it should be long enough that you are beyond hurt feelings of individuals who are going to be impacted by the choice.

If we allow an unwillingness to upset people to stymie our ability to make a decision, we have failed as leaders. In the words of Neil Peart in the Rush song, “Freewill”,  “If you choose not to decide, you still have made a choice.

Do take the impact decisions will have on people seriously. Weigh the costs and benefits. Understand the full impact of the decision. Then make the choice. Even if it makes someone mad.

As a final thought, I leave you with this old groaner of a joke:

Johnny: Why are you so sad?
Billy: We shot our dog.
Johnny: Was he mad?
Billy: Well he sure wasn’t happy about it!

Watch, Do, Teach

Stylized photo of water
Photo copyright ©2011 David J Crone. All rights reserved

What phrases stick in your mind?

Here’s one I heard when I worked at OhioHealth: Watch one, Do one, Teach one.

The person who taught me this phrase explained that this philosophy was engrained in her as a nurse. To fully learn a new procedure, you watch it being done, you do it yourself, and then you teach it to someone else.

That last step is critical. It is what separates common practitioners of any craft from the masters. It is where most of us stop short.

Think about it. If you are going to teach something, there is a level of expectation that you know the material. It forces us to raise our game. We must have the confidence in our skills if we are to teach others.

I believe that is why so few of us teach; we lack the confidence in our own skills or knowledge. That is a shame. There are many people with much to give, who hide behind a cloak of fear.

A clear benefit to teaching others is that we learn more ourselves. One of  my friends in college taught classes at another school. He was not the smartest person in our own classrooms. But, he was a good teacher. His own struggles as a student helped him as a teacher because he could relate to his students’ challenges. He shared with me how much he was learning by teaching. He also shared his joy in receiving high marks from his students.

You don’t have to be a master of the material to teach. Some of my most memorable teachers in school were those who, rather than spewing forth their vast knowledge from on high, invited us to join them in their own journey of exploration on the subject. Those shared explorations were far more interesting than sitting through boring lectures.

Now it’s your turn.

Watch one. Do one. Teach one.

(Side note: I take this concept of teaching seriously. I now offer one-on-one coaching for speakers and entertainers who want to better connect with their audiences. If you want your time in front of others to be more powerful, give me a call.)