“People don’t talk enough about how hard it is to make a change in the world, then you start and it’s really hard, and it isn’t talked about enough so how are people to know?”
While this isn’t verbatim the conversation I had this weekend, it is a version of a sentiment echoed by a friend with aspirations to make positive, concrete change in the way that people go about their day to day work.
I made the point that in fact, there are heaps of examples of people talking about how hard it is to build something significant, to change the way the world is.
One of the challenges is, we are hearing about the tough times from people who are through it, the success stories, and we are far more exposed to the successful end result than the behind the scenes hard work that went into it, and rightfully so, most stories are only worth hearing if they’ve finished the job.
Secondly, it is difficult because when you first hear about the tough times, it is usually in the context of your own excitement, enthusiasm and positivity around the beginning of your journey. I hear from new entrepreneurs, charity founders and young professionals;
“I know it’s going to be hard.”
“I’m prepared to make sacrifices.”
“It’s better to be doing it for my own thing, than stressing about doing the work for someone else.”
The narrative then often goes, you start something, then there is a ‘dip’ or a tough point, then you get through that, then you are home and hosed. Your dream is becoming a reality.
A dip, or ‘the dip’ conjures up a vision of a downward run into difficulty, followed by a climb back up to where you were before, back on the path to success.
In reality, building change is not about dipping off a path, it’s about climbing mountains.
There are big mountains, and small mountains, some are steep, others more gentle. There are well-known mountains with established routes to the top, and also non-conventional, less-crowded, but more difficult routes.
When you set out to change the world or build something, you are choosing a mountain to climb.
Are you choosing a mountain that has been done many times before? If yes, then perhaps because some of the pitfalls will be well known, you can anticipate certain challenges. On the flip side, you will most certainly have competition on that route because most people like to tread on paths that they can see. There are very few legitimate trailblazers in the world.
This can apply to industries and jobs and ideas that are already fairly well established.
The downhill is the easier bit, not the hard part, it happens once you summit and you’ve gotten where you want to.
If you want to get to the top quicker, because time is your main concern, you pick a smaller mountain, an easier, more visible route and you do more practice runs before you tackle it. There’s no shame in that at all.
If you want to go somewhere no one has gone before, or blaze a trail that no one else has done, from start to finish, you are choosing a tougher mountain.
This is not a dip, it is a difficult, unknown, uphill climb from day one until you get to the top. There will be almost no help, no map, no well-established place for you to rest. It will be hard, your will and resilience will be tested. There will be unknown hazards and you might be up there so long that the seasons change, you face rockslides, your gear fails, your hands and feet go numb and you are shaking from cold and hunger.
If you tap out of the climb, you never make the summit.
Leadership is not being in front of a group of people going up a well established trail, that is tour guiding. Leadership is blazing a new trail, on a new mountain.
The higher and steeper the mountain, the harder it is, the longer it will take. You cannot know all the challenges, you must only be prepared to endure whatever it takes to summit. If you come back down and never try again, you have failed.
If you come back down, up-skill, get in better shape and have another go, and another, and another until you summit… That is what resilience and commitment looks like. You can change mountains, you can jump onto a more established path, but you cannot claim to be a trail blazer at the same time. Commitment is getting to the summit you decided on at the very beginning and sticking at it until it’s done, not shopping around for easier mountains to climb.
If you are treading an established path, study up, learn, go with a guide a few times before going it alone and you’ll find the journey on your own far more predictable. If you are blazing a trail, be prepared for difficulty, for people to think you’re nuts, for risk and for pain. The less preparation you’ve done, mentally, physically, with your equipment or your team, the harder any climb will be.
If you are looking to make a change, a real, indelible, permanent and significant change, the only option is to take the hardest, steepest routes, the biggest mountains and blaze the trails that everyone else is too scared (or sane) to take.
Downhill is something to aspire to, not be scared of. The downhill is the reward. Don’t fear the dip, fear not making it to the top.
While I’m not necessarily the biggest fan of Tony Robbins, he said it well “Life's greatest rewards are reserved for those who demonstrate a never-ending commitment to act until they achieve.”
Change isn’t easy. Be a leader, not a tour guide.
- Josh Reid Jones - Founder - The Just Be Nice Project.
“What’s your elevator pitch?”
“Tell me in 10 seconds what you do?”
“You have 2mins to pitch us on our ‘shark tank style’ pitch event”
“You need a quick pitch that everyone can understand right away”
“It’s the Uber of….”
“It’s an app for…”
I am hearing these all the time in conversations about ‘entrepreneurship’, ‘start-up’ or ‘innovation’, and it is harming progress.
The main reason that it harms progress is that it makes complexity seem like a burden. That having a multi-levelled, detailed product seems unnecessary, unwieldy and inconvenient in an age where people are prepared to give you “10 seconds for a pitch”.
If you are really, truly on the cutting edge, you will be doing work no-one else is doing, playing with concepts, processes and outcomes that no-body necessarily thought possible or probable, perhaps solving problems that people who aren’t at the cutting edge didn’t realise were problems in the first place.
If you are comparing your work to something that exists, the uber-of or and app-that, then you are mostly repurposing an existing platform, perhaps making something more convenient, but not necessarily creating an innovation.
Simplicity of concept does not mean a better concept. Simplicity of participation is key.
Imagine trying to explain one of the simplest, most ubiquitous interfaces of our age, before it was well known. Google.
Q: “What do you do?”
A: “You type in what you are looking for on the internet, then we find if for you.”
Q: Oh? Like Yahoo?
A: No, not like Yahoo, we use different algorithms to determine the most relevant content for the search you have entered.
Q: But what is your mission?
A: “organize the world's information and make it universally accessible and useful.”
Q: Oh, like a library, or a school, or a university? We already have those.
Looking for a pithy “pitch” type explanation either leads to a conversation about the amazingly interesting complexity behind what it takes to organise the internet, or something that sounds vague enough that could apply to Yahoo, AOL, libraries or schools.
Google has a simple interface.
iPhones have a simple interface.
They are not simple. They are complicated, with features and technology built into them that would take weeks and months to work through. Simple interfaces do not mean simple concepts. You should not have to have a ‘pitch’ that covers all of the working parts of your organisation in ten seconds.
Rather than being intimidated by complexity, nuance and cutting edge expertise, we should ask people to teach us about their ideas, concepts, businesses and solutions. Teach us about why it might be necessary, Teach us about what is different and better about what your do, Teach us about how you have cultivated your expertise and understanding at the cutting edge.
Two minutes does not allow any real form of thoroughness to be put to ideas, so now there is a proliferation of ideas, pitches and people who have not been put through significant intellectual rigour, believing that a simple, ten second interaction is more important that an in depth, well considered solution or innovation.
It’s true, some people are not going to get your idea, that is always the case regardless of what your idea is. Usually that simply means that the idea is not for them. There is almost nothing that is a universally understood or accepted idea.
I have concerns that we are encouraging people to iterate at the expense of investigate, to pitch instead of teach and to look for quick, simple solutions, instead of simple ways to engage people in complete, comprehensive, well thought out and logically consistent solutions.
How about instead of seeing how quickly someone can get a pitch out, we see how deeply they’ve considered the problems they’re trying to solve. Instead of wanting a slogan, probing for intellectual rigour in the foundation of what they are doing? Instead of relying on emotion, we dig deeper into the durability of their methods?
We would love to see ‘teach’ culture become more prominent than ‘pitch’ culture. We would love to see rewards for those bringing depth over hype, and real cutting edge innovation over re-packaged existing solutions.
Don’t be wary of intricate solutions, be wary of inadequate ones.
Keep learning, keep working at the cutting edge and as always, Just Be Nice.
Given the hype online and in workplaces around the world, there appears to be a great appetite for ‘life changing’ conversations and for single attempts at interventions in the lives of others that ‘save’ them.
In reality “Life-changing” conversations are usually borne out of high levels of trust, understanding and care. People who need help rarely lean-in to advice given by complete strangers, even if it is good advice. I’m sure we’ve all shrugged off well-meaning, but seemingly irrelevant advice from a complete stranger before.
There are several ways to have life-changing conversations, but the most consistently successful way is outlined below. Note, it takes time, it takes care, it takes understanding another person’s situation and it takes trust. This is why parents, teachers, old friends and sports coaches often feature heavily in stories about building confidence, ‘saving’ people and having significant, insightful impact in the lives of others. They take the time to build trust, understanding and care.
While you can shortcut some of these elements, some of the time, getting the opportunity to change someone’s life usually requires investment on your behalf in their life. Whether you are a boss, a friend, a parent or just an associate of someone, taking the time to listen, care and understand them over time, is the most sure-fire way to get the chance to have a life changing conversation when they most need it.
So here it is; One Way To Have A Life Changing Conversation.
Step 1: Stop trying to have a life changing conversation.
Step 2: Have lots of conversations, make an effort in these conversations.
Step 3: Cultivate appropriate levels of care, trust and understanding.
Step 4: Understand that you can’t ‘fix’ everyone. Listen, encourage the people you speak to open up and tease answers out of them, answers that they perhaps already are thinking about.
Step 5: Keep going. Not to drastically change lives, but simply because you care. Over time, through many conversations, through many insights and opportunities for honesty, you may just have a life changing conversation… Even if you don’t know it just happened.
In the meantime, just look for opportunities to have conversations. Human interaction is a necessary part of being a human and it is an absolute privilege to have the chance to share a moment in time with someone else and improve their life by moments. Make every moment and interaction with you positive, and you’ll be improving the world around you, even if you aren’t dispensing regular, earth shattering, life-changing insights to everyone that you meet.
Keep paying attention, keep showing up, keep caring and as always, Just Be Nice.
If you are looking for ways to build more effective communication, trust, care and understanding into how you and your organisation operate, get in touch regarding our workshops and presentations designed to help people, help people.
Is your strategy for supportive mental health outcomes in your workplace limited to posters in the tea room, the occasional morning tea and yoga once a quarter?
Are you making distinctions between mental health issues that are caused by your workplace and issues that people have due to events occurring outside your workplace?
Of the issues that come up internally, are you taking the time to categorise them as issues arising between a couple of individual, or an individual and their team? Are you identifying what positive or negative affect the structure, culture and day to day operations of your workplace is having on your staff? Are your HR policies creating an environment of uncertainty? Are your processes for setting and talking about targets causing an unnecessary amount of stress amongst your staff? Have you decided as an organisation that happy, well adjusted people that feel secure will be more creative and productive? Are you ensuring that you are paying your staff a living wage?
I see a lot of organisations treating mental health support strategy outcomes for staff as add-ons, non-central to the function of the organisation. Positive mental health support can, and should be part of the central functions of any organisation. Being clear about the principles that guide your day to day operations and working in consideration for your staff and clients from the top down is a great way to embed a culture that improves the lives of everyone involved, as well as profitability and economy.
Next time you are thinking about assessing how you create an environment that supports, encourages and enhances the mental health and well-being of your people, get in touch to talk about ways to integrate organisational best practice in assessing, reporting, managing and supporting the mental well-being of your staff. Best practice is not a small bolt on, or simply a sub-committee of people that want to do events, it is structural and runs through the whole organisation for the better.
The Just Be Nice Project, Transforming business and community for good.
We live in an age where everyone’s able to ‘communicate’, and I use the term loosely, with one another across the globe with more ease than at any time in the history of the world. We also live in a time of unprecedented stress, anxiety and feelings of disconnection.
Why then, in a world that is “flat and hyper-connected” are we feeling more and more isolated and out of touch with ourselves and the world around us?
Michael Pollan, in his docuseries ‘Cooked’ explains how the traditional way of baking bread created a nutritious staple that for thousands of years provided sustenance to many. Hijacked by efficiency, profit and the mass-market, ‘white bread’ came to be popular with the advent of Wonderbread. This highly processed, nutrient poor, very popular item took the place of the more traditional sourdough over time. We then re-introduced exogenous vitamins and minerals into it to boost its nutrition profile, creating a poor facsimile of what was already, originally, a formula for nutritious, tasty and healthy food.
As society barrels towards the deification of ‘apps’, ‘insta-celebrity’ and smart phones, we are attempting simultaneously to reintroduce humanity to principles that we’ve done naturally for thousands of years.
Mindfulness, time alone, wearable step counters, apps for meditation, apps to remind you to say hello to your mother, apps to connect you to people that need help. All of these are poor imitations of things we have been doing for time immemorial.
We didn’t used to have constant stimulation, we operated in daylight hours, or by firelight. We didn’t watch TV constantly. We wouldn’t simply ‘post’ stories to the masses. We would become caretakers of myths and the songlines of people before us for the next generation and share stories with each other. We didn’t need ‘grounding’ we just played outside. We didn’t need an app to remind us to say hello to our neighbours, we engaged with them, cooked with them, ate with them, spoke with them. We didn’t need an electronic device on our wrist to count our steps, we simply walked where we needed to go. Communities and amenities were close, and ironically, communal. We didn’t need apps for meditation, because downtime was a natural occurrence. Seasons of the year allowed for variation in the kind of work we did, the environments we operated in and the challenges we faced together as a community. If we go back beyond the industrial age, ‘single parenting’ fades into irrelevance because the village community took responsibility for everyone in it.
We are not more connected, we simply have an inappropriate amount of availability masquerading as connection. We aren’t creating environments that curate connection, we are promoting environments that curate attention.
The problem with availability and isolation as a result of the industrialisation of human interactions will not be solved by an ‘app’. More niche variations on the deference of human interaction to screens will not improve our mental health or understanding of each other.
The answer lies in taking responsibility for one another. Taking responsibility means taking the time to understand the challenges and opportunities faced by people outside of ourselves. Taking responsibility means an active engagement with the people and places around us. It means placing a priority on human connection, not digital attention.
Let’s not try and add the vitamins back into the white bread of human interaction, let’s take a moment to slow down and do things the way they have been done for the vast majority of human history, let’s take responsibility for one another, look after one another and of course, just be nice.
If you wish to support our work bringing tangible support to communities and individuals in need, or need help with strategies and programs to look after those in your organisation, get in touch, become a partner, book a workshop or subscribe and be a part of changing the way people help people.
What if supporting children made them lazy and dependent on help from others?
What if they only look for help and support because they want to avoid hard work and responsibility in the future?
What if by helping, guiding, supporting and building up children we are only teaching them to be reliant on others, bludge and take no responsibility for themselves?
Obviously this is ridiculous. We know that children need support and care, they need help, encouragement, love, food, education, shelter, safety, clothing, friends, activities to maximise their physical and mental capabilities and engaging moments.
Why then, do we not simply remove the word 'children' and replace it with 'people'.
People need support in various moments through their whole lives, support from loved ones, support from community, support from government institutions and safety nets, support from people they interact with.
If you delay that environment for humans, if they grow up in disadvantage, in fear and without support, it can take longer to fill those gaps when they are older.
Supporting people doesn't make them weak, it doesn't make them bludgers, it doesn't make them reliant on others.
Supporting humans helps them to be the best they can be, and a world full of people being their very best is one we are constantly striving to create.
We believe that everyone deserves comprehensive, long-term support, when they need it. Building an infrastructure that ensures everyone in need gets the opportunity to relevant and engaging employment, housing and good mental health outcomes, regardless of how they came to need help in the first place.
Possibilities to live into, not expectations to live up to.
Still, we need your help. Subscribe, support or get in touch to get involved in changing the way people and businesses help people.
Equality, diversity, development and curation of opportunity is an active process.
It requires long-term comprehensive efforts to, at the very least;
1. Curate relevant opportunities.
2. Help communities understand and engage with these opportunities.
3. Provide wraparound services to communities to facilitate the engagement.
4. Have lines of dynamic communication ensuring the resources available are of the most benefit to the communities being developed and those supporting/providing the opportunities.
5. Have a diverse range of opportunities available, and allow for individuals to explore various avenues to fulfillment, employment and engagement so that they can make well-informed, relevant decisions and commit to pathways of development.
If we don’t have this as a minimum requirement for development of social outcomes we will continue to miss the mark for those in need.
The Just Be Nice Project is the only comprehensive multi-stage, multi-industry platform for developing and managing outcomes between enterprise and those in need, so get in touch if you’re looking to leave your positive impact on the world and open doors to those who otherwise would miss out.
Wrapping up the weekend in NSW and clearly One nation taking 6% of the primary vote in NSW is not the kind of result I’d like to see in Australian Politics. Particularly given the events of the last couple of weeks. However, rather than bang on about that right away, I think it highlights a need for more access to less confirmation bias for all sides of the socio-political spectrum.
We'll give away this free tip for the next innovation on Linkedin Twitter and Facebook because I strongly believe that until we do a better job of understanding the beliefs and anxieties of those we don’t agree with, we will not be able to move the needle effectively.
We need to listen more, learn better and discuss with each other in a more productive way if we are going to have any chance of improving equality of opportunity for all.
We work towards these outcomes with The Just Be Nice Project every single day. If you or your organisation are looking for ways to better understand each other and improve the lives of those in need, get in touch. My gratitude will be boundless as always. We cannot continue to change the way people help people without your support.
In the aftermath of one of the most horrific acts of violence seen on this side of the globe, we have to double down on our capacity to understand and support all communities.
Fear, whether from sources real or imagined, is a powerful devisive force in communities. We need to take the time to understand the source of fear in our communities and work to allay these anxieties and support people through their concerns so that we can all eventually support one another fully.
A rising tide lifts all boats, we need to ensure everyone is benefiting from the wonderful resources and opportunities we have in this country and prevent those who would take out their frustrations on the most vulnerable from doing so.
Eggs, unfortunately, are not the answer. In this moment, more than ever, we need more understanding. We need to be considered, grown up, rational and supportive. Division is never going to lead to cohesion, the harder people try to pull everyone apart, the tighter we must hold onto one another and ensure no one gets left behind.
If you are looking to improve your character as individuals and culture as a collective, you need to be looking in the right spot, asking and answering the right questions and building understanding in a way that makes sense to you. It’s not always easy, it can be confronting, but it is always worth it.
Get in touch to begin the process now and kick off 2019 with open minds, open hearts and a commitment to excellence as humans. You deserve to be the best you can be and we believe the world needs you to be the best you can be too.
Just Be Nice
A collection of articles relevant to pursuing the effective execution of altruism in the search for equality of opportunity.