Escape From Excellence

At Archos Advisors, we have eleven basic beliefs about innovation and creativity that inform our work:

1. Improvement is not innovation. Improvement makes things better. Innovation makes new things.

2. Innovation is not possible without creativity.

3. Creativity is the necessary precondition for innovation. 

4.  Innovation is an action, but creativity is a state. We do innovation, but only after we are creative.

5. Creativity is a practice. It is not a talent. This distinction is meaningful and crucial.

6. Creativity is developed as a skill only after it is approached as a practice.

7. Innovation can’t be forced. When try to force it, we reduced it to a function of luck at best and we destroy it at worst.

8. Innovation can be invited and helped along by understanding the nature of creativity and its relationship to innovation.

9. While suffering is often associated with creativity, it is merely one of its catalysts. And it is unsustainable. The majority of creativity comes from something closer to joy.

10.  Creation does not come from nothing.  Creation is always a new take on something. We do not pull it out of thin air; rather, we work with existing materials.

11. We are all born with creativity. We just need to access it.

Look for our whitepaper about Innovation our website soon.

Thsi weekend, I devoured Walter Isaacson’s bestselling biography of Albert Einstein. This excellent book does a great job of helping us to understand both the science and the man. While Einstein was imperfect and a bit eccentric (he hated socks), his mastery is unquestionable. There were many excellent scientists in his circle who got close relativity, but Einstein had the decisive breakthrough primarily because he had escaped from excellence. He led with energy more than with effort (although his effort was herculean), and with intention rather than mere commitment. He also went beyond proficiency and expertise to attain true expression and perspective. And, even though his strategic moves are legendary, acumen was child’s play to him; he always sought wisdom in his science and denigrated science that lacked this wisdom.

But late last night, while in the last chapters, the elements of a new equation that explains so much of Einstein’s mastery leapt off the page at me. Here it is: C+A=W>M. To have fun wth symbols, let C be curiosity, let A be awe, and let W be wonder, with M as, you guessed it, mastery.

Einstein had a boundless curiosity, but it was always accompanied by an almost religious sense of awe. He was no mere puzzler, but needed to see to the heart of things. This curiosity and awe added up to a sense of wonder, a humble and almost child-like sense of that ’something more’ that transcends the mundane. And this wonder, even more than his technical genius, his brain, or his independance, is the driving force of his mastery. He had a sense of the beauty, of the possibility, of the sublime in nature, and he saw it as both his mission and his gift to understand nature, from atom to cosmos, and be devoted to it. He saw this as an act of artistic creation. This was his Dynamic Essence. He couldn’t not follow it. He built his life around it, and achieved mastery. The results were exponentially greater than what had come before. He also enjoyed, in his reknown, legacy, and “profit,” an exponentially greater reward. And with his unfailing good humor, he demonstrated that the costs of excellence were left far behind.

What a guy.

OK, we all know by now that the US economy has evolved over the past few hundred years from agriculture, to manufacturing, to technology, and now to creativity. Apparently, even in this tech-driven era, so much technology work and innovation can be outsourced or replicated globally, that our sustainable core competitive advantage, our national Dynamic Essence, is being labeled “creativity.”

Creativity is challenging because, like math, many people think it’s a specialized skill or, worse, a talent we’re either born with or we’re not. Many people hear, “Creativity Economy,” and think, “Uh-oh, I’m in trouble. That’s not me.” Often their bosses don’t help much, simply saying, “OK people, get creative! Let’s see those ideas!” But while some people are born with an extraordinary capacity for non-linear thinking, most people can learn to be creative. And jazz masters, those masters of our own national home-grown music, can teach us a lot. In fact, if sustainable U.S. prosperity requires us to be creative, then our own jazz musicians are the first place we should look for guidance. Here’s why:

Jazz musicians improvise. They compose on the spot (innovation), play what they hear as soon as they hear it (agility), respond to thier immediate situation (market conditions), listen to what it going on around them (culture and competition), find and express thier own unique voice (branding), do it in a team setting, i.e. a band (organization), and must reach and move a listener (customer). They are walking creativity, always channeling what’s inside into something new. What they do is both extremely creative, and also not unlike what people working to succeed in a creativity economy must do. (By the way, blues, country and rock musician’s also often improvise, but they are less defined by it, and they do it in a less complex context. So let’s stick with the jazz example.).

Here’s how: The best jazz musicians, the real masters, first achieve excellence. Then they escape from excellence. (more…)

Are we in a recession? Or a merely slowdown? Will it be deep, or shallow? Protracted or brief?

I don’t know, x 4.

But I do know that any leader should be thinking about how to sustain performance, and even how to defy the odds by achieveing greatness, while our employees are distracted either by fear of layoff’s, or wondering how to stay focused after surviving a layoff. The popular strategy for most people, leaders and associates alike, is denial, but as we’ve discussed elsewhere in this blog, denial is one of the Five Failed Strategies of Excellence and doesn’t work.

Usually, people confronting the challenges of a recession fear either losing their jobs, or keeping their jobs! The opportunity for leadership is to help people to understand that they will flourish either way, and to give them both the tools to do it and the confidence to know it. Working toward a culture of mastery can accomplish this.

Try this: Give your people an experience of escaping the excellence trap and tasting mastery. If it can transform fearand distraction into alignment, innovation, passion, productivity, and confidence (and it can), it will be one of the greatest gifts you can give your people, and one of wisest investments you can make in your business. You can start here. If every person is coming from their greatest strenghts and core identity, and by definition with great passion and productivity, bringing this to their work, several positive result follow:

- people will put fear aside and focus on the job at hand

- innovation will increase as ideas flow from sustained full engagement

- produtivity will increase as focus and passion increase, so more can be accomplished with fewer people

- survivors will continue without a hiccup

- laid off staff will stand out in the marketplace as self-possessed winners

- the business will gain (and spread) a reputation as a great employer in good times and bad

Ultimately, the usual troika of fear-denial, time management, and resentment will be replaced by a turbo-charged workforce. Typical management blather about how “this makes us stronger” will be replaced by inspiring leadership and an inspired, focused, and aligned workforce reality that has tasted mastery.

We’ve all heard the old saying about how success is 99% perspiration and 1% inspiration. That’s true, but it’s really only true if you’re in the excellence trap! Sure, it takes work to bring a good idea to life. And it takes skill. The Big Book of Failure is full of ideas that never saw the light of day because their creator had no idea how to take ideas from concept to reality. But when in the excellence trap, inspiration really is front and center only 1% of the time. And that’s too little. Only 1% inspiration keeps innovation rare, change small, and growth incremental. And worse, most people in excellence don’t really know how to be inspired, only driven. And there’s a difference!

Think about it. Drive is about commitment and effort, two of the virtues of excellence that get corrupted into entropy and fixation, and so become costs of excellence, specifically depletion and misalignment. On the other hand, true inspiration is about both unexpected, non-linear, innovative thinking, and genuine enthusiasm to do something with it. It comes from the Five Virtues of Mastery (energy, expression, perspective, intention, and wisdom).

The masters I know are about inspiration 70% of the time, and the rest of the time they bring it to life, more efficienlty and effectively, with lower costs and greater results. Look at the efficiency of the perfect golf swing, the effortless expression of the great saxaphone player, and even the lose-track-of-time quality of doing what you love.

Do these people look like they’re working? We’ve all known people who say, “That’s why they call it work.” But I have never met a master who says that! Only failures and mediocrities say that. They may be nice hard working people, salt of the earth, but they’ve lost the plot. Instead, masters say, “All work in sacred.” If you interrupted, say, Tiger Woods or Charlie Parker during a training or practice session, they’d likely tell you how hard they are working, and they are. Then ask them if they’d rather be doing anything else. Anyone want to guess what they’d say? (Hint: rhymes with snow). Their work and their inspiration are one. That is sacred work. That is mastery.

Each 1% increase in inspiration can create an exponential return. So let’s maximize return on investment by increasing Return on Inspiration.