Audacious Dreams: The Key to True Inclusivity

Real, genuine inclusion is hard. It demands a level of effort and commitment that can feel daunting. But it’s also essential.

The Tough Reality of True Inclusivity

Creating a truly inclusive culture—whether in a society, a company, a small team, or even a family—in a diverse environment requires a special mindset. We have to believe that everybody matters and has a place if they treat others with respect. More importantly, we have to believe that it’s possible for everybody to matter.

Here’s what I mean by “it’s possible” for everybody to matter. Some situations feel like a prisoners’ dilemma, where not everyone can win. For example, multiple people vying for the same CEO position may see each other as competitors. Only one person can win, so it feels like others must lose.

Or consider children who feel they must be their parents’ favorite to feel secure and loved. This zero-sum mindset leads them to believe that not everyone can matter equally.

People who think this way might believe: We can’t have true inclusivity because there will always be winners and losers. Only winners matter. Everyone mattering is therefore impossible.

Inclusivity is hard because we must overcome this zero-sum mindset—that the world must always have winners and losers—to begin creating an inclusive society, company, or team. We have to believe that it’s even possible for everyone to matter.

Simply saying that everybody matters and it’s possible for everyone to matter can be dismissed as cheap talk. Why should we believe it’s possible for everyone to matter when the zero-sum mindset is so pervasive? A skeptic might say, “prove it.”

And to be fair, examples of true inclusivity are rare and often seem exceptional. How many spaces have you seen where everyone truly mattered? When I think of public examples, I think of the Apollo program, which brought together diverse talents to land people on the moon. Other examples include the Manhattan Project, the Toyota Production System, Microsoft’s transformation under Satya Nadella, and Southwest Airlines in its heyday. But even these examples have flaws and limitations, showing how hard it is to scale inclusivity.

Audacious Dreams

Inclusion is a complex phenomenon that’s hard to explain, but I think a big part of it is dreams. We need audacious dreams.

Inclusion is really hard. To counter the zero-sum mindset, inclusion can't be voluntary. It has to be involuntary, where we have no choice but to put aside our fears and egos and create the gravity that brings everyone in.

Audacious dreams create this gravity and make inclusion emerge. When we have a dream that matters deeply, we do anything to bring people in to achieve it. We look for the superpowers in others to help make the dream come true. With these dreams, we forget how hard it is to build an inclusive culture and just do it because we care about the dream and the mission.

I saw this when I worked at the Detroit Police Department. Many leaders, community members, and staffers—inside and outside of government—had the audacious dream to reduce gun violence in Detroit. This was audacious because for decades, Detroit had been one of the most violent cities in the country, with no data suggesting it would change.

The audacity of this dream brought everyone in. We had no choice but to include people because there was too much work to do. We had to find and involve new funders, community partners, law enforcement agencies, university researchers, and even victims and perpetrators of violence. We had to be inclusive and find ways for everyone to contribute their unique gifts because the dream of reducing violence was so challenging.

I’ve been away from this work for several years, but a lot of good work to reduce gun violence in Detroit has happened in the past decade. Audacious dreams that foster inclusivity are possible.

Guarding Against the Dark Side of Dreams

Audacious dreams create the gravity that helps inclusion emerge involuntarily. We need audacious dreams about “all of us.”

Yet, if contemplated with bad intent, audacious dreams can also be dangerous. There are many examples of people who manipulate others by sharing an audacious dream, recruiting people to help them, and ultimately pursuing an agenda of self-enrichment.

It’s also easy to use audacious dreams to be selectively inclusive—only including a chosen few and excluding others to build in-group unity.

How do we ensure our audacious dreams lead to an inclusive culture instead of a toxic one?

I think how we, as individual dreamers, dream matters. Is our dream one where the final image is of our own personal glory? Or is the final glimpse a better future for everyone? Is the dream about just us as individuals or all of us as a group?

This is hard. I’ve struggled with delusional dreams about my own advancement and personal glory for decades. I try not to be too hard on myself because our culture worships achievement, but it’s true. I’ve had dreams of being inaugurated as a senator or giving a press conference as a CEO. Even after seven-plus years of inner work as I’ve written a book - Character by Choice - which goes deep on the inner work that builds our capacity to be good people, I still relapse into dreams about moments of personal glory instead of dreams about all of us.

But this inner work is worth doing because we desperately need audacious dreams that create the gravity to bring everybody in. We need to leave ourselves no choice but to find ways for everyone to matter. I truly believe that an inclusive culture will lead to a healthier, more prosperous, and greener world in the long run. So we have no choice but to dream audacious dreams.

But like power, audacious dreams can corrupt. If we make them about just us instead of all of us, those dreams can lead to exclusion and exploitation.

We can’t have it both ways. If we want to create an inclusive culture, we have to dream audaciously. But we also have to do the inner work to ensure those dreams aren’t about just us, but about all of us.

Imagination is a Foundational Leadership Skill

I define leadership as the act of taking responsibility for something.

However, one crucial element that underpins effective leadership is frequently overlooked: imagination. From my experience, both personal and professional, I have learned that taking full responsibility for a project or goal requires the ability to vividly imagine its realization. This power of imagination is not just a lofty concept but a practical and essential skill for leaders.

To inspire a team to bring our vision to life, we must articulate it clearly and compellingly. This act of sharing our imagination is what we commonly refer to as having a vision. Whether you are a CEO, product manager, entrepreneur, artist, politician, or parent, the ability to communicate your vision is fundamental to effective leadership.

Imagination operates on three distinct levels when we take responsibility for a project. To illustrate, consider the creation of a running shoe. The first level involves envisioning the product itself. What does the shoe look like? How is it designed? What makes it unique and special? This product vision is the core of what we aim to create, whether it’s a shoe, a family, a city, or a store.

The second level of imagination is what I call the market or cultural vision. This involves envisioning the broader impact of our product or project on the world. For our running shoe, we must consider who will be using it. Are they solo runners or part of running clubs? How does running with our shoe change them as individuals? What new stories do they tell themselves because of their experiences? How do these runners interact with others differently? Envisioning this broader impact helps us understand how our efforts contribute to making the world a slightly better place.

The third level of imagination is the internal vision, which focuses on the process and team dynamics required to bring our vision to life. For the running shoe, this means imagining the manufacturing process: How will the shoe be made and designed? Who will be part of our team? What kind of culture will we cultivate within our team? What will our interactions look and feel like? If a documentary were made about our journey, what key moments and values would it highlight? This internal vision ensures that we have a clear roadmap for achieving our goals.

In essence, a leader is someone who takes end-to-end responsibility for a project or goal. To do this effectively, the ability to imagine and share what’s in our mind’s eye is essential. Without this, we risk merely replicating someone else’s vision instead of creating our own.

This brings us to two key “how” questions: How do we get better at imagining, and how do we assess imagination in others?

To improve our imagination, we need practice. However, imagination cannot be practiced in the abstract. We must engage in the act of creation—whether it’s building a custom shelf, writing a book, painting a picture, or organizing a street festival. The process of imagining often unfolds naturally as we commit to building something. We don’t set out with the intent to imagine; instead, we follow our instincts, commit to the project, and let the imagination flow.

Assessing imagination, particularly in an interview setting, is relatively straightforward. Ask candidates to share their dreams—whether for their current company, their family, or their community. Encourage them to elaborate with follow-up questions. If, within 5-10 minutes, you can vividly see what they envision and feel excited about it, they likely possess a refined ability to imagine and communicate their vision. Chief James Craig, who led the Detroit Police Department while I was there, emphasized this principle: “We have to talk about our dreams.” I wholeheartedly agree.

To ground this discussion, which may seem abstract, let’s envision a world where people are committed to making their corner of the world a bit better by bringing their dreams to life. Achieving this requires the ability to imagine and clearly communicate what’s in our mind’s eye. How do we cultivate this capability? By building things and talking about our dreams.

For Men, It's Bigger Than Just Crying More

While I don’t speak for all men, I believe many share this view: phrases like "it’s okay to cry" and "you need to talk about your feelings" are not always helpful.

To be healthy, human beings need to express themselves. The problem with the phrases I mentioned (and others) is that they prescribe a specific means of expression. Not everyone likes or wants to express themselves through conversations about their feelings or through tears.

Personally, I express myself through words (writing, talking) and physical expressions (tears, laughter, singing, dancing, hugs). But those aren’t the only healthy means of self-expression. Athletics, fine arts, martial arts, carpentry, cooking – these are also healthy ways to express oneself.

While these phrases are true – it is okay to cry, and people probably do need to talk about their feelings to some degree – throwing them around can cause withdrawal. Men who aren’t naturally cryers or talkers withdraw when others impose a specific means of expression onto them. Even as someone who is a cryer and a talker, I feel controlled and violated when people insist that men need to cry and talk more, despite agreeing with the statements themselves.

It’s more productive to remind everyone, regardless of age or gender identity, that we need to express ourselves to be healthy. Instead of saying, “it’s okay for men to cry,” it’s more effective to ask, “how do you express yourself, and what type of forum do you need?”

This post may sound like a rant, and in some ways, it is. However, I appreciate the intent behind encouraging men to talk about their feelings because many men, myself included, have faced or will face challenges. I’m glad people are starting to understand that men and boys – and other groups too – have unique mental health challenges.

These challenges are reflected in suicide rates. Here are three informative data sources about suicide rates and how they intersect with gender, age, occupation, and other factors. The punchline is that men have higher suicide rates than women, particularly Native American and White men.

• American Foundation for Suicide Prevention - Suicide Statistics

• CDC: Suicide Rates by Industry and Occupation — National Vital Statistics System, United States, 2021

• Population Reference Bureau: In U.S., Who Is at Greatest Risk for Suicides?

I’m suggesting there’s a better way to communicate with men about mental and emotional health. While I appreciate well-intentioned phrases like “it’s okay to cry” and “it’s important to talk about feelings,” I believe they often lead to closed doors, particularly for men. A more effective approach is to emphasize the importance of expression and begin a conversation about how each of us wants and needs to express ourselves.

Pull the Tomatillos: A Gardener’s Parable of Enterprise Leadership

This parable about enterprise leadership and strategy starts in our backyard vegetable garden in Detroit.

Our small urban garden in Detroit is a raised bed measuring just 4x12 feet. As novice gardeners, we often cram in more transplants than we should. Despite the tight space, tending to the garden is a joy, and I often talk to the plants while working the soil.

Last year, we took a chance and planted tomatillos. Although they grew well, we didn’t use them much because I wasn’t sure how to incorporate them into recipes, and we didn’t harvest enough to make it worthwhile. Many of the tomatillos fell into the bed and nestled into the soil. This year, tomatillo plants sprouted up all over the raised bed with cheer and resilience.

This weekend, while clearing weeds and preparing the bed for the fall crop season, I reflected on a lesson in enterprise strategy and leadership. We belong to a wonderful garden club, Keep Growing Detroit, and I’m picking up transplants from them this week. This is where the parable begins to take root.

As a gardener, some choices are easy. Do I pull the weeds? Absolutely. Weeds steal resources and space from our vegetables. It was sad but straightforward to cut our losses and pull the carrots we planted. Despite our efforts, the carrots didn’t thrive because weeds and grasses consumed the resources and space they needed to grow. Moreover, we planted them 2-3 weeks too late, and the cool-weather-loving carrots couldn’t withstand the heat. After assessing the situation, it was clear these carrots wouldn’t reach maturity.

We were disappointed because carrots are a family favorite. They’re delicious, and it’s fun to pull them while joking, “What’s up Doc?” like Bugs Bunny. Despite being a risk worth taking, the carrots didn’t turn out as planned.

Next, I had to decide about the tomatillos. Should I pull them or let them grow? The fallen tomatillos were thriving, already fruiting with many more to come. Ultimately, I decided to pull the tomatillos from the bed. It was painful and felt wasteful since they were already producing fruit.

What I realized was that even with a bumper crop of tomatillos, I would have had to go out of my way to use them. Honestly, I wasn’t interested in experimenting with new tomatillo recipes; I would have preferred trying a new vegetable like a pepper, squash, or bean. I would have used them, but I wouldn’t have been excited about the results. Tomatillos weren’t going to get me where I wanted to go.

In our garden, those tomatillos represented a real opportunity cost. With limited space in the bed, keeping the tomatillos meant losing the chance to plant fall crops that would better serve our needs. The tension was real; the tomatillos were already fruiting, creating inertia to leave them in the ground. But I knew I had to pull them because of the opportunity cost. Even a bumper crop of tomatillos wouldn’t help me achieve the outcomes I cared about.

We have to pull the tomatillo priorities. In enterprises, just like in a garden, attention and resources are limited. As enterprise leaders and strategists, we must focus on initiatives that not only bear fruit but also get us to where we want to go.

Every enterprise I have worked in has projects analogous to the weeds, carrots, and tomatillos in my garden. It’s challenging, but relatively easy, to end pet projects that pop up uninvited and steal resources and space from our most critical initiatives. We just have to recognize these projects for what they are—weeds—even if it requires a crucial conversation with the project leader.

We also have to pull the carrots, which are the projects we should be doing but have run off the rails and are no longer viable. For these, we need to celebrate our failure and learn from our mistakes so that the next time we attempt them, we succeed.

And hardest of all, we need to pull the projects that are bearing fruit but aren’t getting us where we actually want to go. These tomatillo projects are crucial to end because if they grow and succeed, they commit us even more to a direction that isn’t in the enterprise’s long-term interest. Tomatillo projects make us feel great right now but are dead ends in the long run.

To be sure, it’s not easy for any enterprise to say no, establish priorities, and end initiatives. But the enterprise is our garden bed, and we have to do what helps the garden grow the fruit that gets us to where we want to go.

That means we have to find the weeds and pull them. Even if it’s sad, we have to pull the carrots. And even though it feels terrible to end projects that are bearing fruit, we must have the courage to pull the tomatillos. The success of our enterprises and our gardens depends on it.

The Tennis Mindset: Express, Forget, and Refocus

Of all the sports I’ve ever played, tennis demands the most mental toughness.

In tennis, maintaining a positive and aggressive state of mind is crucial throughout the match. If you’re not positive enough, your muscles tighten, leading to overthinking and missed shots. Conversely, if you’re not aggressive enough, you won’t take the necessary risks to win points.

The key to staying in this optimal mindset is learning to forget points quickly. Each point in tennis carries emotional weight, whether it’s a win or a loss. However, carrying these emotions from point to point disrupts the flow state essential for a tennis player. Therefore, it's vital to let go of previous points, regardless of whether they were good or bad.

The moments between points in tennis are crucial for resetting your mindset. This brief pause is the only opportunity to unload emotions and regain focus. To move on effectively, a tennis player must express all their emotions—whether positive or critical—between points, ensuring no lingering feelings disrupt their game.

The essential lesson here is to express, forget, and refocus on the point ahead.

This lesson from my time as a boy who grew up playing sports has profoundly impacted my adult life: the necessity to express myself every day, even if it's just in my journal. This need to express is a significant reason I’m committed to writing on this blog weekly.

Expressing myself allows me to calm down and gain the mindset required to truly listen and pay attention to those around me—whether it’s my family or my team at work. This ability to express and unload my thoughts is critical because if I can’t listen, I can’t love. If I can’t listen, I can’t solve problems. If I can’t listen, I can’t support others.

Even a five-minute free-write or singing songs from my karaoke favorites playlist on the way to work helps me to express, forget, and refocus.

I am so grateful for the chance to play and watch tennis because this lesson has been so impactful in my life. To anyone whose interest was piqued by this post, my advice is simple: express yourself every day. Whether it’s writing in a journal, talking to an old friend, or taking a few minutes to draw, do something daily that allows you to embrace the tennis mindset of express, forget, and refocus.

This simple lesson from one of the world’s great sports - to express, forget, and refocus - is the key to truly listening. By listening, we create the space to solve problems and form loving relationships with those around us.

Stale Incumbents Perpetuate Distrust

In a society where trust levels are low and have been falling for decades, have you ever wondered who stands to gain from this pervasive and persistent distrust?

My hypothesis is this: low trust isn’t just a social ill—it’s a profitable venture for some. Over the years, I’ve noticed different groups that seem to benefit from distrust, both within organizations and across our culture. In this post, I’ll share my observations and explore who profits from distrust. If you have your own observations or data, please share them as we delve into this critical issue together.

Adversaries

The first group that benefits from low trust is straightforward: our adversaries. Distrust and infighting often go hand in hand. It’s much easier to defeat a rival, whether in the market, in an election, in a war, or in a race for positioning, when they are busy fighting among themselves and imploding from within.

Brokers

Another group that profits from distrust are brokers. Though they often don’t have bad intentions, brokers make a living by filling the gap that distrust creates. By “broker,” I mean someone who advocates on our behalf in an untrusting or uncertain environment. This could be a real estate agent, someone who vouches for us as a business partner, a friend who sets people up on blind dates, or someone whose endorsement wins us favor with others.

Mercenaries

Mercenaries are a less well-intentioned version of brokers. These people paint a dark picture of a distrustful world and then offer to fight for us or provide protection—for a price. Mercenaries never portray themselves as such, even if that’s what they really are.

Aggregators

Aggregators are people or organizations that build a reputation for being consistently trustworthy, especially when their rivals are not. Essentially, they aggregate trust and communicate it as a symbol of value. A good example of aggregators are fast food brands. When traveling abroad, people trust an American fast food chain to be clean, consistent, and reasonably priced. Many brands across industries thrive because they’ve built a trustworthy reputation.

These groups are fairly straightforward, and many of you might find these categories intuitive and relatable. However, they didn’t seem to cover enough ground to explain the persistent low trust levels in our culture. As I thought more about it, I realized that the largest group benefiting from distrust might be hidden in plain sight…

Stale Incumbents

Now, let’s consider the largest group that might be benefiting from distrust: stale incumbents.

Imagine someone you’ve worked with who always slows down projects. They resist learning new things and believe in sticking to the old ways. They’re nice, but their team never meets deadlines or finishes projects—they always have a believable excuse. This person is a stale incumbent.

More specifically, a stale incumbent is someone in a position who is out of ideas or motivation to innovate. Their ability to keep their job depends on everyone being stuck in the status quo. Here’s how it works:

1. They get into a comfortable position.

2. They stop learning and trying new things.

3. They run out of ideas because they stopped learning.

4. They try to hide and let new ideas fade.

5. They allow distrust and low standards to settle in.

6. When new people ask questions, they blame distrust: “It’s not my fault; others aren’t cooperating.”

7. They make the status quo seem inevitable, doing the minimum to keep their position and discourage change.

8. They repeat steps 4-7.

Stale incumbents need distrust to hide behind. They want to keep their comfortable position but have no new ideas because they stopped learning. A culture of distrust is the perfect scapegoat: it can’t argue back, and people think it can’t be changed, so they stop asking questions and give up. The distrust also makes it harder for new people to show up, innovate, annd expose the stale incumbent.

Ultimately, stale incumbents can keep their jobs while delivering mediocre results. This staleness spreads, making the culture of distrust harder to reverse because more stale incumbents depend on it. It’s a cycle of mediocrity, not anger and fear.

I don’t have experimental data, but I do have decades of regular observation draw from. I believe stale incumbents help explain the persistent low trust in America. Many people started with energy but never found allies, and the stale culture assimilated them.

The good news is there’s hope. If distrust is due to stale incumbents rather than malicious actors, we may not face much resistance in bringing about change. The path to change is clear: bring in energetic people and help them bring others along. It’s hard, but not complicated. By fostering a culture of learning, innovation, and trust, we can break the cycle of mediocrity and create a more trusting and dynamic society.

To my old friends

Occasionally, we will bump into each other at a game or perhaps at the market. Or, we’ll be in your town and none of our kids will be sick and we’ll meet up at a park.

And maybe, it’ll be on a zoom call with all our pals who can make it. Or, perhaps in one of its fleeting uses, Facebook will remind me that it’s your birthday.

One of my sons, after awhile will ask, “how do you know them, Papa?”

And I’ll get to say one of the phrases in the whole of the English language that is the most special to me:

“We’re old friends.”

I am lucky enough to have old friends from three places I’ve lived: Rochester, Ann Arbor, and Detroit. We’ve lived in Detroit for 13 years this fall, longer than I’ve lived anywhere and certainly long enough to be “old friends.”

I was laid up sick this weekend, and as my fever was peaking above 103 degrees and I didn’t even have the energy to fall asleep, I listened to Ben Rector’s live album, thought of you, and wept - like I am now. How I miss you, so desperately.

I think of you so much more than I let on. I am so sorry that it can be years sometimes before I’ll pop up out of my hole. I’m so sorry I’m not better.

The reason why, is one I owe you.

My dreams have come true. All I ever wanted, I realize now, was a family. And we have one. It has been a beautiful, messy, hilarious, journey. Here, tucked away in Detroit, my life has been made.

I want to be here, in my hole, soaking up every moment.

There’ll be times when I’m about to text or call and one of my sons will rope me into a soccer game in our basement. We’ll laugh. And then it’ll be bedtime, and then it’s dishes time, and then I’ll be wiped but glowing with happiness as Robyn and I spend 30m together if we can - and the moment will have passed.

I don’t mean this to be an excuse, but it is a reason.

So to my old friends, I miss you. I love you very much, and will think of you often - I promise.

Until we meet again,

Neil

Days Like These: A Father’s Wish

I forget sometimes how large I loom in their world. But on this Father’s Day, I am reminded of it, and it’s something I don’t want to forget.

All my sons put so much effort and care into my Father’s Day present. It helped me remember that, no matter who you are, as a young kid, the people who raise you are your whole world. Mothers and fathers are just…giants to a kid. All children explore this, fascinated and in awe. That’s why all kids put on their parents’ shoes and mittens and walk around in them.

“Maybe someday,” we wish, “these will fit and I’ll get the chance to be like them.”

Mothers and fathers are giants to a kid.

This is such a gift of love, not just for our joy and hearts but for the people we will become in the future.

I’ve been thinking about how this year, on my birthday, my perception of age changed. When we’re young, the first change comes when you realize how awesome it will be to be older: bigger, stronger, and more free. Then you hit the invincibility years of your twenties, wishing to stay 27 or 28 forever.

Next come the years of control—or lack thereof, I suppose. There’s not enough money, not a good enough job, the kids grow up too quickly, and you find yourself nervously joking about the increasing gray in your hair or talking about revisiting old haunts to recapture fleeting youth.

Then my 37th birthday hit, and my perception of age changed again. It was a birthday where I thought, “Damn, I’m just glad to be here for it.”

Why? Because I became very conscious of how our table grew more crowded this year, not less. This year, we’ve added children, brothers, and sisters to our table of friends and family. And we lost almost nobody. I’m old enough now to realize how rare and precious birthdays like this one will be from here on out.

So yes, when I blew out the candles on my pineapple birthday cake this year, my wish was: “Thank you, God, for letting me celebrate this birthday. My wish is for my next birthday to be like this one, with our table more crowded, not less.”

One of my greatest fears about death now is not the pain, suffering, and uncertainty that surrounds it—though that’s still a real fear. I have started to fear that a birthday will come—especially if my friends and family are gone, and I’m the last one standing—where I won’t wish for another one.

That’s the final change in our perception of age: moving from a place of peace and gratitude for our life—where we’re just happy to be here—to hoping for death to come peacefully, but also soon. I don’t want to ever slip into that last phase of age. I hope this last birthday, where I was just happy to be here and hoped for another birthday, is the last time my perception of age meaningfully changes.

No matter what happens, I know today that I have mattered to my sons. Days like these, marked by little celebrations and small gestures of love, remind us that we mattered to someone—whether it was our kids, friends, family, colleagues, or neighbors—that we loomed large.

These little Father’s Day gifts, like the ones I received today, are more than just presents. They are symbols we can hold onto as we age, reminders that we loved and were loved. These symbols of love will always give me hope and a feeling of worth, a reason to keep wishing for more birthdays. Because we were loved once, there’s always hope that each day we wake up, there will be that light of love again—whether it comes to us or is the light we carry and gift to others.

Adding a 'Thank You' to Gratitude Journaling

Almost a decade ago, my wife Robyn introduced me to the practice of keeping a gratitude journal. Over the years, I experimented with different methods, including a four-part gratitude exercise. However, I've found that the simpler version—writing down three things I'm grateful for each day—resonates most with me. Recently, I made a small yet profound modification to this practice.

At the end of each gratitude, I add a simple “Thank you” to acknowledge the forces and people making my life better. This small change has significantly impacted my daily gratitude practice, and I recommend trying it if you keep a gratitude journal.

First, it’s humbling. Giving “credit” for the good things in my life makes me realize the generosity and care others are capable of. I am often in awe of their talents, grace, and how they share both with me.

Second, I feel loved—the opposite of alone. Every time I write the name of someone who has done something—knowingly or unknowingly—for me, it’s as if I feel that person giving me a hug or a smile. With a stroke of a pen, writing the name of another person in gratitude builds a feeling of love in my heart and reminds me that no matter what I think or what is happening around me, I am not alone.

Interestingly, I can’t always articulate something specific to acknowledge in my daily gratitude. Sometimes, all I can think to thank is the universe, the culture, God, or the Earth. It’s a reminder of how expansive human life can be and breaks me out of the minutiae of the daily grind. It helps me reach a headspace where small things remain small and the traces of bigger things emerge.

This emergence of these bigger forces is motivating. It makes me want to forget about the narrow and childish things that can often consume too much of my energy. When I remember that there are forces out there conspiring to make my life joyous, it makes me want to add a dollop of untraceable love and support out into the universe for others.

Ultimately, this is the broadest lesson from adding a “thank you” to my daily gratitude: by thanking the people behind my blessings, it helps me to think of and make sacrifices for others myself. If we are trying to be good people in the toughest moments, this is exactly the motivation we need to cultivate.

15 Slow Seconds Is Enough

Instead of taking 5 minutes to read my blog post this week, please take 15 seconds to just take a pause. Notice something so that you can make a memory of where you are right now.

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The reason for this deliberate non-post? It’s because one of the building blocks of human bonding is attention. Relationships only form when we pay attention. Love blossoms in the here and now.

I remembered this after attending a very special family wedding where the bride and groom gave us the gift of presence by asking for the ceremony to be phone-free.

This is an image of a dog offering up a glass of water. Take one more brief moment to look at it and plant it firmly in your mind.

Now, when you and I inevitably see a dog or a glass of water this summer, let’s use it as a trigger which gives us the permission to take 15 seconds, shake out of whatever we were thinking about, and get back to the present moment.

Once we’re back to the here and now we’re ready for love and fellowship.

Doing Strategy in Politics

Here’s my thought experiment for how we might do political visioning in America, grounded in the aspirations of the entire polity.

The first bit is a good illustration of how I think about the American Dream. But for what it’s worth, I mean this post more as an exercise in how to “do” politics differently than just having a platform on 50+ issues that matter to the polity and shouting about it as loud as you can - not an unpacking of my own vision.

My main consternation as a citizen is this: I don’t want a policy platform unless you’ve shared a bona fide vision first! Rather than just griping, I figured I’d actually explain how I think things could work instead.

And, for what it’s worth, this is how I’ve seen great organizations function across sectors. This sort of discipline around strategy and execution is one of the things I most wish the public sector would adopt from private sector organizations and business school professors.

To start, let’s assume a visionary political leader believes these are the three overarching questions that unify the largest possible amount of our polity:

1. On average, do people have enough optimism about the present and future to want to bring children into this world?

2. On average, once someone is brought into this world, do they flourish from cradle to grave?

3. Overall, the simplest and most comprehensive way to measure the health of a society is Total Fertility Rate vs. replacement rate. Is our long-run population stable, growing, or declining?

Thinking about the fundamental need gripping the polity is key. I think whether or not people want to reproduce is a good bellwether of a LOT and therefore a good framework for contemplating political issues at a national level.

A vision statement based on these questions could be:

I imagine a country where our citizens believe it’s worth bringing children into the world and have reasonable confidence that those children will flourish during their lifetimes.

A vision statement statement has to describe the world after you’ve succeeded from the POV of the citizen, not the work itself.

A pithy slogan / mission (which does sharply focus and describe the work itself) to capture the essence of this vision statement could be:

“Families will thrive here.”

Let’s assume this is a vision / mission statement that the polity believes in. If so, then the political leader can translate their rhetoric into action by asking two simple questions:

1. Is the vision true today?

2. If not, what would have to be true for the vision to become reality?

From there, a political leader can create an integrated set of mutually reinforcing policy and administrative choices that they believe will allow the polity to make disproportionate progress toward the vision state.

Put another way, by working backwards from the vision, you can place bets on the initiatives that are more likely to succeed rather than wasting resources on those that won’t get us to where we agreed we want to go.

The problem with this approach is that you actually have to articulate a vision, understand the root causes that are preventing it from happening without intervention, do the extremely abstract work of forming a strategy, and then communicate it clearly enough so that people get behind it. That’s really hard, and you have to have major guts to go through this exercise of vision -> strategy -> priorities -> outcomes.

This is quite different, I think, than simply articulating a pro-con list of policy preferences across a widely distributed set of issue areas that aren’t contemplated in an integrated way. But the thing is, having focus and priorities tends to work much better than “boiling the ocean” or “being all things to all people.”

To be fair, I’ve seen some contemporary politicians operate this way. Not many though.

In a nutshell, one of the biggest lessons I’ve learned from observing the leadership of private-sector companies is that it’s a big waste to just start doing stuff in a way that’s not integrated and focused—as if every possible initiative is equally impactful. It works much better when you start with a specific end state in mind and work backwards. It’s an idea that’s useful for political leaders, too.

Mastering the Mind: How Artists and Athletes Think and Feel Simultaneously

Have you ever wondered what sets elite artists and athletes apart from the rest of us? I sure have.

Over the years, I’ve reflected on their mindsets, which, on the surface, appear quite different. (Check out this post on athletes and this one on artists).

But there’s at least one big thing that elite artists and athletes have in common: they can think and feel at the same time. Let’s take the example of a tennis player and a stage actor.

A tennis player has to think and make snap decisions with every stroke, fluidly, in real-time. When you’re playing tennis, you’re constantly thinking about your game plan, your opponent, the match's momentum, and your tactical strategy—and then putting it into action on every single point.

Additionally, a tennis player must manage their emotions because the sport is an emotional roller coaster. Clinging to bad shots or failing to ride the momentum can hinder their performance. To be a great tennis player, you have to be able to think and feel at the same time.

Consider a moment in a high-stakes tennis match. The player is down a set and facing a break point. The crowd holds its breath as the player takes a deep breath, silencing the noise in their mind. In that instant, they must trust their training and instincts, feeling the weight of the moment while calculating their next move.

A stage actor must also access their emotions. Characters become believable and storytelling compelling only when it comes from a genuine emotional place. As a stage actor, you have to delve deep into your inner world to tap the emotional reservoir necessary for an outstanding performance.

At the same time, a stage actor has to think deeply. The actor has to think about their lines and their cues, of course. But also, the stage actor has to think about their technique, body movements, intonation, and their interplay with all the other actors onstage - especially if something goes wrong and the ensemble has to start improvising. To be a great stage actor, you have to think and feel at the same time.

This skill of simultaneous thinking and feeling applies to many domains of our lives. As a parent, we have to think about our actions and principles while deeply empathizing with and listening to our children. At work, we have to think analytically about problems but feel and attune to human dynamics and emotions within our teams. This skill - which artists and athletes possess - is broadly applicable.

The trick lies in the “how.” How do we cultivate this dual skill of thinking and feeling simultaneously?

As I contemplate this, I think of two martial artists who spar inside our heads: “The Thinker” and “The Feeler.” The key, I believe, is letting these fighters go at it. Not in an antagonistic way, but in a symbiotic, we’re-on-the-same-team, iron-sharpens-iron kind of way when we do hard stuff.

In practice, this means two things. First, we have to do novel, challenging things. We need new, difficult stuff for The Thinker and The Feeler to work on. Maybe it’s a new project at work, or training for a race, or resolving to be a more patient parent.

Second, we have to ensure that The Thinker and The Feeler aren’t just going through the motions. We can’t let ourselves go on autopilot and do things the way we always do. The Thinker has to be trying new stuff to become a better thinker, and The Feeler has to be trying new stuff to be a better feeler. In any novel situation where we’re trying to “train,” we should periodically ask ourselves, "Am I on autopilot, just going through the motions? Should I be?"

If we aim for excellence in any field—be it artistry, athletics, parenting, or our vocation—we cannot afford to be pushovers. We need The Thinker and The Feeler in our minds to be strong, agile sparring partners, ready to tackle any challenge in real-time. By continuously training both, we forge a path to mastery.

Comfort Reveals Character: Like Adversity, Ease Defines Us

How we react to adversity is a true reflection of our character, revealing our true selves when challenges arise—this is a familiar adage that holds much truth.

However, the times of ease and abundance in our lives—moments when we are most comfortable—also define us, yet these periods receive far less scrutiny. This week, I've come to realize that our actions during these comfortable times are equally telling. When the pressure is off, and we are left to our own devices with resources at hand, who do we choose to be? This question, I believe, is as crucial as how we face adversity, for it sheds light on the values we hold dear even when no one is compelling us to uphold them.

The Challenge of Super Comfort

I might become super comfortable for various reasons. Perhaps I’ve fallen into some money, achieved sustainable wealth, gained mastery in my job, or it’s simply sunny and I’m on vacation. Maybe I’ve just gotten a promotion or been recognized for some sort of award. Maybe one of my posts has gone viral, and I’m currently "the it guy" because of it. How do I act then?

Do I lose my hunger to be a better man? Do I let my standards slide? Do I forget about the injustices others face because this mojito I’m palming is just that hypnotizing? Do I take the day off from my duties because I feel like I’m above doing the work in the trenches now that I’ve "made it"? Do I stop diving for the metaphorical loose ball? Will my tastes get more expensive simply because they can, or will I remain the same guy from the schoolyard who went out and worked for it every day and put the team ahead of himself?

When things are rolling my way and I’m super comfortable, who am I going to be? When I feel like I’ve made it, will the game be about "me" or will I walk the walk on it being about "we"?

How We Can Manage Super Comfort

Dealing with super comfort is a real issue, not confined to stratospheric levels of wealth or social status. Owning a house, maintaining a retirement account, having a respected job, and enjoying paid vacation days—these are signs of 'super comfort' accessible to many, not just the super-rich. And here's the crux: I don’t want comfort to corrupt my character.

I've always cared about more than my own comfort, tracing back to when I joined the Brooklands Elementary student council at nine years old. I still aspire to be that hopeful, gregarious lad who believed that serving others was time well spent. Honestly, I don’t want to fade into a life of super comfort and become a self-indulgent navel-gazer. When I enjoy a lazy, restorative moment, I want it to be just that—a moment. Once it passes, I aim to return to something bigger than comfort.

So, if we care about our character and the impact we have on others and our corner of the world, this question is vital: How do we not let super comfort corrupt who we are?

It starts with a strong sense of who we are and what we care about unconditionally. We must literally post our deep convictions on our wall so we can't ignore them once we've 'made it.' Moreover, we must be wary of gated communities. The term 'gated community' often brings to mind exclusive residential areas that are physically gated off from the surrounding world, but it also applies to social circles and activities that are metaphorically gated through economic, cultural, or educational barriers.

True inclusive spaces are those accessible to everyone. To prevent our comfort from corrupting us, we must actively engage with these places. It's not just about avoiding country clubs or luxury suites at stadiums; it's about ensuring our daily environments—coffee shops, churches, date nights—are not so elite and self-selecting that we go weeks without having our comfort zones challenged. It's about choosing to leave the bubbles of our grad school networks and being open to interactions with diverse groups of people at the grocery store or our kids’ soccer games. The only real inclusive spaces are those that everyone can access, and to prevent corruption through comfort, we must show up in those places.

Super comfort becomes normal when we detach from public life and limit our social interactions to these private, exclusive spaces. It’s easy to indulge in comfort and rationalize elitist behaviors when we only inhabit specific slices of our world.

This is a bit of a rant, and that’s because this idea of corruption through comfort is new to me. How we act when we face adversity defines us, obviously. But how we act when we are faced with super comfort matters just as much. Maybe even more so, because in the throes of being comfortable is when we are most likely to make an exception to the standards of character we have set for ourselves.

Maybe it’s not novel for you, but it is novel for me: I have to fight the effects of super comfort, and that starts by even acknowledging this idea that how we act when we are super comfortable requires introspection and scrutiny.

Just as our character is defined by how we act in moments of adversity, it’s also defined by how we act in the moments where adversity is furthest away.

I’ve fallen in love, again and again.

The years in my mid-twenties, when Robyn and I fell in love, were some of the best of my life. Looking back, that whole time felt like a smile.

Eight years ago this week, Robyn and I were wed at an old Jesuit church in downtown Detroit. This was the Gospel reading we chose, Matthew 7:24-25:

"Everyone then who hears these words of mine and does them will be like a wise man who built his house on the rock. And the rain fell, and the floods came, and the winds blew and beat on that house, but it did not fall, because it had been founded on the rock."

We chose this reading deliberately. Fresh off the sudden passing of my father three months before our wedding day, we had already been through the gales and floods of a big storm. The notion of “in good times and bad” wasn’t just an abstract concept to us—our young relationship had already lived through both.

We had at least some notion of the good and bad days ahead. We knew that there would be more death and grief ahead. We didn’t know exactly what parenting would be like, but we did have some idea of the intense joy and struggle it would entail.

We knew that jobs would come and go with varying levels of stress and accomplishment. We knew that we’d have fun passing time around Detroit with friends and neighbors. And, perhaps most importantly, we knew that “family first” would be a guiding principle for our life together, and with that commitment would come love and sacrifice.

We chose that passage for our wedding Gospel reading because we wanted to anchor our marriage into the “rock” of God and love so we could celebrate the good days and weather the bad days we knew would come.

We didn’t know exactly what was coming or when, but we knew it would.

All that said, something happened over the last 8 years that I never predicted, and honestly, it completely blindsided me.

I never imagined, after that first season of falling in love, that I’d fall in love with Robyn again. That I’d feel that rush of romance after we had long passed the days of being love birds and our honeymoon phase.

But I have. As we’ve lived through each new season of our life together, I’ve fallen in love with Robyn again and again.

And I’m so grateful.

The reason why this happened is simple: we’ve each changed, a lot. Of course, our core principles remain intact. But holy cow, so much has happened these past 8 years. The entire context in which our lives are set has changed, how could we not be different people?

All this change has made things novel and fresh. It has given us an opportunity to fall in love again and again, in every new season. That’s a choice: we’re choosing to grow together instead of apart, and that has perhaps made falling in love the second, third, and fourth times even more exciting and beautiful than the first.

And what a silver lining that is.

Because I know I’m getting older. I see it and feel it regularly. Like when with each new haircut I notice a few more grey hairs. Or in how my hangovers are less frequent, but last much longer.

All these are mile markers that remind me that every day I’m a day closer to the end of this beautiful life.

But damn. It makes aging so much more bearable to know that as we grow old we are growing older together. And that as our seasons change we will get to fall in love several more times throughout our life.

If we must trade our youth for age, it is a blessing to realize that we get this gift to fall in love, again and again.

Maybe I Should Just Shut Up

My conclusion after a slump of parenting was this: Maybe I should just shut up.

Maybe my meddling between two sons, who have infinitely more experience in what it’s like to have a brother, isn’t helping. Unless they’re drawing blood, breaking bones, or veering into legitimate cruelty, maybe I should keep doing the dishes and let the hollering in our basement work itself out.

Maybe I’ve taken what Dr. Becky taught me a little too far. I should help narrate and put some scaffolding on their big feelings, sure. But maybe I can let him freak out for at least 20 seconds before I interfere and force his heart rate to lower through me and my adult voice. Maybe I can just sit here with him and just breathe for a minute, before I say something that he’s trying to express and feel himself.

Maybe if my reaction to whatever just happened carries the tone that I’m older, smarter, and more arrogant—believing my son is being ridiculous—I should take my own advice and shut up if I don’t have anything nice to say or if I can’t say it kindly right now.

Maybe when they’re excited about something—like a goal they scored, a word they learned to read, or a bug they saw on the playground—I can just smile eagerly. I don’t have to rattle off details like Wikipedia, make their moment mine, or turn it into something teachable. Maybe I can just look at them, give them my attention with my whole body, and smile eagerly.

It turns out, for an external processor of feelings and thoughts like me, learning to keep my mouth shut long enough to let a pause pass was really hard. But it turns out, it freaking works.

I always worry about letting them struggle to the point of developing depression, anxiety, or God forbid, a hopelessness dangerous enough to invite self-harm.

Yes, I need to not cross that line.

But damn, it turns out I could have avoided many of the worst moments, where I’ve been the worst version of myself, by shutting my mouth, opening my ears, and letting things linger a little before I shift into “dad mode.”

They’re smart, good, and capable young men—already. As difficult as it is to let them grow forward, something they might need from me is to stay nearby, with love waiting, but also quietly.

Sometimes, the greatest act of love for them today, and for our future selves where we’re all grown men, is to just shut up.

Exponential Talent Development

Most of us have a HUGE gap between the impact we actually make and what we are capable of.

Asking myself (and my teammates) this question helps me put it in perspective: How would you rate yourself on a scale from 1 to 100?

• A 100 represents making the highest possible impact that your talent and potential allow.

• A 1 represents completely wasting the opportunity to positively contribute to the world.

I think most of us, myself included, are much lower on this scale than we realize—maybe a 20 or 30 at best. This realization begs the question: Why is there such a discrepancy, and what can we do about it?

In my experience, there are three reasons we leave vast amounts of our talent and potential untouched. First, we may never be challenged enough to use it. Second, we're not in the right contexts to let our strengths shine. Third, we may not have the support we need to develop the untapped talent we possess.

If we were all fully auto-didactic, we’d have no problem. That's because an auto-didact can fully teach and develop themselves. But none of us are completely auto-didactic; we all need others' help to develop ourselves so that we make our fullest contributions.

Introducing Exponential Skills

The difficulty in fully developing ourselves and others is relevant in many contexts. In professional settings, we call this challenge "talent development." In family settings, it’s "parenting." In community spheres, it's "mentorship" in secular contexts and "faith formation" in spiritual ones. In all domains of our lives, fulfilling and contributing the totality of our potential to the world matters.

The question I like to ask to really push my thinking is: What would have to be true for everyone in the world to develop and contribute 100% of their potential? As I’ve reasoned through this, the only way we get to the point of the world contributing 100% of their talent is through an exponential feedback loop where the number of people helping others to grow and develop increases exponentially.

To make the jump to create a society with an exponential feedback loop for talent development, let me define some terms and introduce some concepts:

We are all contributors who bring our talent and potential to the world. Some of us contribute by making art, others by building bridges, creating knowledge, making cakes, or making decisions. In mathematical terms, think of this as a constant: c.

A coach is a contributor who also helps develop others. Coaches are a big deal because they help others close the gap between their potential and their contribution. Think of this as x(c), where x is the number of people a coach is able to develop.

A linear coach is a coach who also helps develop other people into coaches. Think of this as mx(c), where m is the number of other coaches the linear coach creates.

An exponential coach is a linear coach whose coaching tree goes on in perpetuity: the people I coach become coaches, and then those people create more coaches, and those people create more coaches, and so on. Think of this as (mx(c))^n, where n is the number of generations an exponential coach is able to influence the cycle of creating more coaches.

Visually, I think of it like this:

Barriers To Creating Exponential Coaches

To create exponential coaches, several significant challenges need addressing. These challenges revolve around how we internalize and transmit knowledge, and the intrinsic motivations behind our contributions.

Challenge 1: Recognition Gap — The further you get from a contributor, the less credit you get for your work. This recognition gap can demotivate those who do not see immediate returns on their efforts. Solution: To overcome this, we must cultivate inner motivation and focus on long-term impact rather than immediate recognition. Developing a sense of purpose that transcends acknowledgment allows leaders to dedicate themselves to creating a lineage of coaches, thus prioritizing legacy over accolades.

Challenge 2: Complex Idea Communication — For an idea to spread, the messenger must internalize it sufficiently to simplify and communicate it effectively. This requires a deep understanding of both the intellectual and emotional aspects of the idea. Solution: Coaches need to engage in profound introspection to grasp the nuances of their knowledge and experiences fully. This depth of understanding enables them to articulate these concepts clearly and simply, making them accessible and teachable.

Challenge 3: Teaching to Teach — Teaching others to teach is a complex task that involves not only passing on knowledge but also instilling the value and methodology of teaching itself. This requires a reflective understanding of one’s own teaching practices. Solution: Coaches should introspect on their teaching methods and motivations, understanding them deeply enough to convey their importance to others. This process ensures that the coaches they develop can, in turn, teach effectively, perpetuating a cycle of self-replication in coaching practices.

Mastering these challenges not only enhances our own potential but also multiplies our impact exponentially across our communities and industries.

Where Do We Even Start?

On a personal note, the person I call Nanna is not my grandmother by birth but rather by love; she's my father-in-law's mother. During a trip to England a few years ago, I asked her about the secret to a long and healthy life. Here are the highlights of what she said:

• Make time for family, faith, and community.

• Stay active; keep your body moving, whether it’s through dancing, walking a dog, or any other physical activity.

• Find a way to express yourself—through music, art, writing, knitting, making movies, having a book club, or any other form—because expression is crucial to mental and emotional health.

That last imperative is so deeply intertwined with introspection. Isn’t expression just a word that means exploring our inner world and then sharing it outside of ourselves? We have to express to be sane and healthy.

I know this post is heady and meta. I’ve been thinking about this concept for months, and I’ve only just synthesized enough to share a muddy morsel of it. A fair question to ask is: Where, in the real world, do we even start?

For inspiration on where to start on our own journeys to become exponential coaches, we can take heed from Nanna. She was onto something.

To become an exponential coach, we have to introspect and express. And to introspect and express, we have to find a medium that works for us and allows us to explore our inner world. And once we find it, we have to just practice with that medium, over and over.

For me, that medium is writing. For others, it might be painting, photography, singing, or making pottery. For others still, it might be talking honestly with a good friend, praying, or starting a podcast.

The medium doesn’t really matter, as long as we just do it. As long as we take that time to introspect and express. That’s the first step we all can take to grow toward becoming exponential coaches. Expression is the first step to becoming an exponential coach.

'I'm So Busy': A Signal of Organizational Distrust

I cringe whenever I ask someone “how’s it going” and they reply back with, 'I'm soooo busy.’.

Sometimes, it’s stated sincerely. But too often it’s a humblebrag, a ploy to assert status, or a facade for someone who really isn’t accomplishing much of anything. For instance, a colleague might constantly mention their packed schedule in meetings and emails, yet their actual output barely reflects the supposed busyness.

Almost always, “I’m busy" is not what someone actually means. When I hear, 'I've been so busy…,' I often wonder if what they really mean is something like:

• “I don’t know what’s actually most important, so I’m doing a little of everything.”

• “I want you to think I’m important, so I’m going to act like I am by giving the appearance that people have asked me to do a lot of stuff.”

• “I don’t know how to delegate or coach people, so I’m doing everything myself.”

• “Our organization doesn’t value results, just the appearance of results so I have to make it seem like I’m working really hard.”

• “Our culture isn’t trusting, and I’m afraid to be transparent and specific with you about my job.”

• “I don’t trust you enough or have the time for you now, so I’m making polite small talk about something other than the weather.”

• “I’ve given up because no matter how hard I try, my leadership doesn’t make a decision or ever say no to anything.”

• “I don’t know what my job actually is so I’m taking shots in the dark to try to put in an honest day’s work.”

• “Help.”

I’m quite skeptical of the phrase “I’m just sooo busy.” This phrase often serves as coded language for deeper issues. I avoid using it to ensure my words match my true intentions, and perhaps you should too.

While 'I'm just sooo busy' might seem trivial, it often masks deeper issues of mistrust and miscommunication within an organization. By saying one thing but meaning another, employees reveal a culture that does not support straightforward, honest dialogue. This should concern us all—not just as a nuisance but as a symptom of larger, systemic problems.

Hearing this phrase shouldn’t just pass by unnoticed. It should prompt us to adopt a more curious and compassionate approach, asking ourselves: What is really being said here? And why isn't there room for honesty?

Let’s challenge ourselves and our workplaces to foster a culture where transparency and trust are the norm, not the exception. What would have to be true for your organization to become a place where 'I'm busy' is no longer a common response?

Honoring Love That Can’t Be Reciprocated

A parent’s love and a child’s love are different.

A parent’s love for a child is, and ought to be, unconditional. Despite occasionally being angered or critical of our children’s antics, we, as parents, embraced this unwavering love as part of our commitment when starting a family.

I don’t think a child’s love for their parents is necessarily unconditional, nor should it be. For example, if I abused my kids, they certainly shouldn’t love me unconditionally.

What I realized this week, as I’ve observed aging family members up close and from afar, is the concept of unreciprocated love. A child’s love for their elders may be unreciprocated—unable to be returned as those elders age and lose their mental and physical capacities. This unreciprocated love so often shown by children to their aging elders is courageous, thankless, and uncommonly special.

Sometimes, as our elders age—our parents, aunts, uncles, grandparents, and godparents—they might not have the capacity to love us back in the ways they once did. They may become too weak to hug, kiss, or care for us as they did when we were younger. In the most cruel of possibilities, they may not even recognize the person in front of them who is offering love and care. They may want to reciprocate the love they’re receiving, but there may come a time when our older loved ones simply can’t.

Fourteen percent of the population, equating to 37.1 million people, provide unpaid eldercare in the United States, according to the Bureau of Labor Statistics (BLS). In our culture, and especially in the workplace, the caregiving these people do is invisible. Being a parent, on the other hand, is very visible and at least a little bit supported. Even though the US lags behind the rest of the world in workplace policies related to families, parenting is at least visible and acknowledged.

Adult caregiving is much less visible, supported, or even understood to be a reality that millions of people live with every day. It seems, sometimes, that we often forget that adult caregiving even exists.

In my writing, I often talk about parenting and its immense struggles. I’m a parent, so I unsurprisingly over-index there.

Today, I’d like to put us aside as parents and pause to be grateful for the children, grandchildren, nieces, and nephews who are caring for older loved ones, even though that love and care might be unreciprocated. Even if we don’t celebrate it or value it broadly in our culture, I think we should at least acknowledge and name this very gracious sacrifice of unreciprocated love.

Let us hope and pray that we have the strength to care for someone even when they can’t reciprocate our love. And that we are good enough to our children that they are willing to love us when our love for them is unconditional, yes, but cannot be reciprocated.

How to Avoid Boondoggle Projects

I’ve spent too much of my life on absolute boondoggles of projects. Now, I know better.

To avoid boondoggle projects in any organization or team, these five questions must be clear to everyone (especially to me): who, what, to what end, why, and how.

Here they are:

• Who are we serving? Answering this provides clarity on whose needs we really have to meet and who the judge of success and failure actually is. If we’re not clear on who is saying “thank you” at the end of all this, how can we do something magical for them?

• To what end do we aspire? This clarifies what a successful mission looks like. The needle has to move on something; otherwise, why are we putting forth any effort?

• What are we delivering? This clarifies the tangible thing we have to put in front of someone’s face or into their hands. If we’re not clear on what we’re building, aren’t we all just wasting our time?

• Why does this matter? This clarifies the urgency and importance. If this doesn’t matter a lot, let’s respect ourselves enough to do something else that does.

• How are we going to get from here to the end? This clarifies the process. If we don’t know how to get this done, will we ever finish?

Answering these five questions is the cheapest, simplest project charter you’ve ever had. If everyone on the team has the same answers to these questions, you’ll prevent the project from becoming a boondoggle.

If we’re part of leading a project, getting the team to clarity on these five questions is our job.

Love Strikes Back

In my mind's eye, one thing I often do is zoom out. I close my eyes, and like Google Earth, I start where I am and move outward.

First, I see our neighborhood, with its densely packed blocks and tree-lined streets. Then, I start to see the Detroit River and the border with Canada, and then the Mitten of Michigan. Soon, North America vanishes into the blue marble of the Earth.

And then, in my mind, I hit a galactic speed and imagine the spiral of the Milky Way, whirling about in front of me. Then our galaxy disappears and becomes a mere point of light, and all of a sudden, what I see in my mind's eye is the totality of the known universe spun in time. I am seeing every tiny thing that has ever lived or ever will live.

When I snap back and open my eyes, the same feeling and conclusion always come to me: we are all on the same team.

But with the widened perspective gifted to me by my mind's eye, the "we" does not just encompass my community, or even just the human race. It's bigger. This view is even broader than our Earth and the tiny planets of our galaxy. This “we” is every tiny, living thing, anywhere in the universe.

I have not encountered any living thing beyond the atmosphere of our pale blue dot. But I feel the faintest, yet enduring, unity with everything, everywhere. Because I cannot believe anything other than that every living thing in the universe shares one common conviction: that we want to live. And that common, universal belief—the desire to live—gives us common ground and puts us on the same team, even if only with the most delicate of adhesions.

As hopeful as this wider aperture makes me, I also weep from it. Because, at times, the world seems cruel and it seems as if nobody on Earth feels a common bond with any other living thing. Not a human, not a plant, nor an animal, let alone the life that may exist beyond our solar system.

There are even some people on this planet who do not even act as if their spouses or children are on the same team as them. Some even seem to deliberately generate distrust and sabotage any attempt at fellowship so they may profit from it. How could anyone choose to profit from breaking bonds of fellowship?

I think in the way our good Uncle Shakespeare put it in Sonnet 65: "How with all this rage shall beauty hold a plea, whose action is no stronger than a flower?"

The Battle

Our hearts have an aperture, just like our eyes. As the rage and cruelty around us intensify, the reflex of this aperture is to close, shielding ourselves from the siege and battery of the universe around us.

But the aperture can also do the opposite, open and widen so that we—the souls we are—can join with the universe around us, shining our love outward and allowing the light of others to come through the pupil and back to us.

Many days, I feel like I am losing the battle for this aperture. Like I am one man, struggling to keep my heart open; trying my best to be a good guy in a stressed out world, as I often say.

And yet, so many days I can’t get through the day without yelling at my kids or I feel the grip of greed and the addiction of ego. My heart closing with every swipe or scroll on my phone or fiscal year that passes.

I am at my most despondent, my absolute saddest, when I am losing the battle for my own heart and I know it. I want so badly to not let the rage out there win, but I so often feel and worry that it is.

Sometimes, even on the hardest days, I start to think about forfeiting and make excuses to relieve myself of this battle. I lie to myself with thoughts like, 'If I sell out and play the game, I'm just doing what everyone else is doing,' or 'There's no way but to fight fire with fire,' or, 'This is how the world works, it is what it is,' or worst 'I need to look out for myself…for the family,'" When these inner monologues hit, I come close to shutting the aperture of my heart—very close.

If you've lived a life like mine, and maybe even if you haven't, you're likely also battling for the aperture your own heart, trying to stand pat and stand gracefully, juxtaposing yourself with the seemingly endless supply of rage and cruelty around us. I think there may be tens of millions of us, battling in this way, quietly. Maybe you also come close to forfeiting sometimes.

But I always seems to get a reminder when I need one—to keep battling—maybe you do too.

Like today, I had a sudden urge to listen to this song, “Joe”, which is the story of an alcoholic who is trying and struggling to say sober…and he’s doing it. The song, as far as I can tell, is fictitious, but it still reminds me: there are others fighting for their own hearts—and winning.

The grace of being forgiven, reminds me too, to keep battling.

If I can blow my top and my sons still forgive me and show it by bringing me a paper to make a plane out of, asking me to play soccer, or offering me one of their grapes as a sign of peace—how can I not keep trying? The grace and forgiveness out of my own sons, who I have wronged, redeems me.

The is the story of the ages, it seems. We try to live, meet our crucible, and we come close to giving up our light. But then, we meet our Mentor, or someone finds love for us and catches us before the citadel in our hearts falls. And then, we find redemption and persist on our quest. Love, it seems, finds a way to strike back.

I honestly wrote this because I have been frayed at all ends and have felt my heart closing. For me, writing is a way to force, even if only slightly, the aperture of my heart back open. When my heart needs to open, I suppose this is what comes out of it.

I don’t have a pithy, triumphant conclusion to this essay. If I had to feign one because it makes for better reading—I’d be lying.

If you’re still reading this, something about this probably resonated with you, you may even be battling for the aperture of your own heart right now. Maybe, even, you feel like you are losing the battle.

That place, feels so lonely. The world we live in is so centered around projecting control and “with-it-ness” it doesn’t feel possible that anyone else is engaged in such a struggle. The battlefield for our hearts feels so lonely - like it’s us against the cruelty and rage of the whole world.

If nothing else, I hope this essay is proof that it’s not.There are so many of us battling to keep widening and opening the aperture of our own hearts.

Despite all this rage, beauty does hold a plea. Because love finds a way to remind us what we are fighting for and that we can win.

When rage and cruelty threaten, love strikes back.

In my mind's eye, one thing I often do is zoom out. I close my eyes, and like Google Earth, I start where I am and move outward.

First, I see our neighborhood, with its densely packed blocks and tree-lined streets. Then, I start to see the Detroit River and the border with Canada, and then the Mitten of Michigan. Soon, North America vanishes into the blue marble of the Earth.

And then, in my mind, I hit a galactic speed and imagine the spiral of the Milky Way, whirling about in front of me. Then our galaxy disappears and becomes a mere point of light, and all of a sudden, what I see in my mind's eye is the totality of the known universe spun in time. I am seeing every tiny thing that has ever lived or ever will live.

When I snap back and open my eyes, the same feeling and conclusion always come to me: we are all on the same team.

But with the widened perspective gifted to me by my mind's eye, the "we" does not just encompass my community, or even just the human race. It's bigger. This view is even broader than our Earth and the tiny planets of our galaxy. This “we” is every tiny, living thing, anywhere in the universe.

I have not encountered any living thing beyond the atmosphere of our pale blue dot. But I feel the faintest, yet enduring, unity with everything, everywhere. Because I cannot believe anything other than that every living thing in the universe shares one common conviction: that we want to live. And that common, universal belief—the desire to live—gives us common ground and puts us on the same team, even if only with the most delicate of adhesions.

As hopeful as this wider aperture makes me, I also weep from it. Because, at times, the world seems cruel and it seems as if nobody on Earth feels a common bond with any other living thing. Not a human, not a plant, nor an animal, let alone the life that may exist beyond our solar system.

There are even some people on this planet who do not even act as if their spouses or children are on the same team as them. Some even seem to deliberately generate distrust and sabotage any attempt at fellowship so they may profit from it. How could anyone choose to profit from breaking bonds of fellowship?

I think in the way our good Uncle Shakespeare put it in Sonnet 65: "How with this rage shall beauty hold a plea, whose action is no stronger than a flower?"

The Battle

Our hearts have an aperture, just like our eyes. As the rage and cruelty around us intensify, the reflex of this aperture is to close, shielding ourselves from the siege and battery of the universe around us.

But the aperture can also do the opposite, open and widen so that we—the souls we are—can join with the universe around us, shining our love outward and allowing the light of others to come through the pupil and back to us.

Many days, I feel like I am losing the battle for this aperture. Like I am one man, struggling to keep my heart open; trying my best to be a good guy in a stressed-out world, as I often say.

And yet, so many days I can’t get through the day without yelling at my kids, or I feel the grip of greed and the addiction of ego. My heart closing with every swipe or scroll on my phone or fiscal year that passes.

I am at my most despondent, my absolute saddest, when I am losing the battle for my own heart and I know it. I want so badly to not let the rage out there win, but I so often feel and worry that it is.

Sometimes, even on the hardest days, I start to think about forfeiting and make excuses to relieve myself of this battle. I lie to myself with thoughts like, 'If I sell out and play the game, I'm just doing what everyone else is doing,' or 'There's no way but to fight fire with fire,' or, 'This is how the world works, it is what it is,' or worst, 'I need to look out for myself…for the family.' When these inner monologues hit, I come close to shutting the aperture of my heart—very close.

If you've lived a life like mine, and maybe even if you haven't, you're likely also battling for the aperture of your own heart, trying to stand pat and stand gracefully, juxtaposing yourself with the seemingly endless supply of rage and cruelty around us. I think there may be tens of millions of us, battling in this way, quietly. Maybe you also come close to forfeiting sometimes.

But I always seem to get a reminder when I need one—to keep battling—maybe you do too.

Like today, I had a sudden urge to listen to this song, “Joe”, which is the story of an alcoholic who is trying and struggling to stay sober…and he’s doing it. The song, as far as I can tell, is fictitious, but it still reminds me: there are others fighting for their own hearts—and winning.

The grace of being forgiven, reminds me too, to keep battling.

If I can blow my top and my sons still forgive me and show it by bringing me a paper to make a plane out of, asking me to play soccer, or offering me one of their grapes as a sign of peace—how can I not keep trying? The grace and forgiveness of my own sons, who I have wronged, redeems me.

This is the story of the ages, it seems. We try to live, meet our crucible, and we come close to giving up our light. But then, we meet our Mentor, or someone finds love for us and catches us before the citadel in our hearts falls. And then, we find redemption and persist on our quest. Love, it seems, finds a way to strike back.

I honestly wrote this because I have been frayed at all ends and have felt my heart closing. For me, writing is a way to force, even if only slightly, the aperture of my heart back open. When my heart needs to open, I suppose this is what comes out of it.

I don’t have a pithy, triumphant conclusion to this essay. If I had to feign one because it makes for better reading—I’d be lying.

If you’re still reading this, something about this probably resonated with you; you may even be battling for the aperture of your own heart right now. Maybe, even, you feel like you are losing the battle.

That place feels so lonely. The world we live in is so centered around projecting control and “with-it-ness” it doesn’t feel possible that anyone else is engaged in such a struggle. The battlefield for our hearts feels so lonely - like it’s us against the cruelty and rage of the whole world.

If nothing else, I hope this essay is proof that it’s not. There are so many of us battling to keep widening and opening the aperture of our own hearts.

Despite all this rage, beauty does hold a plea. Because love finds a way to remind us what we are fighting for and that we can win.

When rage and cruelty threaten, love strikes back.