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BLG Leadership Insights Leadership On the Edge

Dream Jobs Are Nightmares

Scott C. Reynolds has an interesting column in McSweeny’s Quarterly. It’s called Dream Jobs You’re Glad You Didn’t Pursue and it’s welcome balm to any laborer who has sat back, sighed, and asked “wouldn’t it all be better if I was in another line of work–doing something I dreamed about when I was kid?”

Mr. Reynolds’ column imagines what your dream career would have looked like if you bothered to pursue it.

If you wanted to be an archaeologist in the vein of Indiana Jones Reynolds believes that your career wouldn’t be filled with adventures and monumental discoveries. Instead, Reynolds assumes your career would probably be paralyzed after a bad dig in Egypt. “The best you could manage was a job teaching American History” Reynolds explains, “at an underfunded public school in central Florida.”

Or perhaps you wanted to be a computer programmer. You’d assume that if you had learned different computer languages, you would have joined the ranks of  Bill Gates and Steve Jobs. But Reynolds predicts that things wouldn’t have gone so swimmingly. “After a decade” Reynolds writes, “you ended up managing a team, no longer able to spend time on the one thing you wanted to do most: writing code. Your job became taking young programmers who love what they do and extracting their souls, motivating them to follow the same path you did.

The negativity in Reynolds’ column is charming because it makes you positive about your current job. Next time you sit back and wonder what your dream career would have been like try to think of all the things that could have easily turned it into a nightmare. That way you won’t feel like you senselessly betrayed your childhood dreams.

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BLG Leadership Insights

Richard Feynman’s Problem Solving Skill

We’ve talked about Richard Feynman here before. We concluded that his unique problem solving skills should be employed by people in all fields.

That was last year.

Since then Bill Gates has bought the rights to Feynman’s 1964 Cornell University lecture series, The Character of Physical Law, and posted them online in an interactive media player.

The videos are transcribed, embedded with commentary, packed with additional resources, and invite users to take chronological notes while they are watching. And, yes. They are completely free. We owe Gates a big thank-you for his generous gift.

The lectures, roughly 7 hours total, are targeted to first year college students and are easy to follow even if you lack a background in math or physics. Feynman’s intellectual energy and natural curiosity make the videos entertaining and fascinating. Before your know it, they are over.

Gates bought the lectures from Cornell University, the BBC, and the Feynman estate for an undisclosed sum. He has said that if he had the chance to watch the lectures as a student he would have studied physics–not computers. It’s easy to see why. Feynman’s personality, humor, and mathematical excitement are hard to ignore.

The complete Feynman lectures reinforce our old point: unique problem perception isn’t simply for Nobel Prize winning physicists–it’s a skill that can and should be applied in any industry, pursuit, or agenda. The lectures, as a whole, also make another point. Big, exciting, curious thinking is needed in all subject areas. It creates problem solving energy and a big-picture view that welcomes creativity and skepticism.

Here is a short clip from the lecture series below:

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Features

The Importance of Structural Agility

For the last ten years and certainly in the last two years, a new mindset has taken over: the mindset of structural agility. The operative word here is agility–the rapid response to rapidly changing times. The theme emerged most dramatically around the debate of restructuring homeland security after 9/11. The imperative question became, how can we create organizations that minimize overlap, share information, and are capable of making quick adjustments?

In a world where we Twitter, hierarchies have to play different roles. In the world of blogging, sharing information must be immediate and direct. The hurdle is figuring out how structures can adapt to new technologies to order to enhance agility and rapid response.

It is not technology alone that is demanding the need for agile structures.  Markets, threats, and competition also necessitate structural agility. Simply put, in a world where booms and busts occur on the wave of irrational whims, in a world where non-state actors pose a constant threat, and in a world in which competition can emerge from anywhere, structural agility is critical.

The problem that we face is one of turf, one of embedded intent, institutionalized expectations, and enmeshed organizational structures. Too many of our organizations are set in their ways and stuck in their politics.

In the May/June 2010 issue of Foreign Affairs two wonderful articles illustrate this very point. Defense Secretary Bill Gates, in Helping Others Defend Themselves, writes about how a new relationship between the Department of Defense and the State Department can lead an increase US agility. He points out that our current bifurcated model no longer serves the needs of today.

Similarly, in The Brussels Wall,  William Drozdiak writes about the need for greater cooperation and structural changes between NATO and the European Union. With greater cooperation, organizational overlap, and a revitalized alliance, both organizations, Drozdiak argues, could handle international threats with greater composure and efficiency.

These articles, while concerned with foreign policy and strategy of defense, strike at the heart of structural issues leaders face daily in today’s economy–be it at universities, hospitals, multi-national conglomerates, local school districts, or in the world of finance. These articles’ focus on finding concrete ways to eliminate overlap and put in place structures that will enhance agility while overcoming the stagnation of bureaucracy and challenging the dysfunction of turf wars.

Picture Credit:

http://www.flickr.com/photos/pinkmoose/ / CC BY 2.0