Quotes – When Courage Falters

There are lists in which the bravest of warriors prove themselves singularly clumsy.

~Maurice Druon, The She Wolf

Why Self-Esteem is Necessary to Future-Proof Your Child, and How to Give It to Them

The formal study of the psychology of self-esteem is a modern development, while the concept itself is timeless, immemorial and universal to the nature of the human mind. That we only recently discovered it as an intellectual category and began to examine its principles and the practical applications thereof in concrete detail does not mean that self-esteem was not an operant condition of the human psyche throughout history.

The spirit of the ancient world and the pre-modern past is often thought to be one of tradition and imposed order. Every person was born into a certain station in life which they would inhabit, without change or any particular effort, until their death. Another way to consider this set of circumstances is that the past was a place of entitlement. Entitlement often carries a pejorative connotation indicating undue privilege, but in its broadest sense it applies to any situation in which people deem what they have and what they are due to be a function of “who they are” rather than “what they have done” and it applies to high and low alike.

The emergence of markets, of dynamic technologies and of new thinking about meritocratic social orders heralded the arrival of the age of personal responsibility trodding over the threshold of the age of entitlement. In this new world, the modern world, people had new opportunities to change their station and position in life through strategic ideas and the will to carry it out. Life outcomes began to shift from what role or relationship they were born into, to being due more and more to individual thinking and decisions people made over the course of their lives.

This age of responsibility, unlike the age of entitlement that preceded it, demands active engagement with the psychology of self-esteem to maximize the opportunities presented. Rather than finding oneself resentful, frustrated and confused by an ever-changing society, business and technological landscape, the individual who has mastered the psychology of self-esteem is enabled to continue to change their own ideas and with them, their actions, in relation to this kaleidoscopic shifting of external reality and continually stand to benefit from whatever arrangement it takes. In contrast, the individual living with entitlement feels threatened by change, discouraged by having to think and come up with new plans and ultimately concludes that personal transformation is hopeless and if they can not benefit from progress, they ought to stand in its way and at least enjoy the satisfaction of gumming it up for their historical antagonists and enemies.

The parenting of the past, founded on authority and parental license and the diminution of the individual identity of the child to prepare him or her for their “entitled” adult future, is a severe liability in the modern world and one which few have come to terms with or even understand as a problem. An ever-changing future demands a growth, rather than a fixed, mindset, and a growth mindset stems from confidence in the self’s ability to remain flexible and adapt to new conditions. In other words, a growth mindset is directly tied to the psychology of self-esteem.

Self-esteem being at root a relationship that one has with oneself — feelings of personal worthiness and the capability to seize the good in life — it is incumbent upon parents who wish to “future-proof” their children in a world of hyperactive change to start in infancy with a parenting approach based upon respect. The respect shown for the infant becomes a model for the later child and future adult in how they should relate to themselves.

In other words, parents who wish to benefit from the modern knowledge of the psychology of self-esteem so as to arm their children with a growth mindset in a continuously developing world that demands the greatest creativity and flexibility of thinking to seize the numerous advantages presented on an almost daily basis, should start by grounding their parenting approach in respect for the individual child before them.

Review – Feeling Good

Feeling Good: The New Mood Therapy

by David Burns, published 1980, 2008

This post is less a review of the book and more an exploration of its major philosophical principles and techniques.

Major Principles

All your moods are created by your cognitions, or thoughts, including:

  • perceptions
  • mental attitudes
  • beliefs
  • interpretations

When you are feeling depressed, your thoughts are dominated by pervasive negativity which infect all of your experiences, including:

  • reflections on the past
  • experience of the present
  • projections/expectations of the future

Negative thoughts at the heart of emotional turmoil almost always contain gross distortions, therefore:

  1. gains in objectivity of thoughts translate to elevated mood
  2. the most crucial predictor of recovery is a persistent willingness to exert some effort to help yourself
  3. it is a part of the human experience to be periodically upset, “getting better” means systematically employing CBT methods to master thoughts and moods over the course of a lifetime

Diagnosing Your Moods

You can use the Burns Depression Checklist (the author’s proprietary list of indicators of depressive thinking) weekly to chart the progress of your depression’s severity. This is important because it introduces objective data into your self-experience. By seeing the change in data over time as a result of specific action, you can break the allure common to all depressive episodes that the present experience is likely to continue on indefinitely, or only get worse.

Understanding Your Moods

Depression is not an emotional disorder, it is a disorder of thoughts.

Practice noticing the negative thought you had just prior to your negative feeling. This will help you generate awareness about the specific “triggers” that instigate a depressive mood. You will begin to notice that right before you feel downcast, you have made a critical or despairing assumption about yourself or other people.

One argument depressed people make is that their depressive mood is an accurate reflection of a depressing reality. However, emotions do not happen automatically based upon experiences, but rather experiences are processed in the mind and filtered through pre-existing thoughts before being translated into an emotional state. Therefore, if your understanding of reality is normal, your resulting mood will be normal; if your understanding of reality is distorted, your mood will be distorted as well.

Thinking you are the one “hopeless”, truly flawed person in the world is a sign of distorted thinking. This is a belief based upon fallacious logical thinking rather than an objective, existent fact about reality knowable to all.

In its essence, depression is a highly credible form of faulty faith in a reality that doesn’t exist. Truly, the cure for long-lasting depression is a “scientific mind” determined to observe and examine reality using sound logical principles.

The 10 Major Cognitive Distortions

Depressive episodes are triggered by one of ten common cognitive distortions, or fundamental logical fallacies embedded in the assumptions and thinking of the depressed individual:

  1. All-or-Nothing Thinking, a form of perfectionism
  2. Overgeneralization, believing a single instance is an inevitable pattern
  3. Mental Filter, focusing on the negatives, ignoring the positives
  4. Disqualifying the Positive, turning positive experiences into negative ones by rationalizing why it was luck, a mistake or otherwise unrepeatable or undeserved
  5. Jumping to Conclusions,
    1. mind reading, convincing yourself others harbor negative thoughts or evaluations without checking it out
    2. fortune-telling, imagining something bad will happen without evidence or probability
  6. Magnification and Minimization, creating a sense of inferiority by catastrophic thinking about flaws and mistakes, while downplaying strengths or achievements
  7. Emotional Reasoning, confusing a negative feeling with a factual truth about reality
  8. Should Statements, frustrating yourself by comparing yourself and others to a perceived ideal rather than accepting reality as it is
  9. Labeling and Mislabeling, confusing your identity with a single action or perpetual state of being
  10. Personalization, taking responsibility for things that have nothing to do with you, or are outside your control

Sometimes people experiencing depression worry that if they do not experience the grief and upset feelings of depression, they will not be living authentically. Getting in touch with and expressing valid emotions based upon valid thinking, is a form of emotional maturity; expressing invalid emotions based on invalid thinking is a personal and sometimes social problem that is not at all desirable. Emotional growth and development involves ridding yourself of invalid thinking and the harmful, deluded and invalid emotions that come with it.

Defeating Do-Nothingism

In a depressive state of mind, it can be difficult to summon the determination, motivation and interest in moving one’s goals and life plans forward. Using the major principle mentioned earlier, it is important to consider what kind of self-critical triggering thoughts precede this unwillingness to act. When you are suffering “do-nothingism”, consider the following as a new mental habit:

When I think about an undone task, what thoughts immediately come to mind?

You are likely to find that these thoughts are filled with the logic of futility, hopelessness and general nihilism and discouragement.

Common Mindsets that Yield Action to Inaction

Here are some common cognitive distortions that precede do-nothingism:

  1. Hopelessness, the present pain is overwhelming and obstructs your ability to imagine an improved future
  2. Helplessness, something other than your own actions stands between you and achievement
  3. Overwhelming Yourself, you must do the whole tasks all at once, making it impossible
  4. Jumping to Conclusions, assuming without testing to find out
  5. Self-labeling, convincing yourself you’re fundamentally incapable by labeling yourself as such
  6. Undervaluing the Rewards, the payoff is so small, why bother?
  7. Perfectionism, preferring no progress to some progress
  8. Fear of Failure, it isn’t worth an attempt if the potential to succeed lies in doubt
  9. Fear of Success, you won’t be able to continue after your initial “luck”, so you don’t bother
  10. Fear of Disapproval or Criticism, you will be judged harshly by others for your attempt
  11. Coercion and Resentment, you are being forced to do something rather than choosing to do it for yourself
  12. Low Frustration Tolerance, or Entitlement Syndrome, it should be easy to succeed, if it’s not easy, you must not be made out for success
  13. Guilt and Self-Blame, punishing yourself over past perceived mistakes

You may notice that many of these cognitive distortions are simply “inaction-specific” versions of the earlier list from above.

Dealing With Anger

Anger is a common aspect of many depressive episodes. As depressed people tend not to carry out the values of their lives into action, they often experience frustration, resentment and anger about the seeming futility and malaise of their life, particularly when they are in touch with or aware of their latent talents and abilities. Anger is often directed outward at others as an expression of the pain within.

When you label someone, you tend to apply a mental filter that results in disqualifying the positive as you emphasize their poor traits and ignore their good ones. Labeling gives way to blame, blame leads to vengeance. Ironically, you can not enhance your self-esteem by attacking someone else’s, so this act of labeling and attacking the character of others in anger proves doubly harmful.

Mind-reading also leads to anger as you will tend to attribute false ideas and motivations to the other person’s behavior.

Magnification of the original negative event will cause greater than necessary pain and cause the pain to linger longer than it must.

Should/should not statements generate entitled beliefs and entitled thinking leads to resentment and frustration with other people as well as the self.

The perception of unfairness or injustice is the ultimate cause of anger. It is the emotion that corresponds 1:1 to your belief that you are being treated unfairly. Significantly, there is no universal standard for fairness or justice, only different ethical systems based upon tradition, circumstances and logical rationalization of self-interest and specific harmony.

Arguments over who is “right” are fruitless and unresolvable.

Some anger is healthy in motivating change. But to determine if your anger is motivational or de-motivational and depressive, consider these two criteria for anger:

  • is it directed at someone who knowingly, intentionally and unnecessarily acted in a hurtful manner?
  • is my anger useful? Does it help me achieve a desired goal or simply defeat me?

Techniques for managing anger:

  • use the double-column technique to explore advantages and disadvantages of feeling angry and engaging in retaliation
  • one you’re ready to calm down, use two column “hot thoughts” versus “cool thoughts” to explore angry versus rational thinking
  • rewrite your “should” rules to break free of entitled thinking
  • change your expectations of others, allow yourself the opportunity to see their behavior as predictable and not surprising
  • try empathy, see the world from your oppressor’s eyes and understand how what they did made sense and wasn’t personal

Examing Depressive Thinking

Some people are so depressed, all they can do is carry their whining and complaining with them everywhere they go. How do you deal with a whiner? Try the Anti-Whiner Technique– when someone complains, agree and compliment, don’t try to help. People who whine never want help solving their problems, they are looking for validation and security from others that their pain is real. By offering solutions, you unwittingly end up sending the message to the whiner that they’re incapable of helping themselves, are being victimized by reality and thus should continue whining!

There is no such thing as a “realistic” depression, although there are realistic reasons for temporarily feeling sad. Consider these two ideas about “realistic” depression:

  • sadness follows real loss or failure, is temporary and never impacts self-esteem negatively; this is a “realistic” depression
  • depression follows flawed or distorted thinking, is recurring and stems from/causes a loss of self-esteem; this is an “unrealistic” depression

Preventing future depressions:

  1. understand why you got depressed (many people never graduate beyond this step because they spend their entire lives in some form of depression!)
  2. know how and why you got better; what techniques were effective?
  3. acquire self-confidence and self-esteem
  4. locate the deeper causes of your depression (many people suffer recurring depression because they never bother to understand what kind of life experiences have made them vulnerable to depression, so they can be on guard against repeating these experiences or the harm of taking the wrong lessons from them)

Downward Arrow Technique, used to mine automatic thoughts for “logical consequences” of silent assumptions, the residue of recurring depressive episodes; then “talk-back” is used the challenge these beliefs.

Taking Action Against Depression

What problems do you face? How are you solving them? This is where the action is, not “worth” or “true self”.

People can spend their whole lives trying to get beneath their depression to an authentic understanding of self when really the difference between a depressed person and a non-depressed person, ultimately, is a willingness to take action to solve one’s own problems.

Why treat yourself in ways it would be rude or uncomfortable to treat others? Encourage yourself to identify your problems and create strategies for resolving them. In taking action, you’ll find your own capability and begin to let the depression go.

Fighting perfectionism:

  • make a list of pros and cons
  • ask yourself if the standard could ever be realized
  • use response-prevention technique and ride the discomfort of not checking
  • become process-oriented, which is in your control, rather than goal-oriented, which is not
  • unwillingness to make mistakes leads to lack of risk-taking; write yourself a note on the value of making mistakes
  • take ownership of your mistakes and assert your right and necessity to make them to keep growing, to yourself and to others

Quote – The Struggle For Success

What is success? A mysterious, indescribable power– a vigilance, a readiness, the awareness that simply by my presence I can exert pressure on the movements of life around me, the belief that life can be molded to my advantage. Happiness and success are inside us. We have to reach deep and hold tight. And the moment something begins to subside, to relax, to grow weary, then everything around us is turned loose, resists us, rebels, moved beyond our influence. And then it’s just one thing after another, one setback after another, and you’re finished.

~Thomas Buddenbrooks, in Buddenbrooks

Review – Getting Started in Consulting

Getting Started in Consulting, 4th ed

by Alan Weiss, published 2019

Estimate costs to reasonably support yourself and your family for 1 full year and set this money aside as initial startup costs for consulting

10 Key Traits of Successful Consultants

  1. Humor and perspective
  2. Influence
  3. Confidence and self-esteem
  4. Fearlessness/honesty
  5. Rapid framing (identifying the problem)
  6. Value generation (offering ideas and resources without jealousy)
  7. Intellect
  8. Active listening
  9. Instantiation
  10. Responsiveness

Finding space

  • Needs to be dedicated, private, spacious; need to be able to leave your stuff
  • Don’t want to incur large expense; consider professional service firms with unused space for rent (accountants, lawyers, designers, marketing)
  • Minimize commute
  • Need access at all hours

Startup equipment

  • Laptop, speed and capability for 3 years minimum
  • Copier
  • Postage meter + scale, online Stamps account

Necessary specialist help with professional staff, entrepreneurial bent, accessible, resourceful, same risk-profile:

  • Legal; incorporation
  • Accounting, finance, tax; deductions of reasonable expenses such as medical fees, director’s fees, director’s meetings, salaries to household members for assistance, business credit, withholding and payroll tax strategy, office + equipment, memberships and subscriptions
  • Business banking; a relationship manager to handle questions, expedited banking services, small biz surfaces, SBA-related assistance and opportunities, manage the relationship with the banker and trade business opportunities
  • Designer; letterhead, logo, brochure + publicity materials, media kit, web design
  • Insurance broker; disability, E&O (malpractice), liability, property, major medical and health, term life insurance, umbrella liability, long-term care, etc.
  • Payroll assistance
  • Bookkeeping

Marketing, develop market gravity through:

  • Press kit
    • Client Results/Expected Benefits, what do they get?
    • Testimonials, what have people said about you?
    • Biographical sketch, who are you? accomplishments, credentials and background
    • Position papers/white papers, 2-6 pages outlining ideas or opinions on relevant topics to your consulting work (copyright it)
    • Reference list + contacts, try to fill a page
  • Stationary, letterhead, secondsheets, envelopes, address labels, business cards
  • Networking involves providing value to others to generate reciprocity and becoming interesting to others so they’ll direct others to you; try to do something networking-related at least once per week
    • Buyers
    • Media people
    • Key vendors
    • Mentors
    • Recommenders to buyers
    • Endorsers
    • Bankers
    • Key advisors
    • High profile biz people
    • Trade association execs
    • Community leaders
    • Execs planning conferences and meetings
  • Pro-bono work should be confined to visible, connected non-profits that engage you with potential paying clients who are also donating their time

Advanced marketing

  • Website, as credibility builder, not sales builder or ad
    • clear image about expertise
    • reasons to return (changing content, newsletter)
    • credibility of self and firm
    • personal contact
    • expected results
  • Commercial and self-publishing
    • find publications your target audience reads
  • Media interviews, print, web, radio, TV– PRLeads.com
  • Speaking engagements, National Trade and Professional Associations of the United States
  • Newsletters

Key principles of consulting sales

  • Clients come from relationships, not sales
  • Relationships exist with people, not organizations
  • Think from the buyer’s perspective
  • Focus on outcomes, not methodology
  • Trust comes from convincing people you have their interests at heart
  • Provide value to build trust

Gaining conceptual agreement

  1. What are the objectives to be achieved through this project?
    1. How would conditions improve as a result of this project?
    2. Ideally, what would you like to accomplish?
    3. What would be the difference in the organization if this was successful?
    4. How would your customers be better served?
    5. What is the ROI/ROE/ROA impact you seek?
    6. What is the shareholder impact you seek?
    7. How will you be evaluated in terms of the results of this project?
    8. What keeps you up at night?
    9. What are the top 3 priorities to accomplish?
  2. How will we measure progress and success?
    1. How will you know we’ve accomplished the objective?
    2. Who will be accountable for determining progress and how?
    3. What info would we need from customers, vendors and employees to measure our progress?
    4. How will the environment or culture be improved?
    5. How frequently should we assess progress and how?
    6. What is acceptable improvement? What is ideal improvement?
    7. How will you prove to others the objective has been met?
  3. What is the value or impact to the organization?
    1. What would be the impact if you did nothing at all?
    2. What would happen if this project failed?
    3. What does this mean to you personally?
    4. What is the difference for the organization’s customers/employees?
    5. How will this affect performance or productivity?
    6. How will this affect profitability/market share/competitive advantage?
    7. What is this currently costing you annually and what might you gain or save?

Focus on developing “small yeses”

  • Initial contact, hear background, read some material, agree to second contact
  • Second contact, brief meeting
  • Brief meeting, form relationship, substantiative meeting
  • Second meeting, conceptual agreement
  • Proposal, acceptance and initiation

7 Elements of Great Proposals

  1. Situation appraisal (linkage to previous discussions)
  2. Conceptual agreement components
    1. Objectives
    2. Measures of success
    3. Expression of value
  3. Methodologies and options (provide a menu)
  4. Timing, when does the project begin and end
  5. Joint accountabilities
  6. Terms and conditions
  7. Acceptance

Review – The Medici

The Medici: Power, Money and Ambition in the Italian Renaissance

by Paul Strathern, published 2017

The history of the Medici family might best be summarized with the phrase “from dust to dust.” As if to emphasize how they were destined for greatness and nobility, the family started out as a bunch of Tuscan hillbillies who could trace their lineage to a legendary knight of the Holy Roman Empire who settled near Florence in the 8th or 9th Century. From there and then, no one heard much of these people until some of the clan moved into Florence proper in the early 1300s and formed a small money-changing business.

Using conservative business practices and investing in roles of civic responsibility, eventually a Medici was elected to the position of gonfaloniere, the primus inter pares of the Florentine Republic. From this position the dice were carefully loaded in the favor of subsequent Medici generations by artfully forming governing coalitions that cemented their public position while creating leverage across their business and investment portfolio through the tactical use of subsidy, official privilege, insider information and regulatory capture wielded against competitors and opponents.

The story of the “overnight success” of the Medici begins here. The first great head of the Medici family and Medici bank, Giovanni de Medici, had jockeyed for favor with the newly appointed (anti-)Pope John XXIII in order to secure a role as the personal banker to the Papal Curia upon his ascendancy, which was then granted. For much of the 14th Century and Renaissance period in general, the papal revenues and banking needs were equivalent to managing the treasury function for the modern era’s most wealthy and complex multi-national corporations. To gain this trust was not only a measure of unique esteem valuable in and of itself, but a responsibility that carried with it priceless information and irreplaceable business franchises throughout European Christendom and even the Levant.

However, Pope John XXIII soon became embroiled in the Great Schism in which he and 2 other rival popes were called before the Holy Roman Emperor and summarily dismissed, to be replaced with his appointment, Pope Martin V. At his son Cosimo’s urging (whom he had sent to be his representative at the delegation attending the papal conference) the Medici’s continued to support the defrocked pope, even helping to pay his ransom for his release from imprisonment. Rather than being a financial disaster, this loyal support of the former pope led to a new lucrative banking relationship under Martin V, because in return for bartering his release the former Pope John XXIII agreed to support the nomination of Martin V and participate in the reconciliation of the Schism, leading to greater legitimacy for the new pope.

As a major political player on top of his business responsibilities, Giovanni left three apocryphal warnings for his descendants:

  1. focus on business, not politics
  2. do not be ostentatious
  3. don’t oppose popular will, unless it is aimed at disaster

It seems as if it should be unnecessary to say that in time this advice was forgotten and eventually, so, too, were the Medici.

But the dissolution of the Medici was a ways away yet. After Giovanni came Cosimo as head of the family and the Medici bank. He faced a disastrous and unpopular war between Florence and Lucca (backed by Milan) which threatened to ruin the Florentine treasury and which had pitted the various leading families against one another. Subscribing to Rule #3, Cosimo opposed the conduct of the war and worked to hide the bank’s assets outside of Florence to avoid expropriation in the war’s aftermath.

For these maneuvers and others, Cosimo was recalled to Florence and imprisoned in the bell tower of the Palazzo Vecchio by a faction led by the rival Albizzi who had plans to execute him for treachery. However, Cosimo’s far flung banking business and participation in the geopolitics of Western Europe had led him to a series of alliances and power relationships with foreign entities such as the Venetian Republic and the Papal States which he utilized to create a kind of diplomatic protection for himself, pressuring his enemies to choose exile over execution as his fate.

In the meantime, he used bribes and the threat of invasion of the city by his own mercenary forces outside its walls to add to the diplomatic pressure and engineer a favorable outcome for himself, all while behind bars.

Shaken but not stirred, Cosimo came to rule Florence through the intervention of the Pope and Venice, but vowed that “he would rule, but he would not be seen to rule” going forward. He had learned his lesson about bearing personal responsibility when it came to matters of state. Further, he was coming to understand that it was easier to wield power when others weren’t watching.

According to one supporter, “Whenever he wished to achieve something, he saw to it, in order to escape envy as much as possible, that the initiative appeared to come from others and not from him.” One policy he pushed for through his crony network was the use of the “catasto”, which had originally been levied to pay for the war, as a punitive tool to crush his political and business opponents through ruinous taxation. While he was forcing his enemies into exile to avoid financial ruin, purchasing and redistributing their former property to his supporters on a bargain basis, he simultaneously used inflated personal balance sheets to hide his income and appear to be bearing the heaviest personal tax burden on a relative basis.

But Cosimo was far from poor:

Between 1434 and 1471, Cosimo spent 663,755 gold florins supporting public works, by comparison, total assets of the Peruzzi bank at its height were 103,000 florins from Western Europe to Cyprus and Beirut.

If he was able to spend 6X the total assets of a well-known competitor at the height of its powers on public works, his total assets and wealth must have been a multiple of that amount. Normal banking and family secrecy aside, the Medici wealth at this time seems to have been nearly incalculable. It is no wonder, then, that one of Cosimo’s key strategies in building and wielding power was to always return favors with favors.

Following Cosimo, who was once to have said that “Trade brings mankind together, and casts glory on those who venture into it” his son Piero and Piero’s son, Lorenzo began to venture the family increasingly beyond the scope of banking and business and into the realm of politics and social standing via nobility. Depending upon how you interpret the events that followed, Piero and Lorenzo were either some of the most “magnificent” leaders of the Medici banking and political enterprises or they were equivalent to the decadent dissipators of the true talent and generational thrift of their greater ancestors.

Either way, the local power of the Medici in and around Florence was successively traded for inter-regional power and influence within the royal families of Europe. As the Medici gained a queen mothership in France, they lost their rule over the Florentine Republic to foreign invasion and intervention and increasingly squandered the capital of their banking and related enterprises. By the early 18th Century the Medici had failed to produce a male heir and had ceded their Grand Duchy of Florence to the Holy Roman Emperor and ceased to be a meaningful business or political entity forever.