Based on the title (and diminutive size) of this book, I found it practically begging me to read it. That I felt like I could apply the rule immediately had some influence also. I didn’t have to commit too much to reading this book and I probably got an equivalent amount out of the book. In a word (and two start review), this book was okay.

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Now, after several years of busy work and tending to the details of my self-imposed jobs, I find myself leading a group. I will still have tasks to complete and non-organic reasons to talk to people, but now I also have emotional and cerebral tasks: monitoring and motivating people. Yes, I am nervous to some degree, but I am also excited. This is progress and the reason I started reaching out in the first place.

I am very contemplative as I find myself specifically aware that I am on the verge of learning how I am going to handle it.

I send email (several emails) everyday. I am very careful to monitor my output making sure my messages are brief but thorough and always useful to the recipient. If you know that I am not brief but thorough or if I just send you junk, please let me know because I really would want to correct that. Because I am ultra-conscious of my email, I try to be as aware of incoming email too. Some of the characteristics of Geoff’s email (and the fact that I don’t know Geoff but have received other email from him) led me to qualify his email as SPAM. Typically, my internal response would include, “No thanks, Geoff, I do not want your unsolicited email.” In this case, however, one element caught my eye. It was not the fact that Geoff was offering himself for a 15 minute phone conversation or that he had information about Morgan Stanley including “a deep dive info about IT architectures, strategies, org charts, contact info, budgets, projects and delivers strategic insight into current initiatives.” It was simply the title of the content Geoff was offering: the CRUSH Report.

I am sure CRUSH is an acronym (my Google-dash didn’t return any useful answer) but what the CRUSH Report is is not what is important. What’s important is that I have been shown a new band name. Granted, I don’t have many opportunities to practically apply any of the several band names I have cataloged; in this case, my opportunities will be dramatically more limited given that Crush Report would only be useful if I formed either a boy band or an electronica band. But just as I don’t care what CRUSH means, I don’t care that I won’t be able to use the band name, just knowing that I have it my back pocket is enough.

I am convinced (and I don’t think this is rocket science or going to blow any minds) that each time you do something it is easier that the time you did it previously. If you can create a string of events, the latest comes much easier than the first. Again, this won’t be a surprise to anyone, but that is called a habit. When I am reading (and by reading I mean involved in a book or books) I tend to read several in a row without going even a single day without picking up a book. If I don’t have the next book selected and ready to go, I fall out of my habit and won’t read (a book) for several weeks. This translates to other things at home too: washing the dishes, vacuuming. Don’t bother asking Tina because she never seems to notice the streaks when I am on. If I do it the first day, I might do it the second, I will probably do it the next, I will definitely do it the fourth.

If I am somehow taken off my course, maybe on the fifth day, my time off might exceed my time on before the habit resumes. Am I a ball or a runner? It’s like momentum because once I stop, some external force is required to get me going again. And it’s like conditioning because the more often it is done the easier it becomes.

Maybe it doesn’t matter because I understand the concept as it applies to me, but the right analogy would help me explain it to my kids. I think it is tremendously important for my kids to understand. The sooner they understand the sooner they can begin (and maintain) their mini-habits. With all of the time they have before they become flawed adults, they might even be able to make full-blown life-long habits (so long as my own lack of momentum or conditioning doesn’t get in their way).

We are adults (I know this in an entirely separate discussion but let’s make an assumption because neither of us has all day). You have agreed to handle certain jobs. Those jobs either get done or they do not. In most cases it isn’t a matter of life and death and in those instances, excuses become even less relevant.

Let me describe a scenario and ask that we continue to make a set of assumptions: an adult agrees to handle a set of tasks; of those tasks, some are completed poorly and some are not completed at all; at the end of a set period of time, a group gathers to review the tasks. Everyone in the group would prefer that those tasks had been completed, after all, we each agreed to handle a number of tasks and we completed ours (to varying degrees of success), but none of these tasks will directly affect the quality of our lives so our success really isn’t the big deal. The infuriating part is that this adult either will not or physically cannot sit quietly while others (that have previously and successfully completed the same exact set of tasks) try to help this person and others that might take on the same tasks in the future understand precisely what is required. I am not asking for the world, in fact, I am not asking for anything. I am literally asking for nothing: sit quietly. Accept the fact that you failed to complete the tasks. Do nothing. Doing nothing (at least in this scenario) equals taking responsibility: taking responsibility not for the tasks but for the lack of execution. The deadlines for the tasks have long since past and there is nothing to be done about that now. I am asking that the best be made of the situation that has been created.

Taking responsibility for the failure is at least taking responsibility.

I recently read, in this order: The 3 Big Questions for a Frantic Family and Silos, Politics, and Turf Wars. The 3 Big Questions summarizes, simplifies and applies business strategy to home life. Silos details the same business strategies applied in The 3 Big Questions…oops. I don’t doubt I would have taken more away from Silos if I didn’t feel like I had already dissected the lessons but I might have also taken less away from The 3 Big Questions.

Tina was kind enough to placate me as I put these lessons into practice outside of the lab and into our live-family environment. I’ve also applied some of the thinking to the business. I feel good about both now but it won’t be fair to judge for another six to nine months. In the mean time, I have added Lencioni’s latest book to my Goodreads shelf.

I think about this because I have since had a particular conversation regarding this topic. After I chose my path, became an adult, got a job, and even became a parent, I was talking with two women (both parents, both whom I consider successful as well as thoughtful, insightful, generous and even nice). It seems that each of these women either had the earning potential conversation with their parents (maybe their mothers specifically), a sibling, or a friend; possibly they arrived at this conclusion on their own: when choosing a mate for life, you must make it a basic consideration to analyze their earning potential.

Having made my decision (or having it made for me by my now wife), I am thrilled with the way things have worked out in the choosing-a-mate-for-life category. If I had considered the earning potential (earlier or more thoroughly) I am sure I would have made some different decisions and, with this information, I am sure my kids will make some different decisions too.