Serendipity as strategy.

We crave certainty.
(I know that I do).
We want to believe that everything will turn out okay.
That everyone will be . . . fine.
(I almost wrote “happy”).
And that’s why we resist change.
Not because we dislike change.
You can’t dislike something you can’t imagine.
Rather, we dislike the scary unknown.
Despite pithy quotes like Eleanor Roosevelt’s.
We seldom do anything that truly scares us.
Instead, we simply work longer and harder at what we already know.
At what “works.”
And hope like hell that everything will be alright.
Human beings have built in, unconscious aversions towards risk.
We choose the safest option.
And, what appears safest is what’s immediate and visceral.
What’s in our grasp and right in front of our eyes.
Because we don’t want to lose what we already have.
Our position, status, money, lifestyle.
So we hold on tight.
Which means that most of us are tethered.
To what we’re grasping.
To routine and dependence.
To a life of foolish consistency.
And so we’ll never fly high and free.
But there is an option.
Aimless wandering.
I’m being quite sincere.
Cut the damn cord (at least temporarily).
Place yourself in a strange environment.
Pick up a random book and read it.
Start a relationship with someone who fascinates you.
Volunteer at a non-profit.
Yes, we all want to live authentic lives.
But authenticity isn’t about what you choose to do.
It’s about how you choose to do it.
So get out there and do something, anything, new.
Stop trying to figure it all out.
Stop trying to protect yourself from an unknowable future.
Instead be a connected and passionate part of the here and now.
Let serendipity be your new strategy.

P.S. Thanks for the title Niraj!

The telos of business.

Aristotle believed that everything has a telos.
All organisms move from an imperfect state to an innate, perfect one.
For example, an acorn’s telos is an oak tree.
He also believed that human life has a telos.
And I’m convinced that the telos of our modern marketplace is happiness as well.
Happiness that comes from novelty, entertainment, and social interaction.
Happiness realized by feeling in control, safer, and healthier.
And happiness that flows from contribution, self-worth and identity.
Happiness must be a business’s intent.
Not products.
Not services.
Not content.
Not money.
Happiness should be an organization’s context.
The frame through which its people view their purpose, activities, and results.
Theodore Levitt’s “what business are you in?” if you will.
To be clear, I am not saying that the genesis of all successful ideas is the burning desire to make other people happy.
It is certainly not.
Many, if not most, innovations are born of curious and creative minds.
Those intent on solving their own problems and making themselves happy.
What I am saying is that the long-term success of those ideas in the marketplace is absolutely dependent on the happiness and well-being of others.
Because given an abundance of choice, people pick and choose their personal definition of what they believe will improve their lives and make them happy.
Happiness is their ultimate currency.
My friend Paul has profited greatly from this seemingly hippy-dippy concept.
His initial idea for website testing software was launched in a University dorm room.
With a secondhand computer and a few hundred bucks back in 2005.
He developed the product primarily to solve his own problems as a designer.
Impelled by the marketplace’s lack of an affordable and functionally intact solution.
Fast forward ten years and Paul now operates a growing, multimillion dollar software business.
But it wasn’t the original idea that rocketed him to success.
Rather, he listened intently to his customers’ wishes.
And responded with a new, market-shaking idea.
An idea that fed their hungers and fueled his growth.
Let me be clear about something else.
Although Paul is a very kind soul, he is no altruist.
He’s a shrewd and sensible capitalist.
He’s simply aware that it’s all connected.
His success and happiness is bound up with the success and happiness of his customers.
The future well-being of his business lays not with its beginning.
But rather with its telos, its aim.
And so does yours.
We are in the midst of a massive marketplace upheaval.
Like my friend Paul, we must all rapidly change our perspectives.
And embrace a new, customer-driven ethos.
We must expand our concerns from measured performance and efficiencies.
And obsessively ask, What’s going on in people’s lives?
What role do we play in that drama?
What role could we play to improve their lives, to make them happier?
The telos of the marketplace is happiness.
Does that mean it has to be yours?
Of course not.
This isn’t a short-term, hard and fast rule.
There are far too many exceptions for it to be.
But, I assure you, your marketplace competitiveness and organizational well-being over time will inevitably come down to your telos.
The difference between you and an acorn is that you get to choose yours.