Books

Conquer Resistance with “The War of Art”: Unlock Your Creative Potential

/ Jonathan Sachs

Estimated reading time: 6 minutes

From time to time I come across a book that is so powerful, it feeds my soul. These books speak to me in ways that simultaneously inspire, challenge, and validate my thinking about my sense of self. Recently, I read The War of Art by Stephen Pressfield and the book did just that. It has become one of my four “Books of the Soul” that I will go back to and re-read for years to come.

The War of Art by Steven Pressfield is a "Book for the Soul"

The War of Art Starts with Resistance

Pressfield begins The War of Art with a shot right between the eyes.

He describes an evil, vindictive force he calls, “Resistance.” Resistance is essentially self-doubt and self-sabotage fueled by fear.

If you have ever heard that voice in your head try to talk you out of doing what you feel is your purpose, that thought process is resistance.

He describes the many forms that resistance takes, like procrastination, addiction, and distraction.

One of the reasons The War of Art speaks to me is that resistance is a force in my life. For example, starting this blog was an act in overcoming resistance. When I started, I was 30 years old and filled with self-doubt. I told myself that nobody would want to hear from me. I asked myself, what could little old me contribute to the idea of leadership? Everyone’s going to laugh at you!

Here I am, overcoming resistance 107 posts later. It wasn’t easy to do.

Jonathan Haidt, author of the book The Righteous Mind: Why Good People are Divided by Politics and Religion, explains why. He writes, “The mind is divided, like a rider on an elephant, and the rider’s job is to serve the elephant. The rider is our conscious reasoning-the stream of words and images of which we are fully aware. The elephant is the other 99% of mental processes-the ones that occur outside of awareness but actually govern most of our behavior.”

The War of Art and the rider and the elephant metaphor

Said another way, the rider is the elephant’s press secretary, justifying its actions after a decision is made.

The elephant is all about resistance. The rider is resistance’s greatest ally, because it develops the logic to explain the elephant’s desire to maintain the status quo.

Pressfield discusses the many facets of resistance. The major benefit is that after looking for resistance, you become more aware of it as a force in your life.

The War of Art on Overcoming Resistance

So how do we overcome resistance?

Pressfield discusses that overcoming resistance involves transitioning from an amateur to a professional.

He describes it this way in The War of Art, “The word amateur comes from the Latin root meaning ‘to love.’ The conventional interpretation is that the amateur pursues his calling out of love, while the pro does it for money. Not the way I see it. In my view, the amateur does not love the game enough. If he did, he would not pursue it as a sideline, distinct from his ‘real’ vocation. The professional loves it so much, he dedicates his life to it. He commits full time.”

Pressfield then describes what it means to turn pro. Turning pro happens when we create a practice and a routine to do the work every day with focus. As you commit to this daily practice, you will know it is working if you get so lost in your work that you lose track of time.

He details the way to become a professional in the book Turning Pro.

The War of Art on Loving Being Miserable

One of my favorite ideas in the book was the idea of being in love with being miserable.

Pressfield describes how Marines love to be miserable and further explains how this applies to the “artist,” which includes the entrepreneur.

Pressfield writes, “The artist committing himself to his calling has volunteered for hell, whether he knows it or not. He will be dining for the duration on a diet of isolation, rejection, self-doubt, despair, ridicule, contempt, and humiliation.

The artist must be like that Marine. He has to know how to be miserable. He has to love being miserable. He has to take pride in being more miserable than any soldier or swabbie or jet jockey. Because this is war, baby. And war is hell.”

Elon Musk said it a slightly different way. He described running a start-up, “Like chewing glass and staring into the abyss. After a while, you stop staring, but the glass chewing never ends.” Musk is a billionaire who still chews glass. My guess is he’s a guy that loves being miserable!

I loved that description. I pull the covers up on cold mornings just as much as the next guy. Since reading this book, the idea of loving being miserable has helped me wake up earlier, run in the rain for exercise, and watch what I am eating more carefully. Sometimes the things you need most in life can make you miserable. Being in love with that feeling is a superpower I hope to develop.

The War of Art for Leaders

The implications for leaders are many. So much so, that I will be writing about them exclusively in next week’s post.

In short, The War of Art creates a distinction between amateurs and professionals. The hallmark of the professional is a dedicated practice. Some people in Senior Leadership roles are amateur leaders because they do not approach leadership as a practice and the consequences are severe.

Founders or senior leaders who are promoted because of politics or other social forces are rarely professional leaders. Meaning they made be technically or functionally professional, but that is different than what it means to be a professional leader. In next week’s post, I will describe what a professional leader looks like and how you can tell a professional from an amateur. You won’t want to miss it. Subscribe here to make sure you don’t.

Key Takeaways – The War of Art

“The War of Art” by Steven Pressfield is a powerful book that highlights the concept of resistance, which is fueled by self-doubt and fear, and inhibits us from pursuing our purpose.

Overcoming resistance involves transitioning from an amateur to a professional by dedicating ourselves fully to our calling, developing a daily practice and routine, and embracing the challenges and misery that come with it.

The book’s insights are applicable not only to artists and entrepreneurs but also to leaders, and the next post will delve deeper into the distinction between amateur and professional leaders.

The War of Art is available for purchase on Amazon

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Creating a Culture of Trust and Cooperation: Lessons from ‘Leaders Eat Last’ by Simon Sinek for New Leaders

/ Jonathan Sachs

Becoming an effective leader requires more than just holding a position of authority. To lead a team effectively, leaders need to inspire and motivate their team members to achieve common goals. One of the most insightful books on leadership is “Leaders Eat Last” by Simon Sinek. In this book, Sinek shares strategies and principles that can help anyone become a better leader.

Why I refer this book to all new leaders I meet

Sinek’s most popular book, Start with Why, which accompanied one of the most viewed TED Talks of all time, is an essential read. I have even reviewed it on this blog! Start with Why contains extremely important information on how excellent leaders communicate, and Leaders Eat Last builds upon those concepts discussing the essence of what it means to be a servant leader. To a servant leader, being in leadership is not about a title, control, prestige, or advancement. It’s fundamentally about service, calling, and mission.

Sinek discusses lessons from government and businesses about servant leadership. He also discusses generational differences in the workplace, which I believe is an under-appreciated topic.

Summary of Leaders Eat Last

The book’s title comes from a practice in the U.S. Marine Corps where leaders prioritize the needs of their team over their own. This simple concept is the foundation of the book. Sinek argues that true leaders prioritize the well-being of their team members, which creates a culture of trust and cooperation.

Simon Sinek's book "Leaders Eat Last" takes lessons from the Navy Seals and US Marine Corps on what it means to be a servant leader. The book is an essential read for new leaders.
CORONADO, Calif. (Jan. 23, 2018) U.S. Navy SEAL candidates participate in Basic Underwater Demolition/SEAL (BUD/S) training. SEALs are the maritime component of U.S. Special Forces and are trained to conduct a variety of operations from the sea, air and land. (U.S. Navy photo by Mass Communication Specialist 1st Class Abe McNatt/Released)

Sinek emphasizes the importance of creating a sense of belonging and purpose in a team. He gives the example of a company called Barry-Wehmiller, where CEO Bob Chapman created a culture of care and respect for his employees. By deliberately building trust, Chapman created a sense of purpose that motivated his employees to work harder and achieve more. This example illustrates that to get results as a modern leader, it is imperative to create an environment where people feel valued and inspired.

As I mentioned earlier in this post, the book also discusses the concept of “servant leadership.” Sinek explains that servant leaders prioritize the needs of their team members, rather than their own interests. He says, “True leaders are not those who strive to be first, but those who are first to strive and who give their all for the success of the team.” By serving their team, leaders create a culture of trust and respect that empowers team members to take ownership of their work. When employees take ownership and responsibility over the work, quality tends to increase because they feel like the work reflects on them personally. That type of pride can help teams achieve tremendous results. Building an environment where people are empowered and feel ownership creates incredible results, particularly in customer service and experience.

Lessons Learned

In conclusion, “Leaders Eat Last” is an essential read for anyone looking to become a better leader, especially those who are new to leadership. By prioritizing the well-being of their team members, creating a sense of purpose and belonging, and practicing servant leadership, leaders can inspire their team members to work harder and achieve more. As Sinek says, “Leadership is not about being in charge. It’s about taking care of those in your charge.” By following the principles outlined in this book, anyone can become an effective and respected leader.

Fundamentally, “Leaders Eat Last” discusses what it takes to succeed as a modern leader. By showing those on your team that supporting them is more important than hierarchy or command-and-control, it will help leaders accomplish broader and more complex goals.

Key Takeaway

“Leaders Eat Last” by Simon Sinek shares key messages about effective leadership, including prioritizing the well-being of team members, creating a sense of purpose and belonging, and practicing servant leadership. By following these principles, new leaders can become an effective and respected.

Leaders Eat Last  is available for purchase on Amazon

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Building teamwork and strategy

/ Jonathan Sachs / 1 Comment

I see what you are doing Patrick Lencioni…

I’ve gotten hooked on your podcast and now I am reading all of your books.

Well played, Pat. Well played.

This post is all about Lencioni’s book, The Advantage, which is a clear, concise, and easy read all about how teamwork, strategy, and communication come together to help organizations achieve strategic goals.

The Advantage is the only Lencioni book that I’ve encountered that is not told as a fable with an explanation at the end. The author gets right into the content describing four disciplines that achieve organizational health. They are:

  1. Build a cohesive leadership team
  2. Create clarity
  3. Over-communicate clarity
  4. Reinforce clarity

The Advantage Model and Summary

For lessons on building a cohesive leadership team, they mirror Lencioni’s model in The Five Dysfunctions of a Team. The create clarity section uses the model Lencioni describes in Silos, Politics, and Turf Wars with a few added tips. The new learning for me came in the “over-communicate clarity” and “reinforce clarity” sections of the book, particularly in the practical advice about meetings.

I spend the majority of my time in meetings at work. In a complex organization with many different functions, it is hard to avoid meetings and, in all honesty, it’s a necessity to operate a large organizations. Still, meetings can be productive with the right intention and format.

Lencioni describes a model involving four kinds of meetings in The Advantage and even describes how much time a leader invests in meetings using his model and the potential benefits.

Using the model assures regular and clear communication with the team on as frequent as a daily basis. In my experience, I have learned that Lencioni’s emphasis on over-communicating is right on. In the midst of a task heavy day, most people need the friendly reminder to align those tasks to strategy and operations. That is why great organizations (particularly service organizations like the Ritz-Carlton) that I have observed and admired have mechanisms to repeat key themes on a daily basis.

I recommend that any leader who is either in a new leadership role or is looking for a change of pace with their current team read The Advantage. Also, subscribe to the At the Table podcast, knowing that it will be supplemented with an investment in materials!

KEY TAKEAWAY: Leniconi’s model described in The Advantage is a must-use for teams looking to achieve strategic goals. By focusing on the four disciplines of healthy organizations, leaders can set an important tone in how a team works together, sets its strategy, and keeps that plan top of mind.

The Advantage is available for purchase on Amazon for $27.95 (does not include Prime discount)

Can you win a game with no end?

/ Jonathan Sachs

Simon Sinek’s latest book, The Infinite Game, provides another challenge to the status quo for leaders. Always thought-provoking, different, and inspiring, Simon Sinek asks leaders in business a fundamental question: What game are you playing?

Sinek describes how many corporate leaders judge their success based on how they win or lose at the game of business. Sinek though, says that business is not a win-able game because there is no end. He argues that business and service are, in fact, infinite.
Sinek reviews lessons from several successful businesses who are loyal to their “just cause,” a mission statement with a few extra parameters, in order to further prove his point. One example he gives is CVS’ decision to no longer sell cigarettes in their stores as part of their commitment to enriching community health.InfiniteGame

One aspect of the book I really enjoyed was the inclusion of real life examples of how to lead in an infinite game. Sinek features leaders who rally for a cause, instead of simply trying to beat a competing organization. He gives examples of training leaders from the US Marine Corps Officer Candidate School. He discusses the Shell URSA oil rig as an example of a team that needed to establish psychological safety in order to ensure physical and environmental safety. He uses the Four Seasons Las Vegas as an example of an organization where leaders care for the employees, which leads to incredible customer service (Incidentally, this example about an associate named Noah, was my favorite part of the book).

Sinek writes much about the role of a CEO in an organization playing the “Infinite game,” suggesting that the CEO should really function more as a Chief Vision Officer or CVO.

Few authors are able to write with as much strong conviction on leadership topics as Simon Sinek. He is very critical of finite-minded CEOs, which in the book include Jack Welch (Former GE CEO) and Steve Ballmer (Former Microsoft CEO).

But the real magic of Sinek is his ability to illustrate that businesses that practice long-term thinking around a “just cause” benefit both the business itself and the broader community. For example, in the CVS example of ending the sale of cigarettes at their stores, he explained how the company’s stock price went down for only a matter of days, only to shoot back up even higher than it had been performing.

I agree with most of what Simon Sinek writes about and try to put his ideas into my own leadership practice. Whenever I have the opportunity to work with a team, I always stress the need for a clear vision that can be understood across the organization and for psychological safety to develop high-functioning teams. Like Sinek’s other books, this is the next in an excellent series of required reading for modern leaders.

KEY TAKEAWAY: Simon Sinek’s latest book doesn’t disappoint. It illustrates how to lead in an organization pursing a just cause and and infinite mindset. Implementing the ideas should be simple and are imperative for most successful teams.

The Infinite Game is available for purchase on Amazon for $28.00 (does not include Prime discount)

The most important organization in the world

/ Jonathan Sachs / 1 Comment

Welcome back to Leadership as a Practice. We took a brief hiatus for the holidays but are back with more exciting content for you to enhance your own leadership practice.

Part of the reason for the break is that my wife and I are expecting our first child this Spring and we had some planning to take care of. As our family grows, we did some deep thinking about what it means to become a family with a child.

Coincidentally, I have been listening to a new podcast called At the Table with Patrick Lencioni, and a recent episode was about how to create a strategy for the family, or as Lencioni describes it, the most important organization in the world. My wife listened to the podcast as well and we both decided to try creating a family strategy with core values, defining objectives, standard objectives, and a regular cadence of checking in on progress.

Lencioni3Together, we read Lencioni’s book, The 3 Big Questions for a Frantic Family, which describes the process families can use to develop their strategic plan. This past Saturday night, we went out to dinner with the book, a legal pad, and pen and mapped out our strategy. The book describes that this process should be fast and we found that to be true. With the prompts and descriptions from the book, we spent about 20 minutes discussing the strategy and 10 minutes refining it. After reading our strategy over several times, we felt comfortable with the product.

From there, Lencioni prescribes developing a “rallying cry” or your family’s short term goal (2-6 months). I have also heard this idea called the “burning platform” in business discussions. The “rallying cry” will be reached by accomplishing “defining objectives”. From there, you define “standard objectives” or the themes that are always important to the family (ex: Physical health). After all of that work, the family meets weekly for 10 minutes to do a stoplight score (green for on schedule, yellow for close, and red for off schedule), which helps prioritize goals for the upcoming week.

My wife and I have our first check-in meeting this week, so we decided that we wouldn’t share our strategy with Leadership as a Practice readers until later (but stay tuned).

At work, I’m a big advocate of the value of strategic planning as well as disciplined and intentional implementation of the plan. Applying it to our family was something that occurred to me but I couldn’t figure out how to implement it. Lencioni’s model has helped my family get focused and organized. Our strategy has already helped us make decisions that are aligned. It also serves as an excellent model for a quick strategic plan for a functional department at any business.

Do you lead with intention both at home and at work? If you have any stories about this topic, I would love to hear them. Please send them to me here.

KEY TAKEAWAY: Strategic planning is a valuable exercise to accomplish both professional and personal goals. Leaders can establish a plan quickly and implement it. What better place to start than at home?

The 3 Big Questions for a Frantic Family is available for purchase on Amazon for $24.95 (does not include Prime discount)