BEING UNCOMFORTABLE AND GROW

Think you have big goals? Think again. Several years ago, I read an article in Wiredmagazine about a long-distance runner named Dean Karnazes.

Get this:

• He ran fifty marathons in fifty states on fifty consecutive days.
• He once ran 350 miles in three days—without stopping and with no sleep.

• He’s run the Badwater Ultramarathon seven times. It starts in Death Valley, 250 feet below sea level and concludes, 135 miles later, halfway up Mt. Whitney, at 8,360 feet. He won the race in 2004 on his fifth attempt.
• He runs 100 to 170 miles a week.
• He couldn’t find time to run 4–6 hours a day, so he began sleeping less. He currently only sleeps four hours a night.
• His resting heart rate is 39 beats per minute!

I was so inspired by the article, I bought his book, Ultramarathon Man: Confessions of an All Night Runner and devoured it. I then made a commitment to run my first ever half marathon. I have run one per year ever since.

In another interview in Outside magazine, Dean makes an important point that many of us have forgotten:

Western culture has things a little backwards right now. We think that if we had every comfort available to us, we’d be happy. We equate comfort with happiness. And now we’re so comfortable we’re miserable. There’s no struggle in our lives. No sense of adventure. We get in a car, we get in an elevator, it all comes easy. What I’ve found is that I’m never more alive than when I’m pushing and I’m in pain, and I’m struggling for high achievement, and in that struggle I think there’s a magic.

This rings true for me. I think there are three reasons why you and I should embrace discomfort, whether we deliberately choose it, or it simply happens to us.

1. Comfort is overrated. It doesn’t lead to happiness. It makes us lazy—and forgetful. It often leads to self-absorption, boredom, and discontent.
2. Discomfort is a catalyst for growth. It makes us yearn for something more. It forces us to change, stretch, and adapt.
3. Discomfort is a sign we’re making progress. You’ve heard the expression, “no pain, no gain.” It’s true! When you push yourself to grow, you will experience discomfort.

The bottom line is this: you can either be comfortable and stagnate or stretch yourself—become uncomfortable—and grow. You may think that comfort leads to happiness. It doesn't. Happiness comes from growth and feeling like you are making progress.

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HOW DO YOU KILL 11 MILLION PEOPLE

Today is the official publication date for Andy Andrews’ new book, How Do You Kill 11 Million People?: Why the Truth Matters More Than You Think.

In my years of publishing, I have been pitched hundreds—maybe a few thousand—times. But I could count on one hand the times I heard a book concept and thought, Not only should we publish this. We must must publish this. Now! Given where we are as a country, I can’t think of a more important and timely topic.

In everything he writes, Andy offers perspective that leaves you seeing your world and your life in a completely different way. He mines history for examples and then applies what he has learned to his readers’ lives. How Do You Kill 11 Million People is no different.

Through the lens of the Holocaust, Andy examines how Hitler was able to get eleven million people to march to their deaths with so little resistance. In short, he lied to them. And, sadly, they believed it.

If the truth is what sets us free, we need to ask what it means to live in a society where truth is absent, where we are routinely lied to by politicians of both parties, Wall Street, and the media. What is at stake? Can we survive in such a culture of deception?

Our only hope, Andy argues, is an informed citizenry that demands truth at every level—first from themselves and second from their leaders. We must be able to separate fact from fiction, truth from lies, and hold those who lie accountable.

This is a short book. You can literally read it in less than an hour. But don’t be fooled by it’s size. It’s a little book that could be the start of something very big. It’s a book you will want to read for yourself and then give to others.

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HOW TO FAIL WELL

This is a guest post by Nathan Rouse. He is the lead pastor at Raleigh Christian Community. He and his wife, Erin, have two boys, Ethan and Landon. You can read his blogand follow him on Twitter.

Recently, I made an early morning phone call to one of my direct reports to own a blunder on my part. Not a great way to start the day. If you’ve ever blown it as a leader you know that these conversations are never fun. It’s humbling.

Great leaders hold those they lead accountable. But those we lead must see us as holding ourselves accountable as well. If we expect them to “own it” when they make mistakes, we need to first model this for them.

Here are five principles for owning your own mistakes and failures:

1. Respond immediately. When you realize you’ve made a mistake, “own it” with those involved as soon as possible. Delaying only tempts you to put it off and rationalize why it’s not that big of a deal to share. If your teammates don’t see you owning your mistakes when they come to light, they will question your credibility—and rightly so.
2. Be crystal clear. Be direct and clear about the mistakes you make. If avoiding accountability is bad, half-owning a mistake wrapped in excuses is pathetic. Don’t beat around the bush or sugar coat the issue. Clearly identify the mistake and its implications. This will help bring people up to speed on the issue and enlist their support in what should be done next.
3. Share the lesson learned. Failure is a wasted experience if nothing is learned. Learning a personal lesson is good, but teaching others from your mistakes is even better. It will take some humility on your part, but great leaders know that it’s much more effective to lead out of vulnerability with all of our imperfections than seeking to manage a façade of leadership perfection.
4. Be ready for feedback. Just because you’ve taken responsibility doesn’t mean that people will not want to further process what has transpired. Be prepared for people to share their feedback. Resist the urge to be defensive. A wonderful proverb states that “a soft answer turns away wrath.” It is difficult for people to pour out their wrath on someone that takes feedback with humility. Remember: if you’re committed to “owning it,” this is part of the process.
5. Move forward. If you lead, you’re going to fail, period. It’s part of the job description. Pick yourself up and move on. Earlier in my leadership I would be paralyzed by my mistakes. It would take me forty-eight hours or so to find my leadership equilibrium. High capacity leaders don’t have that kind of time to be wasting by kicking themselves. Keep in mind you’re modeling that you can fail, learn, and move forward.

6. The sad reality is that many leaders run from owning their mistakes because they don’t want to look weak. The irony is that this very avoidance of accountability screams weakness. Strength in leadership comes from integrated character at every level. Make owning mistakes part of your leadership toolbox and you and your team will be the better for it.

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