I’m a storyteller dedicated to discovering the people from all walks of life who are creating the future based on the their original ideas and bold ideals.
I’m passionate about the great outdoors (climbing its heights, diving into its depths, and doing my part to make sure we all keep breathing in its fresh air), health and good food (sweaty yoga, digging in the dirt, experimenting in the kitchen), reading between the lines, and learning something new every day.
I always try to follow the advice Don Juan gave Carlos Castaneda: to do everything as if it were the only thing in the world that mattered, while all the time knowing that it doesn’t matter at all.
Our big goal here at the MIX is to inspire and unleash as much collective aspiration, audacity, imagination, energy, and passion as possible when it comes to making all of our organizations fit for the future--and fit for human beings.
We've said it before: so much is broken when it comes to how most companies are managed, organizations are structured, and work is designed. "Modern" management was developed by a bunch of long-dead big thinkers who were solving for a very different set of challenges than we face today: maximizing control, conformance, discipline, reliability, and predictability. Those are important organizational virtues, but they're not what creates real value today.
If we want organizations that are resilient enough to change as fast as the world is changing, inventive enough to imagine a whole new way to create value, inspiring enough to invite and unleash the best gifts of employees (and other stakeholders), and mindful enough to find a way to win without others (the community, the planet) having to lose--we can't just scrounge around for best practices. We have to cast off the ruling (and stifling) ideology of control, power, and growth-at-all-costs for a new ideology--a new set of...
For all of the time spent chasing after what looks like success, too many of us have only a dim sense of what it feels like. That's clearly a wide-spread cultural malady, but it acquires special force in the world of work.
Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs—absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks "hi-pots" and essentially discard the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions—which produce little more than a grim legacy of fat binders gathering dust on shelves.
That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign :
"Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."