The Network Garden - Mark Sigal's Blog

Life Lessons: Always Be Teaching

One of the truisms that I embrace in life, and encourage others to embrace as well is the notion that life is full of "teachable" moments, so whether it is your child, your partner, a client or a co-worker, you should adopt a mindset to Always Be Teaching.

Why do I say this? Number one, the idea of giving back, and giving more than we take, is a powerful, pay it forward concept.

Don't talk the talk. Walk the walk.

Two, the idea of teaching and teachable moments forces one to soften their heart when others fail to see the full picture.

After all, there is a BIG difference between, "You let me down" and "Let me show you how to be better."

Three, the idea that we are teaching versus, selling, directing or admonishing, really focuses the mind.

What am I trying to communicate? What is the outcome goal? What other pieces do my counterpart need to know to be successful here? What is a reasonable expectation given the current understanding at hand?

Finally, when you embrace the notion of teaching, and BE-ing a teacher, you come to see interactions as part of a practice, and a discipline that requires a different kind of preparation, which forces YOU to be better, more directed and more process-driven.

By giving back, you become better.

Find Your Purpose

As the year winds down, and a new one is set to begin, know this. We have a limited time on the planet to make our mark (whatever that mark is). 

Don’t waste time with apathy, excuses or laziness.

Where confusion reigns, take inventory, seek answers, write it down and iterate.

Every breath is a blessing. Make it matter. Make your mark.

Ruminations on The Fountainhead vs. Atlas Shrugged: When Does Personal Integrity Become Narcissism and Sociopathy?

I am a big fan of juxtapositions; the idea of putting two disparate concepts side by side to get to a larger truth.

One of my favorite juxtapositions is Ayn Rand's "The Fountainhead" vs. "Atlas Shrugged."

I find that people who've read both books tend to favor one more deeply.

The Fountainhead is largely a tale about the price one pays for pursuing and maintaining Personal Integrity at all costs.

It's a book about being true to one's self.

Atlas Shrugged is about the Makers vs. the Takers (tell me if you have heard this terminology before).

Atlas Shrugged poses as a book about Creating and Building when it's really a book about Narcissism and Sociopathy.

I say this because it presents a false dichotomy and a cynical view of society and institutions when the truth is more nuanced.

Every bit of infrastructure we have is built by our institutions, and the greatest companies are built on the backs of TEAMS of great people, many of whom never get rewarded or fully appreciated for their efforts.

The idea of a Maker or Taker is core to what is wrong in our society.

It foments the narcissist view of "I create" over the more humble truth that "We built."

It fuels the sociopathic view that great societies can't or shouldn't commit to great health care, great education and safety nets.

It's a relic of a time when the stark choice was between the black hole of communism and totalitarianism, and the optimism and the realm of the possible afforded by capitalism and democracy.

We live in a time where such false dichotomies position capitalism against democracy, where one has to come at the cost of the other, when the more noble path is learning to reconcile and embrace the AND.

Needless to say, I LOVE The Fountainhead and have a gag reflex about Atlas Shrugged.

Ruminations on the Test Drive: If you want to see how it ENDS, look at how it BEGINS

One of my favorites axioms is that if you want to see how it ENDS, look at how it BEGINS.

The saying is an acknowledgment that human “actors” do the actual work in life, so whether they hit the ground running (or not); are easy to work with (or not); or do what they say (or not) is indicative and predictive of how things will go in the relationship.

Think about it. On a personal and professional level, people are generally on their best behavior at the beginning of a relationship. 

It is also a time when they are expected to be prepared and have a plan.

This is why I say that if you want to see how it ends, look at how it begins. 

People who are easy to work with and on top of things when you first start working with them, are generally going to be good to work with over the long haul.

People who rub you the wrong way, or don’t have their act together when you first encounter them, are telling you something about who they are. 

Ignore this fact at your own peril.

Which brings me to the goodness offering a "test drive" of your product (or service) before committing long term.

Why do I advocate this?

Going back to the notion of seeing how things end by looking at how things begin, having a test drive in your selling funnel accomplishes the following. It:

- Delivers tangible, quantifiable value
- Establishes credibility
- Enables the client to get buy-in
- Sets a framework for the working relationship

In the process, it forces you to focus on the sharp edge of the spear in terms of your offering.

A test drive can start simple, it can take lots of different forms, and be iterated over time. 

In the case of my company, Datex Property Solutions, we began with a data analysis of our clients' MRI or Yardi databases, then expanded the offering to a test drive of the base Datex platform, and then extended it further to support test driving our reporting automation capabilities.

Clients have told us time and again, that the value proposition really moved the needle for them. 

When done right, a test drive is the ultimate show me, which is a win-win for both sides.

Ruminations on Curiosity

It's been ten years since Steve Jobs left us. So much of the way I think about platforms, innovation and the application of technology to life has been shaped by watching and learning from Apple (and Steve Jobs). 

I've sold a company to Apple (Me.com), sold Apple-based networking systems in my career, built a business building iOS Apps, and written 100+ posts on Apple.

More so than any attribute of Apple is Jobs' aspirational mindset of pursuing the Insanely Great and "puncturing holes in the universe" through innovation, and that begins with a practiced with dogged-ness, earnest-ness and deep hunger.

With that in mind, I love this quote from Jony Ive, remembering Jobs' deep sense of curiosity:

"He was without doubt the most inquisitive human I have ever met. His insatiable curiosity was not limited or distracted by his knowledge or expertise, nor was it casual or passive. It was ferocious, energetic and restless. His curiosity was practiced with intention and rigor."

That, in a nutshell, is the power of curiosity.

It specifically is NOT bounded by knowledge or expertise. With purpose and intent, ALL doors are open to the curious.

I also love this quote from Albert Einstein, one of the greatest thinkers of all time.

Understanding the "Vampires" Among Us

Vampires are dark energy types; they are malevolent, grasping and greedy operators that prey upon and feed on the psychic and real lives of other people.

These blood suckers carry socio-economic contempt for “the other,” who is perceived as a loser, deserving of their destiny as sacrificial lambs.

To the vampire, the rule of law is that to the victor goes the spoils.

Everyone else gets crumbs, and are lucky to even get that.

There is no room coexistence with vampires, just as there is no co-existence with the mosquito, the sociopath and the criminal.

Yet, we are surrounded by parasites and predators who don’t embrace what it means to live in a society.

On Bias, False Dichotomies (and other Four Letter Words)

While the macro “industry trends” are all towards Big Data and Intelligent Systems as the force multipliers that will drive the greatest growth over the next decade, it's actually the Human side of the equation that many of us struggle most greatly to reconcile in business and in life. One of the most basic areas of struggle is in the realm of Biases.

While there are literally dozens of types of Biases, the one that I want to focus on in this post is a False Dichotomy. (In a later post, I will talk a bit about its sibling bias, the False Equivalency.)

False Dichotomies manifest when (biased) analysis and decision-making yields black and white conclusions on topics that have clear dynamism or nuance.

Consider a topic such as product segmentation; namely, how much functionality to add to service what specific outcomes, and what types of users relative to market needs, at what pricing and support level.

The above example might reasonably support dozens of different narratives around what the right solution buckets are for the various addressable segments of the market.

But, specifically because such analysis can yield different assessments, it’s ripe for biases – good and bad – to shape the discussion.

When the internal back and forth falls into an all-or-none dialog, such as “We can either be a client focused company, or a money focused company,” that is a false dichotomy at work.

So how do you counter a false dichotomy? Three principal ways are through effective countering, introspection and teaching.

Effective countering in the above example might lead to a discussion of the different types of users being served, and what their needs and constraints are.

Sometimes, more isn’t better. It might add complexity, it might impact speed, it might lose 90% of the target users, who don’t want a Swiss army knife solution, and just need one or two really specific, highly optimized capabilities.

Introspection might treat the topic as an opportunity to surface externalities that drive the biases. “Josh, do you think we have a culture of placing dollars above the need of clients? Is there a specific decision we’ve made in the past few months that you think is reflective of compromised values?”

The point here is two-fold. One, light is the best antiseptic when it comes to getting to the right outcome and surfacing the sub-narratives that trigger such biases.

Two, is that getting to specificity is the best way to get past black and white narratives.

Related to this is the notion of teaching. When I find myself getting sucked into a false dichotomy with a co-worker or a personal relationship, I specifically call it out as a false dichotomy, explain what a false dichotomy is, point out the gradations of analysis, and shine a light on this as a point of emphasis with the individual until the topic is internalized.

Always be teaching, as making people better is the ultimate force multiplier, but that’s a post for another day.

Two of the biggest truths about understanding the power of Incentives

Two of the biggest truths of my career (and life in general) pertain to the power -- for good and bad -- of incentives. One, is the basic truth that what you INCENT is what you REAP. Put another way, show me the incentive, and I can tell you the outcome.

We humans tend to confuse attributes and outcomes, so often come up with incentives for our co-workers, clients, partners, peers, children, etc. that are misaligned with our outcome goals.

Unsurprisingly, this leads to bad outcomes.

The remedy is to begin with the end in mind, actually taking inventory of what success looks like, what the integral steps are to getting there, ensuring that incentives reward those outcomes, and over-communicating both the incentive and the GOAL of the incentive.

Narrative matters, and so how we manage incentives and measure results is critical.

The second truth, which is an immovable object in my opinion, is to NEVER underestimate the power of people's ability to convince themselves of ANYTHING when they believe their livelihood depends upon it.

We often confuse company objectives with self-interest and the need for self-preservation, and so we get steamrolled when we expect people to act in ways that our counter to their self-interest, irregardless of company goals.

The solution is empathy, and investing in understanding the various stakeholders, their goals, constraints and biases, and being ready to play the long game when those elements don't line up, as they often don't.

In my experience, this is not specific to industry, seniority, or stage of life. It is elemental to people's reason for being, and we forget that fact at our own peril.

Ruminations on an Amoral Company

When does a company cross the line from profit-seeking to ruthless? 

When does it cross the line from ruthless to treacherous? 

Is ruthlessness okay in business, as in buyer beware?

Or, when you’ve shown loyalty to a business through repeated transactions, universal embrace, and favorable word of mouth, is there a contract of sorts?

You know, that that brand won’t betray your trust, or materially change the rules without full transparency.

Uber: An Amoral Company

I pose this question since, as a frequent flyer, I find myself opening the Uber app to take an Uber ride at different airports several times a month, and have done so for years. 

While my behavior hasn't changed, one thing has notably changed in recent months. 

Specifically, I have been shocked and disgusted by Uber’s surge pricing practices, which are clearly predatorial.

When I say predatorial, I mean that Uber is specifically “gaming” the consumer at the airport by routinely charging 2X - 4X normal pricing, trying to engineer specific consumer behaviors; namely, paying a crapload more money, knowing full well that the customer:

A) Has few options

B) Has limited mobility

C) Feels on the clock post-flight

D) May be able to pass the cost on to their employer

Case in point, I have seen repeated examples at SFO, where a fare that normally varies from $28 to $55 was $150, a #FFS (for fuck sake) number that it should be noted is 5.36X the lowest rate offered by Uber!!

Predatorial Capitalism

So, you say, well that’s how surge works. Get over it.

Sure, but that begs the question of WHAT is the catalyst for the surge.

Feeling gut-punched, I clicked in and out of the Uber fare query function, and the $150 rate quickly toggled down to $78, then, when I didn’t bite, back into $125, never getting much below $100. 

But within 15-20 minutes, the price was back to a more manageable $57.

Like clockwork, I have played this cycle with Uber several times.

But, then I was at Burbank Airport the other day, a suburban, somewhat smaller municipal airport.

What would have been a $30-43 fare, was instead, $120.

For a brief moment, the app showed a $68 rate that felt unfair, so knowing the game, I passed.

For the next 35 minutes, I repeated the learnings from above, but to no avail.

A Second Chance to Make a First Impression

In my article, 'Reopening Retail: A second chance to make a first impression,' I wrote that post-pandemic, retailers and businesses of all types, having been “battle hardened” need to recognize the golden opportunity; a second chance to make a first impression.

The point being, while it's tempting to squeeze every dollar and cut every corner, in times of disruption, the consumer is at play, and will switch loyalties for those who fail to read the tea leaves.

So how has Uber approached this golden opportunity?

So, un-valuing are they of my history of customer loyalty -- thousands of rides over 10+ years -- that Uber has literally forced me to give Lyft a shot.

It's akin to Apple so antagonizing their users that they are pushed to switch to Android.

In this specific case, while Uber was trying to con me into paying $120, the same ride was $46 on Lyft.

Imagine finding that Amazon was trying to charge you 260% for the same set of headphones as at Best Buy...would you EVER trust them again?

But, here’s the kicker. The con is even worse.

For shits and giggles, I tested the pricing query a couple miles from the airport, and guess what? The most recent $110 fare had flattened to $28.

Twenty-eight frickin bucks!

The 'Bad Boy' Among the Tech Unicorns

I have some thoughts on this. One is that Uber affirms the fact that if you want to see how it Ends, look at how it Begins.

Here, the data is really clear. Uber has always been the Unicorn Bad Boy.

Engaging drivers through aggressive promotion and incentives, then callously commoditizing their work, then cannibalizing drivers with an explicit goal of putting them out of work some day.

The same drivers whose participating made the business work, ALWAYS treated like second class citizens and disposable, man-handled with all of the goodness of employees in terms of coordination and determinism without the messiness of having to actually pay benefits, let alone their fare share of taxes.

I get the easy narrative, as I am an entrepreneur myself:

1. Disruption was often messy, so adolescence and aggression were to be expected.
2. It was the Founder’s fault. and now he’s gone.
3. Fares are higher because costs are higher.
4. Surge is more prevalent because there are less Uber drivers post pandemic.
5. Prices were subsidized in the past and now they aren’t anymore
6. Blame the algorithms. They work TOO good.

All true, but you are what you DO.

The algorithms, are only as good, moral or amoral, as the people that create them.

I am reminded of a great analogy by Kara Swisher, one of my favorite writers and thinkers, that There Must Be a Pony in Here Somewhere (because there is so much Shit).

There are only so many excuses one can stomach for bad behavior.

You are what you DO.

If it Matters, Write it Down

There is an axiom that you Manage what you MEASURE, but sometimes the truth is more basic. If something is a priority, document it by writing down.

This can be a basic as a post-it note, your favorite note taking app, checklists, Word docs, Google docs, whatever.

Pattern Recognition: The medium is less important than the discipline of writing down.

Because when you write it down, you commit to a level of specificity, which is the ultimate feedback loop for what matters, what is central and what is peripheral.

I can not tell you how many people I encounter that have great ideas, but because the simple first step of writing it down is too much discipline, their ideas never go anywhere.

That's why I say, if it matters, write it down.

Siri for Seniors: Envisioning a library of Siri actions

It took getting my dad a HomePod mini for his room in the assisted living facility he lives at to start to see Siri as much as a presence service as a media device.

The principal idea is building a Siri for senior citizens by creating and growing a library of what I call Siri actions. 

What are Siri actions?

In my line of thinking, they would be simple sequenced actions with some type of run-time functional set.

Ideally these functional sets could be extended or customized by software, including via an iPhone or Mac based front end, to set up a general class of applications that in this case would be targeted and senior citizens:

• Mental Acuity Tests
• Fitness (think: Apple Fitness + for seniors)
• Curated Assistance Care (vocabulary and caregiver network)
• Snoring Stopper (listen for snoring)
• Meditation and Mantras
• Flash Cards

How would this not be a really good thing for the aged segment, especially in the face of loss of mobility, isolation, loneliness and lack of external stimuli?

Food for thought: there are 23M Americans that are 75 years old or older so it's a huge market.

Reopening Retail: A second chance to make a first impression

Every week, the economy - and our world - opens up a bit. 

You can feel the traffic picking up on the roads.

Sports venues are even accepting fans for the first time in over a year.

The numbers look mostly good when it comes to the growing legion of the vaccinated, and the shrinking numbers when it comes to the sick, the ventilated and the dying.

For the first time in a year, there's reason for optimism.

We're vaxxed, waxed and ready to emerge from the Pandemic as our better selves

Snark and seriousness aside, this is the time, and this is the place, post-survival, having been "battle hardened" a bit; a second chance to make a first impression.

Some observations:

1. People have been in sweats and leggings for too long, which bodes well for apparel.
2. People are going to want to get into shape, which bodes well for fitness and healthy living
3. Specialty retail and specialty restaurants can recover strong given the uniqueness of their products and the retail experiences they offer.
4. The supermarket category has shined in the pandemic, which is ironic since not that long ago, conventional wisdom was that supermarkets were a doomed category once Amazon bought Whole Foods.
5. The pandemic forced retailers to develop omni-channel strategies at an accelerated rate. Post pandemic omni-channel may become a source of tension for many a retailer, as I will note below. 

In the big picture, I see a lot of pent up demand, and a full sprint back into lifestyle fortification.

The general macro indicators (rent payment, sales, store traffic) look really good, as do the aspirational indicators.

As we move into vaccine at scale, in most merchant categories retail starts to be able to support pre-pandemic store capacity levels.

Factor in the torrent of stimulus dollars, a consumer who’s pent up to get back to normal and with money to burn, and collections feel like they should only get stronger in the months ahead.

A crisis is a terrible thing to waste

But, therein lies the rub. After a year of Covid-19 related gut punch after gut punch for retail, retailers and retail shopping center owners, there is a tendency to exhale, and let down your guard, and you can understand why.  

More categories than not have been operating at a deeply reduced capacity for a year now. There is no way these businesses are generating enough sales to operate at favorable margins relative to historical levels.

Some examples. A sit-down restaurant is heavily challenged when it can only do takeout, delivery and outside seating.

A hair salon can’t generate the same revenue when social distancing mandates force the operator to cut the number of stations by 40%.

The list goes on and on AND you still have a number of tenants that still owe money from the first round of rent relief.

In such a place, it's seemingly understandable to exhale, and focus on liquidity first, and assume the consumer understands your plight, and cuts you some well earned slack.

It's nothing hardcore, but it's the mini version of death by a thousand cuts.

Offered curbside pickup? Repurpose that resource as a hostess, and only offer curbside pickup during peak hours.

Your updated store hours say 9PM (up from the pandemic's 7:30PM closing), but maybe it's slow, so you say the kitchen is closed at 8:45.

Up the prices a couple bucks here and there. Winnow portions a tiny bit.

It's not like any of this is unreasonable, not to mention that it's fiscally prudent.

Avoiding Unforced Errors

But this is a mistake for two reasons.

One is a misreading of the consumer. During the pandemic, the consumer understood that we were in battle mode.

So it wasn't business as usual, which lead to a lot of gratitude and good will from consumers to retailers for persevering, reinventing and bottom line, continuing to service the consumer.

Well, guess what? The definition of the situation has changed, and let's not forget things from the perspective of the consumer. He, her, them has endured a lot, paid sit down prices for a to go level dining experience.

The consumer just wants to get out and live a bit.

"We're vaxxed, waxed and ready to..."

My point is that the consumer will rapidly shift from understanding and acceptance, to discriminating awareness, and a re-direction of attention, engagement, dollars, regularity and retention.

The consumer just wants some ME time, and they've earned it, and are long past fatigue and understanding for sub-par experiences.

This is the second reason that giving into gravity is a big mistake. In times of upheaval, the old ways of doing things are more readily dislodged, and the consumer is open to accepting new brands, new relationships and new value propositions.

Now, more than ever is an opportunity to take inventory on the following questions:

1. What is my brand?
2. What promise or promises to the consumer underlie my brand?
3. What are the key implications in terms of service delivery?
4. What has the consumer come to expect in the post pandemic world?
5. What are the consumer's alternatives to me and how do I fare in head to head?

Be thoughtful. Ruminate on these questions. Write down your answers.

Pick them apart, edit them further, and put them back together.

What do you do more of, less of, what do you do differently in light of the above?

Then for whatever period of time that your budget will allow, explore these things in a deterministic fashion.

Do things that don't scale. Be willing to try new ideas, tweak them, rapidly iterate, figure out how to scale the winners, and dump the losers.

Embrace data as part of your going forward path into a better future, affixed in the knowledge that we Manage what we Measure.

This is the mission for forward-thinking merchants, and if you think you can't do it, remember what you did last year to get through to the present.

This is YOUR moment in time.

A second chance to make a first impression.

Siri for Seniors: Ruminations on the HomePod mini

My dad lives in assisted living. He’s got his wits about him, which is great, but his mobility is very limited, which is not so great. 

While he has an iPhone and an iMac, he an absolute beginner on the iPhone, and if he answers the phone or a FaceTime request 25% of the time, it’s a good day.

Recently, I got him a HomePod mini, thinking Siri is about as far as I can get him to go in embracing technology to get out of his sandbox.

The first time I demonstrated to him the fact that the device was mostly voice-controlled, with pretty much the entire of universe of music available for the literal asking, he got a big goofy grin.

Even though trained as an engineer, the directness and instant gratification of Siri and HomePod were like a thought bomb erupting in his brain.

Once he figured out HomePod mini basics, it became my fancy to check on him throughout the day through the Home app on my iPhone.

In a click, I could see if he was enjoying the HomePod and listening to music.

Interestingly, even though his HomePod was in a different physical location than my home network — hundreds of miles away, in fact — because it was part of my “My Home” device network, I could connect with the HomePod from anywhere.

Which brings me to Intercom. I had first tested out Apple’s Intercom function, which allows you to push a verbal message to a specific HomePod, in my home. 

First impressions where that it was (is) kind of gimmicky — it is more like a voice memo than a real time voice messaging function. 

The first time I tried it with earnest intent, though, delivered a magical moment. 

The first couple of days after getting my dad the HomePod mini, I was dismayed to see him NOT using the device.

Concerned, I called him so we could walk through Siri basics again, but of course he did not answer his phone.

Seizing on the truth that necessity is the mother of invention, I spoke into the Intercom function on my Home app, and said:

“Dad, if you want to listen to some music on your new HomePod mini, say ‘Hey Siri, play Miles Davis.” 

Five minutes later, the Home app registered that my dad’s HomePod mini was now playing music. 

Then, a week later I wanted to visit my dad when I was in town, but again, he did not answer his iPhone (and does not text), so, again, I spoke into Intercom, and said:

“Dad, call me. I’ve been trying to get in touch with you, and want to stop by for a visit.”

Two minutes later, the phone rings. Now, it’s pretty much my go to with my dad.

This got me thinking, If I can use Intercom to communicate with my dad, and give him timely direction, why couldn’t there be services and networks targeted at seniors that leverage the sound in HomePod for Mental Acuity tests, Fitness (think: Apple Fitness + for seniors) and curated assistance care.

What kind of “platform play” could one build on top of this to services the 23M Americans that are 75 years old or older?

It's a brave new world, and we are only scratching the surface.

Learning to Say the Quiet Stuff Out Loud

My all-time favorite saying is from the Oracle of Omaha, Warren Buffett, who noted that until the tide comes in, you don’t know who’s been swimming naked.

Think about that concept. Swimming Naked. Metaphorically and in practical terms. Pretty much from the beginning of Trump, and the nakedness it exposed.

So, too, there is the nakedness of the tide that 2020 exposed, and the damage it wrought.

God willing, we will tell our grandchildren that 2020 was one for the ages, not soon to be seen again.

Having lived through my share of societal firestorms (Watergate, Staglation, S&L Crisis, Dot Com Bubble, 2008 Recession, COVID-19, Trump), the tangibility of the tide coming in is no metaphor. It’s real.

I’d be lying if I didn’t allow myself the sense of dying a thousand deaths (see Bardo Experience in Buddhism), emanating from the shock, disappointment, sadness and anger, with our astonishingly bad COVID response as self-fulfilling.

So many exposed, so many different ways, as having been blithely swimming naked.

The disdain of science. The moral and institutional corruption that underlies it.

Case in point, you can draw a straight line from:

1. Climate Change denial to COVID denial; and the lying & abandonment of ownership of soundly managing either crisis.
2. The lying, cheating and corrupt operator that has ALWAYS been Trump (he has a 50 year public history, after all).
3. The racist, whose family was sued for discrimination, who famously called for the execution of the Central Park 5, to Trump, the leader of the white supremacy movement.

This is Twilight Zone realm in the sense that it’s a case of #Truth being stranger than #Fiction. #WTF!

But from this cauldron, CAN and MUST arise a resolve.

To get there, we must recognize a fundamental truth. So few of us take inventory, get clarity on personal truths, and hold ourselves into better account, with an earnest, reflective pursuit of self-improvement.

That we are not taught this -- how to take inventory, learn to measure twice & cut once, with direction and purpose -- is a failure that all of us, as parents, teachers, children, students, neighbors, co-workers, fellow congregants or fellow human beings, must take ownership of.

Self Reflection and Empathy as a practice, towards a clearer and better purpose.

It starts with I, me, you, him, her, all of us holding ourselves accountable to push back with enough force to change the direction of our times.

We don’t have to wait until the tide comes in again.

We have already seen — clearly — that 75M people are okay with totalitarianism.

They have bought into the "inevitability" of divisions among people, and so are willing to make a faustian bargain with a Devil.

So in that spirit, what follows is my version of the Proust Questionnaire. 

The Proust Questionnaire has its origins in a parlor game popularized (though not devised) by Marcel Proust, who believed that in answering a specific set of questions, our True Nature is revealed.

Now is a great time to say the quiet stuff out loud, but focused on taking inventory who we are as individuals, human beings, friends, partners, parents, children, co-workers, teachers and teammates.

What we need is a national conversation, whose purpose is to socialize the following questions on the different takes on current policy, practice and pressure points in America:

1. What is our baseline premise when it comes to positions on Diversity?
   1. Specifically, where do we stand with respect to co-existence, acceptance, acclimation and accommodation?
   2. How willing are we wiling to embrace differences in sexual orientation, religions, economics, ethnicities and education?
2. What’s the right amount of Safety Nets when it comes to?
   1. Education
   2. Medical
   3. Roof over Head
   4. Personal Safety
3. When does WINNING justify all? When DOESN'T it?
   1. How do we need to change the incentives to yield the right outcomes?
   2. How do we need to change the penalties to yield the right outcomes?
4. Is there an explicit duty to not Lie, Cheat or Steal?
   
   1. For Individuals
   2. For Governments
   3. For Politicians
   4. For Corporations
   5. For Corporate Executives
   6. For Clergy
5. How much Corporatism is OK?
   1. How much responsibility does one place on companies to be held accountable as good corporate citizens?
   2. If they gain too much power, how do we recognize unfair advantages, how they are unfair and where curtailment is necessary?
6. Considering that the GameStop saga touched a nerve for everybody:
   1. Was the ambush that it represents good and fair?
   2. How is is different than short selling?
   3. Irony (and hubris) is a company called Robinhood actually proving to be a Reverse Robin Hood in selling arbitrage packaged as "FREE," yet, this is 100% the game High Frequency Traders and Hedge Funds have been playing for a decade plus.
   4. If one is not parasitic, why is the other?
7. What do we expect from our Institutions in getting things done?
   1. What specific things do we expect them to get done?
8. Being able to execute policy relative to the above begs the following questions:
   1. What is each political party’s (i.e., Democrats and Republicans) specific policies on the above key initiatives?
   2. What would each party hold up as their most representative legislation passed?
   3. What would each party consider their most important legislation to get passed?

The tide of change is upon us. To ride it where we want to take it, rather than being carried away by it, we have to learn how to, then practice...saying the quiet stuff out loud.

Light is the best antiseptic.

90% Completed Bridges: Seeing Things Through to their (Useful) End

One of my favorite constructs is the notion of the 90% completed bridge as a metaphor for getting things done.

A 90% completed bridge LOOKS beautiful, and a lot of effort has gone into its creation. But as we all know, a bridge that is not completed is not navigable, and thus, is not really useful.

Therein lies the paradox. STARTING projects is fun, exciting, creative, challenging, and the progress from zero happens fairly quick.

FINISHING projects is all sweat and drudgery. Often, it seems that the last 10% takes as much time as the first 90%, which is why so many projects that get started never get finished in any useful sense.

This is something to keep in mind in the year ahead; namely, finishing what you start, and not starting what you don't fully intend to finish.