If you are new to this site, please know that it is just a random collection of my various writings and observations. It is not systematic, and it may not be particularly helpful. Nevertheless, I have begun to add this information as a means of providing access to my work. I am grateful that you have taken the time to visit.
- Flint McGlaughlin
Observations/Reflections: On the Connection of Honesty and Performance
Status: Dictated but Not Reviewed
Published: 02/08/10
Written: 01/25/10
Dictated By: Flint McGlaughlin
What is the relationship between honesty and excellence? As I reflect on the question, it seems to me that the periodic surges in performance capacity that are characteristic of the long term pursuit of excellence are preceded by a series of painful experiences. These experiences often yield a bitter-sweet revelation - a kind of "forced" realization.
I see now, for the first time, how these experiences motivate a new depth of honesty. And I wonder if a vigorous pursuit of self-honesty, now, could enable me to achieve a dramatic surge - It might be possible with this level of intense honesty to forgo many of the painful experiences so often necessary to performance gains.
It comes down to a choice between internal pain and external pain. If I can bear the extreme internal pain of self-honesty, I might be able to avoid some of the (nearly) unbearable external pain of life. The former choice seems best, but it requires the suffering NOW, while the latter choice defers the (greater) suffering till later.
I'm in danger of choosing momentary relief.
Observations/Reflections: On How Structure Can Impose Confusion
Status: Dictated but Not Reviewed
Published: 02/06/10
Written: 01/26/10
Dictated By: Flint McGlaughlin
As I seek to try and build a beautiful organization, I realize that structure is closely associated with one's concept of beauty. Structure is foundational to design. I find it difficult, however, to devise the ultimate structure for my multifarious operation.
Every form seems flawed. I've learned to survive with ambiguity, and the tradeoffs associated with business, but I suspect that there is a different kind of problem at work here. Overt structure can distract from seeing the natural structure associated with wholeness, health, and beauty. This requires one to think more of business as organism than organization.
If the human body were "organized", we would all be dysfunctional, if not dead.
Observations/Reflections: On the Pursuit of Goals
Status: Dictated but Not Reviewed
Published: 01/28/10
Written: 01/18/10
Dictated By: Flint McGlaughlin
One must be careful not to spend their life solely in pursuit. Achievers are wired to pursue. We pursue knowledge, success, holiness, and so on. The feeling that we are drawing close to that which we pursue is a kind of narcotic that keeps us moving. But the urge to pursue can blind us to the value of the present tense.
Life must be lived in the present, and pursuing a goal must somehow be experienced in the present. If one's attention is only on that which one is pursuing, then one's attention cannot be on the experience of the pursuing. The full of impact of living, is thus drained away from our present tense experience. I do not want to live to pursue, I want to pursue to live.
Observations/Reflections: On Perceiving a Change in One's Destiny
Status: Dictated but Not Reviewed
Published: 01/25/10
Written: 01/18/10
Dictated By: Flint McGlaughlin
In science fiction, whole stories have been based upon the notion of altering the future by changing its past. And while I cannot add to such speculation, I do know that there are times when my future seems to change. This requires explanation...
In essence, my present behavior sometimes forebodes a particular future which feels almost certain. This behavior, or rather this chain of behaviors, continually points towards a kind of "virtually inevitable outcome". One gets used to living with, even straining towards such expectations.
But I have seen how a change in my present behavior, can seem to produce another all-together different "inevitable outcome". The key word is "feels". The feeling changes (even if the future doesn't). When the feeling changes I discover anew the difference between faith and confidence.
In these moments, I must allow my faith to triumph over my confidence.
Observations/Reflections: On the Shape of My University Project in London and Cambridge
Status: Dictated but Not Reviewed
Published: 01/20/10
Written: 07/12/08
Dictated By: Flint McGlaughlin
I have just finished reading Treier on theological interpretation of Scripture. It is a useful summary of the topic. Somehow, I wonder now that it might be that MECLABS could be considered a theological experiment.
I have often thought of it as an experiment, as an experiment in Transformative Business.
Nevertheless, I am having difficulties reconciling this master experiment with the internal experiments conducted in the interest of developing the new science: offer response optimization.
Perhaps I could describe it as a theological laboratory. There is a difference between an experiment and a laboratory. In a sense MECLABS has become a theological laboratory for working out many different theses. Could I write of it in this way?
Observations/Reflections: On Achieving Maximum Impact with My Communication Skills
Status: Dictated but Not Reviewed
Date: 12/21/2009
Dictated By: Flint McGlaughlin
Over time, I've realized that I can leverage my communication gifts either directly or indirectly. If I leverage them directly, I am developing a value proposition, and core products around this capacity. If I leverage them indirectly, I am using them to manage and lead, regardless of the value proposition or product mix.
Most recently, I determined that I should do the former while taking advantage of the latter. I need to use my communication skills to lead, and I need to keep them central to my value proposition and core offerings. This enables me to infuse value "end to end". This insight is decisive. It will determine my direction for the next decade.
Observations/Reflections: On Applying the Concept of Life as Worship to the Ordinary
Status: Dictated but Not Reviewed
Date: 09/16/08
Dictated By: Flint McGlaughlin
It's not enough to foster abstract reasoning regarding the role of worship and life. One must continue to ask this: how does one work itself out in the present tense? For instance, how can one apply this to the ordinary activity of walking? The question may at first seem perplexing, but is it possible in some way to achieve worship, even with basic movements? I suspect that it is.
Observations/Reflections: On Urgency and the Growing Organization
Status: Dictated but Not Reviewed
Date: 11/22/09
Dictated By: Flint McGlaughlin
Over the years, I have avoided developing a frantic work environment. I have found that frantic activity produces stress and errors -- so much so, that the increase in work produces only limited results.
Nevertheless, I have grown to recognize that in the attempt to avoid frantic activity one must not lose a sense of urgency. It is easy to underestimate the impact of time on the quality of results.
This is the resolution: one must learn to cultivate a sense of urgency throughout the organization while avoiding a sense of panic. Frantic activity is wasteful; urgent activity is powerful.
Observations/Reflections: Communicating with Entrepreneurs
Status: Dictated but Not Reviewed
Date: 01/06/09
Dictated By: Flint McGlaughlin
Communicating to entrepreneurs is different than communicating with academics. This is a point that doesn't need much elucidation. Still, it is important to understand a critical distinction:
The entrepreneur operates from a set of common sense assertions. These warrants only receive a cursorily examination and then the entrepreneur proceeds to action. His willingness to do this is based upon at least two factors:
If one is to communicate successfully to an entrepreneur, then one must be careful not to spend too much time on those warrants that he has asserted. The entrepreneur will quickly lose interest, as his mind is focused on immediate execution rather than contemplation.
Observations/Reflections: On Perseverance in the Development of a Categorical Shift in Business Operations
Status: Dictated but Not Reviewed
Written: 10/21/09
Published: 12/09/09
Dictated By: Flint McGlaughlin
It is interesting for me to note that John Whitehead of Goldman Sachs persevered for years in implementing his new model in the institution. In the words of Charles D. Ellis, "It would take ten years and several false starts before Whitehead's innovation worked out."
Despite these difficulties, Whitehead's model propelled Goldman Sachs to first place and was eventually copied by all of the major firms. My own organization can learn from this example.
Copyright © 2009 Flint McGlaughlin. All rights reserved.