Daily insights for city builders, delivered every morning at 6 AM ET. I’m Brandon Donnelly — a Toronto-based real estate developer and founder of Globizen. I’ve been writing here since 2013.

Tag: life and business

  • Internal locus of control

    Before bed last night, I came across this New Yorker article from 2016 that I thought was fascinating and broadly useful for both life and business. In it, Maria Konnikova talks about how people learn to become resilient. And she starts by citing the work of a developmental psychologist and clinician who spent decades studying why some people seem to manage stress and trauma far better than others. Here is an excerpt talking about why that might be the case:

    From a young age, resilient children tended to “meet the world on their own terms.” They were autonomous and independent, would seek out new experiences, and had a “positive social orientation.” “Though not especially gifted, these children used whatever skills they had effectively,” Werner wrote. Perhaps most importantly, the resilient children had what psychologists call an “internal locus of control”: they believed that they, and not their circumstances, affected their achievements. The resilient children saw themselves as the orchestrators of their own fates. In fact, on a scale that measured locus of control, they scored more than two standard deviations away from the standardization group.

    It immediately reminded me of something that Steve Jobs once said in an interview back when more people wore buttoned up jean shirts. His comment was that one of the most powerful things you can learn in life is that much of what surrounds us was created by people who are no smarter than us. His point being that everything can be altered. We all have that ability. We are “orchestrators of our own fate.”

    The article goes on to argue that one of the ways we can exhibit a strong internal locus of control is by learning to view and respond to situations in a productive way. Put differently, whether or not we are subjected to shitty experiences matters less than how we ultimately react to and view those shitty experiences. If you can reframe and place in positive terms, then you can reduce any perceived stresses and become more resilient.

    The good news is that, supposedly, these are skills that can be learned. So if this topic is at all interesting, I would encourage you to check out the full article. It certainly caught my attention before bed last night.

  • The double opt-in introduction rule

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    I am a fan of the double opt-in introduction. I am guilty of not doing it, but I’ve been hearing of this approach from a few people and I think it makes a lot of sense. And it is probably only going to make more sense as we all become even more connected.

    The way the double opt-in introduction works is that before you make a cold introduction, you simply ask both parties if they would like to be introduced to the other party. If one party doesn’t opt-in, then you don’t make the introduction. Simple.

    The reason this is so valuable is because, without this double opt-in framework, it can be easy to get sucked into a call or meeting that you may not want to be a part of, which in turn means that you’re not in control of and managing your own schedule. Somebody else is doing that for you.

    This may seem harsh, but as we’ve discussed before on the blog, there’s a ton of value in saying no. We all need filters, especially today. And if we don’t say no often enough, we’re all bound to run out of time for the things that really matter and that we should be focusing our attention on.

    The underlying principle behind the double opt-in introduction is that it’s a lot easier to say no to an introducer than it is to a person you have just been introduced to: “Sorry, I have no interest in talking and/or meeting you.” Now that’s not very nice.

    Photo by Andrew Neel on Unsplash

  • Any decision over no decision

    The Hard Thing About Hard Things is a book that I read a number of years ago (Amazon just told me that I purchased it on March 12, 2014), but that I frequently come back to in my mind. 

    One of my favorite themes in the book can be summed up with this quote: “Often any decision, even the wrong decision, is better than no decision.”

    Decisions can be scary. What if I make the wrong decision and things go horribly wrong? Then things are on me.

    In some organizations, indecision may feel like the safest decision. Let’s do one more study just to make sure that we’ve got this right. 

    But in a startup (which is what Ben Horowitz’s book is about) and in organizations that would actually like to grow, innovate, and accomplish things, indecision can mean death. Without decisions, organizations lock up.

    None of this is to say that bad decisions are okay. Executives must make high quality decisions as fast as possible, and as a rule of thumb you probably want to make more good decisions than bad decisions. 

    But speed, momentum, and organizational clarity also matter a great deal. 

    One of the reasons why I mentally come back to this book is because oftentimes I find that things can get hung up on relatively inconsequential decisions. So I like to remind myself that go is better than stop.

    As Ben points out in his book: “The only mistake you cannot make is running out of cash.” And time has a funny way of burning through cash.