There is a universal structure that underlies almost all of human functioning. Masters of their craft value it. Others ignore it at their peril. It is enormously simple, and yet incredibly complex. The three-act structure is the anchor that guides almost every meaningful interaction we encounter. Why does it work the way it does? Where does its power come from? Most importantly, how do you apply meaningfully?
We crossed the threshold of two years with the pandemic just a few days ago. We all entered into this liminal experience together, unequal though that still was. Two years on, we are not all leaving it together. There are more than cracks around the edges, and our personal experiences are fragments of a shattered whole. For those still trying to navigate through to the other side, there are insights that liminality has to offer, and perspectives to manage wrestling with the complex question of, “What’s next?”
Most of us are not fans of complexity. We may like to tackle difficult challenges as part of our work. But the closer that complexity comes to home, the less comfortable and confident that we feel. The natural reaction to that is to exert control. We try to impose structure and manage work and force our way through to the finish line. Research and experience have shown—time and time again—that this is more often than not a recipe for failure. That is not to say that there aren’t strategies to navigate complexity. They are just different than our normal impulses suggest.
Write, and you could become influential, famous and fabulously wealthy. While that might happen, writing rarely pays off with any of those rewards. So why write? Peter has written more than a 1,000 articles. During that time he’s stumbled on a few secrets about writing that he was never taught in school. We learn by doing, so that might not be surprising. We also learn more about what we know by writing it down. In this session Peter will explore how to extract the most benefit possible from this solitary act.
A recent article made the assertion that being helpful was undermining your job performance. That strikes me as a pretty astonishing take. Not only have many—and hopefully most—of us been raised to see helpfulness as a virtue, it is just about the only way to get things done organizationally. Organizations already have a knowledge management problem. Senior staff start approaching retirement, taking their expertise and their insight with them. Creating boundaries that keep them productively focused may be a short term strategy for profit maximization. It doesn’t play out well in the long term. Here’s what does.
Excited to be sharing my review of Good Strategy, Bad Strategy next week on LinkedIn Live! Join me on 16 February at 1:00pm EST.