I am a man. Therefore, I am privileged in the workplace.
There are benefits I receive that I did not earn. They are mine because I am a man.
Unawareness of privilege is at the heart of many issues of discrimination. Because I am unaware of privilege I may see women’s absence from leadership positions as the result of lack of ability, lack of preparation or even a personal choice on the part of women. I fail to see how historic and traditional practices have caused these disparities.
Privilege can be created and sustained without intent and without overt, conscious sexism. Having privilege doesn’t mean you are a bad person.
Privilege is pervasive in subtle, small ways that gradually add up over a lifetime. For example, being the only women in the team meeting adds pressure to represent women in addition to representing your position. The accumulated stress has negative secondary consequences in areas like health, relationships, motivation, etc.
So long as we tolerate male privilege we dismiss the opportunity for equal opportunity.
What are these benefits? In On Atlas, a Blog, Barry Deutsch, writes an article that he is constantly updating titled “The Male Privilege Checklist.” Many are general but you can see many examples related to the workplace on his list, including:
1. My odds of being hired for a job, when competing against female applicants, are probably skewed in my favor. The more prestigious the job, the larger the odds are skewed.
2. I can be confident that my co-workers won’t think I got my job because of my sex – even though that might be true.
3. If I am never promoted, it’s not because of my sex.
4. If I fail in my job or career, I can feel sure this won’t be seen as a black mark against my entire sex’s capabilities.
5. I am far less likely to face sexual harassment at work than my female co-workers are.
6. If I do the same task as a woman, and if the measurement is at all subjective, chances are people will think I did a better job.
7. My elected representatives are mostly people of my own sex. The more prestigious and powerful the elected position, the more this is true.
8. The decision to hire me will not be based on assumptions about whether or not I might choose to have a family sometime soon.
9. If I am in a leadership position, my immediate supervisor and the company executive are most likely to share my gender.
Stereotyping also has implications for gender power and privilege. In “Catalyst Study Exposes How Gender-Based Stereotyping Sabotages Women in the Workplace” it was found that stereotyping undermines women’s capacity to lead and seriously challenges women’s advancement.
According to the study, men consider women to be less adept at problem solving – a significant trait expected of leaders and CEOs. Since men currently outnumber women in top management positions this male held stereotype dominates current corporate thinking and may explain why, although women account for half of all management and professional positions, they only account for 2% of Fortune 500 and Fortune 1000 CEOs.
The study recommends companies institute more rigorous and transparent performance evaluation processes; implement checks and balances to safeguard against stereotyping; educate managers and executives about the often latent influence of stereotyping and about ways to override automatic tendencies to use stereotyping; and showcase the achievements of women leaders, particularly those in traditionally male-dominated fields.
Why does it matter? Because having the best talent is key to surviving in the global economy. We simply cannot afford to dismiss the vital talent pool of women.
Male power and privilege can only be overcome through transparency. Shining the light of truth will demonstrate women’s comparable problem-solving skills with men. Beyond that however it will take conscientious men purposefully taking steps to eliminate inequalities to rebalance this situation. Be real. Real men compete fairly.
Saturday, January 1, 2011
Wednesday, December 15, 2010
The Declining Demand for Men
Nancy Folbre, economics professor at University of Massachusetts Amherst, recently posted an article in the New York Times titled "The Declining Demand for Men". I just know there were a few women who smiled when they saw that title.
The article reflected on the fact that we are seeing a downturn in traditional male jobs and an increase in jobs traditionally held by women. Manufacturing jobs are declining and health and education jobs are increasing. Dr. Folbre calls it "the feminization of employment.
Further, she raises the question, why don't men simply move into women's jobs?
Conventional gender roles influence employers, consumers and men themselves. She references the book "Occupational Ghettos" that identifies "gender segregation as remarkably persistent and complex phenomenon shaped by deep cultural beliefs."
Also, Dr. Folbre points out, the fact that traditional women's jobs typically pay less for the same credentials discourages men from entering those professions.
The big question is - is employment a competition between men and women? Should we celebrate one gender's benefit over the other's? Or should our goal be full employment for everyone who needs and wants to work?
For one thing this makes a compelling case for men to work for equal pay for women. If these jobs are our future then don't we want them to have pay equity with the jobs we have traditionally had?
Will we change deep cultural beliefs about "women's jobs" that have been held for generations. Definitely not overnight. But when change comes it will come through respect and recognition that individuals, not men and not women, bring unique gifts to the work they do. It is valuing those unique, individual gifts that will ensure a brighter future for us all.
The article reflected on the fact that we are seeing a downturn in traditional male jobs and an increase in jobs traditionally held by women. Manufacturing jobs are declining and health and education jobs are increasing. Dr. Folbre calls it "the feminization of employment.
Further, she raises the question, why don't men simply move into women's jobs?
Conventional gender roles influence employers, consumers and men themselves. She references the book "Occupational Ghettos" that identifies "gender segregation as remarkably persistent and complex phenomenon shaped by deep cultural beliefs."
Also, Dr. Folbre points out, the fact that traditional women's jobs typically pay less for the same credentials discourages men from entering those professions.
The big question is - is employment a competition between men and women? Should we celebrate one gender's benefit over the other's? Or should our goal be full employment for everyone who needs and wants to work?
For one thing this makes a compelling case for men to work for equal pay for women. If these jobs are our future then don't we want them to have pay equity with the jobs we have traditionally had?
Will we change deep cultural beliefs about "women's jobs" that have been held for generations. Definitely not overnight. But when change comes it will come through respect and recognition that individuals, not men and not women, bring unique gifts to the work they do. It is valuing those unique, individual gifts that will ensure a brighter future for us all.
Thursday, October 14, 2010
How Could I Not Believe
I read a good post this morning on Jane Perdue’s Blog, “The Both/and Dance of Leadership.” The main point is “ rarely is life and/or leadership an either/or end game.” More typically it is a both/and end game. Jane didn’t focus on the time wasted trying to identify differences between male and female leaders… but she could have. It would have fit.
I started my life in the mid-20th Century when the saying “Behind every successful man there is a strong, supportive woman” really meant “Men lead, women follow.” In general, men had the paying job, women were homemakers. Men had social clubs, women had auxiliary. Men were deacons, city councilmen, senators, and presidents. My dad was no different.
When I look back I can’t help but think that growing up in this environment was the foundation for the changes that have resulted in women now assuming leadership at every level. Men had all the leadership but in return they gave up all the time. My dad, like many, was never home when I was growing up. So just about everything I learned from my parents came from my mother. How could I not believe that the woman who taught me how to be a leader wasn’t capable of being a leader herself.
It was mom who helped me realize that it’s not necessary to tear another person down in order to build yourself up. I can be recognized and so can you. I can learn and there is plenty left for you to learn.
It was mom who dealt with the everyday problems at home and helped me realize that solving the problem was the goal… not winning a competition. If my sister had the solution we could celebrate that just as much as if I did. The solution wasn’t gender-based. Men and women both bring their gifts to the table.
Watching my mom submit to men with unfair power advantages was one of the hardest things I had to do. It has stayed with me throughout my life.
Leadership then was definitely an either/or end game.
Over the years the changes have been phenomenal, although for many still too slow. Now Hanna Rosin in “The End of Men” tells us “earlier this year, women became the majority of the workforce for the first time in U.S. history. Most managers are now women too. And for every two men who get a college degree this year, three women will do the same.” The one area where there is still the need and opportunity for growth is at the top.
It will come. Leadership will join other parts of life in the “both/and end game.” How do I know?
1. The world has become too complex and the problems too big to waste even one minute worrying about the gender of the person with a solution.
2. New media is so quick to expose old traditions for the fallacies they are. In an instant we can see that there is nothing male about leadership.
3. More and more women are recognizing the value of supporting each other but they are not alone. Men who recognize leadership as a both/and effort are also sharing their knowledge and supporting the growth of women.
4. As posted by Susan Gunelius in “Women Making Economic Strides and Not Slowing Down” women control 60% of the wealth in the US. Almost all income growth in the US for the past 15 – 20 years came from women. That will translate into more power and more leadership positions.
5. In "When the Glass Ceiling Helps" by Andrew O’Connell a team at Duke reports that women who break through the “glass ceiling” into leadership positions are perceived to have a significant leadership advantage over men – because of what they overcame to get there. That will position women better to move into more and more positions.
So, when my life ends it will be in an environment where leaders can be women and/or men without effort or energy being used up in the struggle to be leaders. That way the energy will be available for use by leaders, both male and female, in creating a better world.
I started my life in the mid-20th Century when the saying “Behind every successful man there is a strong, supportive woman” really meant “Men lead, women follow.” In general, men had the paying job, women were homemakers. Men had social clubs, women had auxiliary. Men were deacons, city councilmen, senators, and presidents. My dad was no different.
When I look back I can’t help but think that growing up in this environment was the foundation for the changes that have resulted in women now assuming leadership at every level. Men had all the leadership but in return they gave up all the time. My dad, like many, was never home when I was growing up. So just about everything I learned from my parents came from my mother. How could I not believe that the woman who taught me how to be a leader wasn’t capable of being a leader herself.
It was mom who helped me realize that it’s not necessary to tear another person down in order to build yourself up. I can be recognized and so can you. I can learn and there is plenty left for you to learn.
It was mom who dealt with the everyday problems at home and helped me realize that solving the problem was the goal… not winning a competition. If my sister had the solution we could celebrate that just as much as if I did. The solution wasn’t gender-based. Men and women both bring their gifts to the table.
Watching my mom submit to men with unfair power advantages was one of the hardest things I had to do. It has stayed with me throughout my life.
Leadership then was definitely an either/or end game.
Over the years the changes have been phenomenal, although for many still too slow. Now Hanna Rosin in “The End of Men” tells us “earlier this year, women became the majority of the workforce for the first time in U.S. history. Most managers are now women too. And for every two men who get a college degree this year, three women will do the same.” The one area where there is still the need and opportunity for growth is at the top.
It will come. Leadership will join other parts of life in the “both/and end game.” How do I know?
1. The world has become too complex and the problems too big to waste even one minute worrying about the gender of the person with a solution.
2. New media is so quick to expose old traditions for the fallacies they are. In an instant we can see that there is nothing male about leadership.
3. More and more women are recognizing the value of supporting each other but they are not alone. Men who recognize leadership as a both/and effort are also sharing their knowledge and supporting the growth of women.
4. As posted by Susan Gunelius in “Women Making Economic Strides and Not Slowing Down” women control 60% of the wealth in the US. Almost all income growth in the US for the past 15 – 20 years came from women. That will translate into more power and more leadership positions.
5. In "When the Glass Ceiling Helps" by Andrew O’Connell a team at Duke reports that women who break through the “glass ceiling” into leadership positions are perceived to have a significant leadership advantage over men – because of what they overcame to get there. That will position women better to move into more and more positions.
So, when my life ends it will be in an environment where leaders can be women and/or men without effort or energy being used up in the struggle to be leaders. That way the energy will be available for use by leaders, both male and female, in creating a better world.
Wednesday, March 31, 2010
Interview with a Manager
One of my employees is taking an MA class and was asked to interview a manager of her choice. She picked me. Because of logistics I had to do it by email so I had the answers written down. Since I did, I thought I post them.
1.Identify the person you have chosen to interview and why you selected this person.
That would be me: Paul McConaughy, Program Leader, Michigan Nutrition Network
2. What is the manager's style of managing? [participatory, delegative, authoritarian, a blend]
Definitely not authoritarian…I’d call my management style “permissive expectation”. I’ve always been strongly influenced by the expectation of success. My parents and then several managers operated on the assumption “You can" do this”. That has framed my life because that is my way of treating others. I actually have a very hard time believing that anyone “can’t” do things. The second influence in my life came more from working with volunteers than employees – although I have since brought it to my management – that is the realization that while most people “can do” they don’t because they don’t think they have permission. Hence the second part of my style – giving people permission. I try to be observant of the times when people are hesitating because they are concerned about the risk of not having permission. Then I give them permission. Permissive expectation…just thought that up. Let’s trademark it for our book.
On the negative side…this style only works with motivated employees who understand that work is what you make it. People who need policing tend to fall deeper and deeper into their abyss because I tend to ignore and work around them. In a just world I’d be able to “help those people find other employment.”
5.What does the manager feel is the toughest part of the job? And why?
No question the toughest part of any job is accommodating superiors who have no vision and excitement in their jobs, who focus on rules and pick the wrong people to support.
Why…it steals your time and spirit and results in oh so much waste.
6.Similarly, what is the best part of the job and why?
A tie…1) when I see a great idea of mine come to pass 2)when I see an employee succeed with a great idea of theirs. Happy dance time!
7.What tips does the manager have for someone, such as you, being prepared to be a manager?
Step up – get every experience you can working with others – you learn this by doing it.
Reach out – put yourself in new situations, new people, new demands – stretch
Be connected – mentoring may be too formal for every situation but you can be connected to people you can ask questions to, people who will be bluntly honest with you.
Engage the people you manage – by being honest, open, forthright you will be in a position to get honest, open and forthright responses from your people about how you could be helping them perform better (that’s your job).
8.What should you concentrate on in getting yourself prepared?
Read…Everything
9.Do they feel that previous experience is a necessity?
Everyone gets better with time but everyone starts somewhere. Everyone starts without experience.
10.What do they know now that s/he wished they would have known when they started the position as a manager?
That all every high school girl wants to do is dance. If you are willing to risk stepping on the dance floor you’ll have lots of girl friends. Oh wait…wrong wish I’d known…
That the only way to manage is to “manage up” – you can’t make people do much – especially not for very long.
12.What does s/he feel is the most important or urgent issue that family community service managers need to be aware of, proactive about, or planning for the future?
How to deal with the ignorance of the Baby Boomers in leaving so much debt to children and grandchildren.
13.Any pearls of wisdom the manager can offer to you?
My favorite Winston Churchill quote: “Sometimes it’s not enough to do your best, you have to do what is required."
14.What is of most importance to you as a manager?
Learning and growing and helping my crew learn and grow….
1.Identify the person you have chosen to interview and why you selected this person.
That would be me: Paul McConaughy, Program Leader, Michigan Nutrition Network
2. What is the manager's style of managing? [participatory, delegative, authoritarian, a blend]
Definitely not authoritarian…I’d call my management style “permissive expectation”. I’ve always been strongly influenced by the expectation of success. My parents and then several managers operated on the assumption “You can" do this”. That has framed my life because that is my way of treating others. I actually have a very hard time believing that anyone “can’t” do things. The second influence in my life came more from working with volunteers than employees – although I have since brought it to my management – that is the realization that while most people “can do” they don’t because they don’t think they have permission. Hence the second part of my style – giving people permission. I try to be observant of the times when people are hesitating because they are concerned about the risk of not having permission. Then I give them permission. Permissive expectation…just thought that up. Let’s trademark it for our book.
On the negative side…this style only works with motivated employees who understand that work is what you make it. People who need policing tend to fall deeper and deeper into their abyss because I tend to ignore and work around them. In a just world I’d be able to “help those people find other employment.”
5.What does the manager feel is the toughest part of the job? And why?
No question the toughest part of any job is accommodating superiors who have no vision and excitement in their jobs, who focus on rules and pick the wrong people to support.
Why…it steals your time and spirit and results in oh so much waste.
6.Similarly, what is the best part of the job and why?
A tie…1) when I see a great idea of mine come to pass 2)when I see an employee succeed with a great idea of theirs. Happy dance time!
7.What tips does the manager have for someone, such as you, being prepared to be a manager?
Step up – get every experience you can working with others – you learn this by doing it.
Reach out – put yourself in new situations, new people, new demands – stretch
Be connected – mentoring may be too formal for every situation but you can be connected to people you can ask questions to, people who will be bluntly honest with you.
Engage the people you manage – by being honest, open, forthright you will be in a position to get honest, open and forthright responses from your people about how you could be helping them perform better (that’s your job).
8.What should you concentrate on in getting yourself prepared?
Read…Everything
9.Do they feel that previous experience is a necessity?
Everyone gets better with time but everyone starts somewhere. Everyone starts without experience.
10.What do they know now that s/he wished they would have known when they started the position as a manager?
That all every high school girl wants to do is dance. If you are willing to risk stepping on the dance floor you’ll have lots of girl friends. Oh wait…wrong wish I’d known…
That the only way to manage is to “manage up” – you can’t make people do much – especially not for very long.
12.What does s/he feel is the most important or urgent issue that family community service managers need to be aware of, proactive about, or planning for the future?
How to deal with the ignorance of the Baby Boomers in leaving so much debt to children and grandchildren.
13.Any pearls of wisdom the manager can offer to you?
My favorite Winston Churchill quote: “Sometimes it’s not enough to do your best, you have to do what is required."
14.What is of most importance to you as a manager?
Learning and growing and helping my crew learn and grow….
Wednesday, September 2, 2009
#2. Accept Your Friends Mistakes
Continuing the journey of applying Dragos Roua's 100 Ways to Live a Better Life to my life. Number 2: Accept Your Friends Mistakes. Dragos says: Maybe you got hurt by somebody. Happens. Just accept it and deal with it. People are making mistakes and if you can accept that for yourself, accept it for your friends too. In the end, all you need from them is their love.
It has taken me a few days to get to this post because I've had to do a lot of thinking about this recommendation. Here's why.
One of the traits I've had to work on my whole life is that I'm an "avoider". I think my parents were really successful in training me to avoid fights rather than get into them. The "bigger person" is the one who walks away must have really stuck with me because that has been my prefered strategy all my life.
Now, there are times when that is ok, even a good thing. But avoiding is not usually the best approach when it comes to mistakes - whether they are made by friends or employees. Avoiding means the mistake is never used as a teachable moment. It means that wounds are left open when they might be easily closed. It means that there is an unsettled sense of dissatisfaction underlying your relationship.
So I'm translating Dragos #2 to say "Accept, but don't avoid, your friends mistakes." My plan is to be mindful of my own actions and to be sure I confront mistakes and accept them. That way the opportunity to make those mistakes will not only benefit my friends it will benefit me.
It has taken me a few days to get to this post because I've had to do a lot of thinking about this recommendation. Here's why.
One of the traits I've had to work on my whole life is that I'm an "avoider". I think my parents were really successful in training me to avoid fights rather than get into them. The "bigger person" is the one who walks away must have really stuck with me because that has been my prefered strategy all my life.
Now, there are times when that is ok, even a good thing. But avoiding is not usually the best approach when it comes to mistakes - whether they are made by friends or employees. Avoiding means the mistake is never used as a teachable moment. It means that wounds are left open when they might be easily closed. It means that there is an unsettled sense of dissatisfaction underlying your relationship.
So I'm translating Dragos #2 to say "Accept, but don't avoid, your friends mistakes." My plan is to be mindful of my own actions and to be sure I confront mistakes and accept them. That way the opportunity to make those mistakes will not only benefit my friends it will benefit me.
Thursday, August 27, 2009
1. Accept Your Mistakes
Beginning the journey of applying Dragos Roua's 100 Ways to Live a Better Life to my life. Number 1: Accept Your Mistakes. Dragos says:
You’re human. We, humans, are making mistakes. Accept what you did wrong and try to do better next time. No need to punish yourself forever. In fact, accepting your mistakes is the only way to make them disappear.
Mike King had a really good post on Leadership:Accepting Mistakes in January. I like his use of the quote "Mistakes are the usual bridge between inexperience and wisdom." (Phyllis Therous) Mike also includes a couple really great lists that make his ideas easy to apply.
I'm of an age where I've had the opportunity to learn from lots of mistakes. I don't feel wise yet...more like I'm still on the bridge. I do want to share the one mistake I made that might help others the most.
My post before last was about trust, and it is interesting what role trust played in my mistake. As one more step in living up to Item 1. I'm even going to give you a link to the New York Times version of what happened. I was senior vice president at a charity that was hit with a multi-million dollar embezzlement. I could argue about where the responsibility lay for the theft but I'd rather point out how you might prevent it in your organization.
The person who engaged in the theft had been with the company for 20 years. That's where trust came in. It was not possible for us to imagine that she would steal from us. The result was that no one was watching closely enough. Procedures were unassigned or slipping. Simple safeguards weren't in place. Advisors weren't making sure that we understood their recommendations and weren't being persistent in demanding that we address them.
The point is that this could happen anywhere. We think of embezzlers as creative but the more I learned about the crime the more I came to realize that they are just opportunists. Accounting procedures work - if you follow them. But laxness is born of comfort and comfort is born of trust.
So I learned. I learned that the gravest danger to any business is in the smallest details. I work hard now to see that they are attended to. But I still miss some. Mistakes are always out there. Use mine if you can to avoid yours.
You’re human. We, humans, are making mistakes. Accept what you did wrong and try to do better next time. No need to punish yourself forever. In fact, accepting your mistakes is the only way to make them disappear.
Mike King had a really good post on Leadership:Accepting Mistakes in January. I like his use of the quote "Mistakes are the usual bridge between inexperience and wisdom." (Phyllis Therous) Mike also includes a couple really great lists that make his ideas easy to apply.
I'm of an age where I've had the opportunity to learn from lots of mistakes. I don't feel wise yet...more like I'm still on the bridge. I do want to share the one mistake I made that might help others the most.
My post before last was about trust, and it is interesting what role trust played in my mistake. As one more step in living up to Item 1. I'm even going to give you a link to the New York Times version of what happened. I was senior vice president at a charity that was hit with a multi-million dollar embezzlement. I could argue about where the responsibility lay for the theft but I'd rather point out how you might prevent it in your organization.
The person who engaged in the theft had been with the company for 20 years. That's where trust came in. It was not possible for us to imagine that she would steal from us. The result was that no one was watching closely enough. Procedures were unassigned or slipping. Simple safeguards weren't in place. Advisors weren't making sure that we understood their recommendations and weren't being persistent in demanding that we address them.
The point is that this could happen anywhere. We think of embezzlers as creative but the more I learned about the crime the more I came to realize that they are just opportunists. Accounting procedures work - if you follow them. But laxness is born of comfort and comfort is born of trust.
So I learned. I learned that the gravest danger to any business is in the smallest details. I work hard now to see that they are attended to. But I still miss some. Mistakes are always out there. Use mine if you can to avoid yours.
Wednesday, August 26, 2009
Going Dazzling with Dragos Roua
In "About me" Dragos says:
Don’t expect to find common things here, and in the case you will still find common things, enjoy them, because they will not emerge often.
But do expect to find controversial, unexpected, unusual or just plain strange interpretations here. I saw over the time that some of my thoughts or mental connections have the tendency to put people in the dazzling state. Dazzling is good, sometimes. It makes your brains working.
I just think we don’t have to raise perception walls between our mindsets, goals or approaches. Our “big picture” might often seem cluttered and foggy, but this is mainly because our knowledge paths are frozen in habits. Unfroze your knowledge paths and let them converge and feed each other. And do not be afraid about the results.
We can never fail. We just learn.
I just ran into Dragos list of "100 Ways to Live a Better Life." and I was excited for two reasons. First, it is a great list and being mindful of it will in fact result in my leading a better life. I plan to do that. Second, I sort of let Becky Robinson (@LeaderTalk) convince me to get going on my blog. But if you ever blogged you know that saying it and doing it are two different things. You need something to get you going. You need a spark. I was thinking about how I was going to handle that - I didn't want to let Becky down (Even thought we haven't met yet.) - when I read Dragos post. I knew right away that this was it. If you've been paying attention to movies lately you know there is a movie out called Julie and Julia. It is about a woman who moved her life forward by deciding to work her way through Julia Child's cookbook and blog about each recipe. It helped her. She was touched by Julia Child even though she wasn't actually there. I think Dragos Roua can do the same thing for me. So my plan is to work my way through his 100 ways to live a better life. At each stop I will include his comments and then will either reflect on how this has helped me have a better life or will identify a way it will help me have a better life.
I'll be 63 next month. My health is far from perfect. I need reflection and inspiration. This is where I am going to look for it. You can follow along, but it doesn't matter. I'm committed with or without followers.
There is one other possibility. You could jump on board and do it yourself. Would it make your life better? "We can never fail. We can just learn." (Dragos Roua)
Don’t expect to find common things here, and in the case you will still find common things, enjoy them, because they will not emerge often.
But do expect to find controversial, unexpected, unusual or just plain strange interpretations here. I saw over the time that some of my thoughts or mental connections have the tendency to put people in the dazzling state. Dazzling is good, sometimes. It makes your brains working.
I just think we don’t have to raise perception walls between our mindsets, goals or approaches. Our “big picture” might often seem cluttered and foggy, but this is mainly because our knowledge paths are frozen in habits. Unfroze your knowledge paths and let them converge and feed each other. And do not be afraid about the results.
We can never fail. We just learn.
I just ran into Dragos list of "100 Ways to Live a Better Life." and I was excited for two reasons. First, it is a great list and being mindful of it will in fact result in my leading a better life. I plan to do that. Second, I sort of let Becky Robinson (@LeaderTalk) convince me to get going on my blog. But if you ever blogged you know that saying it and doing it are two different things. You need something to get you going. You need a spark. I was thinking about how I was going to handle that - I didn't want to let Becky down (Even thought we haven't met yet.) - when I read Dragos post. I knew right away that this was it. If you've been paying attention to movies lately you know there is a movie out called Julie and Julia. It is about a woman who moved her life forward by deciding to work her way through Julia Child's cookbook and blog about each recipe. It helped her. She was touched by Julia Child even though she wasn't actually there. I think Dragos Roua can do the same thing for me. So my plan is to work my way through his 100 ways to live a better life. At each stop I will include his comments and then will either reflect on how this has helped me have a better life or will identify a way it will help me have a better life.
I'll be 63 next month. My health is far from perfect. I need reflection and inspiration. This is where I am going to look for it. You can follow along, but it doesn't matter. I'm committed with or without followers.
There is one other possibility. You could jump on board and do it yourself. Would it make your life better? "We can never fail. We can just learn." (Dragos Roua)
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