Scott Monty

The C-Suite Needs More Time

The C-Suite Needs More Time

Joshua Commanding the Sun to Stand Still by John Martin, 1816 (public domain - Wikimedia Commons) "I wasted time and now time d...

Advice for Corporate Storytellers

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<tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-a-a8LC-XuEE/XiioIbEUsOI/AAAAAAABK7g/o4xrfFnzAXUbweGqajfoq_lqc-JwIr-ZACLcBGAsYHQ/s1600/Giovanni_Domenico%2BTiepolo%2B-%2BThe%2BStoryteller.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="947" data-original-width="1600" height="378" src="https://1.bp.blogspot.com/-a-a8LC-XuEE/XiioIbEUsOI/AAAAAAABK7g/o4xrfFnzAXUbweGqajfoq_lqc-JwIr-ZACLcBGAsYHQ/s640/Giovanni_Domenico%2BTiepolo%2B-%2BThe%2BStoryteller.jpg" width="640" /></a></td></tr>
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"Memory is necessary for all operations of reasoning." – Blaise Pascal (c.1658) </div>
 
 
 
It's tough living in the future, isn't it? 
 
There's so much focus on the latest platform, trend or technology. But true storytellers know that the medium isn't the message. 
 
I'm reminded of this quote by the Dalai Lama: 
 
<blockquote class="tr_bq">
"I think technology really increased human ability. But technology cannot produce compassion." </blockquote>
 
It makes me realize we have so much of ourselves to share in the personal and corporate stories we tell, today and in the many tomorrows to come. 
 
 
Speaking of stories, some of the best jokes are told like stories. Did you ever hear a really good joke? 
 
Like, a really good joke, where you said to yourself, "Wow — I've got to remember this, so I can tell my friends and make them laugh as hard as I'm laughing now." 
 
Then, you see your friends and you try to retell the joke. But you aren't bringing it to life the same way. Maybe your gestures are off, the accent is different, or the embellishments aren't as detailed. 
 
Whatever the differences are, you still manage to hit all the points of the joke, but when you deliver the punchline, it just falls to the floor a lies there, helpless, looking up at you and pleading with you to just put it out of its misery already. 
 
What just happened? 
 
Something's missing in your story. 
 
 
<h2>
A Little History</h2>
"The old wheel turns, and the same spoke comes up. It's all been done before, and will be again." - Sir Arthur Conan Doyle 
 
I'm a student of history and literature. When I admit this to my clients in the executive suite, it usually strikes them as odd, since so many of them expect consultants and advisers to come in quoting the latest platform trends. 
 
I watch the trends and understand their utility just fine. But I also study human behavior, which over the course of recorded history, has been remarkably consistent. You've undoubtedly heard clichés like "What's past is prologue" (from William Shakespeare's <a href="http://www.online-literature.com/shakespeare/tempest/3/" target="_blank">The Tempest</a>) or "Those who don't know history are doomed to repeat it." 
 
While history doesn't repeat, it does rhyme. And when we ignore the successes and foibles of those who have come before us, we not only fail to learn from them, but we also show our ignorance. 
 
<div style="text-align: center;">
"Not to know what happened before one was born is always to be a child." </div>
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— Cicero</div>
 
Why is history important? In <a href="https://amzn.to/2tv1viG" target="_blank">Varieties of Cultural History</a>, Peter Burke cites the ancient Greek historian Herotodus, noting that historians are guardians of memory. A collective memory is important in society — one that we'll come back to in future editions here. 
 
But he also pulls out a long-lost official title: Remembrancer. 
 
It's a beautiful term and an apt description for what storytellers or historians do: 
 
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Leaders and storytellers should be reading a variety of materials for inspiration. My own reading is eclectic, but it always informs my view of the present and future, particularly when it comes to executives, their teams, and business challenges. It gives me an outside perspective. 
 
In the most recent issue of <a href="https://www.laphamsquarterly.org/memory/remembered-past" target="_blank">Lapham's Quarterly</a>, Lewis H. Lapham wrote a piece on memory called "The Remembered Past" in which he discerns between the recorded past and the remembered past: 
 
<blockquote class="tr_bq">
"The recorded past is a spiked cannon. The remembered past is live ammunition —  not what happened two hundred or two thousand years ago, a story about what happened two hundred or two thousand years ago. The stories change with circumstance and the sight lines available to tellers of the tale. Every generation rearranges the furniture of the past to suit the comfort and convenience of its anxious present." [Emphasis ours - Ed.]</blockquote>
 
At the very least, knowing what's happened before we've come along will help us to make better decisions, whether it's in the campaigns we create or <a href="https://amzn.to/2v9Cn18" target="_blank">the book titles</a> we choose. 
 
 
<h2>
Why Should Brands Care?</h2>
 
When it comes to brands, why does it matter that we share stories about the facts rather than just the facts? 
 
Lapham's quote got me to thinking about how many companies tell stories, whether they're through press releases or feature-filled ads: they're largely about getting all of the facts out there — what happened. 
 
It's like trying to awkwardly retell a joke: simply checking all of the boxes on the elements of the joke doesn't necessarily result in a hilarious outcome. 
 
Telling people what happened is easy. More difficult is telling them how it happened. Or why it happened. 
 
And most importantly, making them care about it. 
 
 
<h2>
The Commoditization of Stories</h2>
How do you make people care when you’re dealing in commodities? And let’s face it: facts are a commodity. 
 
They're necessary and they ground us in reality. But in any instance, the facts are cut and dried. They're the same for everyone. 
 
Your brand, like it or not, is a commodity to most people. Odds are if they don't buy it from you, they can get the same thing (or a reasonable facsimile thereof) from someone else. 
 
But what can you give them that no one else can? 
 
Certainly, your products and services need to stand out somehow. Maybe you're the fastest, or most convenient, or have the best service. You have some kind of differentiator. 
 
But what about your storytelling ability? 
 
Part of what makes brands stand apart is the stories told about them. Whether it's the brand telling the stories, or its evangelists, stories move people. 
 
In order to move people, you need a good story, well-told. 
 
Sometimes, your company's story may need a little more work. 
 
 
 
<h2>
Elements of Well-Told Stories</h2>
In "The Wallet" episode of Seinfeld, Jerry is doing his stand-up routine at a club. He's talking about TV shows that end with "To be continued…" and he complains: 
<blockquote class="tr_bq" style="text-align: center;">
"If I want a long boring story with no point to it, I have my life."</blockquote>
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 </div>
How many press releases, white papers, or other pieces of "content" make you wonder: "Where is this going?" 
 
Yes, yes. We all know that good stories have a beginning, middle, and end. But the point there is to orient your audience. Let them know where they are in the flow. Create a sense of drama. 
 
The Scottish writer and theater critic William Archer knew a thing or two about audiences and expectations. He famously wrote: 
 
<div style="text-align: center;">
"Drama is anticipation mingled with uncertainty."</div>
 
 
Anticipation and uncertainty are part of what we also call suspense. 
 
Creating suspense can seem daunting. Primarily because we think of suspense as it relates to Alfred Hitchcock, "the master of suspense." 
 
But it's not about being creepy or scary. It's about bringing your audience along in your story. 
Laying out a theme and showing empathy will draw them in. 
 
In doing so, you're allowing them to relate to you and the situation you're describing with your story. 
 
Once you've got that hook - and again, it's about creating a relatable situation or narrative that makes them care — you can begin filling in the details. 
 
As you do, these elements should create anticipation. 
 
One of my favorite stories about creating anticipation is from the divisive Howard Stern is from his 1997 movie Private Parts, when <a href="https://www.youtube.com/watch?v=9G6xu-J_Dmc" target="_blank">a researcher is sharing the ratings information</a> about Stern's show with the station manager (lovingly nicknamed "Pig Vomit"): 
<blockquote class="tr_bq">
Researcher: The average radio listener listens for eighteen minutes. The average Howard Stern fan listens for — are you ready for this? — an hour and twenty minutes. </blockquote>
<blockquote class="tr_bq">
Pig Vomit: How can that be? </blockquote>
<blockquote class="tr_bq">
Researcher: Answer most commonly given? "I want to see what he'll say next." </blockquote>
<blockquote class="tr_bq">
Pig Vomit: Okay, fine. But what about the people who hate Stern? </blockquote>
<blockquote class="tr_bq">
Researcher: Good point. The average Stern hater listens for two and a half hours a day. </blockquote>
<blockquote class="tr_bq">
Pig Vomit: But… if they hate him, why do they listen? </blockquote>
<blockquote class="tr_bq">
Researcher: Most common answer? "I want to see what he'll say next."</blockquote>
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It's astounding that haters can be so engaged, but it shows you what good storytelling can do when employing uncertainty and anticipation. 
 
 
As you're considering working with your team to tell your brand story differently, try approaching it differently. 
 
Like a comic telling a joke; or an artist painting a picture; or an architect designing a building. 
Scene, characters, and action are essential starting points; you need to sketch out where you're going; you need to build the framework that supports the bigger elements. 
 
Only then can you add the flourishes, details, and trim that make a memorable joke, painting or edifice. 
 
So as you rearrange the furniture of your stories and act as a remembrancer, taking into account the stories that have been told before, by your own brand and others, consider how you'll make someone care who otherwise has no passing interest in your brand. 
 
If you can get them to pass that along, you'll achieve what generations of historians and marketers alike have striven for. 
 
 
And the next time you see me in person, ask me to tell you a really good joke. 
 
 
<div style="text-align: center;">
If you'd like to hire me to speak to your group, I have a talk on <a href="https://www.scottmonty.com/p/speaking.html" target="_blank">Transformational Storytelling</a> that has blown away audiences. <a href="mailto:speaking@scottmonty.com" rel="nofollow" target="_blank">Let's chat</a>.</div>
 
 
This essay originally appeared as part of the <a href="https://scottmonty.substack.com/p/advice-for-corporate-storytellers.html" target="_blank">Timeless & Timely</a> newsletter. If you'd like the version with links to industry updates, interesting stories, and the recommended podcast and book of the week, <a href="https://scottmonty.substack.com/" target="_blank">please subscribe</a>.

Advice for Corporate Storytellers

The Storyteller by Giovanni Tiepolo, c. 1773 (public domain - Wikimedia Commons) "Memory is necessary for all operations of re...

Leadership Style: Resistance vs. Resilience

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<tr><td class="tr-caption" style="text-align: center;">Locked in Ice by William Bradford, 1882 (public domain)</td></tr>
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"Out of the night that covers me,       Black as the pit from pole to pole, I thank whatever gods may be       For my unconquerable soul." </div>
 
<div style="text-align: right;">
― William Ernest Henley</div>
 
 
We all experience setbacks. It's just part of life. We run into obstacles, whether they're related to time, resources, difficult personalities, changes in circumstances, etc. 
 
The true mark of a leader is how they respond to these kinds of difficulties. There are some leaders who look at the facts and decided to put their heads down and plow through; and there are others who assess the situation and alter their plans — sometimes comprehensively. 
 
I recently had a health issue that was causing me a lot of pain. So much so that it made it impossible to concentrate on anything: reading, writing — even meditating. 
 
Rather than fight it, like I usually do with an illness, I decided to visit the doctor. It's a good thing I did, because the doctor warned that it wouldn't have gotten better without care. 
 
After treatment, the pain still lingered for about a week, but it made me realize a couple of things: (1) humans are so much softer than our ancestors, who had to endure conditions beyond our imagination; and (2) how other leaders have managed to get themselves through situations of unimaginable hardship. 
 
 
<h2>
That's Cold</h2>
The stereotypical visualization of Hell is usually fire and brimstone, with Satan wielding a pitchfork as molten lava flows all around. But in Dante's Inferno, there were nine circles of Hell, each with varying forms of tortuous surroundings. 
 
The Ninth Circle of Hell, in Dante's telling, was the frozen central zone of Hell where Satan was trapped in ice, frozen up to his mid-chest. This is the area where the worst sinners were sent, unable to speak or move, frozen in the ice. 
 
According to Rachel Jacoff (Dante, Cambridge University Press, 1963) Dante portrayed the worst of Hell this way because "the deepest isolation is to suffer separation from the source of all light and life and warmth." 
 
Imagine then, that it’s the early 1900s and you're undertaking a physical and geographical adventure that no other human being has achieved: you're going to travel to Antarctica, the last unexplored continent, and you're going to march to the South Pole. 
 
This of course is exactly what Captain Robert Falcon Scott sought in 1910 when his Terra Nova Expedition set out. He had already led the Discovery Expedition from 1901–1904 to explore Antarctica, and his goal in his return was to be the first to reach the South Pole. 
 
As humans spread around the globe, the polar regions were a couple of the few remaining areas to conquer, so competition was fierce. There was a Japanese Antarctic expedition in the works, as well as an Australasian expedition, and the Norwegians, under Roald Amundsen, were going to explore the Arctic. 
 
The Terra Nova set out from Wales on June 15, 1910, prepared to arrive in the Antarctic for its summer months. By the time it reached Melbourne, though, a telegram from Amundsen was waiting for Scott, indicating that the Norwegians were headed south. It was to be a race, then. 
 
Scott was a Royal Navy man, beginning his naval career as a 13 year-old cadet. He worked his way up through the most hierarchical system, with the Discovery voyage serving as a way to further his advancement. This culture and tradition would eventually doom Scott — more on that later. 
 
Looking to use the most innovative technology of the day, Scott opted for a mixed transport strategy, using dogs, horses, and motorized sledges (essentially motor cars with tracks rather than tires). The vehicles quickly succumbed to the cold, and eventually the horses did as well. 
 
When the horses grew weak, expedition member Lawrence Oates suggested killing them for food. This kind of thought was abhorrent to the traditional Scott, and he forbade it. The horses died anyway. The food would have proven useful for the dogs and the men who were left. 
 
Meanwhile, Amundsen relied solely on a team of 100 Greenland sledge dogs, knowing how they could be useful when led by the right expedition member. 
 
After many hardships, on January 4, 1912, Scott decided that he and four men would make the final march on foot. On January 17, Scott and his men made it to the South Pole, but to their horror, there was a Norwegian flag waiting for them. 
 
Amundsen and his men had made it just 34 days earlier. 
 
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Dejected, the five began the 862 mile journey back on January 19. 
 
Over the course of the next two months, as they trudged back through blizzards and down glaciers, scurvy and frostbite began to set in (temperatures were routinely -40 degrees Fahrenheit). On March 16, Oates, whose toes had become frostbitten, left the tent and walked to his death. 
 
According to <a href="https://en.wikipedia.org/wiki/Robert_Falcon_Scott#Last_march" target="_blank">Wikipedia</a>: 
<blockquote class="tr_bq">
"After walking 20 miles farther despite Scott's toes now becoming frostbitten, the three remaining men made their final camp on March 19, approximately 12.5 miles short of One Ton Depot. The next day a fierce blizzard prevented their making any progress. During the next nine days, as their supplies ran out, and with storms still raging outside the tent, Scott and his companions wrote their farewell letters. Scott gave up his diary after March 23, save for a final entry on March 29."</blockquote>
 
Each man, aware of his pending death, penned final letters to loved ones. In addition, Scott left this message for the public: 
<blockquote class="tr_bq">
"We took risks, we knew we took them; things have come out against us, and therefore we have no cause for complaint, but bow to the will of Providence, determined still to do our best to the last ... Had we lived, I should have had a tale to tell of the hardihood, endurance, and courage of my companions which would have stirred the heart of every Englishman. These rough notes and our dead bodies must tell the tale."</blockquote>
 
In his final diary entry, Scott wrote: 
<blockquote class="tr_bq">
"Every day we have been ready to start for our depot 11 miles away, but outside the door of the tent it remains a scene of whirling drift. I do not think we can hope for any better things now. We shall stick it out to the end, but we are getting weaker, of course, and the end cannot be far. 
It seems a pity, but I do not think I can write more. 
R. SCOTT. 
For God's sake look after our people."</blockquote>
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Heroic and chilling, all at the same time. 
 
Imagine the pain Scott went through — both mental, for the defeat he and his team experienced at the hands of a rival, and physical, with the equivalent of being in the center of the Ninth Circle of Hell. And the full knowledge the he and his team would not survive, 
 
And still, Scott managed to write in his diary, straight through to the end. He resisted nature and its cruel effects for as long as humanly possible. 
 
He also resisted giving up traditional roles along the way, punishing crew members for insubordination and making them hew to their given responsibilities. It's as if the British Navy as it existed in the Mediterranean and Caribbean also had to function in the Antarctic. 
 
In reality, the differing conditions required a different way of thinking. 
 
 
<h2>
Adapt or Die</h2>
And this is where Ernest Shackleton's leadership stands apart. 
 
Shackleton and Scott were well acquainted, not just as explorers who sought fame, but as fellow expeditioners. Shackleton had been part of Scott's Discovery expedition, but was sent home early, due to sickness or because he violently disagreed with Scott's leadership style, depending on differing reports. 
 
Once the news of Scott's death reached England, Shackleton decided that there was still an opportunity left for him amid the <a href="https://onedrive.live.com/edit.aspx/Documents/Writing?cid=00964bea118a35bb&id=documents&wd=target%28Blog.one%7CB5C76A37-CCCA-4C5A-9B12-64CFDAFE155A%2FResistance%20vs.%20Resilience%7CD78026EE-163C-438B-9551-6B46A2CB928C%2F%29%20onenote:https://d.docs.live.net/00964bea118a35bb/Documents/Writing/Blog.one#Resistance%20vs.%20Resilience&section-id={B5C76A37-CCCA-4C5A-9B12-64CFDAFE155A}&page-id={D78026EE-163C-438B-9551-6B46A2CB928C}&object-id={3A6E7047-6EEA-41C4-B49B-623FD54FC8FB}&3C" target="_blank">Heroic Age of Antarctic Exploration</a>. He was determined to be the first to cross the entire continent, traversing the South Pole along the way. 
 
Just like Scott's journey, the <a href="https://en.wikipedia.org/wiki/Imperial_Trans-Antarctic_Expedition" target="_blank">Imperial Trans-Antarctic Expedition</a> ran into trouble. Setting off in in August 1914 in what would become the most appropriately-named ship in exploration history — the Endurance — Shackleton's tale would become one of courage, leadership, and resilience in some of the most difficult conditions imaginable. 
 
As he prepared his journey, legend has it that Shackleton advertised for crew in the newspapers with this ad: 
 
 
<div style="text-align: center;">
"Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success."</div>

 
There's no known evidence that any such ad ever appeared, but tone rings true, as that's exactly what Shackleton got. 
 
He chose a number of experienced Antarctic naval hands to lead the ship, and his scientific team included two surgeons, a meteorologist, and a biologist, as well as an expedition photographer. 
 
By mid-February 1915, the Endurance was trapped in pack ice and Shackleton expected it would be for the entire winter. He had the set up the ship for winter quarters. 
 
There, throughout the winter, they exercised the dogs, played sports, took turns swabbing the deck, and took walks illuminated only by the moonlight. Shackleton's main concern was keeping morale up and ensuring general fitness, for they'd need both for their journey ahead. The men generally mingled as a team; there was no hierarchy as far as Shackleton was concerned. 
 
What Shackleton was building within his team during this critical time was a sense of optimism, the need for patience, and a physical endurance to train the body and mind for grueling circumstances. He ignored traditional naval roles and expectations and adapted to the changing conditions. 
 
At one point, the ship's carpenter Harry McNish, objected to orders, saying that he was released from service because of the length of time the Endurance was out of service. Shackleton managed to talk him down, but there was a rift that remained between the two. 
 
The conditions continued to change as the ship was eventually crushed by the ice. On October 27, 1915, Shackleton ordered a camp to be set up on the ice and that the crew should rescue as much from the ship as possible, including two of the lifeboats. 
 
Trying to pull the lifeboats over the uneven ice floes was difficult work. By the end of December, they set up what Shackleton called "Patience Camp" and waited for the ice to break up. The team dogs had to be shot because their food needs were outstripping the expedition's, which had already rationed things. Their meat helped to sustain the crew. 
 
They remained on the floes until April 8, 1916, when the ice began to break apart. Shackleton decided that the only option was to try to make land at Elephant Island, about 100 miles away. A week later, they were at the southern coast of the island, but could not approach because that side consisted of cliffs and glaciers. 
 
After landing on the remote and desolate Elephant Island, Shackleton knew that his mission had to change. It went from trying to transverse the continent to trying to bring his entire crew home safely. 
 
The only hope was to make a run for South Georgia, some 800 miles across the Southern Sea. He determined that he and five others — the most able seamen and navigators among them, and the ship's carpenter Harry McNish — would make the journey in one of the lifeboats. 
 
Shackleton knew that despite his differences with McNish, his skills would be essential for their survival. He put aside any hard feelings that he harbored and made it clear to McNish how important he was to the entire expedition. 
 
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Together, they outfitted the 22.5-foot lifeboat with makeshift tools and materials, and packed enough provisions for four weeks, knowing that if they didn't make it by then, they'd be doomed. Over the next two weeks, the tiny boat encountered some of the largest waves and stormiest conditions Shackleton had ever encountered in his 26 years at sea. 
 
They eventually made land at South Georgia on May 10, but realized that the whaling depot was 26 miles away, on the other side of the island, which could only be reached over the mountains. Shackleton knew that three members of the crew were near exhaustion, so he and the other two would make the journey. 
 
McNish put screws through the bottom of the team's boots, creating makeshift crampons for mountaineering. They crossed without rest, knowing that they were racing against time to save the lives of their crew members they left behind both there on South Georgia and back on Elephant Island. 
 
They reached the whaling depot, returned to the camp to pick up the remaining three crew members, then set out to rescue the rest of the expedition at Elephant Island. It took four attempts over the next few months before they could finally get the right ship and break through the ice to rescue the remaining crew on August 30, 1916. 
 
Not a single life was lost. 
 
 
<h2>
Lessons for Today's Leader</h2>
These two harrowing tales — and you should take the time to seek them out and read more about them — are stark examples of managing in a crisis, and how different leadership styles bring us different results. 
 
Scott's style was about powering through and doing what was necessary. There are time when such resistance is helpful. But when conditions change, it requires emotional intelligence to recognize that the leader needs to seek counsel, change course, and depend on different skill sets. 
 
Shackleton was all about resilience and endurance. He knew that the most important thing wasn not glory or fame, but the lives of his fellow crew members. He came to care about them deeply, and they about him. 
 
Leaders who listen to their team, create a sense of optimism and shared purpose, watch morale while focusing on the goal, and show they trust their team with greater responsibilities, will be able to withstand any crisis that comes their way. 
 
Developing this level of trust and respect among your team is critical every day, so that when a crisis hits, you'll be well prepared to endure together. 
 
 
 
This originally appeared in the January 15 issue of the <a href="https://scottmonty.substack.com/" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">Timeless & Timely</a> newsletter. To see the newsletter in its entirety, including links, recommended books, and more, <a href="https://scottmonty.substack.com/p/leadership-style-resistance-vs.html" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">please click here</a>. 
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<tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-0jYx4SbO4PU/Xj3mDsY57eI/AAAAAAABLfs/O8fuSMZFA5sI0bcrHtsS2GHLQFMPurphQCLcBGAsYHQ/s1600/Caspar%2BDavid%2BFriedrich%2B-%2BWanderer%2Babove%2Bthe%2Bsea%2Bof%2Bfog.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="1319" data-original-width="1600" height="526" src="https://1.bp.blogspot.com/-0jYx4SbO4PU/Xj3mDsY57eI/AAAAAAABLfs/O8fuSMZFA5sI0bcrHtsS2GHLQFMPurphQCLcBGAsYHQ/s640/Caspar%2BDavid%2BFriedrich%2B-%2BWanderer%2Babove%2Bthe%2Bsea%2Bof%2Bfog.jpg" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="https://en.wikipedia.org/wiki/File:Caspar_David_Friedrich_-_Wanderer_above_the_sea_of_fog.jpg">Wanderer Above the Sea of Fog</a> by Caspar David Friedrich, 1817 (Wikimedia Commons - public domain)</td></tr>
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<div style="text-align: center;">
"Life can only be understood backwards; but it must be lived forwards." </div>
<div style="text-align: right;">
– Søren Kierkegaard </div>
 
 
With the new year upon us, it seems like everyone is trying to outdo each other with memories of the past year (or worse — the past decade!) 
 
Reflection isn't something that needs our attention once a year. It's a habit and should be developed like any other habit. 
 
If done well, it can result in clarity of mind, a less volatile knee-jerk reaction to things, and deeper relationships. 
 
Why is it that we find reflection so difficult? 
 
 
For one, there are so many distractions to occupy us. Opening the phone and going on an infinite scroll down the screen is a soothing but mindless activity. As is swiping left or right. Or tapping the little colored blocks or jewels that are part of that game you like. 
 
When we have frictionless distractions, those provide a welcome and easy escape from the hard work that reflection requires. 
 
Self-improvement is difficult. It requires work. It takes commitment over time to take hold. And whether it's work-related or personal, taking a good hard look at yourself is part of emotional intelligence that makes us desirable to be around. 
 
The best leaders, friends, and partners are those who know themselves well. And the only way to know yourself is to spend quiet time alone. 
 
And still, we fall for the annual "let's look back as we prepare to look ahead" posts and exercises — as if these are enough to fill the gap from throughout the year. 
 
Anyone who's received an annual performance review that seems like it comes from out of left field should be familiar with that feeling. 
 
You sit down, either completely clueless about what's about to be said, or firmly believing it's going one way, when — WHAM! — you're hit with an assessment that you didn't see coming. 
 
Good leaders are always communicating with their peers and direct reports. There should be no surprises. 
 
And good communication requires constant reflection. 
 
 
There's no single best way to reflect and be introspective. You'll need to find what works best for you. But here are a few ideas to get you started. 
 
<h2>
Quiet mornings</h2>
Do you sleep with your phone next to your bed? You should stop that right now. And when you do get up in the morning, don't make your phone the first thing you reach for. 
 
Begin your day with 15 minutes of meditation or exercise. Or maybe making coffee is a ritual for you. Use that time to turn inward. Don't get sucked into emails, Facebook updates, tweets or anything electronic until you've had time to spend time with yourself. 
 
 
<h2>
On Paper</h2>
Perhaps there's a favorite book or devotional you like to read. Or maybe you like to express your thoughts by writing in a journal. Spending time with paper objects can help with reflection. 
 
 
<h2>
Block Your Calendar</h2>
If it's not written down, it's not a priority. And if it's not in your daily schedule, it gets neglected. Block time on your calendar when you can spend it by yourself, working on yourself. 
 
 
<h2>
What You Need</h2>
As you consider what you'll be reflecting on, consider the questions you might want to answer: 
<ul>
<li>What's holding me back?</li>
<li>How can I be more helpful to my colleagues?</li>
<li>What perspective(s) am I missing?</li>
<li>What do I tend to neglect or shy away from?</li>
<li>What's working well right now? How can I do more of that?</li>
</ul>
 
 
I hope you'll commit to joining me for a slower, more deliberate approach amidst the knee-jerk reactionaries of the online world. 
 
Together, we'll parse out what matters and what will make you a better leader. 
 
 
This originally appeared in the January 2 issue of the <a href="https://scottmonty.substack.com/" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">Timeless & Timely</a> newsletter. To see the newsletter in its entirety, including links, recommended books, and more, <a href="https://scottmonty.substack.com/p/how-to-make-reflection-part-of-your.html" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">please click here</a>. 
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How to Make Reflection Part of Your Daily Habit

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How to Make Reflection Part of Your Daily Habit

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