Good Mommy: A Letter to My Daughter as She Becomes a Mother (My New Book!)

May 1st, 2013

This is what I learned in 28 years of parenting 6 kids (4 of my own and the two beautiful McCaull girls).  I wanted to subtitle it “How to Raise Conscious Cool People”, because all of them are amazing.   Although I wrote and illustrated  it for my daughter, Samantha, it’s for any new mom or dad, really – a manifesto of love and freedom.

The digital download or online version are offered for free, and we encourage you to support the project in any amount by donating below.

DOWNLOAD GOOD MOMMY HERE  

READ ONLINE FOR FREE by hitting the FULLSCREEN BUTTON IN THIS WIDGET (or CLICK THROUGH TO BUY A FULL COLOR EXPENSIVE PRINT VERSION)
We love the look and feel of Blurb, the bookmaker who’s doing the print version, but am conscious that price is high for the finished full color version – none of that fee comes back to me or the charities we’re supporting – we’re looking at other vendors, but it really is a lovely piece if you are a paper person.

Good Mommy by Christine McCaull

I would love feedback and conversation on the ideas and content, in the comments or on Facebook.

 

Support this project, and women’s and children’s charities, by donating in any amount.
 


Design is Strategy (repost from Milsal.com)

September 24th, 2012

I’ve always had an appreciation for aesthetics and function, but still, I used to be hesitant about advocating for design and usability when in the company of my developers and engineers. There was something not quite serious enough about design to insist on it as a strategic priority. But after leading several companies and advising dozens of startups, I’ve come to believe the exact opposite- that design is not only “nontrivial”, but the essence of strategy and customer adoption.

For entrepreneurs or those launching new products into the market, design should be a fundamental concern and a foundational element of the business plan. It guides and frames the user experience and therefore drives what actions users will take (hopefully ones tied to your business model). In the case of branding and marketing communication, good visual design communicates at a glance what you want to user to know about your organization. And design decisions also determine an array of go-to-market and support costs.

Read more at Milsal.com



Make Yourself Useful: The Art of Taking Initiative

June 20th, 2012

When I was small, and was lurking or bored, my grandmother would look me in the eye and say ‘make yourself useful’.   She didn’t tell me what to do, she told me to look around and see what needs doing. I took this for granted, that that was the way people think, the way they are raised and trained: to look around the room and identify the most important things that need doing that they are capable of and then go do them.   This early training in how to see problems is probably a key reason why I became an entrepreneur and business owner, and run a pretty trim household (thanks Oma).

But its not the case.  Many many people simply wait to be told what to do. This is confusing to me as a citizen, friend, employer.

If you want to be indispensable, central, important to an organization, this has to change- you have to start thinking like an owner.  Some things are obvious- they need to be done and they are in the bailiwick of your current role.  Some things may need buy-in.

Assuming you already know what your organization does, what it’s strategy is, and who it serves-  when seeking how to add value, take a look around your workplace- no matter where you fit in the structure, ask yourself:

  • What needs to be done? Where is there opportunity?
  • What hasn’t been considered? What isn’t being done well?
  • Where can we be more efficient? Where do we streamline?
  • What are the priorities? What creates the most value?
  • What do our clients need? What do our customers need?
  • What do my colleagues need?How can I be helpful?

I guarantee that if you are asking these questions on a regular basis, you are going to find some pretty big places to add value- and impress people by simply organizing your thoughts and making the case for improvements.  Quickly, you become not only useful, but indispensable.  You become one of the people who create improvements, positive change.

The threshold version of making yourself useful is simply not making yourself a burden.  If someone gives you a monkey, never throw the monkey back to them.  That is to say, if a thing is delegated to you to do, figure it out.  Ask for clarification and then be resourceful and get it done.  Only if you really hit a difficult place or need advice, are absolutely stuck- do you go back for more guidance.  It’s not social hour- it’s work.  Make good use of everyone’s time- the last think you want is for someone to be thinking, “if I have to explain it this much I might as well do it myself.”  Because then you ARE dispensable.   And  we both know that you are much bigger and better and can play a more impactful role than that.

So get out there, and make yourself useful.  It’s your own personal lifetime employment act.



How to Trust: Taking Steps to Freedom

April 24th, 2012

“On his right hand Billy’d Tattoed the word love, and on his left hand, the word fear.  In which hand, he held his fate, was never clear.”- Cautious Man, Bruce Springsteen

How do we balance the need for openness and safety? 

Trust can be as simple as…”He would tell me if there was food in my teeth.”   “She doesn’t gossip about me behind my back.”  “He’s not secretly wishing he was somewhere else.” “Her resume is accurate.”  “I believe my boss’s intentions are aligned with mine.” “He meant I when he said I was the only one, and that he too liked Muskrat Love.”

It can be as big asThe election system is fair.”  The police are officers of the peace.”  “We go to war to protect the innocent not to empire build.”  “The world is a giving place. I will always be provided for.”

People hold a huge range of perspectives on their relationship to others.  Are people basically good, or are they out to get you?  Is the universe trustworthy or chaotic?  Is the world fair, or unfair? We walk in the world making constant judgment calls on whether we will open up or protect ourselves.

When we talk about trust, we can mean so many things. We could mean truthfulness, dependability or fallibility.  Further, some of our trust framework is unique to us and biases us (our own wiring, prior experiences)- and some trust is based on intuitive (and often accurate) readings of external circumstances.

Tonight we’re going to look at trust- where we sit on the continuum of trusting and trustworthy, the cost and risk of that position, and whether we can hack or change our fundamental beliefs about trust.

We’re also going to look at lying a little bit.  Why people lie and when and what that’s about.  How do we develop the tools to be more trustworthy, and to elicit more truth telling from others.

Trust is this magic lever: it makes everything just work.

When you trust others, you can do stuff even if you don’t have all the information. You essentially have few transaction costs.  You can do stuff all the contingency planning and backup plan.  You don’t have to verify.   You don’t have to snoop, to wonder, to scenario plan.  It’s a restful choice to trust.  It’s been identified as the biggest variable in the success of developing nations- trust in the government, in systems, in the rule of law, between people- is a reliable predictor of prosperity.

Still, there’s the other side- the legitimate concern that everyone may not be safe.   You’ve seen the bumper sticker “Just because your paranoid doesn’t mean they aren’t out to get you”.  As one Buddhist I know says,”How can I have a peaceful life if I’m suspicious of everyone? By trusting people, I could probably improve my quality of life. If I trust, I will get hurt- but even in the hurting I learn more about the world than I did when I hid behind barricades.”

All spiritual traditions acknowledge the restful ease of trusting.  In yoga practice as you go into sivasana, they tell you “it’s okay now to let go- the world will hold you up.  Let your muscles melt into the floor.”  In the new testament, Matthew posits: “Why are you anxious about clothing? Consider the lilies of the field, how they grow. They don’t toil, neither do they spin.”

Biological and Developmental Trust Factors

Trust is in part based in our biology.  We are wired to form connections, and not just as individuals, but as social animals, living in a network.  There are actually evolutionary bases of trust between humans.  Here’s an excerpt from J.D. Clippinger:

According to evolutionary psychologists and biologists, the human brain evolved many highly sophisticated social exchange algorithms for interpreting, signaling, and coordinating human interactions. It turns out that human beings evolved as a social species – not as atomic individuals, and hence, evolved joint innate mechanisms for shared behaviors and experiences. We have biologically encoded, preconscious mechanisms for joint social exchange and coordination- social scaffoldings that trigger people’s innate propensity to trust and exchange. Neurosciences and several neuro-economic experiments have shown that the principal mental processes involved in economic activities are not conscious but preconscious, and hence, not reflective, utility maximizing nor principally self-interested.

Experiments have demonstrated that there are specific neural mechanisms for trust – (detecting cheaters, sense of fairness, shame, fairness, etc.) and they have a high degree of social fitness value.

 

This evolutionary trust is different than developmental skills in trusting the world.  Child development theorist Erik Erikson says that learning trust is the 1st psychosocial developmental task, happening in children between birth and 2 years:

Erik Erikson’s theory centers around the infant’s basic needs being met by the parents.  The major developmental task in infancy is to learn whether or not other people, especially primary caregivers, regularly satisfy basic needs. If caregivers are consistent sources of food, comfort, and affection, an infant learns trust- that others are dependable and reliable. If they are neglectful, or perhaps even abusive, the infant instead learns mistrust- that the world is in an undependable, unpredictable, and possibly a dangerous place. While negative, having some experience with mistrust allows the infant to gain an understanding of what constitutes dangerous situations later in life.

In other words, if you master this psychosocial skill, if you learn early that “I am good, wanted, competent, loveable.  My world feels safe.  People respond to my needs”- then you’re off to a good start.  And, if you don’t learn this?  Well, let’s just say this base insecurity tags along until you consciously start working on undoing it.  Whether our core trust relationship is healthy or not, we will carry it forward into all of our adult relationships.  In order to heal early breaks in attachment, we require a real brain hack- it’s hard work- but also very rewarding.  Treatments like EMDR, corrective attachment therapy, hypnosis or cognitive retraining all seem to work.

If you have an early miseducation in this key area, you have to rewire your own brain, rebuild it to get to the point where you can attach and trust others.

Categorical Distrust:  Learned Blind Spots

If we are to become more accurately trusting, we need to also look at where we have developed emotional keloids- unneeded armor against the supposed “teachings“ of prior experience.

We all have categorical blind spots based on experiences.  Malcolm Gladwell’s Blink laid that out in detail.

According to Built on Trust:   

The sequence goes something like this: on an occasion when we are extending trust, often contributing extra, something happens which leaves us feeling burnt, or betrayed. The emotional response is immediate: shock, fear, loss, anger. The mental reaction is a “never again” decision that affects trust. These decisions are logical, but are often categorical, over-protective, and therefore limiting.”

In other words:  Protecting ourselves disables us.  We develop biased screens and use those to make snap decisions and reactions. THE DEGREE OF SELF PROTECTION IS EQUAL TO SEVERITY OF PERCEIVED WOUNDS.  IF CORE BELIEFS ARE RIGID, AUTOMATIC, SELF-PROTECTING: THERE IS NO FREEDOM.

Once in a while, evaluating our own categorical biases and prejudices is necessary- where have we imposed our own rigidities?  Where are we carrying categorical impersonal distrust based on some prior experience, that may not actually be broadly valid?

Trusting Individuals:  Working, Living, Loving

Trust drives our most effective relationships, and determines how much we count on others, or how much to back away.  It’s not always about truth-it can be on other dimensions- for example:

  • Leadership- do I trust your vision?
  • Reliability- do I trust your promises?
  • Veracity- do I trust your facts?
  • Capacity- do I trust your driving?

The paradox of interdependence in personal relationships.

As the spheres get more intimate, there is increasingly high risk in being wrong about trusting others, which would naturally make these some of the most challenging places to trust (the phenomenon implied in Landslide:  “I built my world around you.”)

Who doesn’t want the rest that comes from a settled intimate relationship? George Eliot’s quote captures it:

That quiet mutual gaze of a trusting husband and wife is like the first moment of rest or refuge from a great weariness or a great danger–not to be interfered with by speech or action which would distract the sensations from the fresh enjoyment of repose.

So, where is the paradox? According to Kelly and Thibaut, as passed on by the site the Truth About Deception:

Close relationships are based on interdependence, which is rewarding and helps people move better in the world.  As interdependence increases, telling the truth is essential- we need to know each other.  The paradox, is that interdependence also creates many constraints. As interdependence increases, people are no longer free to do what they want, when they want, with whom they want. So as we get closer to someone, telling the truth becomes more important but it also starts posing more risk.

Telling the truth is easy do to when interdependence is low – like revealing deeply personal information to a complete stranger sitting on a plane. Telling the truth in such situations does not matter – there is no real consequence for doing so (nor is there any real benefit). When interdependence is high, however, telling the truth is important. Telling the truth allows people to coordinate their actions, create intimacy and closeness.  But, interdependence means that telling the truth carries more risk: it can lead to increased conflict, negativity and it can restrain one’s goals.

The greatest irony:  Lying to retain intimacy or to be seen favorably actually stops you from getting the love you want in the first place

Being truthful about ourselves is the only way to experience and feel real love.  The only way to let it in.  Otherwise at some subconscious level, you just think they love you because you tricked them, or they don’t know the real you.  Real love is based on complete unconditional truth telling. If you want to do work in this area:  REAL LOVE!  Or, go one step further, to Radical Honesty, where the motto is stop the stories, stop the fear.

Sometimes though, we don’t seem to know truth from our own stories.  If you need help figuring out how to get to “what is true”, do the work of Byron Katie.  It’s simple, it’s effective, it’s amazing.  

5 Ways to Strength the Fabric of Trust

The foundation of living freely, and trusting the universe is rooted in real work on self awareness and development.

But, if you’re looking for some quick tips to be more trustworthy and create more trust in your life, here are 5 excellent practices to begin with.

1. Generosity: Look to positively impact others before you consider your own agenda.

2.  Communicate Graciously:  Listen deeply.  Be composed and respectful: don’t interrupt, argue, frown, get restless.  Speak frankly but privately. Be curious more than pushing your own message.

3.  Truth Telling:  Tell what is true for you, without judging, blaming or fearing others.

4.  Accountability:  We are all interdependent.  Do what you say you will do.  Commit, but don’t overcommit.

5.  Humility: Correct mistakes and miscommunications early.

To live openly, we need to be healthy and whole in our own selves.  We need to be comfortable with the truth of ourselves.  And we need to have the skills to relate to others who may or may not be there yet, with all the uncertainty those interactions can bring.

On that note, let’s close with a quote from one who could bend circumstances to his vision:  “Don’t be afraid.  Wrap your head around it.  You can do it.”  Steve Jobs

I trust you’ll figure it out.



Have you identified a viable market, or did someone just buy your product?

March 16th, 2012
New post….  Some things not to build a business plan on- on the importance of creating a sustainable, segmentable, reachable target market, and doing the groundwork upfront to validate that this market exists.  READ MORE.


How Not to be Boring/ Light Up the Room

March 9th, 2012

(Talk/discussion given at LoveSpringSF on 3/7/12)

The way we think about being ‘Unboring’ or ‘Lit Up’

First, as a disclaimer, we want to make it clear that we don’t equate “boring” with quiet or introverted- that’s not the same thing AT ALL- quiet people can be powerful seats of awareness and connection.  On the flipside, being lit-up or interesting is not showmanship, or performance- we are not here to be entertainers. The premise of tonight, and why we went out and did all the surveys and research on this subject, all turns on the idea that we are here to be lit up and connected and fully alive and empowered- in the most genuine way for us.   Also, it’s not binary- the same person can contain both fascinating and tedious elements.  It’s more a state of being than a personal trait. Read the rest of this entry »



The Biggest Democracy Loophole: Global Capitalism

January 20th, 2012

In a democracy, bounded by place and geography, we vote for constraints on capitalism and corporate activities so that everyone, on balance, can live a better life, a decent life.

We vote for things that enhance the commons and the long term prospects of our culture, like environmental protections, child labor laws, workplace safety, toxin labeling, mandatory education. These constraints increase short term costs and may either increase prices or decrease profits. Citizens in a democracy are willing to accept that tradeoff- because while they like to make money, they ALSO want a country with good infrastructure, vibrant culture, research that will benefit the long term health of the population, a level economic playing field, clean air and water, a way to take care of the people who fall through the cracks in the society, and opportunities to thrive in their life in other ways. Read the rest of this entry »



San Quentin: Guiding Rage Into Power

December 19th, 2011

Visiting San Quentin State Prison, and What I Didn’t See Coming

A few weeks ago I got the chance to visit San Quentin and speak with a community of prisoners who are working on personal transformation.  What a surprise.

Unexpected thing #1:  At San Quentin state prison, men with life eligible sentences play doubles tennis on the yard.  Unexpected thing #2: These men (who have at some point killed another person) and I?  We are more alike than I previously ever imagined.  Unexpected thing #3: They are engaged in a year long program to become non-violent persons and peacemakers, and have taken a student peacekeeper pledge that many people ‘on the outside’ can partake in.    Read the rest of this entry »



Why Noone Wants to Hire You

December 6th, 2011

I don’t “not hire people” because they lack the right pedigree.  I don’t hire them because I almost always give a few test assignments, paid, to see how they will do.   I give a lot of people the chance at work, especially people who seem to have a spark, but who don’t have the officially correct background (eg, the screening mechanisms and signifiers such as degrees and credentials and experience) and I, or someone on the team, will explain and teach as needed.  It’s a chance to be a self starter and make something happen…if you’re a fast learner and you show up, we have a beautiful thing.  If not, no big risk either way.

What I am finding is that there are some basic work skills that people just don’t have, and they aren’t related to education.  They are however, related to teachability, and to accountability. These skills speak volumes to how easy it might be to work with you over the long haul.

Does this seem like tough love? Read the rest of this entry »



Why Noone Wants to Work for You

December 6th, 2011

Are people giving you only a fraction of what they are capable of?  Do they go home early?  Yawn in meetings?  Seem disheartened?

Here are the top 5 reasons people don’t want to work for you:

1) You are unclear on what you want, so it’s impossible for anyone to be successful. You subconsciously believe that people should be mind readers. The corollary to this is you keep changing your mind or changing direction, or find it difficult to progress projects forward.  This is exhausting for a team, as there is no real progress or accomplishment to point to. Read the rest of this entry »