The Intersection of Dreams and Comfort

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The difference between dreamers and doers can best be summarized in a set of characteristics:  tolerance for risk and comfort with uncomfortable.

Everyone has dreams.  Everyone wants to be something a little different or better.  Everyone wants to contribute to a common good.  Many people even take it a step farther and label their dreams as a life passion, calling or purpose.  They create vision boards for where they want to be and even journal about a better life for them and their families.

“I really want to get a new job”

“I really want to go back to school”

“I really want to devote my life to something bigger and better”

“I really don’t want to be stuck in an eight-to-five grind”

Where these dreams come to a crashing halt for many is at the blinking-light intersection of risk and comfort.

“But I don’t want to give up my daily Starbucks”

“I’m can’t tell my wife I’m quitting my job to open my own business”

“The classes and studying will put a burden on my family time”

“I’m not about to start at a position lower than my last one”

Risk aversion can certainly become an evil little voice that continually reminds you of the potential for failure and all the negative “what ifs”.  Sadly, this voice rarely speaks to the potential positive outcomes associated with a leap towards your dreams or reminds you of the great satisfaction of doing what you were placed on this rock to do.  Highly successful people use self-talk to silence or reduce the impact of the voice of doom and actively replace it with the positive outcomes of risk taking.  Not that anyone should blindly leap into the unknown but the reminder that all unknowns have an equal or greater chance of being successful as becoming a failure.  The risk aversion voice also tends to overstate the failure outcomes as being horrible when in fact, they are nothing more than learning opportunities and everything is recoverable.

Comfort aversion is as damaging as risk aversion to living a purposeful and fulfilling life.  Now there is nothing wrong with being comfortable but over-emphasis on comfort will keep you in a complacent, non-growing, non-achieving spot.  The comfort lie tells us that some of our creature comforts and vanity desires have become needs.  The BMW instead of a Camry, Starbucks instead of Folgers, gated community instead of two-bedroom apartment, Ivy League instead of community college, designer purse over the JC Penny’s version.  Again, successful people will truly understand the difference between a core need and those items that simply create comfort.  Interestingly, those people in life that have failed and restarted several times have a clearer view of what is really needed versus those comforts that sometimes serve as obstacles to achieving our dreams.

Below are a couple of tactics to help improve risk and comfort tolerance:

  1. Identify What is Really a Need Versus a Want

Look at basics.  Return to an earlier time in your life and describe how you survived and with what.

  1. Take Small Risks

Develop risk tolerance by beginning with smaller risks prior to a big leap.  Note or journal the lessons from failures and the ease in overcoming and recovery.

  1. Commit

If you want to achieve a dream or purpose, commit to a course of action complete with timelines and measurable milestones. 

  1. Partner

Don’t be afraid to share your dreams with others.  Seek the support needed to reduce risk and get buy-in on changes to comfort.  Quite simply, ask the kids if they are okay with no cable TV or moving to a smaller house.

  1. Track Progress

Monitor, track and report your progress towards your dream.  Vision posters are nice but a formal system to track progress is where achievement rests.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

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Do Good or Do Nothing

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

About 15 minutes of cable news is all I can stand anymore.  I used to be a news junkie and keep up with current events but any reading or watching of the national political scene just turns my stomach.

Likewise, I have become familiar with a couple of incredibly toxic workplaces that when I hear the stories of extremely poor leadership, it just makes me sick.

The causation of this nausea is not the remarkably bad dinner in Eugene Oregon last night but rather the poor choices made by leaders to invest time, energy and effort in consciously and intentionally doing bad.  Don’t get me wrong here; we all do bad and make mistakes and exercise poor judgments and choices but not many people (sans politicians) consistently set out on a path of doing dumb things. 

In the case of toxic work environments, consider the amount of time, energy and emotional composition that is totally wasted in documenting, cross-emailing, complaining and filing grievances.  All because someone or a set of people have chosen to do bad instead of doing good.  Poor leaders concoct schemes to retaliate, get rid of someone, make another department look bad or to protect their own jobs and all at the expense of team members, morale and the general well-being of the workplace. 

And back on cable news, our elected officials (mostly national but also state and local) are engaged in a series of grandstanding, ridiculous hearings and posturing rather than doing what is best for their constituents.  Rather than good, they serve special interests and their political affiliations all the while that Rome is burning.

We have a choice every moment in our lives.  To do good, to do bad or to do nothing at all.  That choice becomes conscious and when we can spend a moment thinking about the consequences of our actions, we can learn to make better, and more aligned with the common good, decisions.

Interestingly, the choice of doing nothing in many cases is better than the choices of some leaders.  If doing good becomes impossible, then the decision to do nothing is by-far-and-away better than crafting a path for doing bad.  For reference, think about the savings in money and time if congressional hearings were vetted against serving a good purpose or for doing bad and focusing only on individual gain or glory.  How much angst could be saved if a toxic leader spent her time relationship building, providing positive feedback and empowering others rather than tearing down, conspiring and self-preserving?

To make some better choices, try the following:

  1. Analyze Motive

Understanding your own motives are clearly the first and most important step of making better decisions and choices.  Always asked my boys if they are telling on someone to get them in trouble or save them from trouble.  That simple question forced them to examine the motives of their actions and make more thoughtful decisions.  We too can examine why we are choosing a course of action but that take a hefty amount of emotional intelligence and self-regulation.  Really reflect on why you are choosing the path or direction.

  1. Test Against Mission

Check your choices against the mission, vision and core values of the organization.  This should provide ample guidance in most cases.  It’s hard to justify the harassment of a team member when an organizational core value is to treat team members well and fairly. 

  1. Test for Value to Others

Look to see if your decision or choice benefits others and not just you.  There is a time and place for a self-caring choice but not in a role of leadership or public service.

  1. Test for Unintended Consequences

Diagnose and spend some time thinking about what some unintended consequences might occur from your choice.  This is enhanced even more when you engage #5 below.

  1. Seek Input

Ask for some feedback from trusted and wise sources before storming off on your own decision.  This input can save a lot of time and energy and keep you from making some bad choices.

An above and beyond all of those, be a deliberate responder and not a reactor.  Use some time, take a pause and then choose to either do good or do nothing at all. 

An Aegis Learning Customer

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

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