Listen or Fail

My Journey

The 10 Reasons Why We Fail

By David DiSalvo, Forbes Contributor

Every single one of the 10 reasons David DiSalvo offers in this piece speak to all the things that have played a role in some way or another in holding me back.  I’ve taken the liberty and transformed each into action steps:

1. Believe in yourself, and others will believe in you.
2. You are not what others say you are.
3. Rock the boat.
4. Life is short. Take risks.
5. Choose based on what you want to be remembered for.
6. You alone determine what role you let yourself play.
7. Accept that certainty is an illusion.
8. Don’t wait.  Go after what your heart desires.  Playing it safe doesn’t guarantee anything.
9. There’s always more to learn and ways to grow.
10. Learning to adapt and sit with uncertainty is imperative to living the life you seek to live.

The main takeaway:  Nothing is certain.  It’s more risky not to risk.  That is, if you want to live a life worth remembering.

Last week, I took a leap.  I quit my job.  The courage to do so came from knowing I could no longer not live the life I was seeking to live.  And it is taking every ounce of energy to not do all the things that DiSalvo lists.  To even sit with the question, “what do I want?” has been an excruciating task.  Why?  Because as soon I name it, what’s next is owning it and taking responsibility for all that follows.  Growing up is what some might call it.  And as Harry Spence has shown me, growing up is what I hope I always do for as long as I have in this life.

So, I don’t know what it means for you, but for me the challenge I sit with at the moment: To listen.  To listen to what my heart is telling me.  To really listen.  And to start to own what it is I hear in small ways to start.  Then hopefully in larger ways.  Quitting my job was hard as hell, but that was just step 1.  Hopefully, starting with a bit of believing in myself, I’ll make it to step 2 and 3, and so on and so forth, without giving up.

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Bunker Roy and the Barefoot Movement:

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751px-Sanjit_Bunker_Roy_at_Time_2010

(Image Source: http://www.flickr.com/photos/27865228@N06/4607852492/)

Bunker Roy: Learning from the Barefoot Movement
Speaker: Sanjit “Bunker” Roy
TED.com

Barefoot engineers and architects, primary school educated solar experts, a grandmother dentist who is illiterate, puppets as teachers – these are just some of the perspective shifting characteristics of “Barefoot College”.  The women of the village have gone on to train other women in Africa and Afghanistan on solar engineering, using only body language to communicate.  The result:  the first solar powered village in Sierra Leone and Ghana.

For me, Barefoot College is living proof of the following concept that Roy speaks to at the end of the talk:  What is possible when you look inside for solutions and listen to the people you are trying to “serve”.  The college is a perfect example of proof of what is possible when you listen instead of thinking that you possess the answer to a problem you are trying to solve to “serve” others.

http://www.barefootcollege.org/

Leadership Redefined: The story of Dr. V

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Today, I share with you the following article: The Perfect Vision of Dr. V by Harriet Rubin (Fast Company)

Earlier this year, a friend sent me a copy of the above article.  And I am happy to now share it with you.

It’s about an Ophthalmologist in India whose story moves me every time I read it.  He may have passed away in 2006, but he is very much living proof of a life that I trust will challenge your conventional notions of what it looks like to lead, to live, and to be successful.

At the age of 58, Dr. V. opened a network of eye hospitals that has since served 32 million people, the majority of whom cannot afford his services.  Some facts taken from this article that give you an idea of why his model has been the focus of numerous case studies:

  • The free patients, whose medical services (including food and room) are covered entirely by the hospital, have a separate building. Paying customers are charged 50 rupees (about $1) per consultation and have their choice of accommodations: “A-class” rooms ($3 per day), which are private; “B-class” rooms ($1.50 per day), in which a toilet is shared; or “C-class” rooms ($1 per day), essentially a mat on the floor. Paying customers choose between surgery with stitches ($110) and surgery without stitches ($120).
  • There is no qualification for the free hospital.
  •  Aravind’s surgeons are so productive that the hospital has a gross margin of 40%, despite the fact that 70% of the patients pay nothing or close to nothing, and that the hospital does not depend on donations. Dr. V. has done it by constantly cutting costs, increasing efficiency, and building his market.
  • It costs Aravind about $10 to conduct a cataract operation. It costs hospitals in the United States about $1,650 to perform the same operation. Aravind keeps costs minimal by putting two or more patients in an operating room at the same time. Hospitals in the United States don’t allow more than one patient at a time in a surgery, but Aravind hasn’t experienced any problems with infections. Aravind’s doctors have created equipment that allows a surgeon to perform one 10- to 20-minute operation, then swivel around to work on the next patient — who is already in the room, prepped, ready, and waiting. Post-op patients are wheeled out, and new patients are wheeled in

I could not be more grateful to Harriet for doing an excellent job of capturing why he is very much living proof.  What he is living proof of for you, may not be the same for you, but my guess is our reasons won’t be so different.  Here are some other highlights of the values and principles that were the drivers behind his tremendous success in realizing his vision:

  • “For Dr. V., leadership begins with the pursuit of self-knowledge and a vision bigger than any that can fit in the prospectus of a single corporation. All his life, Dr. V. has resisted smallness. Yet there is nothing egotistic about him. He asks himself, “How can my work make me a better human being and make a better world?” That question is at the heart of the mystery of leadership. And to answer it is to seek perfection.”
  • “He came to believe that man has not reached the highest level of evolution, but that evolution will continue for several more stages until a higher intelligence is created. ‘Even the body has to be more perfect so that a new creature will result,’ says Dr. V.”
  • “I ask Dr. V. a simple question designed to get him to talk about his unique vision: ‘What are your gifts?’ I ask him. Dr. V. replies, ‘People thank me for giving them sight.’ This is no error of translation, no slipup of English. Dr. V. considers his gifts to be the things that he has given others, not what he possesses.”
  • “Part of Aravind’s service package includes love, courage, and total care. ‘You identify with the people with whom or for whom you work,” says Dr. V. “It is not out of sympathy that you want to help. The sufferer is part of you.'”
  • “‘Consultants talk of ‘the poor,’ ‘ he says. ‘No one at Aravind does. ‘The poor’ is a vulgar term. Would you call Christ a poor man? To think of certain people as ‘the poor’ puts you in a superior position, blinds you to the ways in which you are poor — and in the West there are many such ways: emotionally and spiritually, for example. You have comforts in America, but you are afraid of each other.'”