markdjacobsen

Joined 5 years ago

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467
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Jun 18
Professor of strategy and innovation, entrepreneur, author of "Eating Glass: The Inner Journey Through Failure and Renewal." www.markdjacobsen.com
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I just replicated something very similar in a few minutes using the prompts in the article
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Comment · 4 years ago
This is a good post, and I'm always glad to see discussions about mental health anywhere in the startup scene. However, I agree with the other commenters who note that healthy routines may not be enough to cope with the stresses of running a startup, particularly given the high rate of failure. Even the strongest and healthiest individuals face a high risk of being strained past a breaking point. I wish we talked more about that.

I learned this the hard way, presiding over the failure of a nonprofit I founded. Nothing prepared me for the sheer level of stress and exhaustion, the aftermath, and the recovery process.

I wrote a book about this to help others, in case anyone is going through something similar: "Eating Glass: The Inner Journey Through Failure and Renewal." [0]

[0] www.markdjacobsen.com/eating-glass/

Comment · 4 years ago
I have the dubious distinction of having burned down three acres of Stanford's Lake Lagunita with a Li Po battery after crashing a drone (this was a soft pack for a DIY drone). We had been meticulous about charging and handling safety, but they still light off like fireworks if punctured. Seven years later, I'm still terrified of these batteries and treat them like explosives.
Comment · 4 years ago
The fact that you care about employee development and are deliberately seeking out ways to do it better puts you ahead of most managers. I can't directly address advancement within a company, but will share some of my own experience.

I founded and led a small software development team within government that was a mix of government employees and contractors, but we acted like a startup and had a strong culture and team ethos. I was under severe constraints about what I could actually offer my team members in terms of advancement, but I tried to deliberately help them grow. I cared about them for their own sake, but also believed they would do their best work for my team if they felt valued, taken care of, and fulfilled in their desire for growth.

I did a one-on-one with team member upon hiring, and then every 6 months or so. We used these meetings for mutual feedback but I also deliberately asked about their goals and we strategized together about how to help them advance towards those goals. I was honest about the limits of what I could do. Even though I couldn't directly promote people, we often found ways to help team members learn new skill sets in the course of their work, take on more leadership, or shift into different lateral roles that would stretch their knowledge and abilities. In some cases I worked with our contractor company to pay for training in new skills adjacent to, but not directly related to, their core duties.

I also acknowledged in our first one-on-one that this job was just one of many they would hold. I hoped they would stay with us a long time, but whenever they left, we would wish them well and help them transition into their next thing. I also told them one of my personal goals for each new hire: that they would be better for the time they spent on our team.

These individuals stayed fiercely loyal to the team. Most stayed for quite a while. Many did leave for higher-paying jobs after a couple years, but it was always a difficult decision for them because they loved the team and the mission so much. When they did decide to leave, we always wrote recommendations and did whatever else we could to help them find their next opportunity.

Comment · 4 years ago
I'm sorry you've been going through this. I can relate somewhat. I have been successful by most standards, but made large sacrifices for "paths less taken" that didn't work out like I'd hoped. That included a prestigious PhD, which I did complete but was a grueling experience that ravaged my mental health (grad school can be absolutely brutal for this). Everything culminated between 35-40, a hard season of questioning the direction of my life, feeling restless and dissatisfied, and yearning for something I couldn't name.

You will find plenty of practical advice (such as about career changes), which may be helpful. Professional mental health care can also be important. But I'd also encourage you to take the "inner journey" aspect of this seriously. When we enter these listless seasons, it's often because our soul is alerting us to something in our life that isn't working for us... and thus offering us an opportunity to learn and grow. The darkness has a lot to teach if you do the inner work to slow down and listen to what it has to say. During these years I gained a lot of empathy and wisdom about life.

Passing through these seasons is a universal part of the human experience, and you'll find some wonderful guides. Some of my favorite resources include this article by David Brooks [0], "Finding Meaning in the Second Half of Life" by James Hollis, "Let Your Life Speak" by Parker Palmer, "Falling Upward" by Richard Rohr, "Crossing the Unknown Sea" by David Whyte, and "Reboot" by Jerry Colonna.

I also wrote a book about my own experience, titled "Eating Glass: The Inner Journey Through Failure and Renewal", designed to help others navigate these seasons. I have numerous free chapters here [1]. My main goal for the book is just to help others going through these seasons, so if you email me, I'll send you a free digital copy. I sincerely wish you luck finding your way through this season.

[0] https://www.nytimes.com/2019/04/06/opinion/sunday/moral-revo... [1] https://markdjacobsen.com/eating-glass/

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