#MillenniumLive on Social Media Tech Advancements with David Schweidel

David Schweidel, Professor of Marketing at Emory University’s Goizueta Business School, has conducted extremely interesting research concerning the long term effects of image manipulation on social media. Given its societal impact, there’s reasonable concern for social media companies. This week on #MillenniumLive, David chats about potential regulations and how influences could make a difference. David also explores AI marketing, a tool he created for SEO content, and talks about how the marketing role will change due to these advances in tech.

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About David Schweidel

David A. Schweidel is Professor of Marketing at Emory University’s Goizueta Business School. Schweidel received his B.A. in mathematics, M.A. in statistics, and Ph.D. in marketing from the University of Pennsylvania. He was previously on the faculty of the Wisconsin School of Business at the University of Wisconsin-Madison and Georgetown University’s McDonough School of Business.

Schweidel is an expert in the areas of customer relationship management and social media analytics. His research focuses on the development and application of statistical models to understand customer behavior and inform managerial decisions. His research has appeared in leading business journals including Journal of Marketing, Journal of Marketing Research, Marketing Science and Management Science. His research has garnered numerous awards, including the Gaumnitz Junior Faculty Research Award from the Wisconsin School of Business and the Marketing Science Institute’s Buzzell Award. He has been recognized as a leading scholar by the Marketing Science Institute’s Young Scholar and Scholar programs, and by Poets and Quant’s “Top 40 Under 40.” Based on his research, he has consulted for companies including EBay, HP Labs and General Motors.

Schweidel is the author of Social Media Intelligence (Cambridge University Press) in which he and his co-author discuss how organizations can leverage social media data to inform their marketing strategies. He is also the author of Profiting from the Data Economy (Pearson FT Press), in which he details the value of businesses tapping into consumer data for both individuals and companies.

David Sable Asks, Does Working Remote Fix Toxic Workplaces?

As originally published by David Sable on LinkedIn. Subscribe to the newsletter!

The “toxic workplace” has taken primo, front and center billing in posts, discussion, and analysis, as a reason to stay remote whenever Return To Office is mentioned, even as a hybrid strategy. Unfortunately, too many people are saying that ZOOM, WFH, and WFABO (Work From Anywhere But Office) seem to solve the problem, so why return?

….Were it that simple!

As any Toxicologist can tell us, there are any number of poisons and each presents its virulence in different ways and each requires a different antidote and treatment. Some kill, some debilitate, some cause intense pain, and others merely annoy. And, there are those that don’t kill….but stay with us for as long as we live. Then, finally, there are poisons, like those used in treating various cancers that, when regulated, measured, and carefully applied can heal but, sadly, as we all know, sometimes the cumulative effect, as well-meaning as its application was, can be fatal.

Back to the workplace and take my metaphor along for the ride.

There are many toxic elements out there that make us want to stay away….that poison our experiences. Biased systems; glass ceilings; hate; jealousy; petty politics; self-serving behavior; poor management; greed; and of course, lack of leadership.

It seems to me that staying away from a physical space does little or nothing to solve any of the above, and to be honest, just coming back to an office solves nothing either.

Yet, I fervently believe there is one Universal Antidote that when applied to any of the issues I’ve mentioned or any I’ve missed is the beginning of a sure-fire cure….in fact, in my estimation and experience, it’s the only real cure.

That antidote, dear reader, is Leadership (with an intentional capital L). Because without real, caring, engaged, and passionate Leadership we swirl; we pay lip-service; we posture and ultimately solve nothing. All of the programs we put in place, all of the training we engage in, all of the incentives we dangle, all of the rhetoric we spew is worthless unless we have true Leadership to be out in front by example.

Over the next few weeks, I will share my views on Toxic behavior as well as my expectations on Leaders providing the antidote and what it means to lead by example.

As my readers know, I have created an acrostic for LEADERS….the Universal Antidote is to be found in some of the letters:

L – Learn

E – Empower 

A – Arm…think of this as a vaccine….Leaders arm us to be immune to poison and toxicity

D – Defend…even the best vaccine isn’t always 100% protective…Leaders are out in front protecting us…taking the brunt of it all 

E – Energize….when we get weak from constant exposure to venomous evil, it’s our Leaders who pump us up and cheer us on

R – Run 

S – Share  

And nothing is a worse killer than the presumed leader (small l) who is lethal to all by their toxic engagements, application of power, fear mongering, and bought position. This is more reason for true Leaders to emerge and to rid our business systems of toxins much like doctors would rid our physical selves of the same.

A final thought:

People don’t stay away from offices and their colleagues nor do they leave jobs and work, they run from toxic business culture.

Share the toxic issues that bother you the most and that you’d like to see explored.

What’s your view?

Research Analyst Ian Bruce Joins Our CMO & Retail Assembly!

We have big news to share – our final Transformational CMO & Retail Virtual Assembly for 2021 will feature Forrester Research! Ian Bruce, Vice President & Principal Analyst at the leading global research and advisory firm will share his exclusive insights gained over the course of 2021. His research has a special focus on how brand purpose & sustainability has influenced consumers and especially B2B buyers and impacted marketing efforts in the last year. Ian Bruce’s session will be an interactive roundtable discussion, allowing for participants to ask questions, and discuss how these findings relate to the C-Suite’s leading initiatives. 

In our most anticipated marketing & retail assembly of 2021, we’ll be joined by top C-Suite innovators, leading academics, and industry thought leaders to uncover how to digitally transform enterprise in the new year. Interested in joining the conversation? Go here to request an invite. 

About Ian Bruce

Ian Bruce is a Vice President & Principal Analyst with more than 20 years of international experience managing marketing, brand, and communications strategies for B2B companies.

Ian Bruce’s experience spans marketing strategy, brand development, messaging, market research, thought leadership, public relations, social media, and employee communications at innovative, venture-capital-backed startups as well as established multinational companies. He has also worked on a variety of large-scale research studies investigating brand perceptions, marketing effectiveness, and public policy.

#MillenniumLive with Paul Ginsburg on Consumer-driven Healthcare

This week on #MillenniumLive, our Co-Founder Alex Sobol sits down with Paul Ginsburg, PhD, Professor and Director of Public Policy at USC Schaeffer Center. Ginsburg explores his roots: from growing up in New York City, to discovering his passion for academia, and his special interests in health policy, healthcare financing, and delivery. Ginsburg also shares insights on healthcare cost trends and drivers, as well as consumer-driven healthcare, and price transparency models.

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About Paul Ginsburg

Paul Ginsburg is the Leonard D. Schaeffer Chair in Health Policy Studies at the Brookings Institution. He is also Professor of Health Policy at the Sol Price School of Public Policy, University of Southern California and serves as Director of Public Policy at the USC Schaeffer Center for Health Policy and Economics. He is leading the Schaeffer Initiative on Innovation in Health Policy, which is a joint program of USC and Brookings. From 1995 through the end of 2013 he founded and served as President of the Center for Studying Health System Change (HSC). Initiated with core support from the Robert Wood Johnson Foundation, HSC conducted research to inform policymakers and other audiences about changes in organization, financing and delivery of care and their effects on people. HSC was widely known for the objectivity and technical quality of its research and its success in communicating it to policy makers, industry and the media as well as to the research community. It enjoyed particular respect for its knowledge of developments in communities and health care markets.

Prior to his founding HSC, Ginsburg served as the founding Executive Director of the predecessor to the Medicare Payment Advisory Commission (MedPAC). Widely regarded as highly influential, the Commission developed the Medicare physician payment reform that was enacted by the Congress in 1989. In 2016, Ginsburg was appointed a MedPAC Commissioner. He was a Senior Economist at RAND and served as Deputy Assistant Director at the Congressional Budget Office (CBO). Before that, he served on the faculties of Duke and Michigan State Universities. He earned his doctorate in economics from Harvard University.

Ginsburg is a noted speaker and consultant on the changes in the financing and delivery of health care, particularly on the evolution of health care markets. In addition to presentations on the overall direction of change, recent topics have included cost trends and drivers, consumer driven health care, provider payment reform, price transparency, the future of employer-based health insurance, addressing growing provider leverage and competition in health care. As a Senior Adviser to the Bipartisan Policy Center, he has contributed to reports on reducing federal spending on health care (2010), on a strategy to contain health care costs (2013) and on approaches to provider payment reform in Medicare (2014-2015). He has been named to Modern Healthcare’s “100 Most Influential Persons in Health Care” eight times. He received the first annual HSR Impact Award from AcademyHealth. He is a founding member of the National Academy of Social Insurance, a Public Trustee of the American Academy of Ophthalmology, served two elected terms on the Board of AcademyHealth, served on CBO’s Panel of Health Advisors and serves on Health Affairs’ editorial board. In 2015, he was appointed to the HHS National Advisory Council for Health Care Research and Quality.

Jose Arrieta Keynotes Our Digital Enterprise and Data Transformation Assembly!

Our Digital Enterprise and Data Transformation Virtual Assembly in November will feature Jose Arrieta, Former Chief Information Officer and Chief Data Officer at HHS as our keynote speaker! In his last three years at HHS, he oversaw $6.3B in IT investments, $800B in grants, and $26B in Federal contracts while providing cybersecurity solutions for 174,000 people. Jose is a respected leader in applying emerging technologies including blockchain, artificial intelligence/machine learning, and data visualization/ process automation tools. The pandemic caused a lot of turbulence throughout the world and Jose led the creation and implementation of the largest public health surveillance capability in the United States during the pandemic and the first enterprise-grade supervised machine learning capability to help more accurately distribute testing supplies and predict hot spots across the United States.

In his Keynote Address on November 17th, Arrieta will share insights, lessons learned, and failures associated with implementing emerging technologies in a large complex organization during a global pandemic. He will outline how he thinks about valuing disruptive technology companies. He will also touch on blockchain-based solutions, quantum-inspired optimization capabilities, and the opportunities and challenges associated with the internet of things and cloud modernization. He will discuss how he thinks management and leadership will change as organizations become more distributed and virtual. The session will close out with an open Q/A segment for all registered attendees. Interested in joining this session? Go here to request an invite to the Assembly. 

About Jose Arrieta 

In his role as the former Chief Information Officer and Chief Data Officer of HHS, Arrieta admits that failing and pivoting was ultimately the key to the successes he and his team had. His office successfully defended the HHS network against multiple large-scale nation-state cyber-attacks. He led an effort to create a public-private key, distributed ledger infrastructure to establish digital identities for individuals across the United States that was never adopted as a solution. He built and led the implementation of the first blockchain-based solution for lowering licensing costs and decreasing the time of the procurement process in the Federal Government that saved over $100M dollars. Jose currently works with Federal customers evaluating and valuing venture-backed technology start-ups. He is also working with commercial customers bringing IoT solutions to supply chain and manufacturing processes in the energy and agricultural sectors. He currently sits on a few boards and advises technology startups and he recently launched a new IoT start-up focused on securing distributed solutions.  To stay sharp, he created and teaches the first blockchain and cryptocurrency course at Johns Hopkins University as well as entrepreneurial finance. Jose currently lives in San Diego.

Is Remote Work Killing Creativity and Innovation? David Sable Shares His Thoughts

As originally published by David Sable on LinkedIn. Subscribe to the newsletter!

Last week I sat in a room with a few young entrepreneurs and brainstormed. It was the first time we had all been together, in person, ever. After an hour of incredible creative productivity….sharing ideas….building on them….evaluating and starting again….the unanimous decision was that it was exponentially empowering when compared to ZOOM, TEAMS, or GOOGLE MEET (for the duration to be lumped into ZOOM).

I emphasize that they were young to be clear that I did not skew the session with my ancient thinking, and mostly to call out the canard that all young folks want to work remotely, alone, from anywhere but an office, and in any way but face to face, so as not to suppress their personal productivity.

A second encounter.

This time with a young law partner in a prestigious firm who was lamenting the lack of personal contact with his other partners and the younger associates they were hiring.

He had the advantage of in-office workdays pre-covid. But, while briefs can be worked on productively remotely, nothing replaces the drop-in—quick question and discussion—with experienced older members of the firm. Not to mention the complete lack of personal integration that comes from meeting people, serendipitously, at the coffee machine where the currency of social information and cues are exchanged.

WAKE UP!!!

It’s time we stopped mixing personal productivity metrics, like counting lines of code, pages of text, minutes of curating, or whatever your KPIs are, with the harder-to-measure value of personal and group growth that fuels success and innovation. The first is short-term and seductive to bean counters….the latter longer-term and cherished by leaders and visionaries.

Yet, many companies are scared to ask employees to return, even for key events… Many employees are playing the card of, “I’m being recruited by a company in Maine who is happy for me to live in Hawaii.” Analysts, pundits, and opiners love leaning into the notion that offices as workplaces are dead and gone, never to be resurrected…Short-term thinking with long-term implications.

LEADERSHIP

We need real leaders. People who lead by example and who understand that personal growth might seem an intangible value when measured against never having to come to work to be at work but is, in reality, the ultimate reward to strive for.

Here is my checklist, my 10 thoughts (so much for Charlton Heston) for leadership and work ethic in the time of plague:

  1. If you can go to restaurants, bars, and parties, you can find your way to an office. Be that person.
  2. Clearly, fear of Covid isn’t the real issue….Let’s be honest. If the problem is your workplace—politics, toxic environment, or a lack of respect—whatever it is, fix it. Be the catalyst for change, not the person Zooming in from the beach.
  3. Create a workplace that is warm, personalized, and ownable….not cold, impersonal, and ubiquitous….Even Starbucks is better than that. Advocate for your team….Make them want to come back and see each other. Do what you have to do, but make it work.
  4.  Make it easy for people to work from home. Make it crystal clear when you need them together in person.
  5. Stop pretending that ZOOM solves all problems….not even they believe that.
  6. Make personal growth a KPI for all….incentivize for it.
  7. Bring in-person serendipity back as a sought-after perk….dinners; brainstorms; coffee meets; walks in the park….ZOOM drinks don’t cut it
  8. Stop talking about productivity….focus on true personal success
  9. Stop knee jerking to threats….Build a team that gets it, wants to really make a difference, and not just work from elsewhere
  10. Don’t ever get complacent about the “New Normal”—there isn’t one….Be ready every day to pivot, evolve, adapt.

Work ethic is often conflated with hard work. Google or Bing (I owe a mention now and then) the term work ethic, and most of the quotes and articles will be about hard work….and we all know that. Work is hard—see my post on “I Work”. It’s true and obvious; leaders get that….but they also know that they have to inspire, think long term, set the standard for personal growth, and make sure that the conditions align…

Listen:

“If you have built castles in the air; your work need not be lost; that is where they should be. Now put the foundations under them.” —Henry David Thoreau

Thoreau was talking to us. We need to put our castles in the air. We can and must find new and better ways to work and interact. But the game will go to those who build the strongest foundations.

As I have written before, my bet is that the next big disruption (I hate that word) will come from a bunch of people sitting together around a table….and yes, no doubt they will have an army slaving away remotely, being paid for their personal productivity at its most basic.

Be a leader. Get that table going.

KNEE JERKERS take note….The age of the hybrid workplace is here, and some form of physical and virtual engagement is staying for the foreseeable future…

What’s your view?

Innovator of the Year, Minsok Pak, Keynotes our CMO & Retail Assembly!

In our final Transformational CMO & Retail Assembly of the year, we are honored to be joined by our Keynote Speaker & 2021 Innovator of the Year Winner, Minsok Pak, EVP, Chief Strategy & Transformation Officer at Mondelēz International. 

As our Innovator of the Year, Pak has demonstrated a background of digitally transforming organizations and creating superior omnichannel experiences over the years – from his time at Target, Lego Group, and McKinsey & Company. His innovation and leadership during the past year is what made him stand out among the hundreds of executives that qualified for this award. In what has been one of the most tumultuous years for business leaders, Pak and his team have focused on growing Mondelēz International’s e-Commerce and direct-to-consumer businesses, and focused on strategic growth opportunities. With 2020 net revenues of nearly $27 billion, Mondelēz International ranked 108 on the 2021 Fortune 500 list.  

On November 17th, Minsok Pak’s keynote address will tackle the topics of snacking trends during the COVID-19 pandemic, the immense growth in e-Commerce, as well as the importance of innovation. The keynote will finish with an open Q/A segment for our registered attendees. Interested in learning from one of the most influential voices in the industry? Go here to request an invite! 

About Minsok Pak

Minsok is Executive Vice President, Chief Strategy & Transformation Officer for Mondelēz  International, a global company leading the future of snacking with 2020 net revenues of approximately $27 billion. In this role, he oversees a number of strategic growth areas critical to  company growth and industry leadership, including Enterprise Strategy, M&A and strategic  growth opportunities, new business, and e-Commerce and direct-to-consumer.  

Prior to joining the company, Minsok was Executive Vice President, Chief Strategy & Innovation  Officer at Target in the United States where he helped lead the development and  implementation of a highly successful growth strategy. He had oversight of Strategy & Planning, Insights, M&A/Business Development, and Innovation, all supporting the company’s drive for  omnichannel transformation. 

Minsok previously served as Senior Vice President for LEGO Group, where he led branded  omnichannel retail including e-Commerce in more than 20 markets. Minsok spent close to 20  years with McKinsey & Company where he was a Senior Partner holding a range of roles in the  US, Korea and Singapore, including Head of Asia-Pacific Sales & Marketing and other leadership  positions in Asia Consumer & Retail and North American Supply Chain practices. He also spent a  number of years as managing director of a private equity firm leading investments in packaged  goods and mobile technology, as well as working internally for McKinsey & Company, helping lead the digital transformation for the firm. 

Minsok holds a bachelor’s degree in Economics from Oberlin College and earned an MBA from  Stanford University. Minsok is passionate about music and multisport, serving as a member of  the Minnesota Orchestral Association Board and having completed 23 Ironman triathlons,  including four times at the World Championships in Hawaii. He also serves on the Board of  Trustees for Oberlin College.  

Building Back Better: The Digital Diary E-Magazine

We are excited to announce that the fall edition of our Digital Diary E-Magazine, “How the C-Suite Is Building Back Better”, is out now! This edition focuses on insights from our thought leaders and advisory board members on their respective industries and how they are building back better this year. We had Michael Coates, Former CISO at Twitter, Patrick Carroll MD, Chief Medical Officer at Hims & Hers, and Cynthia Johnson, CEO of Bell + Ivy join us to discuss their insights in the cybersecurity, healthcare, and marketing worlds.

Our E-Magazine features articles by David Sable, Kevin Miller, CMO of Fresh Market accepts his CMO Innovator of the Year award, The Future of Positive Marketing with Dawn Lerman, a few #MillenniumLive episodes featuring Stephen Klasko and Howard Kriege‪r, Sujeet Bambawale, CISO at 7-Eleven and Alexander Bermudez, CISO at Panasonic discuss ransomware, zero trust, and navigating new threats in 2022 and more.

Go here to download the E-Magazine

Chet Robson of Walgreens Keynotes Our Digital Healthcare & Patient Experience Assembly!

We are happy to announce that Chet Robson, Chief Clinical Officer of Walgreens, will be joining us as the featured keynote speaker at our Digital Healthcare & Patient Experience Transformation Virtual Assembly – our very last event of the year! At Walgreens, his team collaborates with roughly 70,000 healthcare professionals to deliver in-person and virtual care to over 8,000,000+ people a day. He is a proven innovator in digital health, as he designs and delivers evidence-based pharmacy and healthcare programs, products, and services. The pandemic has pushed the barriers of digital healthcare, and with Robson’s leadership, Walgreens has successfully navigated what’s been a turbulent time for the healthcare industry. 

In his Keynote Address on December 7th, Robson will share insights on how to meet patients’ healthcare needs and values by the best use of prevention, medications, procedures, and delivery systems. He will also touch on evidence-based clinical practices, and the session will close out with an open Q/A segment for all registered attendees. Interested in joining this session? Go here to request an invite to the Assembly. 

About Chet Robson 

In his role as the Chief Clinical Officer at Walgreens, Dr. Robson provides clinical leadership for evidence-based medical review in pharmacy, specialty pharmacy, healthcare services, digital health, and retail merchandising. Dr. Robson has a particular interest in physician–pharmacist delivery models, complex patient integrated care, and alternative payment models. He has championed the pharmacists’ expanded scope of practice, and integrated provider-health system-pharmacy delivery models. Dr. Robson is on the Advisory Board of the Walgreens – Johns Hopkins, and Walgreens – Northwell health system – pharmacy collaborations. He provides leadership for all of Walgreens’ health system pharmacy, health system services collaborations, and Village Medical. By implementing innovative technology, patient-engaging care delivery models, and evidence-based medicine Dr. Robson clinically advances an integrated model of care to support people at each stage of their health journey. Before his work at Walgreens, Chet served as the Chief Medical Information Officer/Regional Director for Adventist Health Partners providing population health management, PCMH development, and ACO programs and analytics.

As for his education, Dr. Robson is a graduate of the University of Southern California in music and Eastern Washington University in Biochemistry. He attended medical school at Midwestern University in Chicago and completed a residency in family medicine at LaGrange Memorial Hospital where he was Chief Resident. Dr. Robson received his MBA in healthcare delivery science from Dartmouth College.

I Work, Therefore I…? David Sable Shares His Thoughts

As originally published by David Sable on LinkedIn. Subscribe to the newsletter!

Cogito, ergo sum—”I think, therefore I am,” was first articulated by the great French philosopher René Descartes and over time, became an oft quoted and paraphrased pillar of Western philosophy. For another time and Newsletter, the full intent of his thought was actually: Dubito, ergo cogito, ergo sum—”I doubt, therefore I think, therefore I am,” meaning (without getting too esoteric) that if you doubted your existence, you, by extension, must be real.

Back to work.

Almost two years into the Plague. Two years of lost jobs, slashed salaries, working from home and often locations purposefully remote from the offices that we once frequented, to the exclusion of much. Do you know many people who would say or admit to the notion that so many of us once did: “I work, therefore I am”?

Ergo I ask…therefore I what? 

Perhaps, though, we need to re-paraphrase and add an opening therefore, perhaps: I need to provide, therefore I work. But what comes next?

Ergo I ask again;

I need to provide, therefore I work, therefore I…?

In a thoughtful Opinion Guest Essay in the New York Times, Jonathan Malesic states, “The Future of Work Should Mean Working Less.

Malesic writes:

“The moral structure of work is up for grabs. And with labor-friendly economic conditions, workers have little to lose by making creative demands on employers. We now have space to reimagine how work fits into a good life.”

His essay branches into many areas including the treatment of gig workers, essential providers of all kinds, and those in soul numbing jobs—a topic that my readers know is near and dear to my heart.

Malesic ends by calling on all of us to exhibit virtuous behavior in understanding that our lives are all linked. How we treat each other, how we behave can redefine the world.

Hard to argue.

Yet, I come back to my first ergo: I need to provide, therefore I work, therefore…?

Frankly, I have been confronted by this dilemma my entire working life. Am I really defined by my work? Or does my need to provide make me real, much like Descartes opined, and in being real can I find definition for my life beyond the work I need to do?

Like many of you, I’ve spent years working on artificial deadlines:

  • Clients who demanded that we work over holidays and then took weeks to respond
  • Same clients who weren’t available to answer questions over said holiday period
  • Corporate leaders demanding overnight information that was never even looked at

And I add to that: the number of family vacations I was forced to abandon for “crises” that made teapot tempests look like devastating tsunamis.

I worked for tone deaf bosses, of all genders.

I pushed myself, often mercilessly, to deliver.

I did what I thought I had to do to drive success for myself (my family), my team and my company.

Yet, as vile as it might sound…as so yesterday, as many would hope, I can honestly say that I never, ever felt defined by any of it. Why? Because it’s what I did to provide.

Instead, I felt defined by and found my purpose in my:

  • Family
  • Friends
  • Colleagues
  • Spiritual beliefs
  • Tikkun Olam—“Repairing the World”

And finally, in always trying to do what was right for all.

Here is where I deviate from the thoughts expressed in Malesic’s NYTimes essay: I don’t know what is meant by “resolving to put work second and family first.” Of course, you should—and should have always.

I don’t understand the notion of, “never going back to sending work-related emails after dinner or on weekends.” Because sometimes you just have to. Would you resolve to never placing an Amazon order during your obligated work hours?

I’m also not sure what “doing less and enjoying more” actually means. If I can fulfill my need to provide with a job that requires less and that I enjoy more, well I’ll go for it.

I have never existed just to work. And over the years, as I have mentored and counseled many, I have always made it clear that a purposeful life is one that gives back and pays it forward.

You can be in control of those things by:

  1. Remembering why you work: to provide. The question is what and to whom do you want to provide? Do you want a partner? Children? Are your parents getting on? Do you care about travel? Do you like restaurants? Want material possessions? Be brutally honest with yourself.
  2. Not all providing is financial, especially as it relates to your own self. Is advancement important to you? Intellectual challenge? Diversity of situation and opportunity?
  3. Balance is not an equation. If you start dividing your day by percentages, you will fail and be caught in the trap of, “I don’t send e-mails after dinner.” Instead, be 100% in whatever it is you are doing. When you work be in it 100%. When you play be in it 100%. When you are with family be in 100%+. Just ask my daughters…it works.
  4. Find a cause you are passionate about. By all means, donate money, but also apply your skills where you can. Infuse your work with purpose by taking pride in your craft and job. Bring others along with you. I can’t begin tell you how that will change your relationship to what you do.
  5. Keep a Sabbath. ANY Sabbath. Doesn’t have to be mine. As an observant Jew, I won’t touch an electrical device—check e-mail; create a post; pick up a call; turn on TV—from Friday night to Saturday night. In all my years, it has never hurt me or my career or caused me any great anxiety. I—the man who is obsessed with technology and is never usually more than a click away! I feel no FOMO during my Sabbath. Now back to your Sabbath: start with a day and time, keep it regular, perhaps Tuesdays from noon to 2 p.m. Dinner? Always. The particular time you choose is irrelevant—just keep it holy. You will find it makes a difference. And I can tell you that the digital addiction goes away when you get used to it.
  6. Do what’s right. Don’t get caught up in the politics of it all (Zoom has not and will not help that). Yes, sometimes it will set you back, but you will, one day, sleep better knowing you did right.
  7. Pay it forward. Help all who come to you. Think of it like one of those dumb chain letters that never work: promising you riches if you forward it to five friends—except this one actually does work.

Most importantly, remember that we work to PROVIDE. Not to define ourselves. And that’s OK…Listen:

“By the sweat of your brow shall you get bread”– Genesis 3:19

Seems that part hasn’t changed and maybe never will—but that’s OK, too.

I don’t believe that work, “threatens our thriving,” as Malesic suggests. Rather, it helps us provide. That said, I am in 100% agreement with him that we must practice the virtues of a good life to make it all worth it.

What do you think?