Brené Brown

I'm just thinking when we try to figure out who do we want on our team or who do we want to put in charge, we're often focused on their skills and their competencies to do a task, their technical ability.

Are they a good speaker?

And it's really hard to weigh the intangibles of can they see themselves accurately?

Can they hold two opposing ideas and not lose their minds?

And then all of a sudden they end up in a position of responsibility or pressure or crisis.

And the ability to do that dictates, it essentially drives whether they are built to last or doomed to perish.

Yes.

I love the way you articulated that.

you're not only full of those paradoxes, you can paradoxically describe them with the words that capture them and lead people who don't even experience them to say, yeah, yeah, yeah, that actually feels like me too, which is amazing.

Just to sort of reframe the Richard Rohr observation in an athletic context is,

He's making the same point that my diving coach, Eric Best, did probably every week of my entire diving career.

He would say, Adam, make it feel wrong.

It has to feel wrong in order to get it right.

Because the way you're doing it right now feels right and it's wrong.

And so if you want to change, you got to make it feel wrong.

And those adjustments are how you're going to get it right.

And I think a lot of people are afraid of doing things that don't feel easy or smooth or comfortable.

And I would just say, you know what?

What's the worst thing that will happen if you make it feel wrong?

You might actually discover a better way to get it right.