The Crucible of Leadership

The leadership of geeks and geezers purified by the pressure and fire of the crucible emerges stronger and unbroken. (via Jerry Colanna)


My workspace's name, defined 2 years ago: The Forge.

The intent: Burn away the impurities. Leave the valuable materials.

With Subtense, I found a new core in myself.

Writing: What's My Belief Which Hurts?

The Dark Side of Service

1) I can help.

Beyond lead by example, beyond support lives enabling.

I played every position in baseball (save pitching), and again in softball.

As a utility player, I find joy in understanding and experiencing the full game. As a full stack developer and designer, I work database record to pixel, and feel most of the same fun, though with far more cursing.

When a teammate struggles, I want to swarm in and help, leveraging my skills and attitude.

Pushing together through the blood and hunger and blisters and pain forms Damascus-Steel-like trust.

We can do this together and I will push with you.

With supports and serves.

We can do this together and I will push for you.

For enables and dis-serves.

My judgement around these lines can get impaired.

The Dark Side of Loyalty

2) I will defend you, teammate, until my dying breath.

Some of my fellow unpredictable apes do not deserve my loyalty and attention. (Never ill will, though! I still root for them.)

Even when someone makes it onto my team, I need to review their continued presence, because this is not a lifetime appointment. These relationships need regular auditing because as time passes, people change. Some grow, some wither, some drift.

I do.

Not auditing relationships, a monstrous disservice to all, encompasses more than the immediate parties.

As CEO, all teammates, customers, shareholders, even those outside our immediate contact — future teammates, customers, and shareholders — get negatively affected.

Weeding and thinning serves the garden.

I can better defend my teammates to my dying breath if I know everyone deserves a place on team.

Audio Notes

From Colanna's The Crucible of Leadership.

I'm not being the CEO I'm meant to be.

Sitting with Kim at the Roadhouse in Boulder, she said, "It's different when you're the CEO."

"Yeah!" My immediate, involuntary reaction surprised me. "It's great."

I cannot think of a better role in my life.

Starting so late in life, I've experienced life as a few dozen different things. This suits more than any other.

If anything, I think about not being the Geoffrey I'm meant to be.

Write a personal user manual.

I wrote one a year ago.

Why is she afraid all the time?

Because of the dreadful obligation and the pressure of What if I fail?

An outsider my entire life, I do not care about "failure".

If I fail, I try again, and will stroll through failure 8.7 trillion times without shame as I make progress by eroding away self-delusion.