The Three Thinkers

- The Linear Thinker
- The Design Thinker
- The Systems Thinker

While some may boast of being the third, in this short post, Houda Boulahbel briefly summarizes why ALL three are necessary and why they must work together.
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Peloton Formations

An excellent collection of pieces from Richard Martin discussing organizational and team dynamics through the lens of road cycling.

"The world needs responsive organisations. Companies that are agile and adaptive, responding to changes in context and circumstances. 

In professional cycling, the peloton is fluid. It moves towards its destination with common purpose. Yet roles shift within the peloton as a whole, and within each team, dependent on terrain, conditions and the individual cyclists themselves. 

Each team will have slightly different objectives on each day of racing. This affects the roles each rider takes on. Sometimes they will lead. On other occasions, they will be in service of their teammates. 

As in a hierarchical company, the roles may largely stay the same, but the riders in the peloton move fluidly from one role to another rather than being constrained by a single one. They are leaders, followers, technical experts. They are climbers, sprinters, rouleurs, puncheurs and baroudeurs. 

​This is network working. Your node lights up and people, energy, ideas and leadership responsibilities flow to you. Then another node lights up, and you take on a different role in service of its goals. The network remains a hierarchy, but it is one in a constant state of flux."

Martin's writings here are reminiscent of the dynamic interplay of leadership, autonomy, communication, teamwork and specific skillsets in professional hockey. Not only within the team of players, but also within the medical and performance staff, and amongst the entire operations staff as a whole. 

Searchlight Intelligence

"The ability to discern connections across spheres, bringing people and ideas together, where others see no possible connection."

A skill possessed by "The Neo-Generalist," as per Mikkelsen and Martin. If you appreciated David Epstein's "Range", this book will resonate well with you.

Your Idea Is Not That Important

No one is going to steal your idea (Marc Randolph). Your idea likely isn't even original. It's a thought you likely weren't even aware of or perhaps a product of, of course, "cross pollination."  

The outcome of "the idea" is the process that transforms within. The end result is who you become and what you've learned. 

Share your idea. Embrace criticism. Accept feedback.

Stop Thinking. Start Doing.

Ten of the many principles that I have learned through my professional experiences in a variety of industries.

1. The less you compare yourself to others, the more you stand out.
2. If you have a unique product and produce, you have no competition.
3. Underpromise, communicate regularly, overdeliver.
4. ALWAYS speak positively in public. The same privately as well.
5. If you have constructive criticism, do so privately. Otherwise sip your tea.
6. Others in the same industry are your colleagues. As above, not competition.
7. Keep your head down and keep working. Once you start worrying about what others think or say, you've lost.
8. If you feel you’ve been overlooked, quietly prove them wrong with your work. Along with a wink...and a smirk.
9. Consistency breeds trust. Trust breeds commitment. 
10. Being early is lucky. Getting results is deserving. Strive for both, prioritize the latter.

​Ultracrepidarianism
 
- The habit of giving opinions and advice on matters outside of one's knowledge.
- Common in the field of addiction, but very relevant within today's society with the presence of COVID-19.


True, True, and Related

"When unexpected information is presented, we tend to conduct an internal check against these criteria - parsimony, adequacy, and coherence - and if they are satisfied, we incorporate the new findings into our working diagnosis. 

If the new information fits, we work with it. If a major inconsistency is found, we either revise the working diagnosis or consider the findings to be true, true, and unrelated.

This...highlights the importance of not dismissing incidental findings as unrelated without thoughtful consideration of how they may be related to other abnormalities."
Dhaliwal et al. NEJM (2004)


The Augenblick Diagnosis

- That which is made in the blink of an eye.

"Becoming alert to the influence of bias requires maintaining keen vigilance and mindfulness of one's own thinking."
Croskerry. NEJM (2013 

- In Socratic dialogue, "The unexamined thought is not work thinking."


Enantiodromia

"The emergence of the unconscious opposite in the course of time."
Jung
- Is there a current societal shift as it pertains to politics and racism?

Disclaimers:
1) This is an evolving hypothesis and will likely be modified dozens of times.
2) This thought process relates to physical preparation and athlete performance and not to pain and/or injury.
​3) The possibility that I am overthinking this greatly exists.

Stimulated by ongoing dialogue between a friend-colleague and myself, the need for categorization and classification of manual inputs  became apparent.  The context of discussion was the "periodization of manual inputs" in the training environment. I've stated previously that every interaction we have with, and every intervention we give to, each athlete is considered a stressor that results in adaptation either positive or negative. It is important to “pick our battles” and intervene where we think is necessary rather than all the time. Thus, the culmination of what's contained below.

To me, manual inputs - or manual therapy - can be categorized into four main groupings. The classification (the identity) of these categories aren't so much important, however their role and the timing in which each are implemented within the training environment are. Therefore, the emphasis is not in the naming, or classification, of each category but in each grouping's contents and where, when and why they are utilized.

The four categories are as follows: Performance, Intensive, Extensive, and Restoration.

Performance 
The main objective of "performance" here is mechanical efficiency. This is the category of manual therapy that we typically see directly in the training environment. In athletics, it is often called "trackside therapy" but is also commonly seen in other individual sports such as gymnastics, weightlifting and swimming amongst others. The main intent here is to prepare the athlete prior to and during training in order to optimize their "afferent-ability", or, their ability to receive and absorb the training stimulus presented to them. Interventions here are minimal and only what is deemed necessary for the training session of that day.

Intensive:
The main objective of "intensive" is normalization. Although this category of manual therapy can also be performed directly in the training environment it is typically performed in clinical settings and therapy rooms. Should "intensive" be performed at the training environment, then it is done so at the conclusion of the training session. The intent of this category of manual therapy is tissue normalization and includes, but is not limited to, articular, neural and myofascial tissue. Although the normal adaption process of the organism should be minimally interfered with, the importance of preparation for subsequent training sessions is paramount. Manual inputs within this category are generally local and as described by its classification, intensive.

Extensive
The main objective of "extensive" is dynamics. This category of manual therapy is also performed in clinical settings and therapy rooms but it is also not uncommon to see such therapy performed in both athletes' hotel and living rooms.  Fluid dynamics is the intent here and encompasses a great number of the bodily systems. Systems considered in both osteopathy and massage therapy are commonly considered but it should be noted that articular, myofascial and neurodynamic systems are fluid as well. Because the intensity of inputs here may be significant and extensive, as its classification suggests, caution should be taken with its timing and proximity to intensive training sessions.

Restoration
The main objective of "restoration" is allostasis. This final category is almost certainly always performed outside of the immediate training environment and typically in a quiet area such as treatment rooms. As its classification states, the intent here is to aid restoration to a "state" that is most ideal for the athlete in his/her given training program or competitive schedule at the given time. Typically implemented during off-days, these inputs are often complemented with other interventions both actively (meditation/yoga) and passively (sensory deprivation).

So where does this all fit in and why?

Discussed on a recent online meeting hosted by ALTIS personnel was the comparison between individual and team sports as it pertains to performance therapy. What has recently seemed necessary too me and evident in this discussion was the need for a classification and categorization of manual inputs in order to assist in delineating the where, when and why of intervention. The "periodization of manual therapy" if you will. While I have intentionally omitted the specific methods utilized within each intervention, it is my opinion that this categorization assists in strategic planning especially when athlete to staff ratios are greater and manual interventions within technical and tactical practices are next to impossible. Additionally, team sporting environments are typically in-season. Therefore, minimal use of the "performance" category of manual therapy in team sports is likely other than pre-training/competition and is undoubtedly contingent on therapist availability. Typically then, "intensive" and "extensive" inputs are most commonly performed, and dependant on the competition schedule. Still, time is often limited and thus,  "restoration" sessions are often reserved for athlete off-days. 

Finally, the difference(s) between "clinical therapy" and "performance therapy" are often discussed and so again, the importance of such categorization and classification of manual therapies. Whereby the objective of performance therapy would be to optimize mechanical efficiency and to use Dan Pfaff's words, "nudge" the athlete into a better state of adaptability, this dynamic and relatively instantaneous process would rarely apply in a clinical setting.  Rarely are training loads administered in such settings, at least those sufficient enough to elicit significant performance-related physical adaptation, and so therapeutic inputs would fall under the other three categories. That said, an understanding of each category is no less important particularly as it pertains to the downstream effects of each. And so, equally important is the knowledge of where an athlete is within their training program and/or competition schedule because as the mentalist Tony Corinda stated, "Good timing is invisible. Bad timing sticks out a mile."

​Here is a VERY brief summary of my notes taken from Coach Pfaff's short workshop on Dribbles during the ALTIS ACP I attended in early 2019.

It should be noted that these notes are based on my understanding and interpretations so will defer to Dan and the ALTIS staff, as well as those more experienced for any corrections. However, I have included a video below from Coach Enyia that is both detailed and succinct.
 
Dribbles:

An upright, truncated drill that can be utilized at any point during rehabilitation and performance training for the purposes of improving stiffness, as well as promoting and stabilizing coordination of human locomotion. In addition to the sporting environment, dribbles can and have been used in gait retraining, neurorehab, and general musculoskeletal therapy.

In the early phases of rehabilitation (for example with ankle injuries and hamstring strains) walking dribbles can be initiated. Dribbles regressed to this form may not only help preserve coordination but also assist in initiating soft tissue healing and regeneration through increased rate of circulation as well as controlled mechanotransduction. We know that the plantar venous pump is stimulated via muscular compression and contraction so any opportunity to do so actively should permit a more seamless return to pre-injury locomotion. Following this, progression can move toward jogging dribbles and eventually acceleration dribbles. 

The main constant in dribbles, regardless of speed, is a full heel to forefoot/toe rolling contact. Posture is upright and stable, yet exhibiting a dynamically controlled rhythm at all times. Depending on athlete need and ability, three different heights can be used, ankle dribbles, calf dribbles, and knee dribbles. Additionally, progressions would move from a more basic concentric (circular) shape to a more elliptical (egg) shape. Again, with respect to early stages of rehabilitation, one can maximize safety with concentric ankle dribbles.

Finally, as tissue remodelling is influenced by forces, velocities, angles and duration, it is important to incorporate the various combinations of each . Loading must be varied and widespread as opposed to unidimensional and and linear.

What if?

What if the answer keys to our educational exams were questions? With a few blank spaces for even better questions?

What if, instead of “answers”, google searches turned up hits of even more questions?

Searcher:

• Why is the sky blue?

​Google:

• Why are you asking why the sky is blue?
  
• Why is it called the sky?
  
• Why does the word blue have several different meanings?

What if we had Q&Q periods instead of Q&A?

What if Siri actually started asking us questions instead of the opposite?

On average, we ask 40,000 questions between the ages 2 and 5 and steadily decline in our question-asking thereafter.

​
Einstein said,

Norman Doidge

"But if it’s uncertain that our ideals are attainable, why do we bother reaching in the first place? Because if you don’t reach for them, it is certain you will never feel that your life has meaning.

​And perhaps because, as unfamiliar and strange as it sounds, in the deepest part of our psyche, we all want to be judged."

The Gains of Drudgery

A nice little piece from the Art of Manliness:

"Suppose a man gives up his youth to the struggle for some coveted degree, some honour or award of the scholarly life. It is very possible that when he obtains that for which he has struggled, he may find that the joy of possession is not so great as the joy of the strife. It is part of the discipline of life that we should be educated by disillusion; we press onward to some shining summit, only to find that it is but a bastion thrown out by a greater mountain, which we did not see, and that the real summit lies far beyond us still... 

Thus though such a man may not gain the prize he sought, he has gained a command over his chance desires, a discipline of thought, a power of patient application, a steadiness of will and purpose, which will stand him in good stead throughout whatever toils his life may know in the hidden years which lie before it...

So true is this, that Lessing, who was among the wisest of thinkers, said, that if he had to choose between the attainment of truth and the search for truth, he would prefer the latter. The true gain is always in the struggle, not the prize." 

The Currency of Likes

Funny thought came to mind. In general, it is human nature to hold likes with high currency. This is hard to deny given the state of society we live in. However, when giving them out ourselves, they seem to hold low currency and value. We are very liberal and generous. What message are we sending? Maybe we should hold them a little closer? 
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Anton Chekohv

​"Man will only become better when you can make him see what he is like."
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Emotion, Professionalism and Boundaries

In many professions, strict - or should I say thick - boundaries are strongly recommended if not required. Doctor - Patient, Teacher - Student, Employer - Employee to name a few. These are important, without question, though often with transactional relationships as a side effect. Joe Ehrmann in "Inside Out Coaching" speaks of the importance of transformational over transactional relationships, yet discourses lacking emotion promote the latter rather than the former. Here's a piece from David Brooks on putting relationship quality at the center of education.
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Curiosity in Schools...Or a Lack Thereof

More on schools...

"Schools are missing what really matters about learning: The desire to learn in the first place." - Susan Engel 
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The Laws of Human Nature by Robert Greene and 12 Rules for Life: An antidote to chaos by Jordan B. Peterson

These two are my most recent reads. Here are some of the most vivid excerpts that stood out to me.

The Laws of Human Nature

• ​It is ironic that the word narcissism has come to mean self-love, when it is in fact the case that the worst narcissists have no cohesive self to love, which is the source of their problem.
• Whenever you feel unusually certain and excited about a plan or idea, you must step back and gauge whether it is a viral group effect operating on you. Never relinquish your ability to doubt, reflect, and consider other options - your rationality as an individual is your only protection against the madness that can overcome a group.
• ​Tribalism has its roots in the deepest and most primitive parts of our nature, but it is now coupled with much greater technological prowess, which makes it all the more dangerous.
• Try to pay less attention to the applause as it grows louder.
• Reading a variety of books for entertainment, in rapid succession, leads to a diminishing sense of satisfaction with each book; our minds are overwhelmed and overstimulated; and we must reach for a new one right away. Reading one excellent book and absorbing ourselves in it has a relaxing and uplifting effect as we discover hidden riches within it.​
• The problem we face as social animals is not that we experience this (social) force, which occurs automatically, but that we are in denial of its existence. We become influenced by others without realizing it. Accustomed to unconsciously following what others say and do, we lose the ability to think for ourselves. When faced with critical decisions in life, we simply imitate what others have done or listen to people who parrot conventional wisdom.
• ​What drives much of our behaviour is to have control over circumstances.
• Fifty years ago, many arguments were rooted in psychoanalysis and sociology. Now, arguments revolve around genetics and the human brain…Sentences are shorter, designed to communicate information.

12 Rules for Life

• Every bit of learning is a little death. Every bit of new information challenges a previous conception, forcing it to dissolve into chaos before it can be reborn as something better.​
• Everyone needs a concrete, specific goal - an ambition, and a purpose - to limit chaos and make intelligible sense of his or her life. But all such concrete goals can and should be subordinated to what might be considered a meta-goal, which is a way of approaching and formulating goals themselves. The meta-goal could be ‘live in truth.’”
• When things break down, what has been ignored rushes in.
• ​An idea is more credible when it emerges as a consequence of investigations in different realms.
• Order is not enough. You can’t just be stable, and secure, and unchanging, because there are still vital and important new things to be learned. Nonetheless, chaos can be too much. You can’t long tolerate being swamped and overwhelmed beyond your capacity to cope while you are learning what you still need to know. Thus, you need to place one foot in what you have mastered and understood and the other in what you are currently exploring and mastering.
• ​You might consider judging your success across all the games you play. Imagine that you are very good at some, middling at others, and terrible at the remainder. Perhaps that’s how it should be. You might object; I should be winning at everything! But winning at everything might only mean that you’re not doing anything new or difficult. You might be winning but you’re not growing , and growing might be the most important form of winning. Should victory in the present always take precedence over trajectory across time?
• Violence, after all is no mystery. It’s peace that’s the mystery. Violence is the default. It’s easy. It’s peace that is difficult: learned, inculcated, earned.
• ​To have meaning in your life is better than to have what you want, because you may neither know what you want, nor what you truly need. Meaning is something that comes upon you, of its own accord. Meaning signifies that you are in the right place, at the right time, properly balanced between order and chaos, where everything lines up as best it can at that moment.
• People can be so confused that their psyches will be ordered and their lives improved by the adoption of any reasonable orderly system or interpretation.
• ​Absolute equality would therefore require the sacrifice of value itself - and then there would be nothing worth living for.
• Assume ignorance before malevolence.
• What can be truly loved about a person is inseparable from their limitations.
• But if it is not thinking that can be relied upon in the direst of situations, what is left? Thought, after all, is the highest of human achievements, is it not? Perhaps not. Something supersedes thinking, despite its truly awesome power. When existence reveals itself as existentially intolerable, thinking collapses in on itself. In such situations - in the depths - it’s noticing, not thinking, that does the trick.
• You must decide whether you want to be right or you want to have peace. You don’t get peace by being right. You just get to be right.
• Aim for Paradise, concentrate on today.
• Orient yourself properly. Then - and only then - concentrate on the day. Set your sights at the Good, the Beautiful, and the True, and then focus pointedly and carefully on the concerns of each moment. Aim continually at Heaven while you work diligently on Earth. Attend fully to the future, in that manner, while attending fully to the present. Then you have the best chance of perfecting both.

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The Present

Some people choose to receive The Present when they are young. Others when they are in middle age. Some when they are very old. And, some people never do.

Four Stages of the Creative Process - Graham Wallas

• Preparation
• Incubation
• Illumination
• Verification

Preparation - The work that you put in. Your research, your reading, your writing, your thinking. Not unlike the overcoming of inertia. Attacking the problem from all angles.

Incubation - The simmer. The stage of "unconscious processing." This can take two forms; active and passive. The first, active, is where other unrelated conscious tasks are performed. Working on one's car, arranging a jig-saw puzzle, tackling another project. The second, passive, is where one simply is taking a break. Going for a hike, walking the dog, swimming laps, etc.

Illumination - The a-ha moment when the answer bursts into one's consciousness. In the shower. Mid-Sunday morning run. Often when we're least expecting it and with minimal, if any, exertion.

Verification - A return to the conscious. The integration of the eureka back into your research, your reading, your writing, your thinking.
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Giftedness, inborn talents - Nietzsche

"Do not talk about giftedness, inborn talents! One can name great men of all kinds who were very little gifted. They acquired greatness, became 'geniuses' (as we put it), through qualities the lack of which no one who knew what they were would boast of: they all possessed that seriousness of the efficient workman which first learns to construct the parts properly before it ventures to fashion a great whole; they allowed themselves time for it; because they took more pleasure in making the little, secondary things well than in the effect of a dazzling whole." - Nietzsche
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"Why don't we learn this in school?"

In an age of information and opinion overload, learning foundational tenets is paramount. So is learning how to think critically.  Harari states, "In a world deluged by irrelevant information, clarity is power."

Our schooling is a stepping stone. To learn the necessities and to develop critical thinking skills. To learn what is relevant and to learn how to develop a filter. A filter that is important now, more than ever.

​See the forest.

Foundational Skills Common to the Best Therapists - Stuart McMillan

• Curiosity
• Empathy
• Humility
• Selflessness
• Desire
• Courage
• Collaboration
• Authenticity

From Stu's twitter feed. Includes some discussion on whether or not Compassion should be included either in place of, in addition to, or integrated with Empathy.  My personal opinion is that compassion (I care) can make empathy (I understand) so much more powerful.

On that note...
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Gospel of Relaxation (1899) - William James 

A small, but powerful excerpt from this classic essay by William James:

“One of the most philosophical remarks I ever heard made was by an unlettered workman who was doing some repairs at my house many years ago. ‘There is very little difference between one man and another,’ he said, ‘when you go to the bottom of it. But what little there is, is very important.’"

Appropriately, I'm reminded of the old adage, "Stop managing your time. Start managing your focus."

Also, as it pertains to the modern day prevalence (recall, this was written over a century ago) of the culture of overwork or "grind", James further states:
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"Some of us are really tired (for I do not mean absolutely to deny that our climate has a tiring quality); but far more of us are not tired at all, or would not be tired at all unless we had got into a wretched trick of feeling tired, by following the prevalent habits of vocalization and expression. And if talking high and tired, and living excitedly and hurriedly, would only enable us to do more by the way, even while breaking us down in the end, it would be different. There would be some compensation, some excuse, for going on so. But the exact reverse is the case. It is your relaxed and easy worker, who is in no hurry, and quite thoughtless most of the while of consequences, who is your efficient worker; and tension and anxiety, and present and future, all mixed up together in our mind at once, are the surest drags upon steady progress and hindrances to our success."

REST  by Alex Soojung-Kim Pang

My most recent read and one of my three favorite books this year. Here are some teasers:

• When we define ourselves by our work, by our dedication and effectiveness and willingness to go the extra mile, then it's easy to see rest as the negation of all those things. If your work is your self, when you cease to work, you cease to exist.
• Indeed, virtually every ancient society, recognized that both work and rest were necessary for a good life: one provided the means to live, the other gave meaning to life.
• When we stop and rest properly, we're not paying a tax on creativity. We're investing in it.
• The brain's creative work is never done, that even in its resting state the brain is plugging away at problems, examining and tossing out possible answers, looking for novelty. This is a process we can't really control. But by learning to rest better, we can support it, let it work, and take notice when it's found something that deserves our attention.
• Knowledge requires the marriage of logical and discursive methods (ratio) and contemplative practices and attitudes (intellectus). Intellectus, in turn, was enabled by leisure - not just spare time but an attitude of non-activity, of "inward calm."
• When we treat workaholics as heroes, we express a belief that labor rather than contemplation is the wellspring of great ideas and that the success of individuals and companies is a measure of their long hours.
• It is not constant effort that delivers results but a kind of constant, patient, unhurried focus that organizes the investigator's attention when at work and is present but watchful during periods of ease.
• A day that starts with work creates rest that can be enjoyed without guilt.

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CURIOSITY

Some considerations when in a teaching, guiding, mentoring, and/or motivational role.

Inspired by “The Psychology of Curiosity” - G. Loewenstein

Curiosity is the feeling of deprivation we experience when we identify and focus on a gap in our knowledge.

The student needs to feel this gap. They must have some level of knowledge or awareness before they can get curious. In a way, they need to be beyond the “don’t know what they don’t know stage”.

Therefore, often “to induce curiosity about a particular topic, it may be necessary to ‘prime the pump’”. To use intriguing - stimulating - teaser information to get them interested in order to actually become curious.
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TRUST

Some words on trust, from Brene Brown:

“Trust is the stacking of small moments over time, something that cannot be summoned with a command - there are either marbles in the jar or there are not.

Trust is a living process that requires ongoing attention...You cannot establish trust in two days when you find yourself in a crisis; it’s either already there or it’s not.”

This is an imperative consideration should a disconnect between two individuals be sensed. Even better, this should be considered proactively.

Consistency in actions, always play the long game.

​ASK THEM

Continuing from above, this excerpt is from Brett Bartholomew's Conscious Coaching Field Guide.

"Quit trying to tell people everything you know. A more effective approach is to ask them about what they know. Learning about their world will help you modify your approach and provide more opportunities for you to reframe and relate a concept to help them better understand."
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CROSS-POLLINATION

​I believe the value of lateral thinking / cross-pollination of ideas is immense. When we think of an individual whom we consider wise, often it's because of their ability to link connections across disciplines. Steve Jobs states, 

"That's because they were able to connect experiences they've had and synthesize new things. And the reason they were able to do that was that they've had more experiences or they have thought more about their experiences than other people."

Further, as Maria Popova states,

“… in order for us to truly create and contribute to the world, we have to be able to connect countless dots, to cross-pollinate ideas from a wealth of disciplines, to combine and recombine these pieces and build new castles.”

More on this here.
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 FAILURE

A quick note on this, not unlike everything else.

I recently failed an online exam. The one time exam required an 80% in order to pass and this was made clear prior to taking. Although I was aware of this, it was my choice to go ahead and take the exam - unprepared - during a short block of time in between patients. The exam took me 26 minutes to complete, of which a maximum time of 80 minutes was allotted. 

I achieved 75%. 

Although devastated, I was glad this happened. Really, my heart sank. But guilty as charged. As the saying goes, "Success is the worst teacher." Should I have passed the exam, I would have received my certificate and CE credits. But most importantly, I would have failed to obtain a deep understanding of the material. I have since gone back to immerse myself neck deep.

As I tweeted recently, "If you're going too fast, life will somehow find a way to give you a speeding ticket. Heed its warning before you get into an "accident."

This was my speeding ticket.
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SOCIAL

Back in the blogging days it wasn’t uncommon to be called out on one's content in the comments section. This peer review or critical appraisal in my opinion was conducive to getting better.

Other than twitter, I’m not sure this happens much anymore. Especially on instagram. Today, it's far too easy to block those who disagree with one's opinion and as a result little accountability exists.

It's okay to not "like" a post. Again, "Success is the worst teacher."
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NEW VOCABULARY

JOMO

• Joy of Missing Out - I love this. 

TSUNDOKU

• My scape goat, my excuse, my vice. Although I'll will be giving myself an indefinite hiatus as of the new year.
• TSUNDOKU - Derived from "doku" (reading) and "tsun" from "tsumu" (to pile up). As stated on BBC, buying reading material and piling it up. Or as elaborated upon in the New York Times, "the sight of a book you haven't read (to) remind you that there are many things you've yet to learn."

DARE TO LEAD

I just finished Brene Brown's newest book. Here are some of her one-liners to leave you with:
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• Studying leadership is way easier than leading
• Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behaviour.
• Empathy is infinite and renewable... the more you give, the more we all have.
• In conversation, a well-placed cuss word or three seems really good, but in writing, it seems more intentional and less organic.
• If I miss the boat, it wasn't my boat.
• To opt out of conversations about privilege and oppression because they make you comfortable is the epitome of privilege.
• Mastery requires feedback.
• If we don't have the skills to get back up, we may not risk falling.
• Stay curious, learn to resist needing to know.
• We fail the minute we let someone else define success for us.