It’s funny how your life can tend to be defined as the accretion of decisions made over months and years.  I say “tend to” because I am thoughtfully considering whether or not this is actually the case, or whether it is just habit and expectation and norms that make us the sum of our past.

A friend writes on Twitter:

if you won the lottery, how would you spend $2 million vs. $10 million.

Interesting thought exercise, because it tells you what your true magnetic north might be.  Would you do more of the same – whatever it is you’re doing now?  Would you make radical changes?  Why?  If money defines freedom, what would you use that freedom for?

A famous quote:

You can’t change your destination overnight, but you can change your direction overnight.

What direction would you pick?  Would you head to the same place(s) you were heading for yesterday, last month, last year?

A new acquaintance asks me “What is your passion in life?” To which I respond:

Multiple things: innovation, creativity, true love, the pursuits of the intellect, my kids, Liverpool Football Club, positive thinking.

I could add a handful of things to that list if pressed, but another way to look at it is that life represents a series of choices, a series of decisions, a list of opportunity costs.  You can’t be passionate about everything – at some level you choose, every day, by how you spend you time, who and what you think about, what you produce, what you consume, what you share, what you hold back, and by the narrative you carry around in your head about how the world works.

I guess my thesis – if I get to choose – is that we have a lot more freedom to set our direction that one might originally suppose.  As they say about money, everything is fungible.

Is there a missing ingredient?  I would say “thought”.   Thinking.  Reflection.  Don’t assume that you’re destined, fated, preordained, or stuck if some little part of your brain is dissatisfied.  Think about what you can do TODAY to change your direction.   Sample thought exercise: think of one person that would give you the most uplifting, motivational, aligned, engaged, inspiring conversation that will lead to positive change in your life.  E-mail that person and offer to buy them a cup of coffee.

Ever known the super-smart guy (typically, they’re always guys) who was just an absolute a**hole and couldn’t work well with others?  A recent GigaOM post, The Five Myths That Can Kill A Startup, refers to Reed Hastings’ term “brilliant jerks” to describe these people.  According to authors Michael Fisher and Marty Abbott:

Intelligence is important, but only insofar as it helps with performance and execution. As Malcolm Gladwell points out in “Outliers,” while some minimum level of intelligence might be necessary for superior performance, in many jobs it’s not in and of itself enough to ensure it. You need people willing and able to work as part of a team, and sometimes superior individual contributors can negatively affect team performance by creating affective or role-based conflict (for more on those, see Myth #3 below). As Reed Hastings puts it, you should eliminate all brilliant jerks from your team.

Which of course led me to Reed Hastings’ presentation on SlideShare that Om references.  I love it, and consider it a must-read for managers and entrepreneurs.  I like this statement in particular:

The real company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go.

You ever work at a place and wonder how clueless management could possibly be?  (Scott Adams made a fortune off of this omnipresent phenomenon).  Look around: what are your company’s values?  They’re demonstrated by who gets rewarded, who doesn’t get rewarded, who gets hired, fired, reprimanded, how certain people are treated relative to others, relative pay, etc. etc.  The company’s support or non-support of certain people send an absolutely clear message about what’s important.  Printed mission statements and values declarations can’t hide it.

Now, having looked closely at that, do you still feel like your personal values are aligned with your company’s actual values?

If not, what do you do?