Stan Sewitch has over 35 years in business as an entrepreneur, consultant and executive. His adventures include founding HRG Inc., Emlyn Systems, Chromagen and KI Investment Holdings. Stan serves as a director on several boards as well. Stan holds an M.S. in Organizational Psychology from California State University at Long Beach, and a B.A. in Physiological Psychology from San Diego State University. He serves as the Vice President of Global Organization Development for WD-40 Company. Stan can be reached at firstname.lastname@example.org
A German, Englishman, Italian, Frenchman and American walk into a bar in Berlin. This could be the opening line of a shaggy dog story or the opening salvo of a World War II firefight. For me, it was the way my evening started.
Have you noticed there has been a notable acceleration in technological progress in the past few years?
A business conference takes me to the capital of Germany. For most of my life, the capital was Bonn. After the fall of the Berlin Wall in 1990, the Bundestag voted in 1991 to move it back to Berlin, the capital before 1949.
It’s easy for us wizened veterans of the world of work to forget how important it used to be to get a promotion, a bigger-sounding title, a higher-than-average pay raise. We have the perspective of longer history and seeing many more patterns emerge over the years. We appreciate different aspects of life more highly than we used to when we were starting out. In the early years, there was an imperative for making progress.
“He really pushes my buttons!” said the woman to her friend over coffee at Starbucks. “I think he does it on purpose!”
“You know you’re blowin’ it, don’t you?” the man said to his workout partner at the gym this week. I couldn’t help but eavesdrop; they were at the bench right next to me.
I have been enjoying a great read, “Strategy: A History” by Lawrence Freedman, given to me by my good friends on the board at Helix Environmental Planning, Inc. While a director of the company, we embarked over several years to identify and then pursue the right strategy for the organization before, through and beyond the Great Financial Fiasco of 2008. As a parting gift when my tour of duty ended, CEO Mike Schwerin offered me this five-pound book.
“You have to be who you are,” Garry Ridge said to me the other day. He’s CEO of WD-40 Company. We were talking about fundamental strategic principles as a means of guiding a company.
How do you feel when you’ve made a mistake? Does it feel differently if the error harms someone else? Does it matter if the mistake is observed by others? Do you even recognize when it has happened?
Temporal myopia must be not only a spurious tendency, but also an advantageous one, since so many of our species demonstrates the trait, and strongly. Many people do not plan ahead much, if at all. Most people plan a little. Very, very few people plan for the endgame of their life while they are living the first half of it.
Since Greek philosophers first began the formal process of introspection to understand individual experience, humans have been attempting to probe their own minds.
We get a bad rap, we “ill-tempered, stubborn, opinionated” persons of (usually) advancing age. There is a joy that comes with caring less what others think of us, and the uninhibited expression of long-repressed personal truths.