It was great to read a book by fellow Mary Baldwin University “sister squirrel,” Dorie Clark. While a hard copy to mark up and come back to would be nice … listening to Dorie read it was like being in an extended coaching session or masterclass with her. Within Dorie’s advice and real stories was a clear strategic plan. One that she herself applied to become a national best seller, top 50 business thinker in the world, grammy winner, and Broadway investor – all after a career in political campaigns. She offers a dual system to reach your goals: deliberate actions now for immediate returns augmented by secondary actions for the next wave of success.
Her approach helps you understand what you want to accomplish and how to create clear steps to accomplish it in a way that is meaningful for you. The book also helps you avoid getting stuck in the hamster wheel of corporate America’s expectations. She takes on busyness, saying no, and goal setting. She offers a long-term perspective by thinking in “waves.” She explores patience and rethinks failure. She showcases how networking should (and shouldn’t) be done, and its value over time–and in a way that is also appealing to introverts like myself. Dorie does all this in practical ways that are not cost prohibitive for even the young professional. But what was most exciting about “The Long Game,” is that it offers courage to carve your own career path.
This is not the frantic go, go, go approach that many executive coaches offer in their “do it and do it now” models, but a more methodical way to move toward your dreams in a way that enables you to enjoy life along the way. To me, a refreshing approach that supports more balance in your life.
As a life-long volunteer from a non-profit family, mindfulness newbie, and change management practitioner, this book captured my attention. The opening sentence of this book’s promotion summary quickly drew me in: “A roadmap for integrating mindfulness into every aspect of social change: how to lead transformation with compassion for the needs and perspectives of all people.” I started this book at the beach on a porch rocking chair and finished it several months later next to my lit Christmas tree. Where I had – both physically and mentally – changed a lot in the time frame; especially as I personally went through a large work transformation at work and am talking more with clients about “what is next” for their organizations and as a person.
The book’s content on conscious (intentional) change in combination with mindfulness is spot on and very relevant. It covers why and how to take a breath to look at the current state as it presently is rather than with a lens of expectation – no easy task. Gretchen offers a framework for change, mindful practices (including my favorite “loving kindness”), culture considerations, tips on how to be a better listener, and the science and case studies to bring it to life. She also lays out how to develop a self-care plan as the demands of being a change agents can be physically, mentally, and soulfully draining. What I found most helpful is a refreshing way to look at planning with 3 poignant questions: What is happening? What is true? And “What is needed?” Plus, a creative way to visually map a current situation with the elements of a tree: root causes (roots); problem (tree trunk) and effects (leaves), plus a complementary approach to a brainstorming session and stakeholder analysis. A lot to process in one small book, but worth it to help bring about meaningful, personal, and lasting change in the world.
I met “K.C.” at a Mindful Leader conference in the fall of 2022 where he presented on the “permissions” outlined in this book. His presentation style and book voice is that of Tigger who meditates – vivacious energy with an undercurrent of intentional calm. You can’t help but get caught up in his vibe. The book offers up 4 permissions to bring about more intentional, meaningful leadership – and outcomes. Chill. Feel. Glow in the dark. Glow in the light. As well as their counter, limiting sides which he named speedy rabbit, game face, phantom pest, and darkstar. While the language might sound odd, the permissions themselves and the icons provided to represent them are well explained and offer new words to use to combat old leadership issues to create a more authentic approach.
The book offers an approach, self-reflection tools, meditations, and some case studies. A few phrases that caught my attention in the book include:
- “We silent the noise with intuition”
- The importance of discernment with the simple question, “Does this serve me?”
- “Boredom is often a sign of an issue with your calendar. Board leaders are either over- or under-scheduled. They haven’t committed to enough activities that make them glow.”
- “The permission to glow lies just beyond the safety of our comfort zone—and safely beneath our ejection seat of upper limiting beliefs.”
- “…that heavily guarded border between the edge of our safety and the edge of our dream.”
- “Radiance draws others who’ve grown bored with conformity and competition”
- “Be more like the determined, happy toddler figuring out how to walk, and less like the jaded bureaucrat.”
I read this book over the Martin Luther King Jr holiday weekend as a way to reinvigorate my desire to build more belonging in the groups of which I was a part. Jennifer offers a 4-part “inclusive leader continuum” with unaware, aware, active, and advocate. I liked that this is a fluid (rather than linear) model, where we move back and forth within each area as we learn, relearn, and find more of our ignorance to understand.
This book is about action, “It’s incumbent on those of us who identities make us insiders in a system to go first. The only choice we have is to step up and show up, however imperfectly—to get comfortable with being uncomfortable.” The book addresses the awkward moments of stepping into action, and starts with the fundamental question about privilege: “How much of my world was built with me in mind?”
Her “diversity dimensions” and “iceberg model” tools are a great way to take a look at and better understand your network. I recommend this book be used within a larger learning context – such as firm-wide, division, or team book club as it offers practical information, discussion guide, and conversation starters. Jennifer leaves leaders with the charge, “Change is about action. And if you aren’t taking action, your silence is a passive acceptance of the status quo, which further perpetuates the problem.”