Andrew Canion

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Part 3: My Business Philosophy

This is the final of a three-part series focused on explaining my business philosophy. Parts One and Two are also available.

On my home page I call out my personal business philosophy:

Andrew’s business philosophy is built upon the value of mutual respect, the skill to leverage process for continuous improvement, and the ability to ultimately achieve self-actualisation.

Self-Actualisation

My philosophical statement finishes with the rather grand sounding ambition of achieving self-actualisation. I will elucidate what self-actualisation is and why I consider it so important that I place it as the anchoring element of my philosophy.

Etymology

The concept of self-actualisation was brought into broad awareness when it was presented as the pinnacle of Abraham Maslow’s Hierarchy of Needs.

Maslow’s rationale was based upon the understanding that only after the more immediate human needs are taken care of, is there capacity to focus effort on what brings us satisfaction and joy.

Maslow explicitly defines self-actualisation to be “the desire for self-fulfilment, namely the tendency for the individual to become actualised in what he is potentially. This tendency might be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming.”1

Fortunately, in my country and its society there is a reasonable (but not guaranteed) chance to achieve the lower rungs of Maslow’s hierarchy. This unlocks the potential to aim for and potentially achieve that final goal of self-actualisation.

Building a framework

I don’t see self-actualisation as an end-point; as the win achieved at the conclusion of a life-long progression up the hierarchy of needs. I believe we can reach the point of self-actualisation early and often, but what it is represented by will change over time. As we move through the stages of our life, commencing with childhood, then into the teens, marriage, career building, parenting, middle age and senior citizenship, different experiences will facilitate the goal.

The degree to which we are realising self-actualisation is likely to ebb and flow over time. Building a framework for our life that supports personal growth and improvement will help ensure a reasonable chance of reaching periods of self-actualisation even as we deal with the trials and tribulations thrown at as by life.

Without a structure and a consistent philosophical and ethical approach to life to fall back upon in challenging times it is less likely that consistent self-actualisation will be achievable.

Measuring success

Society has a tendency to measure success by outward facing and tangible measures such as wealth, fame and status. I prefer to think about success as the achievement of one’s potential and the personal joy imbued from doing what makes us happy. Precisely what the activity is that delivers said joy will vary as we grow and change. Exactly what it is matters less than the feeling it provides.

At one point of my life, playing basketball delivered a feeling of self-actualisation. Then later it was finding flow in a work assignment. Now it is linked to experiences of successful parenting. I am sure it will be other things later. None of these achievements are important to others2 but that doesn’t mean I am not being successful in my own right. If we are seeking external validation it will a frustrating and largely unrewarding experience, because that’s not delivered with any regularity.

The journey is the reward

There is no prize for ‘winning life’. External plaudits cannot be the arbiter of a life well-lived. We have been gifted a single life which even at the most optimistic is probably going to span less than 100 years. Against the timeline of humanity we are but granted a short window of opportunity. To bring meaning and purpose to our time on the planet we may as well participate with an aim of achieving joy and self-satisfaction.

It doesn’t matter how many symbols of success we collect along life’s journey. The true measure should be our own happiness and fulfilment. Recognising each day as a gift to be enjoyed and maximised is a path towards self-actualisation. Find your joy, wherever it may be.

Bringing the philosophy together

So, ultimately, I like to think that in respect of my business philosophy:

  1. Mutual respect will help avoid many worries, anger and pettiness that can derail us as we build a career and/or a business.
  2. Establishing a process for continuous improvement will free our mind to focus on truly meaningful work, rather than busy work.
  3. By adopting a respectful approach to others and having a focus on always getting better, a person can grow self-confidence, self-satisfaction and their enjoyment of life in its entirety, which will form a pathway towards achieving self-actualisation.

  1. https://en.wikipedia.org/wiki/Self-actualization 
  2. Apart from my kids, who at this point assign no value to this. I hope the payoff will come much later. 

I just taught the Apple Store staff that you can fold an iPad Smart Keyboard such that the keyboard isn’t visible. I could get a job!

Tesla is apparently struggling to get lean manufacturing working. Doesn’t matter how good the product is if the company can’t make it.

This is a great resource to discover the true relative size of different countries The True Size.

Part 2: My Business Philosophy

This is the second of a three-part series focused on explaining my business philosophy. Part One is also available.

On my home page I call out my personal business philosophy:

Andrew’s business philosophy is built upon the value of mutual respect, the skill to leverage process for continuous improvement, and the ability to ultimately achieve self-actualisation.

Leverage Process for Continuous Improvement

I am a big believer in the value of process. This can be the big, organisational processes that dictate how companies do things, like build a component, or undertake customer service, or issue a refund. Or process can be an individual’s personal to-do list that helps them to get things done on a daily basis. Ideally the latter should represent a subset of the former but I think we are probably some way from that ideal being standard practice.

When processes are documented they provide an anchor point as to the way things are done now. That’s not to say that it is the way things will always be done. In fact, changes to processes should be welcomed. However, a documented process enables everybody involved to have a shared understanding of how things should be done. If something goes wrong it should be evident where the process broke down. That can enable improvements to improve efficiency and simplify things for those involved.

Embrace change

A process should never be considered a finalised product. Stagnation is the enemy of improvement. No way of work should be considered beyond reproach. No process should be sacrosanct.

A current process is merely the way in which one group of people at one point in time thought would be the best way to achieve an outcome. With new information, new technology, changed inputs, or changes in customer demand, there might be a need to change the process to achieve a better — or just different — outcome. Go ahead, make the change. The only way to drive improvement is to change stuff. Otherwise, you already know what you’re going to get before even starting. Repeating this approach of making and trialling small changes, over and over again, is how to achieve better outcomes.

Trial and error and small incremental improvements are the crux of continuous improvement.

Once a process of documenting processes and updating this documentation upon each change is established a traceable (and reversible) process history is created. In software development, this is standard practice – managing versions and being able to compare code differences is a key element of development and debugging.

More generalised process management can benefit from a similar approach. Make a change and see if it works. If things get better after the change, stick with it. If things get worse, revert the changes and try something different.

Process at a personal level

At a personal level I implement process management for my own work. I rely primarily on OmniFocus to manage standard operating procedures for projects that are repetitive in nature. I use project templates that enable a framework to guide work that is similar in nature. As I learn and discover better ways of doing things I refine and improve my templates.

This makes my work more effective in the short-term because I don’t have to think about the how/when/where’s of the repetitive work elements. Instead I can focus my energy on doing great work on the value-adding elements of the project that matter to my clients.

Facilitating creativity

At first blush, the concept of defined processes can seem staid and boring. In actuality it is freeing. Defined and documented processes allows people to forget about thinking about the steps to achieve a goal and instead allows them to focus on using their skills and expertise to add value to create a better end product.

Process doesn’t restrain creativity; it unleashes it. For this reason it forms the key middle component of my personal business philosophy.

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