Here’s a non-exhaustive list of random things I have done during my life:
Take gymnastics classes
Play Australian rules football
High board diving
Build multiple cubby houses
Swim in the local river
Learn basic code on a 16kb ram TRS-80 computer in 1981.
Waste all my pocket money on video arcade games (think Galaga)
Mountain Bike racing
Had 9 broken arms (well the same 2 nine times)
Stand up comedy
Do Surf Life Saving (so I could get free beach accommodation)
Live on a farm
Live in 4 of Australia’s 7 capital cities
Collect first issues of magazines ( I have many, it was a weird long term investment strategy)
Start and sell a clothing company
Build a raft that sank on it’s first outing
Learn to speak Italian
Learn to speak Mandarin
Be a Sales Representative
Be a shelf stacker
A valet parking attendant (still my fav’ job ever… could write a movie about it)
Write a movie script (it’s waiting to be made)
Perfect break dancing (all the while wishing I lived in the Bronx)
Work in advertising
Lecture at University
Eat only frozen food for 6 months (don’t ask)
Your list is just as long as this list. Your list is probably more interesting than this list. This list that we all have tells us a great deal about our desires, our passions, our successes and our failures. It shows how much we know and what we are capable of. If we write it and study it closely it often gives us clues on the things that really mattered, and might just tell us what to do next.
We all want to be irreplaceable. In an organisational context we worry about how needed we really are. It’s an omnipresent reality in a world of agricultural mastery and excess capacity. This is true for white collar desk jockeys, CEO’s and entrepreneurs alike. The more they need us, the safer and happier we feel. The truth is that everyone of us is replaceable. Even Steve Jobs. And the ultimate proof of this is human death. It happens, and we continue on with whatever it was we were doing.
I heard a good way to conceptualize on how ‘replaceable’ we are recently. The idea is that all of us can be replaced, and that the key question was how ‘inconvenient’ our loss would be to the cohort we belonged to. Where are we on the ‘inconvenience scale’ if we need to be replaced?Are we very high like Steve Jobs, or are we very low like a supermarket cashier? The more inconvenient it is, the more utility we are providing. It’s also quite likely that we have greater power of choice in actually placing ourselves elsewhere. One mistake we often make is equating how much we earn, with where we sit on this scale. Higher pay does not necessarily make us less replaceable, it often means the opposite. The real questions in understanding where we are on the scale are these:
- How important is what I do to the people who pay me to do it?
- Will the people who pay me lose money (or systems break) if I’m no longer there to do it?
- How many other people can do what I do?
- Will the other people who can do it, do it for the same price or a lower price than me?
- Are these others easy to get?
If we answer these questions honestly we can get a fair assessment of the value we are creating, for our own business or one we work for. Everything we do in a given week doesn’t have to matter. It may just be that thing you do for 1 hour per week that no one else can. And the thing that we should be working on, is that one thing that only we can do. The stuff we are already great at, not our weaknesses. If we invest time working our our weaknesses, we simply make ourselves ‘more average’ and in turn we fall down the inconvenience scale.
The best way to be be high in the ‘inconvenience scale’ is to become a close to the money expert. By doing this, our potential loss becomes far more inconvenient.