BICYCLE OF THE MIND

How to Ride AI Faster, Further & Smarter

“AI will not replace us; it will amplify us.” — Pedro Domingos,

In the March 1973 Scientific American article “Bicycle Technology,” S. S. Wilson plotted the cost of transport (calories / gram / km) against body weight for animals and machines, demonstrating how a person on a bicycle travels more efficiently than any other creature or machine when measured pound for pound.

About seventeen years later, Steve Jobs built on this insight during a Library of Congress interview in 1990. He said,

“I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometre. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then, somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

And that’s what a computer is to me. What a computer is to me is it's the most remarkable tool that we’ve ever come up with, and it’s the equivalent of a bicycle for our minds.”

In today’s age of intelligence, Job’s metaphor is even more relevant.

Now AI amplifies our cognitive reach – our ability to find patterns, generate language, understand complex systems, and solve intricate problems – by orders of magnitude beyond what was previously possible.

AI, like most transformative technologies, grows gradually, then arrives suddenly.

Reid Hoffman

Experimenting with Co-Intelligence

Till a year ago, I viewed the developments in AI with detached interest, but that changed after I read Co-Intelligence. In his brilliant book, Ethan shared four rules to engage with AI and the first rule, ‘Always invite AI to the table,’ changed my attitude to using AI. I began reading and writing with AI, even taking it along on walks to discuss ethical dilemmas or challenging ideas on my iPhone. It felt like reliving my childhood moments. – that exhilarating sensation when the wobbly uncertainty of the bicycle suddenly transforms into smooth forward motion.

The results are tangible. Within a month, the time I spent preparing for coaching sessions had decreased by half. More importantly, the quality and productivity increased. I summarise the key insights immediately from the transcript and share the action plans with my coachee.

I could easily evaluate the quality of each call against defined coaching competencies to identify areas where I was not giving my best and how I was performing in each marker as my calls progressed. I found, for example, that I had to be more comfortable with silence, giving the coachee space to think through the question I had asked.

Do I contradict myself?

Very well, then I contradict myself,

(I am large, I contain multitudes.)-

Walt Whitman, Song of Myself

With a shadowy silhouette of the fearsome Hound of the Baskervilles lurking in the mist; Sherlock Holmes your AI assistant is helping you, Dr Watson, solve the mystery.

I wanted to know if I could create a framework, based on my experiments, that would allow anyone to start partnering with AI without getting lost in all the details and develop their intuitive understanding about AI.

The BICYCLE framework offers exactly that – a practical methodology for partnering with AI across any profession. Imagine you are Dr.Watson, and in a role reversal, Sherlock Holmes assists you. While this is a partnership where you are in control, steering the course, Sherlock is a brilliant and extraordinarily useful character and can play a multitude of roles to help you solve the challenges in your life.

The framework has seven ’gears’ that you can use highlighting key aspects of effective collaboration with AI.

Artificial intelligence is not a substitute for human intelligence; it is a tool to amplify human creativity and ingenuity. Fei Fei Lee

B - Blueprint (Map your destination)

Just as you know where you're headed on a bike, you should set clear goals when using AI. Ask yourself what question you want to answer or what problem you need to solve. A clear direction keeps your work with AI focused and aligned with your needs.

I - Instrument (Choose your AI tool)

Just as you choose different bikes for various terrains—like using a road bike for smooth paths and a mountain bike for rough trails—you should select the right AI tool for your specific tasks. Each AI has its own personality, quirks, and capabilities. I use Claude as my writing partner, ChatGPT o3 as a sounding board for reasoning and analysis, and Grok for direct feedback.

C - Communicate (Speak effectively to AI)

Clear communication is essential for effective use. This involves making prompts that provide the right balance of context and instruction for the journey ahead.

Y - Yardstick (Measure and adjust outputs)

An experienced cyclist adjusts her efforts based on changing conditions. Similarly, working with AI requires continual improvement of its responses over time. First, closely examine the initial output. Then, pose follow-up questions to gather more details or seek clarification. You can also adjust settings, such as creativity or specificity, to achieve the desired results.

C - Captain (Stay in control of the process)

When riding a bicycle, you keep your hands on the handlebars; likewise, with AI, you maintain control through your expertise and judgment. Evaluate the AI's suggestions in light of your professional expertise. Identify what is useful, what requires improvement, and what should be completely disregarded. Always remember that you are the domain expert guiding the process.

L - Limits (Establish boundaries)

AI comes with inherent risks, making it crucial to understand its boundaries. Just as you use brakes when going down a steep hill, it’s important to recognise the limits and potential dangers of AI. To stay safe, follow these steps: be vigilant about biases, protect sensitive information, verify your sources, and understand where AI's capabilities end.

E - Evolve (Adapt and grow your skills)

The rapid evolution of AI means you must also adapt to keep up. Just as becoming a skilled cyclist requires regular practice and bike maintenance, mastering AI demands continuous learning and improvement. Experiment with new tools and techniques, enhance your prompting skills, develop efficient workflows, and stay informed about the latest advancements in the field.

Bicycling to become a Better Coach

This approach has transformed my executive coaching practice for the better. As coaches, we listen deeply, analyze information, ask good questions, and help people grow. AI enhances these skills by allowing me to research industry trends and changes more quickly. It aids my learning by synthesising information across seemingly unrelated areas. Additionally, it helps me identify potential biases or blind spots in my thinking by rigorously evaluating my coaching performance against established International Coach Federation competencies- the gold standard for coaches.

AI facilitates the creation of resources, like exercises and client surveys. Finally, it serves as a valuable partner as I prepare for difficult conversations. Through this partnership, I can cover more intellectual ground and develop deeper insights, ultimately becoming a more effective coach.

When clients see the results, they become curious about developing their own AI partnerships

Some people worry that artificial intelligence will make us feel inferior, but then, anybody in his right mind should have an inferiority complex every time he looks at a flower. Alan Kay

Amplify who you are

You might be on the sidelines, like I was, hesitating to begin working with AI. Your concerns are valid, but they shouldn't stop you from improving your skills. I worry that relying too much on AI could increase my dependence on it to a point that it would hold me back. To avoid this, I ensure that I do not use it in a way that weakens my abilities. Ironically, working with AI helps me better understand my skills, which I make sure to hone and protect.

I encourage you not to dabble but to make a serious commitment, use the paid version of any AI you have in mind. Consider starting with a small task where AI can assist you this week. Begin with something straightforward and utilize the BICYCLE framework to evaluate what works and what doesn’t. Reflect on your experience, and as you build confidence, gradually tackle more complex tasks.

Working with AI is like learning to ride a bicycle. It takes practice and persistence. You may make mistakes or face challenges. However, the benefits of partnering with AI—the ability to think more broadly, solve problems better, and create more easily—make it worth the effort.

The Jagged Edge: My AI Resolutions

For a Brave New World

Maldives from an AI perspective.

There are decades where nothing happens and weeks where decades happen.— Vladimir Ilyich Lenin.

My wife and I finally took our dream vacation to the Maldives earlier this year.

It was as I envisioned: soft white sands, blue skies, and coral reefs near the beach. On my first day, I stood at the water's edge with a snorkel in hand, excitement mingled with hesitation. The crystal-clear water revealed bright patches of coral just a few feet away—a leisurely swim back to safety if needed.

Stingray near where I was snorkelling

By day four, I confidently glided to the red buoy marking the reef's outer edge, mesmerised by giant stingrays, curious baby sharks, and countless tropical fish, each perfectly adapted to its coral home. The transformation from cautious paddler to confident explorer happened so naturally that I barely noticed it.

I must embrace a similar shift with AI and approach it with the same sense of wonder and intense curiosity.

There are many compelling reasons to do so, and here is a list of my New Year's AI resolutions plan for the year ahead.

The rapid technological evolution of AI

Fait Accompli: No more waiting.

We are in one of those transformative periods Lenin described, where years of technological evolution are compressed into months. OpenAI’s “12 Days of Shipmas” release in December introduced tools like advanced voice, video, and writing capabilities in just weeks—what might have taken months before.

The future is here. If I were to wait for things to "settle down," I realised I would risk being left behind, as there would be no return to pre-AI working.

Think like Cousteau

"The best way to observe a fish is to become a fish." — Jacques Cousteau.

Jacques Cousteau invented the Aqua-Lung, transforming underwater exploration from a specialised pursuit to a recreational activity. Scuba divers could freely explore depths up to 130 feet for an hour at a time, twice what they could manage earlier in a helmeted suit with air hoses connected to the surface.

With AI, we have the same opportunity and freedom to explore new depths, seemingly without the constraints of Cousteau's Aqua-Lung.

How far and deep I will go depends on my curiosity and drive, guided by my childhood hero's Cousteau principles - careful observation, the right tools, and the courage to venture beyond familiar waters.

Learn the new 3 R's.

Easy reading is damn hard writing. Ray Bradbury.

In our rapidly evolving world, expertise has become less of a destination and more of a continuous journey. The traditional, aspirational markers of mastery—a PhD, an MCC certification( Master Certified Coach), or decades of experience—are milestones in our journey as lifelong learners.

The traditional skills of Reading, Writing, and Arithmetic have transformed into the new Three Rs: Reading, Writing, and Reasoning, each enhanced by AI. We develop these capabilities by learning how to tinker with AI; it is like walking on an escalator whose speed changes as the AI's capabilities become more powerful.

We didn’t have that choice earlier.

Reading Reimagined

Writing comes from reading, and reading is the finest teacher of how to write. Annie Proulx

When I read, I actively engage with the author. I ask AI basic questions to simplify complex ideas and increase my understanding, and AI, in turn, suggests a few more questions to nudge me to understand different perspectives. In the process, I uncover hidden connections and even challenge my initial assumptions. Although it takes longer to finish a book, it's much more enjoyable, like a great conversation. I’ve realised I don't always need to read the entire book to complete it; I use AI to focus on the critical parts while I skim or skip the rest.

Writing is Ideating.

Writing with AI is about generating ideas—lots of them—and not about perfecting the first draft. It is no longer a solitary activity but a collaborative one. AI helps me test new directions, try new structures, and buttress my argument without silencing my voice.

One of my favourite dialogues with AI starts with this question:” Here are my initial thoughts; what opposing viewpoints do I need to address?”

It’s like always having a trusted editor on call who is supportive yet not intimidating.

AI works best in terms of searching and fetching ideas. Like a dutiful drone, a well-designed prompt fills your basket with many ideas: some great, some not so much. What you do with that basket is up to you.

Your AI is a great wordsmith. On first reading, AI-generated prose is impressive, with different skeins based on your instructions—erudite, engaging, or professional. But as you reflect more deeply, you will find the prose empty, a word salad.

I have realised that AI provides a valuable scaffolding for my ideas, but I will always have to write and have the last word.

Reasoning Through Dialogue

When I think critically, AI helps me test my assumptions, explore ideas, and consider different outcomes. It broadens my thinking without replacing it, making my thoughts more explicit.

Practice Co-Intelligence

This year, I plan to revisit Ethan Mollick's advice in his brilliant book Co Intelligence to understand better and work with AI's jagged edge.

Practising co-intelligence for me means that for each AI interaction, I will start with clear intent:

1. State the specific goal- what do you want?

2. Request multiple perspectives

3. Challenge assumptions

4. Verify conclusions independently

I will be disciplined about this approach to ensure that AI enhances rather than diminishes my capabilities.

The Oak and Cypress Tree

New Year, New You

And the oak tree and the cypress grow not in each other's shadow. - Kahlil Gibran

In his New Year, New You article, Oliver Burkeman encourages us to focus on "radical doability"—embracing small, achievable changes instead of seeking perfection.

I’ll apply this mindset to AI. Rather than mastering it all at once, I’ll start small and take deliberate steps to integrate AI into my work.

My goal for this year is to build a sustainable partnership with tools like Claude and ChatGPT by verifying AI outputs, refining suggestions, and staying critical,

The water is warm, the reef is full of surprises, and I am ready to dive in with my AI partner.

Like Cousteau, I’ll dive deep, guided by the right tools, clear intent, and curiosity.

That will be deeply satisfying.

Mimetic Desire: The Pursuit of More- Part 1

How Mimetic Desire can influence our choices.

"The real voyage of discovery consists not in seeking new landscapes but in having new eyes." Marcel Proust.

The cricket ground at Deccan Gymkhana, Pune's venerable sports club, lay hidden under a blanket of fog, and the rain drummed steadily on the pitch covers. Inside the pavilion, I watched my friend Shekhar polish off his second plate of onion pakoras, his eyes distant and troubled.

I've been on the startup merry-go-round for too long," he sighed, waving a half-eaten pakora. I want to get off before the music stops.

Shekhar's journey began six years ago when his college senior, Atul, struck gold in Silicon Valley. Atul's startup had a wildly successful IPO, turning him into an overnight millionaire. Suddenly, Shekhar's world shifted. His LinkedIn feed exploded with likes and comments on Atul's posts. People who had ignored Shekhar's connection requests were now eager to share in   Atul's success and comment on every update.

I could do it too," Shekhar admitted. "Become a millionaire by 30, a founder by 35. It seemed so attainable.

But life had other plans. Now 34, Shekhar was on his third startup and nowhere near a millionaire. His first venture folded within a year. The second showed promise until budget cuts left him jobless as he was the most expensive resource. And now, his third startup had been "acquired" by a large AI company – a polite term for cherry-picking the founders, technology and critical talent, leaving Shekhar with little more than wooden tokens instead of the golden ticket he'd envisioned.

As we sat beneath the ancient banyan tree, listening to the rain and the chatter of club regulars, Shekhar admitted his longing for the relative stability of a large organisation, and I couldn't help but wonder: 

His story wasn't just about startups; it’s about a familiar pattern of how our decision-making can trap us in cycles of poor choices, despite our experience to the contrary, to keep going around in circles in the merry-go-round of ambition. 

caption...

The Invisible Puppet Strings of Desire

Humans do not themselves know what to desire; as a result, they imitate the desires of others. Rene Girard.

According to René Girard, a French philosopher, the answer lies in the idea of mimetic desire, which suggests that our desires are not entirely our own. Instead, we often borrow them from others, like a child suddenly coveting a toy, not because it's the best, but because every kid on the playground wants it.

This mimetic pull tugs at us, often unnoticed:

• That sudden urge to run a half marathon when your friend group plans to run the Mumbai Marathon.

• That urge to buy the dog during the pandemic, the pandemic puppy you "always wanted" right when all your Instagram friends posted pictures of their adorable pets.  

Consider my friend Vijay. At 64, he'd never hiked up a gentle slope, let alone a tall hill. Then he watched "Unchai," a film about older men trekking to Everest Base Camp. Weeks later, he was shopping for hiking shoes and trainer backpacks, spurred on by his new pals from an exotic Patagonia holiday who were also planning to go to Everest Base Camp. 

Shekhar saw Atul's success and the social validation that came with it. Suddenly, Shekhar's desires shifted. He didn't just want success; he wanted Atul's specific version of success. Mimetic desire at work.

We can never know what to want because, living only one life, we can neither compare it with our previous lives nor perfect it in our lives to come. —Milan Kundera

The Key Principles of Mimetic Desire:

Here are four fundamental principles to remember that can help us choose well.

1. The Imitative Nature of Desire: We often want things not because of their intrinsic value but because others desire them. This applies to career goals, status symbols, and even lifestyle choices.

2. The Desire Triangle: Our desires often come from observing and imitating those around us. Visualise this as a triangle: at the top is the person we admire (the mediator), one corner of the base is where we are now, and the other corner is the goal we want to achieve.

3. Close and Distant Mediation: Imitating the desires of those close to us (colleagues, friends) can lead to conflict. Imitating distant figures (celebrities, historical figures) is less likely to cause direct conflict.

4. The Illusion of Autonomy: We like to think our desires are our own, but Girard challenges us to question this assumption. Even our most personal ambitions might be influenced by others.

Pablo Picasso

Mimetic Desire: Self Reflection

We can critically examine our motivations when we become aware of how mimetic desire influences us. 

When I was younger, I wanted to be a management consultant because the smartest people around me were joining management consulting firms, and a close friend joined a consulting firm. It seemed glamorous with the travel, learning about new industries and intellectually challenging.

I spent a year studying hard to get into an MBA at a top school, but I left the course after six months (I was the only person to do so) when I later realised it wasn't what I truly wanted.

I eventually found my forte as a trainer, facilitator, and coach; looking back, that was a blessing in disguise. I could do something that I found fulfilling and enjoyed.

"When facing a significant decision - the kind that Jeff Bezos refers to as Type 1 or irreversible - take a moment to reflect on past decisions. Could you look back and see if there were times when your goals were influenced more by other people's desires than your own 

This reflection can help you re-evaluate your motivations through the lens of mimetic desire. Doing so allows you to correct your course as needed and ultimately make better decisions."

Practical Steps to Navigate Mimetic Desire

1. Conduct a Desire Audit: Regularly review your goals and aspirations. Ask yourself for each one: "Is this what I want, or am I imitating someone else?"

2. Recognise how social media, advertising, and peer groups influence your desires. Consider a "digital detox" by temporarily disconnecting from these influences.

3. Reflect on what truly matters to you. Write down your core values and use them to guide your goals and desires.

4. Seek Diverse Perspectives: Intentionally expose yourself to people with different backgrounds and aspirations. This can help you identify and challenge your mimetic tendencies.

5. Embrace the Long View: When making decisions, consider how you might feel about them in 5, 10, or 20 years. This can help separate mimetic desires from genuine personal aspirations.

A New Beginning

Shekhar and I stepped out of the Deccan Gymkhana club as the sun broke through the clouds. The cricket ground, earlier shrouded in fog, was shining and verdant.

I need to redefine success on my terms," Shekhar said, his voice filled with newfound clarity. "Maybe it's not about being a founder. It could be about building something meaningful and sustainable."

Shekhar’s dilemma is one we all face in our hyperconnected world.

The challenge is not to eliminate mimetic desire – an impossible task – but to recognise its influence and use that awareness to make choices that truly resonate with who we are.

Next time when, you scroll through your Instagram account and see a reel of your friend on a snow-capped summit in the Himalayas, arms raised in triumph against a crystal clear sky. Stop and think. Is the urge that swells up inside you to go to the Himalayas and climb a mountain mimetic? And is that really what you want?

Not all imitations are harmful; sometimes, the desires we adopt from others can lead to positive growth and experiences. Wisdom lies in recognising mimetic desire in our hyperconnected world. It acts as a filter, helping you sift through the noise of others' expectations to uncover your true aspirations.

This may take time and is not easy, but it will be worth it for you in the long run.

Treating Life as an Adventure

Choosing the road not taken

"Twenty years from now, you will be more disappointed by the things that you didn't do than by the things that you did do. So, throw off the bowlines. Sail away from the safe harbour. Catch the Tradewinds in your sail. Explore, dream, discover." - Mark Twain.

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"I have some good news to share," BK began, his voice tinged with pride and concern. "It's about my son, Vijay. A prestigious Ivy League university has accepted him for his MBA. I'm thrilled—it's an incredibly selective program."

As a coach, I smiled, acknowledging the significant achievement and the promising career advantages it could bring.

"That's fantastic news," I replied. "When does Vijay head off?"

BK paused, his reply laced with hesitation.

"I'm not sure yet. He is in a good place right now, working at a boutique consulting firm in Mumbai. He's doing well financially, enjoys his job, and he's close to home. Moving overseas for the MBA program would mean leaving this comfortable situation and facing uncertainties. We have the funds, so there is no educational loan. However, you know the world is so different today—more volatile and uncertain—than when I went to do my master's."

The Road Not Taken

BK's struggle in guiding his son's decision reflects a common dilemma we all face when we must make a pivotal decision at life's crossroads, which Robert Frost's timeless poem "The Road Not Taken" so eloquently captures.

Two roads diverged in a yellow wood,

And sorry I could not travel both

And be one traveller, long I stood

And looked down one as far as I could

To where it bent in the undergrowth;

Then took the other, as just as fair,

And having perhaps the better claim,

Because it was grassy and wanted wear;

Though as for that the passing there

Had worn them really about the same,

And both that morning equally lay

In leaves, no step had trodden black.

Oh, I kept the first for another day!

Yet knowing how way leads on to way,

I doubted if I should ever come back.

I shall be telling this with a sigh

Somewhere ages and ages hence:

Two roads diverged in a wood, and I—

I took the one less travelled by,

And that has made all the difference.

Like the narrator in the poem, Vijay confronts a choice between the familiar and the unknown. This decision, like many others we face in life, requires careful consideration of the potential risks and rewards.

Capturing in the abstract the cognitive processes underlying uncertainty ...

Navigating Life's Uncertainty: The Underrated Skills

Life is full of twists and turns, and our choices can often be confusing and uncertain. Whether trying to figure out our career path, explore personal growth, or navigate relationships, we face new and unfamiliar challenges. There's no guidebook to help us through these decisions.

It's not just the stakes; the fog of uncertainty that envelops them makes these decisions daunting. We must trust ourselves and take a leap of faith with the help of two guides when navigating the crossroads.

Critical thinking is our first guide —the ability to objectively analyse and evaluate information to form a well-reasoned judgment.

Think of critical thinking as your compass through the wilderness of decision-making. It's about posing the right questions, weighing your options, and sometimes, something as simple as making a list of pros and cons.

When I met with Vijay, he was ready with his analysis and shared his list of pros and cons.

While indispensable, critical thinking can only shed light on the area it focuses on.

This brings us to our second guide: Sensemaking. ( I have explored this concept in great detail in my previous article)

Professor Karl Weick introduced this concept in his seminal work, "Sensemaking in Organizations." Sensemaking is about finding the correct answers rather than ensuring we understand the questions. It involves creating meaning and understanding from experiences, cues, and information to guide action.

I posed two simple yet profound questions to Vijay.

What do you want to do?

What kind of an adventure do you want to embark on?

These questions lie at the heart of active sensemaking.

Sensemaking is the process of structuring the unknown and acting upon it.

Weick's ideas encourage us to look beyond the obvious, to find patterns in chaos, and to ask ourselves the first question of sensemaking:

"What's the story here?" or "What's going on here?"

To act in the unknown, we ask ourselves the second question:

"Now, what do I do next?"

Stories We Tell Ourselves

Stories are how we make sense of the world. They're the lens through which we view our past decisions and future possibilities. Alan Watts knew this well.

He often spoke about life as a dance, suggesting that the rhythm we move to is one of change and adaptation. When faced with uncertainty, Watts would say, join the dance.

Vijay began asking himself questions such as,

What kind of challenges excites me?

How do I envision my personal and professional growth in the next five years?

This line of inquiry guided him to reach out to Ivy League alums to gain firsthand accounts of their experiences and the impact of the MBA program on their careers. He also explored the long-term growth prospects and market trends in his current industry to assess the potential benefits of staying in his job.

Sensemaking emphasises the importance of constructing a plausible understanding of the situation based on the available evidence. By piecing together disparate pieces of information, recognising patterns, and drawing reasonable inferences,

Vijay could develop a coherent narrative about who he wanted to become to guide his actions, even in uncertainty.

Through this process, Vijay discovered that the MBA opportunity aligned more closely with his long-term goals of expanding his knowledge, building a global network, and positioning himself for leadership roles in the future.

This realisation brings us to another profound insight from Alan Watts.

A self-bending arrow against the clear sky symbolises the paradox of control.

Law of Reversed Effort

In his influential book "The Wisdom of Insecurity," Alan Watts introduces the concept of the "law of reversed effort" or the "backwards law."

This law suggests that the more we strive for certainty and control, the more elusive they become. Paradoxically, we open ourselves to a world of possibilities by accepting and embracing uncertainty.

Making Sense of It All

Vijay's decision to pursue an MBA wasn't just about adding a credential to his resume. It was about shaping his future self—a knowledgeable, connected, and prepared leader. His story reflects a broader truth: the unknown isn't a hurdle to overcome but a landscape to navigate.

Thor Heyerdahl on the Kon-Tiki as it set sail in 1947 (The Kon-Tiki Museum)

The Kon-Tiki Expedition

As a child, I was captivated by the story of the Norwegian explorer Thor Heyerdahl. In 1947, he embarked on one of the most daring maritime adventures of the 20th century—the Kon-Tiki expedition.

Aboard a hand-built balsa wood raft named "Kon-Tiki," Heyerdahl and his five-person crew set out to prove that ancient South American peoples could have crossed the Pacific Ocean and settled in the Polynesian islands.

Departing from Callao, Peru, they travelled over 4,300 miles across the Pacific, relying solely on ocean currents and winds for navigation, mirroring possible prehistoric sea routes. This voyage is an excellent example of sensemaking in action. Heyerdahl and his team had to continually make sense of their environment, using cues from the ocean currents, winds, and stars to navigate their journey.

They had to adapt to the unknown and make decisions based on the available information, much like Vijay did when deciding about his future.

After 101 days at sea, the Kon-Tiki crashed into the reef at Raroia in the Tuamotu Islands, successfully demonstrating the plausibility of Heyerdahl's theory and capturing the world's imagination with their epic journey of exploration and survival.

Embrace the Adventure We Never Planned For

There's a bit of Thor Heyerdahl in us, urging us to embrace life's uncertainties. Each question, decision, and surprise shapes our unique adventure.

To successfully navigate this unpredictability, we need critical thinking and sense-making skills. These skills equip us to embrace life's greatest adventure—the one we never planned for.

Vijay answered that call and treated his life as an adventure. By employing critical thinking and active sensemaking, he navigated the crossroads of decision-making with a sense of purpose, resilience, and excitement for the journey ahead.

Now, it's your turn. I'd like you to reflect on your life's crossroads and decisions. What kind of adventure do you want to embark on? Remember, the clarity of the path does not determine the quality of your journey but your ability to dance in the fog of uncertainty.

After all, as Helen Keller so wisely said, "Life is a daring adventure or nothing.'

Overcoming the Habit of Force

Five strategies for joyful and sustainable productivity

When I first met GK, a coachee of mine, he was the epitome of punctuality and efficiency. His precise timing punctuated our coaching session and subsequent encounters.

Even my boss calls me if he's running late for a meeting because he knows I'll be waiting outside his office.

He shared with a mix of pride and frustration. However, his rigorous commitment to time masked a deeper issue—a relentless compulsion to optimise every moment, often at the cost of his well-being.

This realisation came during a pivotal conversation.

"How does it truly affect you if you're occasionally late, or if not, everything on your to-do list gets checked off?" I asked. To drive home the point, I asked him, ‘ Why are you a slave to your time? '

The question hung in the air, challenging the foundation of GK's approach to managing himself, his relationships and his idea of what it meant to be effective.

It began a transformative journey for him, from a life ruled by the clock to one guided by patience and an acceptance that things would not always go as he wanted them to, and that’s okay.

Habit of Force

Habit of Force

Inspiration is for amateurs; the rest of us show up and get to work.

GK's initial predicament is a classic example of the Habit of Force—a mindset where individuals push themselves relentlessly under the guise of productivity. Oliver Burkeman argues that our obsession with 'making the most' of our time can paradoxically lead us to live less effectively, burning out while achieving less.

Susan Piver, who wrote an influential blog many years ago, Getting Stuff Done Without Being Mean to Yourself, points out that this adversarial stance towards ourselves is ultimately unsustainable. When we constantly push ourselves to be productive, we neglect our basic needs for rest, relaxation, and joy. We become so focused on the end goal that we must remember to enjoy the process of creation and growth.

The Habit of Force compels us to measure our worth by our output and see time as a resource perpetually running out. When our sense of worth is based on one’s efficiency and production, it often leads to burnout.

Shift to Slow Productivity

In contrast to the frantic pace of modern work culture, Cal Newport introduces a compelling alternative with his concept of Slow Productivity.

A philosophy for organising knowledge work efforts in a sustainable and meaningful manner, based on the following three principles:

1. Do fewer things.

2. Work at a natural pace.

3. Obsess over quality.

As a coach, I enjoyed working with Karan, a key accounts manager handling a $25 million multinational engineering account. Karan was lively and engaging, but his job was a whirlwind of global travel, complex client management, and constant internal engagement. Karan prided himself on his responsiveness and multitasking despite his hectic schedule. However, he often felt scattered and needed help to give his full attention to any task.

When I introduced Karan to Cal Newport's concept of Slow Productivity, he was initially resistant. Given his numerous responsibilities, the idea of doing fewer things seemed impossible. But as we discussed his current approach, Karan realised his busyness needed to translate into the desired results.

We developed an action plan for Karan to experiment with Slow Productivity. He started by prioritising high-value activities, blocking out focused work time, and setting boundaries around his work hours. Karan also dedicated time for rest and reflection, using his flights to think strategically about his clients and goals.

As Karan adopted these practices, he noticed significant improvements. His client interactions became more impactful, his colleagues saw him as a thoughtful leader, and he felt greater control and purpose in his work.

Coaching Karan through this process reinforced my belief that Slow Productivity principles can be practical even in demanding roles. By doing fewer tasks, working sustainably, and prioritising quality and reflection, we can achieve better results and find greater fulfilment in our work.

New Framework for Productivity

Building a New Framework for Productivity

Many of us, like GK and Karan, are sceptical about reducing the pace, fearing it might lead to complacency. However, embracing a slower approach means taking responsibility and prioritising them more wisely. It involves understanding the difference between being busy and productive and focusing on activities that offer the most significant personal and professional returns.

Five Practical Techniques for Sustainable Productivity

To transition away from the Habit of Force and embrace a more balanced approach to productivity, here are five strategies that can be integrated into any lifestyle:

1. Be kind and not mean to yourself

It's important to be kind to yourself and celebrate progress. Despite all your planning and best efforts, something will go wrong, and that’s okay.

2. Prioritise Joy:

Could you include activities that you enjoy in your daily routine? Doing what you like transforms tasks from obligations to enjoyable experiences.

3. Adopt Slow Productivity

You can plan your workday with specific time slots dedicated solely to deep work. This means you can focus on your most important tasks without interruptions, improving your work's quality and increasing your engagement and satisfaction.

4. Let Go of Perfectionism

When approaching tasks, view them as opportunities to learn and grow rather than as measures of your worth. Reducing the importance of each task can help alleviate the fear of failure and lead to a more productive approach to work. Remember, it's not about proving your worth; it's about taking the chance to learn and improve.

5. Regularly Reassess Your Values

Life is fluid, and our values and priorities evolve. I'd like you to regularly assess if your daily actions align with your core values. For example, if family time is a top priority, but you find yourself consistently working late, it's time to recalibrate. Adjust to ensure your time and energy are invested in what matters most

We need to learn to permit ourselves to embrace the joy of productivity.

Let's hold our habits lightly, prioritise what truly matters, and trust that our efforts, imperfect as they may be, are enough. Let's be disciplined about remaining close to what brings us joy and avoid being too inflexible. In the end, that's the true art of accomplishment without burnout.