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	<title>Blog &#124; Executive Coaching &#124; CO2 Partners</title>
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	<link>http://www.co2partners.com/blog</link>
	<description>Executive Coaching &#38; Business Consultancy Info</description>
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		<title>Eternal Leadership</title>
		<link>http://www.co2partners.com/blog/2012/01/eternal-leadership/</link>
		<comments>http://www.co2partners.com/blog/2012/01/eternal-leadership/#comments</comments>
		<pubDate>Sun, 29 Jan 2012 14:48:35 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Decision Making]]></category>
		<category><![CDATA[Leadership Qualities]]></category>
		<category><![CDATA[Meaning of Life]]></category>
		<category><![CDATA[Organizational Culture]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2501</guid>
		<description><![CDATA[Leaders in all spheres&#8211;education, business, politics, sports&#8211;feel compelled to address short-term concerns, now more than ever. The pressure to show results quickly is so very strong. If positive results don&#8217;t come soon enough, leaders are sent packing and roundly criticized. And yet we also want leaders to be mindful of long-term stewardship and to act [...]]]></description>
			<content:encoded><![CDATA[<p>Leaders in all spheres&#8211;education, business, politics, sports&#8211;feel compelled to address short-term concerns, now more than ever. The pressure to show results quickly is so very strong. If positive results don&#8217;t come soon enough, leaders are sent packing and roundly criticized. And yet we also want leaders to be mindful of long-term stewardship and to act ethically. It&#8217;s no wonder leaders are torn about which problems to address, when, and how. It&#8217;s also no surprise that some leaders choose inaction because they&#8217;re conflicted about priorities.</p>
<p>Bhagavad Gati&#8211;the epic Indian tale that inspired Einstein, Emerson, Gandhi, Jung, and others&#8211;helps point leaders in the right direction. In that tale, Arjuna is conflicted about whether to take up arms against his cousins, who cheated him and his brothers out of control of the kingdom. Arjuna is tempted to abandon the fight, but his chariot driver, Lord Krishna, tells him that he must do the right thing, no matter how uncomfortable or unpleasant it might be. After much soul searching, Arjuna follows Krishna&#8217;s advice. He acts based upon what is right, not what the outcome might be.</p>
<p>On action alone be thy interest,</p>
<p>Never on its fruits.</p>
<p>Let not the fruits of action be thy motive,</p>
<p>Nor be thy attachment to inaction.</p>
<p>&#8211; <a title="Famous Quotes of Bhagavad Gita" href="http://www.bhagavad-gita.us/" target="_blank">Bhagavad Gita</a></p>
<p>Don&#8217;t let the ephemeral get in the way of the eternal. <a title="Great Leadership" href="http://justaskleadership" target="_self">Leadership</a> requires clarity of purpose, long-term vision, and committed action. How do you ward off the pressure of short-term concerns? How do you do what&#8217;s right and encourage coworkers to do likewise?</p>
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		<title>Amygdala Hijacking</title>
		<link>http://www.co2partners.com/blog/2012/01/amygdala-hijacking/</link>
		<comments>http://www.co2partners.com/blog/2012/01/amygdala-hijacking/#comments</comments>
		<pubDate>Sun, 29 Jan 2012 14:47:20 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2554</guid>
		<description><![CDATA[Amygdala hijacking occurs when a stimulus causes an unusual and excessive emotional reaction. The term was coined by Daniel Goleman, who wrote Emotional Intelligence: Why It Can Matter More Than IQ. Neurologically speaking, rather than routing a stimulus through your neocortex (the &#8220;thinking brain&#8221;), this message goes directly from your thalamus to your amydala (the [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://en.wikipedia.org/wiki/Amygdala_hijack" target="_blank">Amygdala hijacking </a>occurs when a stimulus causes an unusual and excessive emotional reaction. The term was coined by Daniel Goleman, who wrote <a href="http://www.amazon.com/Emotional-Intelligence-10th-Anniversary-Matter/dp/055380491X/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1327842659&amp;sr=1-1" target="_blank">Emotional Intelligence: Why It Can Matter More Than IQ</a>. Neurologically speaking, rather than routing a stimulus through your neocortex (the &#8220;thinking brain&#8221;), this message goes directly from your thalamus to your amydala (the &#8220;emotional brain&#8221;). You are driven toward fight or flight&#8211;which accounts for the excessive reaction&#8211;rather than using your full capacity of emotional and rational intelligence.</p>
<p>In fight, flight or freeze mode, you are not your usual thoughtful self, and you&#8217;re also not in a position to lead effectively. Your coworkers will be disappointed with your irrationality, decision-making, as well as your aggressive and defensive behaviors&#8211;and who can blame them?</p>
<p>Keep your head. All of it. At all times (or as much as possible). Learn what triggers your fight-or-flight reactions, so that you&#8217;re prepared for these stimulae and don&#8217;t react excessively. Increase your emotional intelligence (EQ), so that you can prevent amydala hijacking.</p>
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		<title>Turning Down Your Contrast</title>
		<link>http://www.co2partners.com/blog/2012/01/turning-down-your-contrast/</link>
		<comments>http://www.co2partners.com/blog/2012/01/turning-down-your-contrast/#comments</comments>
		<pubDate>Sun, 29 Jan 2012 14:43:55 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Blind Spots]]></category>
		<category><![CDATA[Executive coaching tip]]></category>
		<category><![CDATA[Systems Thinking]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2556</guid>
		<description><![CDATA[The more you lead, the more you may be accustomed to hearing and believing your own voice. And the more you may tune out other voices. Successful leaders, in particular, have the propensity to believe in themselves and their opinions to a great and perhaps dangerous degree. They turn the contrast dial up and up&#8211;toward [...]]]></description>
			<content:encoded><![CDATA[<p>The more you lead, the more you may be accustomed to hearing and believing your own voice. And the more you may tune out other voices. Successful leaders, in particular, have the propensity to believe in themselves and their opinions to a great and perhaps dangerous degree. They turn the contrast dial up and up&#8211;toward their opinions and away from others&#8217;.</p>
<p>It&#8217;s helpful to remember the big picture. As a leader, you feel the importance of your role when you&#8217;re alone in your office. But you&#8217;re not alone. You likely live in a state with millions of people, a country of hundreds of millions, a world of 7 billion, and a universe of untold lifeforms and matter.</p>
<p>You may be more right and successful than most, but chances are you&#8217;re not the most right or intelligent. Even if you were, you could likely benefit from the input of others.</p>
<p>Don&#8217;t let your success or leadership stop you from learning from others. How might you lower the contrast, hear others, and see the big picture differently?</p>
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		<title>The Ben Franklin Effect</title>
		<link>http://www.co2partners.com/blog/2012/01/the-ben-franklin-effect/</link>
		<comments>http://www.co2partners.com/blog/2012/01/the-ben-franklin-effect/#comments</comments>
		<pubDate>Mon, 23 Jan 2012 18:29:37 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Business Leadership]]></category>
		<category><![CDATA[Exceptional Leadership]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Executive coaching tip]]></category>
		<category><![CDATA[Making Change Happen]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2543</guid>
		<description><![CDATA[Most leaders believe it is better to give than it is to receive, but they may not pay attention to giving and receiving patterns, as well as psychological motivations behind these patterns. Ben Franklin said, &#8220;He that has once done you a kindness will be more ready to do you another than he whom you [...]]]></description>
			<content:encoded><![CDATA[<p>Most <a title="Engaging Leaders" href="http://justaskleadership.com" target="_self">leaders</a> believe it is better to give than it is to receive, but they may not pay attention to giving and receiving patterns, as well as psychological motivations behind these patterns.</p>
<p><a href="http://en.wikipedia.org/wiki/Ben_Franklin_effect" target="_blank">Ben Franklin said, &#8220;He that has once done you a kindness will be more ready to do you another than he whom you yourself have obliged.&#8221;</a> In other words, acts of kindness don’t always generate a reciprocal feeling or action. Recipients may feel grateful, but they may not feel inspired to repay the kindness. In fact, they are more inclined to be kind to someone else (a sort of unintentional or, perhaps, intentional “pay it forward” program), since it feels better to be a benefactor than it does to be a repay-er.</p>
<p><a href="http://changingminds.org/explanations/theories/ben_franklin_effect.htm" target="_blank">The Ben Franklin Effect</a> is the psychological tendency to like recipients of our favors more than others and, in particular, those who’ve done us a favor. As a result, we tend to provide more favors to the recipients of our past favors. Interestingly, we also tend to repeat meanness. If we’ve victimized someone, we’re more inclined to victimize that person again—further proving our rightness or dislike of them.</p>
<p>As a leader, don’t take giving and receiving for granted.  Here are a few tips to help you maintain objectivity:</p>
<ol>
<li>When you give to others, don’t expect the favor to be returned. The recipient of the favor is more inclined to give to another (someone they’ve helped in the past) than to repay you.</li>
<li>When you give to others, understand that you’re enjoying the feeling of being a benefactor and that this feeling might prompt you to give more to the recipient in the future.</li>
<li>When you’ve acted meanly toward another, you’re more inclined to do so in the future. Don’t try to “prove” your previous action with further deprivation or injury. Act generously toward those you&#8217;ve treated badly. Start a new, better pattern.</li>
<li>When others have given to you, they are more inclined to do so in the future. If you need a favor, ask those who’ve done you a kindness in the past.</li>
</ol>
<p>We not only want to make the <a href="http://www.co2partners.com/" target="_blank">right decisions</a>, we want to feel good. To feel good, we often repeat our patterns&#8211;good and bad.</p>
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		<title>The Conscience of Huckleberry Finn</title>
		<link>http://www.co2partners.com/blog/2012/01/the-conscience-of-huckleberry-finn/</link>
		<comments>http://www.co2partners.com/blog/2012/01/the-conscience-of-huckleberry-finn/#comments</comments>
		<pubDate>Sun, 22 Jan 2012 04:23:05 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Exceptional Leadership]]></category>
		<category><![CDATA[Decision Making]]></category>
		<category><![CDATA[Heroic Journey]]></category>
		<category><![CDATA[influence]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2524</guid>
		<description><![CDATA[By Jonathan Bennett In this paper I shall present not just the conscience of Huckleberry Finn but two others as well. One of them is the conscience of Heinrich Himmler. He became a Nazi in 1923; he served drably and quietly, but well, and was rewarded with increasing responsibility and power. At the peak of his career he held [...]]]></description>
			<content:encoded><![CDATA[<p>By Jonathan Bennett</p>
<p>In this paper I shall present not just the conscience of Huckleberry Finn but two others as well. One of them is the conscience of Heinrich Himmler. He became a Nazi in 1923; he served drably and quietly, but well, and was rewarded with increasing responsibility and power. At the peak of his career he held many offices and commands, of which the most powerful was that of leader of the S.S. &#8211; the principal police force of the Nazi regime. In this capacity, Himmler commanded thewhole concentration-camp system, and was responsible for the execution of the so-called ‘final solution of the Jewish problem’. It is important for my purposes that this piece of social engineering should be thought of not abstractly but in concrete terms of Jewish families being marched to what they think are bath-houses, to the accompaniment of loud-speaker renditions of extracts from The Merry Widow and Tales of Hoffman, there to be choked to death by poisonous gases. Altogether, Himmler succeeded in murdering about four and a half million of them, as well as several million gentiles, mainly Poles and Russians.</p>
<p>The other conscience to be discussed is that of the Calvinist theologian and philosopher Jonathan Edwards. He lived in the first half of the eighteenth century, and has a good claim to be considered America’s first serious and considerable philosophical thinker. He was for many years a widely-renowned preacher and Congregationalist minister in New England; in 1748 a dispute with his congregation led him to resign (he couldn&#8217;t accept their view that unbelievers should be admitted to the Lord’s Supper in the hope that it would convert them); for some years after that he worked as a missionary, preaching to Indians through an interpreter;, then in 1758 he accepted the presidency of what is now Princeton University, and within two months died from a smallpox inoculation. Along the way he wrote some first-rate philosophy: his book attacking the notion of free will is still sometimes read. Why I should be interested in Edwards’ conscience will be explained in due course. I shall use Heinrich Himmler, Jonathan Edwards and Huckleberry Finn to illustrate different aspects of a single theme, namely the relationship between sympathy on the one hand and bad morality on the other.</p>
<p>All that I can mean by a ‘bad morality’ is a morality whose principles I deeply disapprove of. When I call a morality bad, I cannot prove that mine is better; but when I here call any morality bad, I think you will agree with me that it is bad; and that is an I need. There could be dispute as to whether the springs of someone’s actions constitute a morality. I think, though, that we must admit that someone who acts in ways which conflict grossly with our morality may nevertheless have a morality of his own &#8211; a set of principles of action which he sincerely assents to, so that for him the problem of acting well or rightly or in obedience to conscience is the problem of conforming to those principles. The problem of conscientiousness can arise as acutely for a bad morality as for any other: rotten principles may be as difficult to keep as decent ones.As for ‘sympathy’: I use this term to cover every sort of fellow-feeling, as when one feels pity over someone’s loneliness, or horrified compassion over his pain, or when one feels a shrinking reluctance to act in a way which will bring misfortune to someone else. These feelings must not be confused with moral judgments. My sympathy for someone in distress may lead me to help him, or even to think that I ought to help him; but in itself it is not a judgment about what I ought to do but just a feeling for him in his plight. We shall get some light on the difference between feelings and moral judgments when we consider Huckleberry Finn.</p>
<p>Obviously, feelings can impel one to action, and so can moral judgments; and in a particular case sympathy and morality may punish in opposite directions. This can happen not just with bad moralities, but also with good ones like yours and mine. For example, a small child,sick and miserable, clings tightly to his mother and screams in terror when she tries to pass him over to the doctor to be examined. If the mother gave way to her sympathy, that is to her feeling for the child’s misery and fright, she would hold it close and not let the doctor come near; butdon’t we agree that it might be wrong for her to act on such a feeling? Quite generally, then,anyone’s moral principles may apply to a particular situation in a way which runs contrary to the particular thrusts of fellow-feeling that he has in that situation. My immediate concern is with sympathy in relation to bad morality, but not because such conflicts occur only when the morality is bad.</p>
<p>Now, suppose that someone who accepts a bad morality is struggling to make himself act in accordance with it in a particular situation where his sympathies pull him another way. He sees the struggle as one between doing the right, conscientious thing, and acting wrongly and weakly,like the mother who won’t let the doctor come near her sick, frightened baby. Since we don&#8217;t accept this person’s morality, we may see the situation very differently, thoroughly disapproving of the action he regards as the right one, and endorsing the action which from his point of view constitutes weakness and backsliding. Conflicts between sympathy and bad morality won’t always be like this, for we won’t disagree with every single dictate of a bad morality. Still, it can happen in the way I have described, with the agent’s right action being our wrong one, and vice versa. That is just what happens in a certain episode in chapter 16 of The Adventures of Huckleberry Finn, an episode which brilliantly illustrates how fiction can be instructive about real life. Huck Finn has been helping his slave friend Jim to run away from Miss Watson, who is Jim’s owner. In their raft-journey down the Mississippi River, they are near to the place at which Jim will become legally free. Now let Huck take over the story:  <a title="The Conscience of Huckleberry Finn" href="http://www.earlymoderntexts.com/jfb/huckfinn.pdf" target="_blank">Compelling finish to this essay</a></p>
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		<title>How Much Land Does A Man Need?</title>
		<link>http://www.co2partners.com/blog/2012/01/how-much-land-does-a-man-need/</link>
		<comments>http://www.co2partners.com/blog/2012/01/how-much-land-does-a-man-need/#comments</comments>
		<pubDate>Sun, 22 Jan 2012 03:28:51 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2521</guid>
		<description><![CDATA[by Leo Tolstoy I An elder sister came to visit her younger sister in the country. The elder was married to a tradesman in town, the younger to a peasant in the village. As the sisters sat over their tea talking, the elder began to boast of the advantages of town life: saying how comfortably [...]]]></description>
			<content:encoded><![CDATA[<p>by Leo Tolstoy</p>
<p>I</p>
<p>An elder sister came to visit her younger sister in the country.<br />
The elder was married to a tradesman in town, the younger to a<br />
peasant in the village. As the sisters sat over their tea talking,<br />
the elder began to boast of the advantages of town life: saying how<br />
comfortably they lived there, how well they dressed, what fine<br />
clothes her children wore, what good things they ate and drank, and<br />
how she went to the theatre, promenades, and entertainments.</p>
<p>The younger sister was piqued, and in turn disparaged the life of a<br />
tradesman, and stood up for that of a peasant.</p>
<p>&#8220;I would not change my way of life for yours,&#8221; said she. &#8220;We may<br />
live roughly, but at least we are free from anxiety. You live in<br />
better style than we do, but though you often earn more than you<br />
need, you are very likely to lose all you have. You know the proverb,<br />
&#8216;Loss and gain are brothers twain.&#8217; It often happens that people who<br />
are wealthy one day are begging their bread the next. Our way is<br />
safer. Though a peasant&#8217;s life is not a fat one, it is a long one.<br />
We shall never grow rich, but we shall always have enough to eat.&#8221;</p>
<p>The elder sister said sneeringly:</p>
<p>&#8220;Enough? Yes, if you like to share with the pigs and the calves!<br />
What do you know of elegance or manners! However much your good man<br />
may slave, you will die as you are living-on a dung heap-and your<br />
children the same.&#8221;</p>
<p>&#8220;Well, what of that?&#8221; replied the younger. &#8220;Of course our work is<br />
rough and coarse. But, on the other hand, it is sure; and we need<br />
not bow to any one. But you, in your towns, are surrounded by<br />
temptations; today all may be right, but tomorrow the Evil One may<br />
tempt your husband with cards, wine, or women, and all will go to<br />
ruin. Don&#8217;t such things happen often enough?&#8221;</p>
<p>Pahom, the master of the house, was lying on the top of the oven,<br />
and he listened to the women&#8217;s chatter.</p>
<p>&#8220;It is perfectly true,&#8221; thought he. &#8220;Busy as we are from childhood<br />
tilling Mother Earth, we peasants have no time to let any nonsense<br />
settle in our heads. Our only trouble is that we haven&#8217;t land<br />
enough. If I had plenty of land, I shouldn&#8217;t fear the Devil himself!&#8221;</p>
<p>The women finished their tea, chatted a while about dress, and then<br />
cleared away the tea-things and lay down to sleep.</p>
<p>But the Devil had been sitting behind the oven, and had heard all<br />
that was said. He was pleased that the peasant&#8217;s wife had led her<br />
husband into boasting, and that he had said that if he had plenty of<br />
land he would not fear the Devil himself.</p>
<p>&#8220;All right,&#8221; thought the Devil. &#8220;We will have a tussle. I&#8217;ll give you<br />
land enough; and by means of that land I will get you into my power.&#8221;<br />
II</p>
<p>Close to the village there lived a lady, a small landowner, who had<br />
an estate of about three hundred acres. She had always lived on<br />
good terms with the peasants, until she engaged as her steward an<br />
old soldier, who took to burdening the people with fines. However<br />
careful Pahom tried to be, it happened again and again that now a<br />
horse of his got among the lady&#8217;s oats, now a cow strayed into her<br />
garden, now his calves found their way into her meadows-and he<br />
always had to pay a fine.</p>
<p>Pahom paid, but grumbled, and, going home in a temper, was rough<br />
with his family. All through that summer Pahom had much trouble<br />
because of this steward; and he was even glad when winter came and<br />
the cattle had to be stabled. Though he grudged the fodder when<br />
they could no longer graze on the pasture-land, at least he was free<br />
from anxiety about them.</p>
<p>In the winter the news got about that the lady was going to sell her<br />
land, and that the keeper of the inn on the high road was bargaining<br />
for it. When the peasants heard this they were very much alarmed.</p>
<p>&#8220;Well,&#8221; thought they, &#8220;if the innkeeper gets the land he will worry us<br />
with fines worse than the lady&#8217;s steward. We all depend on that estate.&#8221;</p>
<p>So the peasants went on behalf of their Commune, and asked the lady<br />
not to sell the land to the innkeeper; offering her a better price<br />
for it themselves. The lady agreed to let them have it. Then the<br />
peasants tried to arrange for the Commune to buy the whole estate,<br />
so that it might be held by all in common. They met twice to<br />
discuss it, but could not settle the matter; the Evil One sowed<br />
discord among them, and they could not agree. So they decided to<br />
buy the land individually, each according to his means; and the lady<br />
agreed to this plan as she had to the other.</p>
<p>Presently Pahom heard that a neighbor of his was buying fifty acres,<br />
and that the lady had consented to accept one half in cash and to<br />
wait a year for the other half. Pahom felt envious.</p>
<p>&#8220;Look at that,&#8221; thought he, &#8220;the land is all being sold, and I shall<br />
get none of it.&#8221; So he spoke to his wife.</p>
<p>&#8220;Other people are buying,&#8221; said he, &#8220;and we must also buy twenty<br />
acres or so. Life is becoming impossible. That steward is simply<br />
crushing us with his fines.&#8221;</p>
<p>So they put their heads together and considered how they could<br />
manage to buy it. They had one hundred roubles laid by. They sold<br />
a colt, and one half of their bees; hired out one of their sons as a<br />
laborer, and took his wages in advance; borrowed the rest from a<br />
brother-in-law, and so scraped together half the purchase money.</p>
<p>Having done this, Pahom chose out a farm of forty acres, some of it<br />
wooded, and went to the lady to bargain for it. They came to an<br />
agreement, and he shook hands with her upon it, and paid her a<br />
deposit in advance. Then they went to town and signed the deeds; he<br />
paying half the price down, and undertaking to pay the remainder<br />
within two years.</p>
<p>So now Pahom had land of his own. He borrowed seed, and sowed it on<br />
the land he had bought. The harvest was a good one, and within a<br />
year he had managed to pay off his debts both to the lady and to his<br />
brother-in-law. So he became a landowner, ploughing and sowing his<br />
own land, making hay on his own land, cutting his own trees, and<br />
feeding his cattle on his own pasture. When he went out to plough<br />
his fields, or to look at his growing corn, or at his grass meadows,<br />
his heart would fill with joy. The grass that grew and the flowers<br />
that bloomed there, seemed to him unlike any that grew elsewhere.<br />
Formerly, when he had passed by that land, it had appeared the same<br />
as any other land, but now it seemed quite different.<br />
III</p>
<p>So Pahom was well contented, and everything would have been right if<br />
the neighboring peasants would only not have trespassed on his corn-<br />
fields and meadows. He appealed to them most civilly, but they<br />
still went on: now the Communal herdsmen would let the village cows<br />
stray into his meadows; then horses from the night pasture would get<br />
among his corn. Pahom turned them out again and again, and forgave<br />
their owners, and for a long time he forbore from prosecuting any<br />
one. But at last he lost patience and complained to the District<br />
Court. He knew it was the peasants&#8217; want of land, and no evil<br />
intent on their part, that caused the trouble; but he thought:</p>
<p>&#8220;I cannot go on overlooking it, or they will destroy all I have.<br />
They must be taught a lesson.&#8221;</p>
<p>So he had them up, gave them one lesson, and then another, and two<br />
or three of the peasants were fined. After a time Pahom&#8217;s<br />
neighbours began to bear him a grudge for this, and would now and<br />
then let their cattle on his land on purpose. One peasant even got<br />
into Pahom&#8217;s wood at night and cut down five young lime trees for<br />
their bark. Pahom passing through the wood one day noticed<br />
something white. He came nearer, and saw the stripped trunks lying<br />
on the ground, and close by stood the stumps, where the tree had<br />
been. Pahom was furious.</p>
<p>&#8220;If he had only cut one here and there it would have been bad enough,&#8221;<br />
thought Pahom, &#8220;but the rascal has actually cut down a whole clump.<br />
If I could only find out who did this, I would pay him out.&#8221;</p>
<p>He racked his brains as to who it could be. Finally he decided: &#8220;It<br />
must be Simon-no one else could have done it.&#8221; Se he went to<br />
Simon&#8217;s homestead to have a look around, but he found nothing, and<br />
only had an angry scene. However&#8217; he now felt more certain than<br />
ever that Simon had done it, and he lodged a complaint. Simon was<br />
summoned. The case was tried, and re-tried, and at the end of it<br />
all Simon was acquitted, there being no evidence against him. Pahom<br />
felt still more aggrieved, and let his anger loose upon the Elder<br />
and the Judges.</p>
<p>&#8220;You let thieves grease your palms,&#8221; said he. &#8220;If you were honest<br />
folk yourselves, you would not let a thief go free.&#8221;</p>
<p>So Pahom quarrelled with the Judges and with his neighbors. Threats<br />
to burn his building began to be uttered. So though Pahom had more<br />
land, his place in the Commune was much worse than before.</p>
<p>About this time a rumor got about that many people were moving to<br />
new parts.</p>
<p>&#8220;There&#8217;s no need for me to leave my land,&#8221; thought Pahom. &#8220;But some<br />
of the others might leave our village, and then there would be more<br />
room for us. I would take over their land myself, and make my<br />
estate a bit bigger. I could then live more at ease. As it is, I<br />
am still too cramped to be comfortable.&#8221;</p>
<p>One day Pahom was sitting at home, when a peasant passing through<br />
the village, happened to call in. He was allowed to stay the night,<br />
and supper was given him. Pahom had a talk with this peasant and<br />
asked him where he came from. The stranger answered that he came<br />
from beyond the Volga, where he had been working. One word led to<br />
another, and the man went on to say that many people were settling<br />
in those parts. He told how some people from his village had<br />
settled there. They had joined the Commune, and had had twenty-five<br />
acres per man granted them. The land was so good, he said, that the<br />
rye sown on it grew as high as a horse, and so thick that five cuts<br />
of a sickle made a sheaf. One peasant, he said, had brought nothing<br />
with him but his bare hands, and now he had six horses and two cows<br />
of his own.</p>
<p>Pahom&#8217;s heart kindled with desire. He thought:</p>
<p>&#8220;Why should I suffer in this narrow hole, if one can live so well<br />
elsewhere? I will sell my land and my homestead here, and with the<br />
money I will start afresh over there and get everything new. In<br />
this crowded place one is always having trouble. But I must first<br />
go and find out all about it myself.&#8221;</p>
<p>Towards summer he got ready and started. He went down the Volga on<br />
a steamer to Samara, then walked another three hundred miles on<br />
foot, and at last reached the place. It was just as the stranger<br />
had said. The peasants had plenty of land: every man had twenty-<br />
five acres of Communal land given him for his use, and any one who<br />
had money could buy, besides, at fifty-cents an acre as much good<br />
freehold land as he wanted.</p>
<p>Having found out all he wished to know, Pahom returned home as<br />
autumn came on, and began selling off his belongings. He sold his<br />
land at a profit, sold his homestead and all his cattle, and<br />
withdrew from membership of the Commune. He only waited till the<br />
spring, and then started with his family for the new settlement.<br />
IV</p>
<p>As soon as Pahom and his family arrived at their new abode, he<br />
applied for admission into the Commune of a large village. He stood<br />
treat to the Elders, and obtained the necessary documents. Five<br />
shares of Communal land were given him for his own and his sons&#8217;<br />
use: that is to say&#8211;125 acres (not altogether, but in different<br />
fields) besides the use of the Communal pasture. Pahom put up the<br />
buildings he needed, and bought cattle. Of the Communal land alone<br />
he had three times as much as at his former home, and the land was<br />
good corn-land. He was ten times better off than he had been. He<br />
had plenty of arable land and pasturage, and could keep as many head<br />
of cattle as he liked.</p>
<p>At first, in the bustle of building and settling down, Pahom was<br />
pleased with it all, but when he got used to it he began to think<br />
that even here he had not enough land. The first year, he sowed<br />
wheat on his share of the Communal land, and had a good crop. He<br />
wanted to go on sowing wheat, but had not enough Communal land for<br />
the purpose, and what he had already used was not available; for in<br />
those parts wheat is only sown on virgin soil or on fallow land. It<br />
is sown for one or two years, and then the land lies fallow till it<br />
is again overgrown with prairie grass. There were many who wanted<br />
such land, and there was not enough for all; so that people<br />
quarrelled about it. Those who were better off, wanted it for<br />
growing wheat, and those who were poor, wanted it to let to dealers,<br />
so that they might raise money to pay their taxes. Pahom wanted to<br />
sow more wheat; so he rented land from a dealer for a year. He<br />
sowed much wheat and had a fine crop, but the land was too far from<br />
the village&#8211;the wheat had to be carted more than ten miles. After<br />
a time Pahom noticed that some peasant-dealers were living on<br />
separate farms, and were growing wealthy; and he thought:</p>
<p>&#8220;If I were to buy some freehold land, and have a homestead on it, it<br />
would be a different thing, altogether. Then it would all be nice<br />
and compact.&#8221;</p>
<p>The question of buying freehold land recurred to him again and again.</p>
<p>He went on in the same way for three years; renting land and sowing<br />
wheat. The seasons turned out well and the crops were good, so that<br />
he began to lay money by. He might have gone on living contentedly,<br />
but he grew tired of having to rent other people&#8217;s land every year,<br />
and having to scramble for it. Wherever there was good land to be<br />
had, the peasants would rush for it and it was taken up at once, so<br />
that unless you were sharp about it you got none. It happened in<br />
the third year that he and a dealer together rented a piece of<br />
pasture land from some peasants; and they had already ploughed it<br />
up, when there was some dispute, and the peasants went to law about<br />
it, and things fell out so that the labor was all lost.<br />
&#8220;If it were my own land,&#8221; thought Pahom, &#8220;I should be independent,<br />
and there would not be all this unpleasantness.&#8221;</p>
<p>So Pahom began looking out for land which he could buy; and he came<br />
across a peasant who had bought thirteen hundred acres, but having<br />
got into difficulties was willing to sell again cheap. Pahom<br />
bargained and haggled with him, and at last they settled the price<br />
at 1,500 roubles, part in cash and part to be paid later. They had<br />
all but clinched the matter, when a passing dealer happened to stop<br />
at Pahom&#8217;s one day to get a feed for his horse. He drank tea with<br />
Pahom, and they had a talk. The dealer said that he was just<br />
returning from the land of the Bashkirs, far away, where he had<br />
bought thirteen thousand acres of land all for 1,000 roubles. Pahom<br />
questioned him further, and the tradesman said:</p>
<p>&#8220;All one need do is to make friends with the chiefs. I gave away<br />
about one hundred roubles&#8217; worth of dressing-gowns and carpets,<br />
besides a case of tea, and I gave wine to those who would drink it;<br />
and I got the land for less than two cents an acre. And he showed<br />
Pahom the title-deeds, saying:</p>
<p>&#8220;The land lies near a river, and the whole prairie is virgin soil.&#8221;</p>
<p>Pahom plied him with questions, and the tradesman said:</p>
<p>&#8220;There is more land there than you could cover if you walked a year,<br />
and it all belongs to the Bashkirs. They are as simple as sheep,<br />
and land can be got almost for nothing.&#8221;</p>
<p>&#8220;There now,&#8221; thought Pahom, &#8220;with my one thousand roubles, why<br />
should I get only thirteen hundred acres, and saddle myself with a<br />
debt besides. If I take it out there, I can get more than ten times<br />
as much for the money.&#8221;<br />
V</p>
<p>Pahom inquired how to get to the place, and as soon as the tradesman<br />
had left him, he prepared to go there himself. He left his wife to<br />
look after the homestead, and started on his journey taking his man<br />
with him. They stopped at a town on their way, and bought a case of<br />
tea, some wine, and other presents, as the tradesman had advised.<br />
On and on they went until they had gone more than three hundred<br />
miles, and on the seventh day they came to a place where the<br />
Bashkirs had pitched their tents. It was all just as the tradesman<br />
had said. The people lived on the steppes, by a river, in felt-<br />
covered tents. They neither tilled the ground, nor ate bread.<br />
Their cattle and horses grazed in herds on the steppe. The colts<br />
were tethered behind the tents, and the mares were driven to them<br />
twice a day. The mares were milked, and from the milk kumiss was<br />
made. It was the women who prepared kumiss, and they also made<br />
cheese. As far as the men were concerned, drinking kumiss and tea,<br />
eating mutton, and playing on their pipes, was all they cared about.<br />
They were all stout and merry, and all the summer long they never<br />
thought of doing any work. They were quite ignorant, and knew no<br />
Russian, but were good-natured enough.</p>
<p>As soon as they saw Pahom, they came out of their tents and gathered<br />
round their visitor. An interpreter was found, and Pahom told them<br />
he had come about some land. The Bashkirs seemed very glad; they<br />
took Pahom and led him into one of the best tents, where they made<br />
him sit on some down cushions placed on a carpet, while they sat<br />
round him. They gave him tea and kumiss, and had a sheep killed,<br />
and gave him mutton to eat. Pahom took presents out of his cart and<br />
distributed them among the Bashkirs, and divided amongst them the<br />
tea. The Bashkirs were delighted. They talked a great deal among<br />
themselves, and then told the interpreter to translate.</p>
<p>&#8220;They wish to tell you,&#8221; said the interpreter, &#8220;that they like you,<br />
and that it is our custom to do all we can to please a guest and to<br />
repay him for his gifts. You have given us presents, now tell us<br />
which of the things we possess please you best, that we may present<br />
them to you.&#8221;</p>
<p>&#8220;What pleases me best here,&#8221; answered Pahom, &#8220;is your land. Our<br />
land is crowded, and the soil is exhausted; but you have plenty of<br />
land and it is good land. I never saw the like of it.&#8221;</p>
<p>The interpreter translated. The Bashkirs talked among themselves<br />
for a while. Pahom could not understand what they were saying, but<br />
saw that they were much amused, and that they shouted and laughed.<br />
Then they were silent and looked at Pahom while the interpreter said:</p>
<p>&#8220;They wish me to tell you that in return for your presents they will<br />
gladly give you as much land as you want. You have only to point it<br />
out with your hand and it is yours.&#8221;</p>
<p>The Bashkirs talked again for a while and began to dispute. Pahom<br />
asked what they were disputing about, and the interpreter told him<br />
that some of them thought they ought to ask their Chief about the<br />
land and not act in his absence, while others thought there was no<br />
need to wait for his return.<br />
VI</p>
<p>While the Bashkirs were disputing, a man in a large fox-fur cap<br />
appeared on the scene. They all became silent and rose to their<br />
feet. The interpreter said, &#8220;This is our Chief himself.&#8221;</p>
<p>Pahom immediately fetched the best dressing-gown and five pounds of<br />
tea, and offered these to the Chief. The Chief accepted them, and<br />
seated himself in the place of honour. The Bashkirs at once began<br />
telling him something. The Chief listened for a while, then made a<br />
sign with his head for them to be silent, and addressing himself to<br />
Pahom, said in Russian:</p>
<p>&#8220;Well, let it be so. Choose whatever piece of land you like; we<br />
have plenty of it.&#8221;</p>
<p>&#8220;How can I take as much as I like?&#8221; thought Pahom. &#8220;I must get a<br />
deed to make it secure, or else they may say, &#8216;It is yours,&#8217; and<br />
afterwards may take it away again.&#8221;</p>
<p>&#8220;Thank you for your kind words,&#8221; he said aloud. &#8220;You have much<br />
land, and I only want a little. But I should like to be sure which<br />
bit is mine. Could it not be measured and made over to me? Life and<br />
death are in God&#8217;s hands. You good people give it to me, but your<br />
children might wish to take it away again.&#8221;</p>
<p>&#8220;You are quite right,&#8221; said the Chief. &#8220;We will make it over to you.&#8221;</p>
<p>&#8220;I heard that a dealer had been here,&#8221; continued Pahom, &#8220;and that<br />
you gave him a little land, too, and signed title-deeds to that<br />
effect. I should like to have it done in the same way.&#8221;</p>
<p>The Chief understood.</p>
<p>&#8220;Yes,&#8221; replied he, &#8220;that can be done quite easily. We have a scribe,<br />
and we will go to town with you and have the deed properly sealed.&#8221;</p>
<p>&#8220;And what will be the price?&#8221; asked Pahom.</p>
<p>&#8220;Our price is always the same: one thousand roubles a day.&#8221;</p>
<p>Pahom did not understand.</p>
<p>&#8220;A day? What measure is that? How many acres would that be?&#8221;</p>
<p>&#8220;We do not know how to reckon it out,&#8221; said the Chief. &#8220;We sell it<br />
by the day. As much as you can go round on your feet in a day is<br />
yours, and the price is one thousand roubles a day.&#8221;</p>
<p>Pahom was surprised.</p>
<p>&#8220;But in a day you can get round a large tract of land,&#8221; he said.</p>
<p>The Chief laughed.</p>
<p>&#8220;It will all be yours!&#8221; said he. &#8220;But there is one condition: If<br />
you don&#8217;t return on the same day to the spot whence you started,<br />
your money is lost.&#8221;</p>
<p>&#8220;But how am I to mark the way that I have gone?&#8221;</p>
<p>&#8220;Why, we shall go to any spot you like, and stay there. You must<br />
start from that spot and make your round, taking a spade with you.<br />
Wherever you think necessary, make a mark. At every turning, dig a<br />
hole and pile up the turf; then afterwards we will go round with a<br />
plough from hole to hole. You may make as large a circuit as you<br />
please, but before the sun sets you must return to the place you<br />
started from. All the land you cover will be yours.&#8221;</p>
<p>Pahom was delighted. It-was decided to start early next morning.<br />
They talked a while, and after drinking some more kumiss and eating<br />
some more mutton, they had tea again, and then the night came on.<br />
They gave Pahom a feather-bed to sleep on, and the Bashkirs<br />
dispersed for the night, promising to assemble the next morning at<br />
daybreak and ride out before sunrise to the appointed spot.<br />
VII</p>
<p>Pahom lay on the feather-bed, but could not sleep. He kept thinking<br />
about the land.</p>
<p>&#8220;What a large tract I will mark off!&#8221; thought he. &#8220;I can easily go<br />
thirty-five miles in a day. The days are long now, and within a<br />
circuit of thirty-five miles what a lot of land there will be! I<br />
will sell the poorer land, or let it to peasants, but I&#8217;ll pick out<br />
the best and farm it. I will buy two ox-teams, and hire two more<br />
laborers. About a hundred and fifty acres shall be plough-land, and<br />
I will pasture cattle on the rest.&#8221;</p>
<p>Pahom lay awake all night, and dozed off only just before dawn.<br />
Hardly were his eyes closed when he had a dream. He thought he was<br />
lying in that same tent, and heard somebody chuckling outside. He<br />
wondered who it could be, and rose and went out, and he saw the<br />
Bashkir Chief sitting in front of the tent holding his side and<br />
rolling about with laughter. Going nearer to the Chief, Pahom<br />
asked: &#8220;What are you laughing at?&#8221; But he saw that it was no longer<br />
the Chief, but the dealer who had recently stopped at his house and<br />
had told him about the land. Just as Pahom was going to ask, &#8220;Have<br />
you been here long?&#8221; he saw that it was not the dealer, but the<br />
peasant who had come up from the Volga, long ago, to Pahom&#8217;s old<br />
home. Then he saw that it was not the peasant either, but the Devil<br />
himself with hoofs and horns, sitting there and chuckling, and<br />
before him lay a man barefoot, prostrate on the ground, with only<br />
trousers and a shirt on. And Pahom dreamt that he looked more<br />
attentively to see what sort of a man it was lying there, and he saw<br />
that the man was dead, and that it was himself! He awoke horror-struck.</p>
<p>&#8220;What things one does dream,&#8221; thought he.</p>
<p>Looking round he saw through the open door that the dawn was breaking.</p>
<p>&#8220;It&#8217;s time to wake them up,&#8221; thought he. &#8220;We ought to be starting.&#8221;</p>
<p>He got up, roused his man (who was sleeping in his cart), bade him<br />
harness; and went to call the Bashkirs.</p>
<p>&#8220;It&#8217;s time to go to the steppe to measure the land,&#8221; he said.</p>
<p>The Bashkirs rose and assembled, and the Chief came, too. Then they<br />
began drinking kumiss again, and offered Pahom some tea, but he<br />
would not wait.</p>
<p>&#8220;If we are to go, let us go. It is high time,&#8221; said he.<br />
VIII</p>
<p>The Bashkirs got ready and they all started: some mounted on horses,<br />
and some in carts. Pahom drove in his own small cart with his<br />
servant, and took a spade with him. When they reached the steppe,<br />
the morning red was beginning to kindle. They ascended a hillock<br />
(called by the Bashkirs a shikhan) and dismounting from their carts<br />
and their horses, gathered in one spot. The Chief came up to Pahom<br />
and stretched out his arm towards the plain:</p>
<p>&#8220;See,&#8221; said he, &#8220;all this, as far as your eye can reach, is ours.<br />
You may have any part of it you like.&#8221;</p>
<p>Pahom&#8217;s eyes glistened: it was all virgin soil, as flat as the palm<br />
of your hand, as black as the seed of a poppy, and in the hollows<br />
different kinds of grasses grew breast high.</p>
<p>The Chief took off his fox-fur cap, placed it on the ground and said:</p>
<p>&#8220;This will be the mark. Start from here, and return here again.<br />
All the land you go round shall be yours.&#8221;</p>
<p>Pahom took out his money and put it on the cap. Then he took off<br />
his outer coat, remaining in his sleeveless under coat. He<br />
unfastened his girdle and tied it tight below his stomach, put a<br />
little bag of bread into the breast of his coat, and tying a flask<br />
of water to his girdle, he drew up the tops of his boots, took the<br />
spade from his man, and stood ready to start. He considered for<br />
some moments which way he had better go&#8211;it was tempting everywhere.</p>
<p>&#8220;No matter,&#8221; he concluded, &#8220;I will go towards the rising sun.&#8221;</p>
<p>He turned his face to the east, stretched himself, and waited for<br />
the sun to appear above the rim.</p>
<p>&#8220;I must lose no time,&#8221; he thought, &#8220;and it is easier walking while<br />
it is still cool.&#8221;</p>
<p>The sun&#8217;s rays had hardly flashed above the horizon, before Pahom,<br />
carrying the spade over his shoulder, went down into the steppe.</p>
<p>Pahom started walking neither slowly nor quickly. After having gone<br />
a thousand yards he stopped, dug a hole and placed pieces of turf<br />
one on another to make it more visible. Then he went on; and now<br />
that he had walked off his stiffness he quickened his pace. After a<br />
while he dug another hole.</p>
<p>Pahom looked back. The hillock could be distinctly seen in the<br />
sunlight, with the people on it, and the glittering tires of the<br />
cartwheels. At a rough guess Pahom concluded that he had walked<br />
three miles. It was growing warmer; he took off his under-coat,<br />
flung it across his shoulder, and went on again. It had grown quite<br />
warm now; he looked at the sun, it was time to think of breakfast.</p>
<p>&#8220;The first shift is done, but there are four in a day, and it is too<br />
soon yet to turn. But I will just take off my boots,&#8221; said he to himself.</p>
<p>He sat down, took off his boots, stuck them into his girdle, and went on.<br />
It was easy walking now.</p>
<p>&#8220;I will go on for another three miles,&#8221; thought he, &#8220;and then turn<br />
to the left. The spot is so fine, that it would be a pity to lose<br />
it. The further one goes, the better the land seems.&#8221;</p>
<p>He went straight on a for a while, and when he looked round, the<br />
hillock was scarcely visible and the people on it looked like black<br />
ants, and he could just see something glistening there in the sun.</p>
<p>&#8220;Ah,&#8221; thought Pahom, &#8220;I have gone far enough in this direction, it<br />
is time to turn. Besides I am in a regular sweat, and very thirsty.&#8221;</p>
<p>He stopped, dug a large hole, and heaped up pieces of turf. Next he<br />
untied his flask, had a drink, and then turned sharply to the left.<br />
He went on and on; the grass was high, and it was very hot.</p>
<p>Pahom began to grow tired: he looked at the sun and saw that it was noon.</p>
<p>&#8220;Well,&#8221; he thought, &#8220;I must have a rest.&#8221;</p>
<p>He sat down, and ate some bread and drank some water; but he did not<br />
lie down, thinking that if he did he might fall asleep. After<br />
sitting a little while, he went on again. At first he walked<br />
easily: the food had strengthened him; but it had become terribly<br />
hot, and he felt sleepy; still he went on, thinking: &#8220;An hour to<br />
suffer, a life-time to live.&#8221;</p>
<p>He went a long way in this direction also, and was about to turn to<br />
the left again, when he perceived a damp hollow: &#8220;It would be a pity<br />
to leave that out,&#8221; he thought. &#8220;Flax would do well there.&#8221; So he<br />
went on past the hollow, and dug a hole on the other side of it<br />
before he turned the corner. Pahom looked towards the hillock. The<br />
heat made the air hazy: it seemed to be quivering, and through the<br />
haze the people on the hillock could scarcely be seen.</p>
<p>&#8220;Ah!&#8221; thought Pahom, &#8220;I have made the sides too long; I must make<br />
this one shorter.&#8221; And he went along the third side, stepping<br />
faster. He looked at the sun: it was nearly half way to the<br />
horizon, and he had not yet done two miles of the third side of the<br />
square. He was still ten miles from the goal.</p>
<p>&#8220;No,&#8221; he thought, &#8220;though it will make my land lopsided, I must<br />
hurry back in a straight line now. I might go too far, and as it is<br />
I have a great deal of land.&#8221;</p>
<p>So Pahom hurriedly dug a hole, and turned straight towards the hillock.<br />
IX</p>
<p>Pahom went straight towards the hillock, but he now walked with<br />
difficulty. He was done up with the heat, his bare feet were cut<br />
and bruised, and his legs began to fail. He longed to rest, but it<br />
was impossible if he meant to get back before sunset. The sun waits<br />
for no man, and it was sinking lower and lower.</p>
<p>&#8220;Oh dear,&#8221; he thought, &#8220;if only I have not blundered trying for too<br />
much! What if I am too late?&#8221;</p>
<p>He looked towards the hillock and at the sun. He was still far from<br />
his goal, and the sun was already near the rim. Pahom walked on and<br />
on; it was very hard walking, but he went quicker and quicker. He<br />
pressed on, but was still far from the place. He began running,<br />
threw away his coat, his boots, his flask, and his cap, and kept<br />
only the spade which he used as a support.</p>
<p>&#8220;What shall I do,&#8221; he thought again, &#8220;I have grasped too much, and<br />
ruined the whole affair. I can&#8217;t get there before the sun sets.&#8221;</p>
<p>And this fear made him still more breathless. Pahom went on<br />
running, his soaking shirt and trousers stuck to him, and his mouth<br />
was parched. His breast was working like a blacksmith&#8217;s bellows,<br />
his heart was beating like a hammer, and his legs were giving way as<br />
if they did not belong to him. Pahom was seized with terror lest he<br />
should die of the strain.</p>
<p>Though afraid of death, he could not stop. &#8220;After having run all<br />
that way they will call me a fool if I stop now,&#8221; thought he. And<br />
he ran on and on, and drew near and heard the Bashkirs yelling and<br />
shouting to him, and their cries inflamed his heart still more. He<br />
gathered his last strength and ran on.</p>
<p>The sun was close to the rim, and cloaked in mist looked large, and<br />
red as blood. Now, yes now, it was about to set! The sun was quite<br />
low, but he was also quite near his aim. Pahom could already see<br />
the people on the hillock waving their arms to hurry him up. He<br />
could see the fox-fur cap on the ground, and the money on it, and<br />
the Chief sitting on the ground holding his sides. And Pahom<br />
remembered his dream.</p>
<p>&#8220;There is plenty of land,&#8221; thought he, &#8220;but will God let me live on<br />
it? I have lost my life, I have lost my life! I shall never reach<br />
that spot!&#8221;</p>
<p>Pahom looked at the sun, which had reached the earth: one side of it<br />
had already disappeared. With all his remaining strength he rushed<br />
on, bending his body forward so that his legs could hardly follow<br />
fast enough to keep him from falling. Just as he reached the<br />
hillock it suddenly grew dark. He looked up&#8211;the sun had already<br />
set. He gave a cry: &#8220;All my labor has been in vain,&#8221; thought he,<br />
and was about to stop, but he heard the Bashkirs still shouting, and<br />
remembered that though to him, from below, the sun seemed to have<br />
set, they on the hillock could still see it. He took a long breath<br />
and ran up the hillock. It was still light there. He reached the<br />
top and saw the cap. Before it sat the Chief laughing and holding<br />
his sides. Again Pahom remembered his dream, and he uttered a cry:<br />
his legs gave way beneath him, he fell forward and reached the cap<br />
with his hands.</p>
<p>&#8220;Ah, what a fine fellow!&#8221; exclaimed the Chief. &#8220;He has gained<br />
much land!&#8221;</p>
<p>Pahom&#8217;s servant came running up and tried to raise him, but he saw<br />
that blood was flowing from his mouth. Pahom was dead!</p>
<p>The Bashkirs clicked their tongues to show their pity.</p>
<p>His servant picked up the spade and dug a grave long enough for<br />
Pahom to lie in, and buried him in it. Six feet from his head to<br />
his heels was all he needed.<br />
<strong>Footnotes:</strong></p>
<pre>
 

1.  One hundred kopeks make a rouble. The kopek is worth about
half a cent.

2.  A non-intoxicating drink usually made from rye-malt and rye-flour.

3.  The brick oven in a Russian peasant's hut is usually built so
as to leave a flat top, large enough to lie on, for those who want
to sleep in a warm place.

4.  120 "desyatins." The "desyatina" is properly 2.7 acres; but in
this story round numbers are used.

5.  Three roubles per "desyatina."

6.  Five "kopeks" for a "desyatina."
</pre>
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		<title>The One Who Walk Away From Omelas</title>
		<link>http://www.co2partners.com/blog/2012/01/the-one-who-walk-away-from-omelas/</link>
		<comments>http://www.co2partners.com/blog/2012/01/the-one-who-walk-away-from-omelas/#comments</comments>
		<pubDate>Sat, 21 Jan 2012 18:34:06 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2518</guid>
		<description><![CDATA[by Ursula K. Le Guin With a clamor of bells that set the swallows soaring, the Festival of Summer came to the city Omelas, bright-towered by the sea. The rigging of the boats in harbor sparkled with flags. In the streets between houses with red roofs and painted walls, between old moss-grown gardens and under [...]]]></description>
			<content:encoded><![CDATA[<p>by Ursula K. Le Guin</p>
<p>With a clamor of bells that set the swallows soaring, the Festival of Summer came to the city Omelas, bright-towered by the sea. The rigging of the boats in harbor sparkled with flags. In the streets between houses with red roofs and painted walls, between old moss-grown gardens and under avenues of trees, past great parks and public buildings, processions moved. Some were decorous: old people in long stiff robes of mauve and grey, grave master workmen, quiet, merry women carrying their babies and chatting as they walked. In other streets the music beat faster, a shimmering of gong and tambourine, and the people went dancing, the procession was a dance. Children dodged in and out, their high calls rising like the swallows’ crossing flights over the music and the singing. All the processions wound towards the north side of the city, where on the great water-meadow called the Green Fields boys and girls, naked in the bright air, with mud-stained feet and ankles and long, lithe arms, exercised their restive horses before the race. The horses wore no gear at all but a halter without bit. Their manes were braided with streamers of silver, gold, and green. They flared their nostrils and pranced and boasted to one another; they were vastly excited, the horse being the only animal who has adopted our ceremonies as his own. Far off to the north and west the mountains stood up half encircling Omelas on her bay. The air of morning was so clear that the snow still crowning the Eighteen Peaks burned with white-gold fire across the miles of sunlit air, under the dark blue of the sky. There was just enough wind to make the banners that marked the racecourse snap and flutter now and then. In the silence of the broad green meadows one could hear the music winding through the city streets, farther and nearer and ever approaching, a cheerful faint sweetness of the air that from time to time trembled and gathered together and broke out into the great joyous clanging of the bells.</p>
<p>Joyous! How is one to tell about joy? How describe the citizens of Omelas?</p>
<p>They were not simple folk, you see, though they were happy. But we do not say the words of cheer much any more. All smiles have become archaic. Given a description such as this one tends to make certain assumptions. Given a description such as this one tends to look next for the King, mounted on a splendid stallion and surrounded by his noble knights, or perhaps in a golden litter borne by great-muscled slaves. But there was no king. They did not use swords, or keep slaves. They were not barbarians. I do not know the rules and laws of their society, but I suspect that they were singularly few. As they did without monarchy and slavery, so they also got on without the stock exchange, the advertisement, the secret police, and the bomb. Yet I repeat that these were not simple folk, not dulcet shepherds, noble savages, bland utopians. They were not less complex than us. The trouble is that we have a bad habit, encouraged by pedants and sophisticates, of considering happiness as something rather stupid. Only pain is intellectual, only evil interesting. This is the treason of the artist: a refusal to admit the banality of evil and the terrible boredom of pain. If you can’t lick ‘em, join ‘em. If it hurts, repeat it. But to praise despair is to condemn delight, to embrace violence is to lose hold of everything else. We have almost lost hold; we can no longer describe a happy man, nor make any celebration of joy. How can I tell you about the people of Omelas? They were not naive and happy children—though their children were, in fact, happy. They were mature, intelligent, passionate adults whose lives were not wretched. O miracle! but I wish I could describe it better. I wish I could convince you. Omelas sounds in my words like a city in a fairy tale, long ago and far away, once upon a time. Perhaps it would be best if you imagined it as your own fancy bids, assuming it will rise to the occasion, for certainly I cannot suit you all. For instance, how about technology? I think that there would be no cars or helicopters in and above the streets; this follows from the fact that the people of Omelas are happy people. Happiness is based on a just discrimination of what is necessary, what is neither necessary nor destructive, and what is destructive. In the middle category, however—that of the unnecessary but undestructive, that of comfort, luxury, exuberance, etc.—they could perfectly well have central heating, subway trains, washing machines, and all kinds of marvelous devices not yet invented here, floating light-sources, fuelless power, a cure for the common cold. Or they could have none of that; it doesn’t matter.</p>
<p>As you like it. I incline to think that people from towns up and down the coast have been coming in to Omelas during the last days before the Festival on very fast little trains and double-decked trams, and that the train station of Omelas is actually the handsomest building in town, though plainer than the magnificent Farmers’ Market. But even granted trains, I fear that Omelas so far strikes some of you as goody-goody. Smiles, bells, parades, horses, bleh. If so, please add an orgy. If an orgy would help, don’t hesitate. Let us not, however, have temples from which issue beautiful nude priests and priestesses already half in ecstasy and ready to copulate with any man or woman, lover or stranger, who desires union with the deep godhead of the blood, although that was my first idea. But really it would be better not to have any temples in Omelas—at least, not manned temples. Religion yes, clergy no. Surely the beautiful nudes can just wander about, offering themselves like divine souffles to the hunger of the needy and the rapture of the flesh. Let them join the processions. Let tambourines be struck above the copulations, and the glory of desire be proclaimed upon the gongs, and (a not unimportant point) let the offspring of these delightful rituals be beloved and looked after by all. One thing I know there is none of in Omelas is guilt. But what else should there be? I thought at first there were not drugs, but that is puritanical. For those who like it, the faint insistent sweetness of drooz may perfume the ways of the city, drooz which first brings a great lightness and brilliance to the mind and limbs, and then after some hours a dreamy languor, and wonderful visions at last of the very arcana and inmost secrets of the Universe, as well as exciting the pleasure of sex beyond belief; and it is not habit-forming. For more modest tastes I think there ought to be beer. What else, what else belongs in the joyous city? The sense of victory, surely, the celebration of courage. But as we did without clergy, let us do without soldiers. The joy built upon successful slaughter is not the right kind of joy; it will not do; it is fearful and it is trivial. A boundless and generous contentment, a magnanimous triumph felt not against some outer enemy but in communion with the finest and fairest in the souls of all men everywhere and the splendor of the world’s summer: this is what swells the hearts of the people of Omelas, and the victory they celebrate is that of life. I really don’t think many of them need to take drooz.</p>
<p>Most of the procession have reached the Green Fields by now. A marvelous smell of cooking goes forth from the red and blue tents of the provisioners. The faces of small children are amiably sticky; in the benign grey beard of a man a couple of crumbs of rich pastry are entangled. The youths and girls have mounted their horses and are beginning to group around the starting line of the course. An old women, small, fat, and laughing, is passing out flowers from a basket, and tall young men where her flowers in their shining hair. A child of nine or ten sits at the edge of the crowd, alone, playing on a wooden flute. People pause to listen, and they smile, but they do not speak to him, for he never ceases playing and never sees them, his dark eyes wholly rapt in the sweet, thin magic of the tune.<br />
He finishes, and slowly lowers his hands holding the wooden flute.</p>
<p>As if that little private silence were the signal, all at once a trumpet sounds from the pavilion near the starting line: imperious, melancholy, piercing. The horses rear on their slender legs, and some of them neigh in answer. Sober-faced, the young riders stroke the horses’ necks and soothe them, whispering, “Quiet, quiet, there my beauty, my hope&#8230;.” They begin to form in rank along the starting line. The crowds along the racecourse are like a field of grass and flowers in the wind. The Festival of Summer has begun.</p>
<p>Do you believe? Do you accept the festival, the city, the joy? No? Then let me describe one more thing.</p>
<p>In a basement under one of the beautiful public buildings of Omelas, or perhaps in the cellar of one of its spacious private homes, there is a room. It has one locked door, and no window. A little light seeps in dustily between cracks in the boards, secondhand from a cobwebbed window somewhere across the cellar. In one corner of the little room a couple of mops, with stiff, clotted, foul-smelling heads stand near a rusty bucket. The floor is dirt, a little damp to the touch, as cellar dirt usually is. The room is about three paces long and two wide: a mere broom closet or disused tool room. In the room a child is sitting. It could be a boy or a girl. It looks about six, but actually is nearly ten. It is feeble-minded. Perhaps it was born defective, or perhaps it has become imbecile through fear, malnutrition, and neglect. It picks its nose and occasionally fumbles vaguely with its toes or genitals, as it sits hunched in the corner farthest from the bucket and the two mops. It is afraid of the mops. It finds them horrible. It shuts its eyes, but it knows the mops are still standing there; and the door is locked; and nobody will come. The door is always locked; and nobody ever comes, except that sometimes—the child has no understanding of time or interval—sometimes the door rattles terribly and opens, and a person, or several people, are there. One of them may come in and kick the child to make it stand up. The others never come close, but peer in at it with frightened, disgusted eyes. The food bowl and the water jug are hastily filled, the door is locked, the eyes disappear. The people at the door never say anything, but the child, who has not always lived in the tool room, and can remember sunlight and its mother’s voice, sometimes speaks. “I will be good,” it says. “Please let me out. I will be good!” They never answer. T</p>
<p>he child used to scream for help at night, and cry a good deal, but now it only makes a kind of whining, “eh-haa, eh-haa,” and it speaks less and less often. It is so thin there are no calves to its legs; its belly protrudes; it lives on a half-bowl of corn meal and grease a day. It is naked. Its buttocks and thighs are a mass of festered sores, as it sits in its own excrement continually.</p>
<p>They all know it is there, all the people of Omelas. Some of them have come to see it, others are content merely to know it is there. They all know that it has to be there. Some of them understand why, and some do not, but they all understand that their happiness, the beauty of their city, the tenderness of their friendships, the health of their children, the wisdom of their scholars, the skill of their makers, even the abundance of their harvest and the kindly weathers of their skies, depend wholly on this child’s abominable misery.</p>
<p>This is usually explained to children when they are between eight and twelve, whenever they seem capable of understanding; and most of those who come to see the child are young people, though often enough an adult comes, or comes back, to see the child. No matter how well the matter has been explained to them, these young spectators are always shocked and sickened at the sight. They feel disgust, which they had thought themselves superior to. They feel anger, outrage, impotence, despite all the explanations. They would like to do something for the child. But there is nothing they can do. If the child were brought up into the sunlight out of that vile place, if it were cleaned and fed and comforted, that would be a good thing indeed; but if it were done, in that day and hour all the prosperity and beauty and delight of Omelas would wither and be destroyed. Those are the terms. To exchange all the goodness and grace of every life in Omelas for that single, small improvement: to throw away the happiness of thousands for the chance of the happiness of one: that would be to let guilt within the walls indeed.</p>
<p>The terms are strict and absolute; there may not even be a kind word spoken to the child.</p>
<p>Often the young people go home in tears, or in a tearless rage, when they have seen the child and faced this terrible paradox. They may brood over it for weeks or years. But as time goes on they begin to realize that even if the child could be released, it would not get much good of its freedom: a little vague pleasure of warmth and food, no doubt, but little more. It is too degraded and imbecile to know any real joy. It has been afraid too long ever to be free of fear. Its habits are too uncouth for it to respond to humane treatment. Indeed, after so long it would probably be wretched without walls about it to protect it, and darkness for its eyes, and its own excrement to sit in. Their tears at the bitter injustice dry when they begin to perceive the terrible justice of reality, and to accept it. Yet it is their tears and anger, the trying of their generosity and the acceptance of their helplessness, which are perhaps the true source of the splendor of their lives. Theirs is no vapid, irresponsible happiness. They know that they, like the child, are not free. They know compassion. It is the existence of the child, and their knowledge of its existence, that makes possible the nobility of their architecture, the poignancy of their music, the profundity of their science. It is because of the child that they are so gentle with children. They know that if the wretched one were not there sniveling in the dark, the other one, the flute-player, could make no joyful music as the young riders line up in their beauty for the race in the sunlight of the first morning of summer.</p>
<p>Now do you believe in them? Are they not more credible? But there is one more thing to tell, and this is quite incredible.<br />
At times one of the adolescent girls or boys who go to see the child does not go home to weep or rage, does not, in fact, go home at all. Sometimes also a man or woman much older falls silent for a day or two, and then leaves home. These people go out into the street, and walk down the street alone. They keep walking, and walk straight out of the city of Omelas, through the beautiful gates. They keep walking across the farmlands of Omelas. Each one goes alone, youth or girl, man or woman. Night falls; the traveler must pass down village streets, between the houses with yellow-lit windows, and on out into the darkness of the fields. Each alone, they go west or north, towards the mountains. They go on. They leave Omelas, they walk ahead into the darkness, and they do not come back. The place they go towards is a place even less imaginable to most of us than the city of happiness. I cannot describe it at all. It is possible that it does not exist. But they seem to know where they are going, the ones who walk away from Omelas.</p>
<p>Reprinted from Ursula K. Le Guin&#8217;s &#8220;The Wind&#8217;s Twelve Quarters&#8221; Gollancz; New Ed edition. October 19, 2000.</p>
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		<title>70% of All Leaders are Followers and Not Very Good Ones!</title>
		<link>http://www.co2partners.com/blog/2012/01/70-of-all-leaders-are-followers-and-not-very-good-ones/</link>
		<comments>http://www.co2partners.com/blog/2012/01/70-of-all-leaders-are-followers-and-not-very-good-ones/#comments</comments>
		<pubDate>Wed, 18 Jan 2012 14:04:47 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2469</guid>
		<description><![CDATA[As organizations grow larger and more complex, leaders are often surprised by the unintended consequences of their decisions. Leaders can&#8217; t anticipate everything. They must make the best decisions they can with the information they have. But they also should anticipate unintended consequences and be prepared to reassess changes they&#8217;ve implemented. As a leader you [...]]]></description>
			<content:encoded><![CDATA[<p>As organizations grow larger and more complex, leaders are often surprised by the <a title="Unintended Consequences" href="http://is.gd/jRB6uC" target="_blank">unintended consequences</a> of their decisions. Leaders can&#8217; t anticipate everything. They must make the best decisions they can with the information they have. But they also should anticipate unintended consequences and be prepared to reassess changes they&#8217;ve implemented.</p>
<p>As a leader you must do what is best given the information you have at the time to determine the best path forward and listen closely once implemented to determine if those outcomes outweigh the changes implemented. Often times in large organizations the best people in the organization will be the most negatively effected because often the policies are in create predictability among the larger enterprise not the top 10 percent who already are in over performance.</p>
<p>It is very difficult to <a title="Understanding Perspectives" href="http://is.gd/jMntb1" target="_blank">understand another perspective </a>without a great deal of outside assistance. As a <a title="Executive Leadership Development " href="http://co2partners.com/" target="_blank">leader in an organization</a> you can believe that those above you do not understand the consequences  of their actions. Another perspective is that despite the unintended  consequences they would continue with the direction that was chosen.</p>
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		<title>Escape Velocity</title>
		<link>http://www.co2partners.com/blog/2012/01/escape-velocity/</link>
		<comments>http://www.co2partners.com/blog/2012/01/escape-velocity/#comments</comments>
		<pubDate>Fri, 13 Jan 2012 05:05:27 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[culture]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2493</guid>
		<description><![CDATA[If you want to escape from the pull of earth&#8217;s gravity, you need to jettison away at 7 miles per second. You don&#8217;t have to be a rocket scientist to figure out that the greater the gravitational pull, the greater speed you must go to escape. When you&#8217;re looking to change your life and escape [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Picture-Strategy-Time.jpg"><img class="alignleft size-medium wp-image-2497" style="margin: 7px;" title="Escape Velocity" src="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Picture-Strategy-Time-251x300.jpg" alt="" width="151" height="180" /></a>If you want to escape from the pull of earth&#8217;s  gravity, you need to jettison away at<a href="http://www.qrg.northwestern.edu/projects/vss/docs/space-environment/2-whats-escape-velocity.html" target="_blank"> 7 miles per second</a>. You don&#8217;t have  to be a rocket scientist to figure out that the greater the gravitational pull, the greater speed you must go to escape.</p>
<p>When you&#8217;re looking to change your life and escape an organization, you are subject to gravitational forces. Maybe it&#8217;s the organization&#8217;s history, likeable coworkers, a respected boss, favorite clients, or specific attractions of the environment or culture. Maybe it&#8217;s family, mortgages, tuition, commitments to charities, or other obligations. These forces combine to keep you in your current orbit. They&#8217;re harder to escape than you might imagine.</p>
<p>It takes considerable speed and determination to escape the gravitational pull of an organization&#8211;particularly a good one. Make sure you have the impetus and <a href="http://www.co2partners.com/" target="_blank">support</a> to reach &#8220;<a href="http://en.wikipedia.org/wiki/Escape_velocity" target="_blank">escape velocity</a>.&#8221; If you don&#8217;t, you might find yourself back in the same orbit or worse&#8211;crashing.</p>
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		<title>Executive Coaching Tip: Avoid Heavy Lifting</title>
		<link>http://www.co2partners.com/blog/2012/01/executive-coaching-tip-avoid-heavy-lifting/</link>
		<comments>http://www.co2partners.com/blog/2012/01/executive-coaching-tip-avoid-heavy-lifting/#comments</comments>
		<pubDate>Thu, 12 Jan 2012 03:30:24 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2478</guid>
		<description><![CDATA[High-performing leaders who want to go from great to greater often believe that executive coaches will require them to do a lot of heavy lifting. Some worry that in trying to fix their weaknesses, they&#8217;ll sap some of their strengths. Executive coaches don&#8217;t want you to do heavy lifting. They also don&#8217;t want you to [...]]]></description>
			<content:encoded><![CDATA[<p><a title="Executive Coaching" href="http://co2partners.com" target="_blank">High-performing leaders</a> who want to go from great to greater often believe that executive coaches will require them to do a lot of heavy lifting. Some worry that in trying to fix their weaknesses, they&#8217;ll sap some of their strengths.</p>
<p><a title="executive coaching" href="http://co2partners.com" target="_blank">Executive coaches</a> don&#8217;t want you to do heavy lifting. They also don&#8217;t want you to change&#8211;at least not to a great degree. They want you to maximize your strengths and to learn how to best utilize and draw out the strengths of your coworkers.</p>
<p>Once you accept your own deficits and those of your coworkers, you&#8217;ll avoid lots of past errors and make great gains. Focus on what you and others do well. Build confidence and discourage judgment based upon deficits. A former client of mine told me recently of how liberated and more effective she feels now, as a result of taking this approach. She astutely pointed out that you can&#8217;t always control who you work with. Unlike the <a title="Jim Collins" href="http://www.jimcollins.com/" target="_blank">Jim Collins model</a> of putting the right people on the bus and waiting until you can, you may have to make do with what you have. A leader&#8217;s freedom might be restricted by the owners, board, boss, other departments, or economics. In her case, she had sacred-cow employees  that the owners would not let her make redundant.</p>
<p>Whether you&#8217;re a coach or a leader, if  you focus on deficits you will make little improvement. If you  focus on strengths, you will go a lot further faster.</p>
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		<title>Whose path are you on?</title>
		<link>http://www.co2partners.com/blog/2012/01/living-your-life/</link>
		<comments>http://www.co2partners.com/blog/2012/01/living-your-life/#comments</comments>
		<pubDate>Wed, 11 Jan 2012 11:35:42 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[business communications]]></category>
		<category><![CDATA[Talent]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2473</guid>
		<description><![CDATA[David Whyte asks the question, would you rather fail at your life or succeed at someone else’s? Our lives have porous boundaries. Often, it&#8217;s unclear if what we do and value are chosen, suggested, or implanted. Maybe your dad, mom, sibling, or friend played hockey or danced or debated or painted or studied law. Before [...]]]></description>
			<content:encoded><![CDATA[<p><a title="David Whyte Poet" href="http://is.gd/JaL1am" target="_blank">David Whyte </a>asks the question, would you rather fail at your life or succeed at someone else’s?</p>
<p>Our lives have porous boundaries. Often, it&#8217;s unclear if what we do and value are chosen, suggested, or implanted. Maybe your dad, mom, sibling, or friend played hockey or danced or debated or painted or studied law. Before you know it&#8211;before you even understood the concept of free will&#8211;you are playing hockey, dancing, debating, painting, or studying law. You do these thing initially because you want to be with or like a family member or friend. At some point, though, you are the things you do. You are a hockey player and debater perhaps. Or you find yourself on a path to Yale or Harvard or into the military, law, or medicine. These paths are comforting&#8211;not just because family and friends support them or suggested them&#8211;but because certainty is comforting. You&#8217;re certain about where you&#8217;re going and what you&#8217;re going to do, or you think so anyway.</p>
<p>When you follow others&#8217; paths or their visions for you, you may <a title="Chasing Your Shadow" href="http://is.gd/8JhYft" target="_blank">lose yourself</a> in the equation. You might mistake your practice for talent or desire. And, at some point, you might feel unmoored or misled.</p>
<p>What is it you love? What drives you? <a title="Compassionate Leadership" href="http://is.gd/Ncy8wQ" target="_blank">What are you passionate about?</a> What would it take build up escape speed to break orbit from the gravitational pull of your established life?</p>
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		<title>Asking Questions with APPLE</title>
		<link>http://www.co2partners.com/blog/2012/01/asking-questions-with-apple/</link>
		<comments>http://www.co2partners.com/blog/2012/01/asking-questions-with-apple/#comments</comments>
		<pubDate>Thu, 05 Jan 2012 21:00:56 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Collaboration]]></category>
		<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[Just Ask Leadership]]></category>
		<category><![CDATA[Asking Quesitons]]></category>
		<category><![CDATA[business communications]]></category>
		<category><![CDATA[Communications]]></category>
		<category><![CDATA[Executive coaching tip]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2454</guid>
		<description><![CDATA[Asking questions is critical to great leadership. Remembering to ask questions can be difficult for new leaders. If you are struggling with asking questions, try this acronym, APPLE! Ask the right question. Right questions are open-ended and encouraging. They help others imagine new solutions. Pause after you ask the question. Accept silence, even if it&#8217;s [...]]]></description>
			<content:encoded><![CDATA[<p><img class="alignleft" title="Asking Quesitons" src="http://gtaphotographyclasses.com/newsite/wp-content/uploads/2010/01/faq_apple.jpg" alt="Asking Questions with APPLE" width="300" height="300" /><a title="Leadership Questions" href="http://justaskleadership.com">Asking questions</a> is critical to great leadership. Remembering to ask questions can be difficult for new leaders. If you are struggling with asking questions, try this <a title="Great facilitator skills" href="http://www.exforsys.com/career-center/facilitator/core-skill-effective-questioning.html">acronym, APPLE</a>!</p>
<p><strong><span style="color: #ff6600;">A</span></strong>sk the right question. Right questions are open-ended and encouraging. They help others imagine new solutions.</p>
<p><span style="color: #ff6600;"><strong>P</strong></span>ause after you ask the question. Accept silence, even if it&#8217;s uncomfortable. The pause gives your team time to think. Don&#8217;t bail your team out with another question (unless your first was poorly worded) and don&#8217;t provide your answer.</p>
<p><strong><span style="color: #ff6600;">P</span></strong>ick a team member to provide the first answer. Always start with either the most introverted or the lowest ranking to draw them out, then let the usual suspects respond.</p>
<p><span style="color: #ff6600;"><strong>L</strong></span>isten closely to what is said. Does the body language confirm the comment, indicate indecision, or suggest falsehood? What wasn&#8217;t said, and why?</p>
<p><span style="color: #ff6600;">E</span>xpound on what you hear and test it out with additional questions. Show understanding and enthusiasm for your team&#8217;s ideas and a willingness to bestow credit and explore further.  The more you demonstrate this support and interest, the more your team will reward you with greater alignment, engagement, and accountability.</p>
<p>Bring an APPLE to the next meeting to remind you that <a title="Asking Quesitons" href="http://justaskleadership.com">asking questions</a> with APPLE works!</p>
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		<title>Questioning the Socratic Method</title>
		<link>http://www.co2partners.com/blog/2012/01/socratic-quesitoning/</link>
		<comments>http://www.co2partners.com/blog/2012/01/socratic-quesitoning/#comments</comments>
		<pubDate>Mon, 02 Jan 2012 22:54:47 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Just Ask Leadership]]></category>
		<category><![CDATA[Asking Questions]]></category>
		<category><![CDATA[Socratic Method]]></category>
		<category><![CDATA[Wisdom]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2438</guid>
		<description><![CDATA[Asking questions often brings to mind Socrates and the Socratic method. Socrates was a classical Greek philosopher who used questions to test the logic of opposing viewpoints during dialogues with his students. He would often begin by defining key terms. His questions usually pointed out the contradictions or weaknesses of his students&#8217; hypotheses before revealing an [...]]]></description>
			<content:encoded><![CDATA[<div id="attachment_2443" class="wp-caption alignleft" style="width: 310px"><a href="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Question-mark-one-of-many3.jpg"><img class="size-medium wp-image-2443" title="Questioning" src="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Question-mark-one-of-many3-300x225.jpg" alt="" width="300" height="225" /></a><p class="wp-caption-text">Socratic Questions</p></div>
<p><a title="Asking Questions" href="http://justaskleadership.com">Asking questions</a> often brings to mind Socrates and the<a title="Socratic Questioning" href="http://en.wikipedia.org/wiki/Socratic_method"> Socratic method</a>. Socrates was a classical Greek philosopher who used questions to test the logic of opposing viewpoints during dialogues with his students. He would often begin by defining key terms. His questions usually pointed out the contradictions or weaknesses of his students&#8217; hypotheses before revealing an argument supported by superior logic. Although Plato argues that Socrates didn&#8217;t know the answers in advance, that&#8217;s hard to believe based on how deftly and assuredly Socrates leads his pupils to conclusions.</p>
<p>Business   school professors frequently use the Socratic method to engage students and encourage   them to think critically. It&#8217;s an effective method in that setting, but it does have limitations elsewhere. The Socratic method works better in business school, for instance, than it does in business.</p>
<p>Unlike Socrates and business school professors, business leaders don&#8217;t know and shouldn&#8217;t be expected to know all the answers. When business leaders try to provide all the answers, they fail themselves, their coworkers, and their organizations. These leaders become overworked and overextended, and don&#8217;t have the opportunity to refresh their knowledge in key, fast-changing areas. Coworkers don&#8217;t get a chance to make and learn from decisions, and grow into future leaders. The organization fails to capitalize on all its brainpower, build new leaders, invite new ideas, and prepare for the leader&#8217;s eventual departure.</p>
<p>In business, the <a title="Effective Leadership Questions" href="http://justaskleadership.com/">Just Ask Leadership method</a> works better than the Socratic method. Just Ask leaders aren&#8217;t afraid to ask questions and allow others to supply the answers. Just Ask leaders hold their coworkers accountable, but don&#8217;t lead them by the nose to the answers that they want and expect to hear. They lead trusting and trustworthy organizations of highly <a href="http://www.co2partners.com/">motivated, aligned, and accountable</a> workers.</p>
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		<title>Dominant Thoughts</title>
		<link>http://www.co2partners.com/blog/2012/01/dominant-thoughts/</link>
		<comments>http://www.co2partners.com/blog/2012/01/dominant-thoughts/#comments</comments>
		<pubDate>Mon, 02 Jan 2012 15:26:10 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[Quote]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2449</guid>
		<description><![CDATA[&#8220;Our life always expresses the result of our dominant thoughts.&#8221; &#8211; Soren Kierkegaard]]></description>
			<content:encoded><![CDATA[<p>&#8220;Our life always expresses the result of our dominant thoughts.&#8221; &#8211; Soren Kierkegaard </p>
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		<title>Unsuccessful Leaders Have All The Answers</title>
		<link>http://www.co2partners.com/blog/2012/01/unsuccessful-leaders-have-all-the-answers/</link>
		<comments>http://www.co2partners.com/blog/2012/01/unsuccessful-leaders-have-all-the-answers/#comments</comments>
		<pubDate>Mon, 02 Jan 2012 05:16:11 +0000</pubDate>
		<dc:creator>Gary Cohen</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Business Leadership]]></category>
		<category><![CDATA[Exceptional Leadership]]></category>
		<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[Just Ask Leadership]]></category>
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.co2partners.com/blog/?p=2566</guid>
		<description><![CDATA[In his book, Why Smart Executives Fail, Sydney Finkelstein identified Seven Habits of Spectacularly Unsuccessful Leaders. It may not surprise you to learn that ego is at the root of many of these poor habits. When leaders get too enamored with success, themselves, or their organizations&#8211;or all three&#8211;they underestimate their vulnerability, obstacles, and competitors, and [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Bankruptcy1.jpg"><img class="alignleft size-medium wp-image-2570" style="margin: 10px;" title="Unsuccessful Leaders " src="http://www.co2partners.com/blog/wp-content/uploads/2012/01/Bankruptcy1-300x199.jpg" alt="" width="300" height="199" /></a>In his book, <a href="http://www.amazon.com/Why-Smart-Executives-Fail-Mistakes/dp/1591840457/ref=sr_1_1?ie=UTF8&amp;qid=1328045584&amp;sr=8-1" target="_blank">Why Smart Executives Fail</a>, <a href="http://sydneyfinkelstein.blogspot.com/" target="_blank">Sydney Finkelstein</a> identified <a href="http://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/" target="_blank">Seven Habits of Spectacularly Unsuccessful Leaders</a>. It may not surprise you to learn that ego is at the root of many of these poor habits. When leaders get too enamored with success, themselves, or their organizations&#8211;or all three&#8211;they underestimate their vulnerability, obstacles, and competitors, and overestimate their own intelligence. And then they fail, often spectacularly.</p>
<p>Since<a href="http://www.amazon.com/Just-Ask-Leadership-Managers-Questions/dp/0071621776/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1328046085&amp;sr=1-1" target="_blank"> Just Ask Leadership</a> is built around the premise that great leaders need to ask questions, I&#8217;ll share with you Unsuccessful Habit #3: <em>Unsuccessful leaders think they have all the answers</em>.</p>
<p>When leaders think they have all the answers, here&#8217;s what happens:</p>
<p>1. They may not fully appreciate the consequences of their quick answers and decisions.</p>
<p>2. They don&#8217;t try to learn from others.</p>
<p>3. They believe that, because of their success, they will always enjoy future success. They have the golden touch.</p>
<p>4. They alienate their coworkers and the organization&#8217;s future leaders. After all, who wants to work for someone who thinks they have all the answers?</p>
<p>If you&#8217;re a successful leader, be proud of your success, but keep your ego in check. Be the one who asks the best questions, not the one who supplies all the answers.</p>
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