387: Becoming Comfortable with Uncertainty with Julie Benezet

By January 9, 2019Podcasts

 

 

Julie Benezet discusses the importance of taking risks and being comfortable with the discomfort of outcome uncertainty—and how you can achieve that comfort.

You’ll Learn:

  1. How discomfort brings out your best game
  2. The four steps to becoming comfortable with discomfort
  3. Four self-sabotaging behaviors and how to stop them in their tracks

About Julie

Julie Benezet has devoted her professional life to exploring the new, building businesses and helping others do the same. She currently works as an executive consultant, coach and teacher, following 25 years in business and law. She is the founder of The Journey of Not Knowing®, a leadership development program that teaches its executives how to navigate the new.

Julie spent four years as a member of the Amazon.com leadership team that brought the company from the early steep ramp up phase to its emergence as an established business. As its Vice President, Corporate Resources and Director of Global Real Estate, she is credited with leading the delivery of over 7,000,000 square feet worldwide with the supporting corporate infrastructure in just two years.

Items Mentioned in this Show:

Julie Benezet Interview Transcript

Pete Mockaitis
Julie, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Julie Benezet
Nice to be here.

Pete Mockaitis
Well, I think we’re going to have a lot of interesting discussions, but I want to start by hearing some fun tales from your time working at Amazon.com way back in 1999.

Julie Benezet
I think I could any story and it would be deemed insane. Amazon was a complete adventure. Here it was a new company, new industry, new organization, reorg by the hour and no strategy, no capital budget. We were supposed to roll out the worldwide platform of real estate somehow.

The first big pursuit we went on was the pursuit of finding a distribution center in Nevada. We had to work by dark of night. In 1998 when the initiative first started, everybody wanted to know what Amazon was up to because they figured every move they made was going to be a great indicator of its strategy from which they could learn and compete.

I had to travel into Reno, Nevada with a fake name, which when you fly in and meet a broker there, you think that having a fake name is a nothing, but you have to come into a part of the airport so they can’t tell what plane you got off. When they ask you, “Oh, what time did you leave this morning,” you have to make up the numbers so that they can’t back into where you might have flown out of. It goes from there.

Pete Mockaitis
Wow.

Julie Benezet
We looked around. I thought that was tensest part of the journey. We looked around and 500,000 square foot distribution centers aren’t just lying around waiting for you, but we finally came up one that was an occupied on in a place called Fernley, Nevada. It was about to be emptied of a large corporation there that wasn’t doing so well, so we were going to take it over.

We proceeded to negotiate it with a developer who was going to buy it and then rent it back to us, but the key to the thing was we couldn’t disclose to them who we really were. They knew who the broker was, so she had credibility. That allowed them to talk to us, but beyond that they had no idea who we were. Somehow we had to convince them and they had to convince their banker that this is going to be a deal worth doing. Everything was done, again, under cloak of darkness.

We go through this and we get to the point where we’ve got all the deal points made. We’re standing out at the distribution center and my boss, who was the chief logistics officer – he was formally at Wal-Mart – he had a large retinue of people who could come in and figure out how to create a throughput system that was the first of its kind, that could process four million SKUs of product to individual customers. Never been done before.

He invited 24 of his closest friends, who were all the rock stars of the logistics community. But the deal was, again, nobody could know who we were. Anybody was in logistics, including the people who were the managers of that plant, absolutely would have recognized these people. We had to separate them out from our guys, who came in without the benefit of a lease, to sit down and have a day of brainstorming to figure out how to create a throughput system.

My job was to make sure the workers stayed at a distance from the room so they couldn’t overhear names and disclose them to their bosses and keep the bosses out of the building. This is not what I went to college to do. We sweated our way through this.

The last minute the big boss decided he was going to fly into Reno to come out and say hi. We said, “No, you can’t do that,” because he definitely would have known these people. We had to dash into Reno, meet him there, because he wouldn’t have known me, dash back, arrive back, and finally we got our final deal point and it’s time for the big reveal.

The big reveal is when we’re going to send a non-disclosure fax to this developer to say who we were so they could turn around and tell their bank and everybody could decide if they were going to do this deal or not. We get the fax ready, walk over to this fax machine and all of the connectivity in the building went down. Everything. This state of the art place that we’re supposed to be leasing has no connectivity.

I’m sitting there thinking, “Oh my, oh my.” I’m staring at across this 7,000 person town, which is a farming community and there’s not a lot of fax machines hanging around there much less anything else. I finally spot a Best Western Motel. I thought, well, they’ve got those ugly old fax machines, the things with the thick piece of paper that puts out about a page a minute.

I grabbed the broker and said, “We’re going to the Best Western.” We fly down half a mile to the Best Western and sure enough they have a fax machine with the thick paper and one page per minute. The woman was nodding and smiling. She says, “Well, of course, of course.” We’re sitting there and eight pages, each takes a minute to go, so you kind of do the math there or each page took eight minutes to process.

Pete Mockaitis
Oh wow, eight minutes per one page.

Julie Benezet
Yeah and we have an eight-page fax. I’m sitting there thinking about what I can do in my next life. I’m watching the hotel manager humming. She’s this woman and she’s putting up Christmas decorations and she’s offering – her friends would wander in and she’d offer them blueberry muffins. I’m watching her thinking, “Oh wow, that looks so nice, so calm.”

Meantime, the eight pages get through and the broker goes outside to talk to the developer. She gives the name of who it is. They said, “Oh, okay,” and that was it. I’m a puddle by this time. She comes back and says, “We’re good.” I’ve just had my first heart attack.

I go up to pay for the fax and all this time I’ve been thinking, “Where did I go wrong? How did I choose a life that’s insane like this, that challenges my heart rate, that has all this craziness?” I’m watching this woman decorating her lobby and feeding her friends with blueberry muffins and she seems so calm and happy. Where did I go wrong?

I’m paying for the fax and I’m just chitchatting with her, asking where she’s from. Well, she’s from Claremont, California. In fact, she and I went to junior high school together.

Pete Mockaitis
Oh wow.

Julie Benezet
I’m looking at this and thinking, “Oh, it’s a small world.” But it was very much consistent with the journey of not knowing. You never knew what you were going to come up against. It was a challenge every step of the way, but you had to know that you loved doing this stuff because the insanity was liberally applied.

Pete Mockaitis
Yeah, that is quite a story.  Thank you for really taking us there and painting a picture. Yeah, let’s talk about this book and the accompanying journal. We’ve got The Journey of Not Knowing and The Journal of Not Knowing. It sounds like you learned a thing or two about not knowing and into that. How would you articulate sort of the main point of the book?

Julie Benezet
The Journey of Not Knowing is about pursuing what it is you don’t know, which is a scary place, in order to put in motion something better, a bigger idea. That we lived in the 21st century, where change is the order of the day, that we have to constantly come up with new ideas, whether it is for our team, our community, our family, our career, something that has to meet the needs of an evolving market around us.

The Journey of Not Knowing is how you deal with the fact that you have to be comfortable with the discomfort of not knowing what’s going to happen and accept that discomfort as part of the deal of getting to something better.

We spend a lot of time running away from scariness and say it’s a bad thing and trying to de-stress and say that there’s no value, but in fact what I discovered – and Amazon was very much an example of this – is when you go towards things you don’t know to try something new, it brings up your best game and you really pay attention to what the possibilities are. If you stay with it, you can get to new places that can be pretty compelling.

Pete Mockaitis
What I like the way you’re describing this because it sounds so fun and adventurous and exciting as opposed to just terrifying and nerve racking.

Julie Benezet
Well, it is terrifying and nerve racking, but that’s okay. When I came upon the concept was when I was at Amazon and that I’ve always had an affection for the new. Even as a kid who was afraid of other people, I was always trying to turn things upside down and go a different place. Amazon was this whole concept grown large.

But when we finished that Fernley deal, I came back and literally the next night I’m sitting in my office trying to enjoy – in corporate America the amount of time between ‘Job well done,’ and ‘What have you done for me lately?’ is about a nanosecond.

I’m sitting there enjoying my nanosecond and I get this phone call saying, “Julie,” this was the right hand of the chief logistics officer, basically he says, “Julie, we need you to go to Germany and get another 500,000 square foot warehouse.” I’ll spare you that story, but the key to that was as I’m thinking about this is okay. Of course there’s no parameters. Of course they want it in three months. Of course these things are not just lying around.

I thought of all the impossibilities that we attach to it. Treasury is going to tell me, “No, you can’t get last minute travel.” HR is going to say, “You can’t move your people more than 30 miles from where they are now,” because then we’d have to do a social plan and they’re expensive. Legal is going to say, “Oh, those German lawyers are a nightmare.” IT is going to say, “No way we can get the right infrastructure.” Etcetera, etcetera.

I’m just ticking off in my mind all these totally frightening things and wondering how I’m going to do this, but that’s when it hit me. That’s when I realized that no matter how scary it was and how impossible this could be, no part of me didn’t believe we wouldn’t pull it off.

That’s when I came up with the concept of the journey of not knowing is being comfortable with discomfort of not knowing and realizing that that just goes with the territory, but it will challenge you and it will challenge other people, but it’s worth the adventure, again, whether it’s your career, your home life, your community, your team, whatever.

Pete Mockaitis
Well, that sounds like a pretty cool place to be in terms of “Boy, there’s going to be a bunch of challenges. Have no idea how we’re going to resolve them all, but I’m certain that we will.” That’s a pretty cool spot. I’m wondering for those who don’t have that level of confidence and certainty when they’re entering into such endeavors, how do you get to that place?

Julie Benezet
Well, I talk about something in the book called the core four. The core four are four ways of milepost to get you on the way through the journey through the unknown.

The first one is to first of all know what your dreams are. What is it you want to achieve? If it’s a career ambition, you want to change disciplines or you want to move up and be a senior vice president, you want to do something different with your life, then it’s important first to label what your dream is and say okay. Often your dream is something that you’ve been avoiding because it’s too scary to you, but that is the one that probably has the most power.

You want to create a different system of team selection, where the teams choose their own members rather than the manager doing it and giving much more power to the team members and you don’t know what that’s going to look like, but you think that could be pretty compelling for people and a great recruiting tool.

The first is your dream. Once you have a dream within that, then you have to say, “Who is this going to benefit?” In the journey of not knowing, your job is to work through the uncertainty to find out what you can learn about what you don’t know.

In anything there are things we know, like I know your name is Pete and I know that you’re on the other end of a phone. I know you have a show. But I don’t know what you’re wearing, but I could ask you. I don’t know what you’re thinking right now, but I can ask you and you can tell me or you won’t.

Then there are things that you can’t know either because the other person doesn’t want to tell me. I may sound like a girlfriend you had ten years ago and you just hate even hearing my voice and you certainly don’t want to share that or it’s something that you’re not aware of and I have to be comfortable with that.

When you’re trying to figure out your dream and learning about the people who would benefit, then you have to go after those things that you don’t know, but you can find out. One of the things you need to find out is what are those people, like if it’s your team now, what do you need to learn about them to pull this thing off because you’ve got to get their buy in?

That’s step one. That will also inform more about what that dream is going to look like.

Step two is to get comfortable with the scariness of risk, you’ve heard me talk about this, and accept it as part of the game. The thing that scariness can do for you is it doesn’t have to disable, but it can raise your attention. It says, “Okay, I’m nervous because I don’t know what was going to happen. I don’t know the consequences. I don’t know if people are going to like it or hate it. But I really would like to try this. I have to be okay with that worry.”

That’s an important thing. In fact there’s research coming out now in the area of mindfulness that mindfulness is very good for applying yourself to a task you already know, but it’s not so good when you apply it to something that’s new, that you don’t have enough edge going for you. That certainly is what I’ve witnessed in my career and the careers of others.

Pete Mockaitis
You don’t have enough edge going for you, you said?

Julie Benezet
Yeah, you don’t have enough – are you going to reach and stretch into a place that makes you a little nervous, but you’re willing to try. Because if it’s something that you feel really calm about, you’ve probably done it before and so have other people, so it’s probably not a new enough idea. It’s maybe not fixing the problem.

There’s a lot of these things, these new ideas are to fix old problems that people don’t want to talk about, don’t want to face or there’s some person standing in the way that nobody wants to stare down. But that allows you to go into those places where it’s not going to be easy, but it will be worth it. That’s why it’s important to go towards not away from discomfort and recognize that is an empowering thing rather than a disempowering thing.

The third is to watch out for self-sabotaging behaviors. These things are your defensive behaviors that I call hooks. Everybody has defensive behaviors.

Defenses are just to take away discomfort, that if I’m in a situation where I find the people are condescending and make me feel little and upset and yet they might be people that I really need to help me with my project, but if I find that I’m reacting that way, one defensive behavior is just to disengage, just check out or tell myself I don’t need them. I’ll figure it out some other way. I’ll walk away from it.

A very common one is micromanagement, that micromanagement is about trying to take control of things. Instead of waiting to see how something or whether something is going to turn out, instead you want that instant feedback.

When you micromanage, “Well, Pete, can you move your paper over three inches? Could you please call so-and-so and tell them thus-and-thus? Would you put the stapler to the side?” I do this micromanagement role play with people and they just love it because everybody – if you don’t know what micromanagement is, you’ve never worked.

But what it does is when you get into it, it gives you near-term comfort and gives you this sense of control, but it takes you off the pathway to something bigger.

Personalizing is a big one. Personalizing is if I hear someone has criticized an event as a reflection on me, instead of hearing what the value is to the broader picture, it will get me. I will spend my time worrying about my own self-esteem rather than what’s going to be valuable to the organization.

For example, if somebody says, “Julie, that was a horrible presentation,” if I have a personalizing thing, I’ll go into unknown territory saying, “Oh, I’m just a screw-up. I’m terrible. I know I should have, would have, could have.”

Instead of stepping back and saying, “Well, let’s see. What went wrong there? Maybe they have already heard that topic before or maybe it’s hitting a nerve ending that they’ve tried to address before and it didn’t go so well and they’d rather not think about it or maybe they just heard that there are going to be layoffs and they weren’t even paying attention.”

What I need to do is get past that hook of personalizing, worrying about how I look and look at how the situation looks. Again, you have to go and figure out what it is you don’t know. Personalizing is particular common among women, but men do it too. It’s very common as I said, but it is one to catch yourself, “Uh oh, get over yourself. Let look out here and see what’s going on.”

The final thing, and this is where the juice is, you need to find drivers to fuel your way through the unknown and the discomfort of finding out new ideas.

Drivers are anything from, “I so dislike the guy who I’m competing against for this bid that there’s no way on this earth that I’m going to let him win. I am going to go deal with the scary analytics department, who always make me feel like a moron because I know they can put together a bid that will be winning so that will help me push through all the discomfort that’s going to take to get me there.”

Or more important are core drivers. Core drivers are about who you are, what are your values, what do you care about, what are your dreams, and what are your life stories. There are a lot of them. Did anybody doubt that when Martin Luther King said, “I have a dream,” did they ever doubt that he really meant it? That gave him a lot of fuel to go through a lot of scary places in the name of civil rights.

In my coaching practice I run up against this depressingly often, particularly women whose mother when they were children told them they would fail, which is incredible. You and I could probably talk for a long time about the dynamics of mothers and daughters and woman and mothers with their own issues.

But it’s a very powerful motivator when I’ve seen woman after woman go out there and say “I am going to go after that promotion as terrified as I am about what it’s going to take to get there, all the speeches I’m going to have to make, all the reports I’m going to have to write, all the people I’m going to have to prove myself to, so I can show my mother that I will not fail.” That’s a core driver and it’s very powerful.

Those are the four steps that get you on the journey through that discomfort towards something bigger.

Pete Mockaitis
All right, thank you. Well, there’s much I’d love to dig into here. I’ll go in reverse order. These drivers, it’s interesting in that the notion that “I’m going to prove to my mother that I can do it and I’m awesome,” or “I want to stick it to this competitor because I don’t like them at all.”

Julie Benezet
It doesn’t have to be laudable, Pete. It just has to .

Pete Mockaitis
Yeah. Well that’s what I was intrigued is that – I guess I’ve been there too with regard to sort of quote/unquote noble drivers and maybe less so. Is there any downside to tapping into a less laudable driver?

Julie Benezet
That’s a good question. A downside. Well, you don’t use it as your press clips.

Pete Mockaitis
Oh sure.

Julie Benezet
You don’t say, “Okay, we’re going to go get the guys.” Although Ford made a whole – its whole vision for a long time was “We want to beat Chevy,” and that did rather well for them, so it’s not always a bad thing to do.

I don’t think so. Unless you let it consume you in a negative way. If you just say, “This is what I’m using for,” and then use it for the positive of the endpoint you want, then I think it’s very useful. If you use to basically revisit and wallow in past slights from somebody, that’s not so good.

All of these involve leadership in some way, whether it’s for your personal career, for your team. Leadership is simply about having an idea to make things better and bringing other people along to help support you in it.

When you want to get help with your idea, you want to be able – it’s really a sales job. You need to motivate other people to come into the tent to join you here. Having a negative driver is not something, as I say, you translate into your motivational speech. A different way is what if you win this bid, the group will win for itself and how life will be better as a result of this.

You need to make a division between what inside is making you go versus what it is that you need to use on the outside to socialize it and get all those people to help you come along on it.

Pete Mockaitis
Now you also mentioned back to the self-sabotaging behaviors that you’ll note that these are just sort of responses to natural defensiveness that’s popping up. You offered a couple kind of particular prescriptions, like if you start the personalizing, here’s what to do instead.

I’d love to get your take on are there any sort of universal tips that you’d suggest in terms of if you find defensiveness is bubbling up and you’re starting to go down whatever your particular unique self-sabotaging flavor may be, are there any kind of universal things that can help get you back on track.

Julie Benezet
Yeah, there’s something I call the hook cycle. The hook cycle begins with you being triggered by something. I’ll give you a quick story to demonstrate it so you get the pieces.

Cheryl was a senior project manager at a company. She really wanted to be promoted to director. She made a point of really going the extra mile with the client to dazzle them, so she would do well with them, then finally get promoted.

Well, one day Cheryl heard via the grapevine that Michael, who worked for her, had told her boss that the client was unhappy about their services. Well, this was the first Cheryl had heard about that. She went into this great angry place and she tended to personalize. She had parents who were shamers and blamers because we all carry our life history with us. You have to pay attention to that.

But she went into this place of, “Oh no, this should never have happened.” Instead of thinking about what the client really was saying and why Michael spoke to her boss, she went into this reactive mode. She was hooked by personalizing. The first part of the hook cycle is when you are hooked by something that triggers you.

What can happen in a negative hook cycle is if you don’t catch yourself, then you go into this reactive place, which she did. She went into this reactive place and what she did was she goes storming to her boss and says, “I can’t believe Michael came and said that to you. How dare he? He’s just playing the male chauvinist pig card.”

Her manager is listening to this. He reacts to her reaction. He’s thinking, “Whoa, she can’t manage her people. I couldn’t possibly promote her.” The result is that she is not promoted.

Well, the trick of getting to a better place is to catch yourself when you catch yourself being hooked and stop and to form a new cycle. The new cycle is when you catch yourself – and it can occur in different ways. You suddenly get almost a stabbing feeling, you get really nervous, sometimes if it’s like micromanagement, you get dead calm. Something tips you off that you’re going into a defensive place.

At that point, literally stop and shift to what I call pause and reflect. Even if you are quiet for 30 whole seconds, it will stop the speeding train of reactivity. What it does is it allows you to start to detach from all that emotionalizing and start to shift to a place of looking at it differently.

Then the second part and you build a new cycle and a more productive one. In that new cycle first thing is to give yourself compassion. We all are human. We all have things that cause us to react. That’s okay. We can forgive ourselves for that and acknowledge it. But then say, “But this isn’t going to work. Me going storming into my boss’s office and complaining about Michael, not so hot. I need to come up with a new strategy.”

Then in looking at a new strategy, that’s when it’s like opening the aperture of a camera. As the more you detach and breathe deep or whatever helps to bring in some calm, you literally can see more what’s happening. You look around and say, “Okay, what do I need to learn here.” It goes back to that not knowing thing. “What is it do I not know?”

One of the things that Cheryl did not know was why Michael talked to her boss first. Well, it turns out, so she went and talked to Michael. She learned that well, it wasn’t a planned event. He just happened to be standing in the coffee room next to the boss and he had just heard this information. He just thought he was being helpful as they’re both pouring their coffee.

But he had also worked for himself for 17 years and this chain of command thing was brand new. He had never heard of anything like that. The last thing that had occurred to him was to be undercutting her. She realized that she needed to understand Michael a whole lot better to get a more constructive working relationship. The next step is to work on that relationship.

Another piece of it obviously, they have to go solve for the client problem, which they did. This actually comes from a real life event. I happened to have been the coach for both the big boss and Cheryl, so these are not their real names. But they did go and rehabilitate it, both with Michael and Cheryl. They also had to rehabilitate the issue with the client. Six months later she was promoted to director.

Pete Mockaitis
Excellent. That’s nice to see how that unfolds there and makes it all the more real. Along with making it real, you mentioned a couple of those behaviors. I’d love to hear a few more so that listeners might recognize themselves in them.

I think one of my defensive behaviors is I just sort of – I start the argument without the other person. I’m like, “I can’t believe he would say that. After this and this and this. Well, he might thing this, but I’d say that. Then he might say this and I’d say that.”

It’s like I’ve already got the whole script. The whole script is playing out before me and I’m getting kind of riled up about an argument that has not happened and very well probably won’t happen. I sort of notice that in myself, so I try to take a breath in those situations. What are some other patterns that show up again and again there?

Julie Benezet
Look at our political environment right now. Nobody is listening to anybody because everybody is going around basically … each other because it’s a very anxious, anxiety provoked thing. It’s not terrible. It’s very human. But what it does is, again, it’s like something that person said to you, you took off – triggered you. How could you recognize that in yourself and then be able to pull up long enough to say, “Well, how do you get there?”

Most of my experience has been and I’ve watched this in negotiation training is the winners tend to be the ones who are quieter and ask more questions. I’m not saying you never can correct, but something to consider is what is it that I can do here to learn more about what I don’t know about this person’s position and why it is we’re not on the same page.

Pete Mockaitis
That’s a handy one. Thank you. Any other patterns associated with when the defensiveness is starting to bubble up?

Julie Benezet
Perfectionism is a big one. There are ten hooks. Perfectionism is of course a rabid fear of failure. The perfectionist thinks if they just keep doing it until they get it right, they’ll be okay. It’s almost like a safety thing. It’s a great way of spinning because there’s no end point to it. There’s no such thing as something that’s perfect.

But a lot of people get into perfectionism. For example, if they’re going to go out and sit down and do a customer survey with a customer who they know might not be happy, they might find themselves spending a long time getting the wording just right on this survey rather than picking up the phone, calling up the customer and saying, “Hey, I need to come see you and learn some things here.”

It’s perseverative behavior. It’s round and around. What it can do is while you’re trying to get the perfect product, you’re avoiding making a decision. It can be a real career ender. You see a lot of perfectionists in a number two seat, not a number one seat because they’ll just keep trying to make it nicer and better and cleaner.

You see this in finance a lot. You see it among engineers. We’ve all got pieces of this. I was a lawyer for years, believe me, they’ve got perfectionism down. But what it does is if you don’t make a decision, then you’re not accountable. If you’re not accountable for something, you can’t fail at it. That’s the myth, but that’s what keeps a lot of people in that trough.

Getting out of perfectionism, again, is to first catch yourself when you’re doing it. When you’re adjusting the font for the 14th time on this proposal, you might step back and ask yourself “Am I picking on this font because the font really needs to be fixed or am I failing to look at whether this proposal is really answering the question that the potential client is asking? Is this really going to win the deal?”

Particularly if it involves things that you feel stretched in trying, but may be important to do so. Perfectionism is another big one.

Pete Mockaitis
Well, thank you. Julie, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Julie Benezet
Oh, I could mention a lot of things. When I wrote The Journey, I wrote it as a story because it’s full of people that are familiar. All of these things are very typical and yet the final goal is to pursue something better, the adventure of improving things and making a difference. I think that’s worth all the sweat along the way.

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Pete Mockaitis

Thank you. Now could you share with us a favorite quote, something you find inspiring?

Julie Benezet

Oscar Wilde, “Be yourself; everyone else is taken.”

Pete Mockaitis

How about a favorite study or experiment or bit of research?

Julie Benezet

Well, I tend to look at biographies as telling important stories. I look at research too. But a couple books for example that are very illustrative of what I’m talking about is Shoe Dog, which is Phil Knight’s biography of how Nike was formed. You spend the whole time wondering how it is possible that this company ever succeeded to make a dime much less a billion dollars.

There is a study, it has an important moral. It’s for people who love animals like I do. It’s not a great one to read, but it’s Martin Seligman’s Learned Helplessness. It’s all about how people can get into situations where they feel like they have no control over the end, so they just quit trying. You see that in lots of different ways.

But it was done in the early ‘50s. It remains true today. It has powerful implications. The moral of that one is to find out what it is you can control and to go towards that.

Pete Mockaitis

How about a favorite tool, something that helps you be awesome at your job?

Julie Benezet

One is free writing. Free writing is something where you don’t sit and organize it. You just sit down and you just start writing. Handwriting is better than typing because it’s kinetic. It actually slows you down, so you think better. It improves the memory that comes out of that work, but it also tends to personalize it more.

Free writing is you say, “I just wish I could go down there and tell them what I think. The reason they’re bugging me about this.” It can sound like a word salad, but by dumping it out of your head and putting it on a piece of paper, you start to see things bubble to the surface. “What are the themes, the patterns here that are showing up for me? Oh, I see. These are all instances where somebody treated me like a little thing and put me down and that makes me crazy.”

Another one is white boarding is that people are very visual and whether you’re one person, two or a roomful, there’s something very powerful to going up to the wall and drawing shapes, words, colors, lines, whatever, to talk about what you’re thinking about. I find it’s less structured and, again, it surfaces patterns and thinking and can be very powerful to getting to a better place.

Pete Mockaitis

How about a favorite habit?

Julie Benezet

Well, if you knew me, you’d think this would be strange, but sitting still. Because I like to be very active, strong bias for action, you might have figured that out, when I really want to sit down and figure something out, the idea of being still makes me shift into a different gear and quit distracting myself with other stuff. It makes it impossible for me to run anyplace else.

I just sit, feel, breathe, and let my head drift. I don’t do it for very long. I do it for at most five minutes, but it’s re-energizing and it can be very clarifying because when you have a little meeting with yourself like that, it’s amazing what shows up on the agenda.

Pete Mockaitis

Is there a particular nugget you share that really seems to connect and resonate with folks and they repeat it frequently?

Julie Benezet

One of the things that I hear a lot is about leadership. It’s not a job; it’s a mindset. It’s a state of being where you’re always looking for the bigger opportunity in whatever is going on. If something goes wrong in your job, don’t just fix the little thing, like the team didn’t put the paper in on time. What’s the bigger deal that’s going on?

Why is it that they didn’t come through on that? Did they not understand it? Did they realize that nobody is going to read it? Did they think that the data were flawed? What was sitting behind that stuff that stopped them from doing it because that’s what you go to fix. The mindset is always looking for that bigger opportunity.

Pete Mockaitis

If folks want to learn more or get in touch, where would you point them?

Julie Benezet

On my website, JulieBenezet.com or there’s Author Central off of Amazon.

Pete Mockaitis

Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Julie Benezet

Dare to dream, face your fears, and go for it.

Pete Mockaitis

Beautiful. Well, Julie, this has been a ton of fun. I wish you lots of luck and more adventures and more unknowing places.

Julie Benezet

Guaranteed. Thank you very much.

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