My friend Faisal Hoque is a serial entrepreneur, author, and thought leader. His life is a modern story of success, failures, and resiliency – leaving Bangladesh at 17 for the United States where he has since founded businesses including SHADOKA and others. You may know his writing from Fast Company, Huffington Post, Forbes, or BusinessWeek.
I previously talked with him about The Power of Convergence. His latest book, written with Drake Baer, Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability. Like all of his writing, it is packed with ideas.
Faisal, it’s so good to talk with you again. Let’s start with your definition of “connectivity.” What is it? Why is it so important? If it is that important, how do we cultivate it?
Being holistic and humanistic is key to a great life and doing great work.
Connectivity is a sense of journey to the sense of purpose — it is an individual, lonely pursuit and a collective, companionable one at the same time.
Our individual, interpersonal, and organizational working lives all interconnect. By examining these connections, we learn new ways to create, innovate, adapt, and lead.
We need to address our own mental experiences, our social interactions, and the mindset we can take to orient ourselves to this holistic, long-term view.
We need to explore understanding that leads to long-term sustainability, the way to act in a manner that promotes mutual flourishing, and how, crucially, a leader can urge us along this process.
We need to arrange our lives and our organizations in a way that leads to long-term value creation: surveying the subtle and not-so-subtle arts of idea generation, decision-making, and creating continuous value.
The newest problems of the world find solutions in the oldest timeless practices like mindfulness, authenticity, and perseverance—because Everything Connects.
Understanding Unique Motivations
“Somewhere along the way, people become convinced that stasis is safer than movement. Consistency feels comfortable; volatility is frightening.” As a leader, how do you motivate people out of the comfortable?
I think first, we have to appreciate the interior complexity of the people that we work with. Then, we need to make the links between a person’s individual motivations and what our organizations need. In other words, link the individual–personal goals like career trajectories–to the collective group goals like innovation, revenue growth, and impacting the world.
To do this we need to understand what people need from their work in order to do their best work–and how leaders can help arrange that for them. This distinction is rooted in intrinsic versus extrinsic motivation. If people are intrinsically motivated, there is something inside of them that pushes them to their work; if they are extrinsically motivated, something outside of them brings them there. They embrace the unknown, volatility. Leaders need to connect with the emotional intelligence of their people and curate their talent to change, adapt, move forward. There is no substitute for inspiration, curiosity, and passion.
The Benefits of Meditation
You place a lot of value on meditation, calling it the “batting cage for getting familiar with the fastballs and curveballs of our conscious and unconscious habits.” Off the top of your head, what are the top three benefits of meditating?