The Secret of Success

My daughter Kitty recently shared a link to a TED Talk with me, a presentation by a woman named Angela Lee Duckworth. Dr. Duckworth, once a McKinsey consultant, left the world of management consulting with one of the country’s most prestigious firms to go teach math to seventh graders in the New York City public school system.  She observed that her students who succeeded were not always the ones with the highest intelligence quotients or those who came from what we would consider good homes. Her interest in these factors led her back to school to receive a Ph.D. in psychology at the University of Pennsylvania where she now teaches. Her platform and her research are based on the theory that the biggest indicator of success is “grit.”

Several impressions washed over me when I listened to her Ted Talk entitled “The Key to Success: Grit.” First, I was bowled over by the idea that this talented young woman would leave a job at McKinsey, replete no doubt with a significant salary, a healthy expense account, bonuses, stimulating assignments and a career ladder that reached to the sky, to go teach seventh grade math.

Upon hearing that, I had a flashback: In seventh grade, we had a biology teacher named Joyce Something. I remember her as being rather serious and drab, but during  the year she got engaged. She changed right in front of us: her eyes sparkled, her once unkempt hair was now tied with a bow. And during one class, the boys started teasing her about getting married, focusing specifically on the honeymoon. She ran out of our classroom in tears.  I remember raising my eyes to the ceiling and uttering this prayer: “Dear God, please let me never teach seventh grade.” So my admiration for Dr. Duckworth wasn’t just that she left consulting for teaching: she left to teach seventh graders.

My next observation was that Dr. Duckworth’s scientific research was a direct reflection of what my dad always told me about success. However, he didn’t use the word “grit.” His version was “stick-to-it-iveness.” All the brilliance in the world, he said, can only be harnessed if we’re willing to do the work. My dad, too, was a professor, but I think his counsel on stick-to-it-iveness was based less on his experience in academia and more as a direct result of being raised as the youngest of six on a farm in Nebraska during the Depression. My grandmother was a Methodist minister and part-time gas station owner, widowed by the time my Dad was 10, a woman who did everything she could to make ends meet for her children. If our religion as a family was Methodism, our mantra was hard work. I’ve learned as a business and career coach who helps people and companies with strategic planning that all the brilliant strategies and ideas in the world don’t amount to anything without action, without execution. And that takes grit.

Lastly, I thought of a quote I’ve heard over the years attributed to Calvin Coolidge. “Nothing in this world can take the place of persistence,” he said. “Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.”

In fact, Angela Lee Duckworth says grit is often inversely related to talent, and she implies that follow-through trumps talent any day of the week.  “Grit is sticking with your future — day in, day out, not just for the week, not just for the month, but for years — and working really hard to make that future a reality,” she said. This sobering insight gives me new determination and inspiration to commit to following through, doing what Gregg Levoy in his remarkable book Callings: Finding and Following an Authentic Life calls “the pick-and-shovel work” that it takes to achieve our dreams.  For a calling to manifest into success, it looks like we have to do the work. I figure that Dr. Duckworth, Calvin Coolidge and my dad can’t all be wrong.

Feed Me, Seymour

In the Broadway play and film “Little Shop of Horrors” there’s a plant named Audrey II that has a voracious appetite and must be fed a steady diet [of blood]. This comic rock horror musical featured Rick Moranis and Steve Martin in the movie, but the biggest star may have been the plant himself. The line most remembered is when Audrey II continues to implore his owner, “Feed me, Seymour!”

I think of the Internet as a kind of Audrey II. Like the plant, the Internet has a pressing need for content. Our job is to keep feeding it. What we feed it, and how, was the subject of a great presentation I heard last week, “The Path to Member Engagement: Consistently Delivering Highly Valued Content,” expertly presented by Doug Klegon, Principal at Klegon Strategic Communications. This presentation was hosted by the Association Forum’s Shared Interest Groups (SIGs), the Marketing SIG and the IT SIG.

Mr. Klegon’s presentation was geared to association professionals whose main audience is their members. But the principles he shared can apply to anyone who is responsible for continually providing valued content to an Internet website, a blog, or even to social media outlets like LinkedIn and Twitter. Lesson #1, he said, is that content strategy is critical to delivering member (read: client) value. He said it’s crucial to plan for useful, usable content that is, most importantly, easily retrievable. I leave it to the IT geniuses to work out the back-shop mechanics of making content easily retrievable. My focus in on developing valuable content and reinforcing the connection between content and strategy, both for my clients and for my own efforts as a business owner.

“Content strategy is change management in disguise,” said Hilary Marsh, another Association Forum member, during the presentation which was graciously hosted by the Association Management Center. Ms. Marsh is president and chief content and digital strategist at Content Company, a firm providing consultation on web, mobile, social media and e-communications. Mr. Klegon loved Ms. Marsh’s line so much that he nimbly incorporated it as his own later in his presentation, providing a good laugh for his audience. Both were saying the same thing: a content strategy begins and ends with an organization’s strategic plan.

Like that insatiable plant in “Little Shop of Horrors,” the Internet demands content. What we feed it and why is up to us. Having a plan in place that aligns with our mission, our vision, our values and our audience is critical before we go lobbing stories and articles onto the web. Without that discernment, like Seymour, we risk being eaten alive.