In February's tech bloodbath, at least 16,000 employees were impacted after big tech layoffs.
The spate of layoffs in the tech sector galloped to new heights in February, which seems to be one of the worst months in the last six months for tech professionals. Meta, HP, and Workday were some big names to axe a massive chunk of their workforce.
February saw 46 companies lay off 15,994 employees, according to layoffs tracker Layoffs.fyi. When compared to January, layoffs surged in February, resulting in a staggering 184 per cent increase in the number of affected employees. Last month, 25 companies were reported to have fired 5641 of their employees.
Meta’s massive move
At the beginning of the month, it was reported that Meta is conducting layoffs that could impact around 5 per cent of its workforce, which is about 3,600 employees. These layoffs have been described as ‘performance-based cuts,’ and they began on February 10 with notifications planned to be delivered throughout the following week.
Earlier in January, Meta CEO Mark Zuckerberg had informed his staff that he planned to raise the bar on performance management and move out low performers faster. “We typically manage out people who aren’t meeting expectations over the course of a year,” he stated in an internal memo, but added, “Now we’re going to do more extensive performance-based cuts during this cycle.” However, following the announcement, it was reported that some employees with strong performance reviews were also affected.
HP axes over 2000 jobs
On February 27, tech giant HP announced that it was going to cut up to 2,000 jobs as part of its ongoing restructuring plan. Reportedly, the company currently has a strength of around 58,000 workers across 59 countries. The company is hoping to save about $300 million by the end of October 2025 with the cuts. However, the company may reportedly also incur about $150 million in restructuring costs. HP had introduced its restructuring plan named ‘Future Now’ in November 2022 with a goal of cutting 7,000 jobs. With the fresh round of layoffs, the total number under the plan would come to 9,000. With the latest job cuts, the tech giant expects to save $1.9 billion through the plan, with a total restructuring cost of about $1.2 billion. All of this comes after the company saw stronger financial gains in the first quarter. The company reportedly saw increased demand for AI-powered PCs.
More layoffs
Beyond Meta and HP, companies like Salesforce, Workday, and Autodesk handed the pink slip to a sizable chunk of their workforce. On February 4, it was reported that Salesforce will be cutting over 1,000 jobs from various departments as it was restructuring to prioritise its AI initiatives. This also comes at a time when the company was on a hiring spree for sales roles to meet the needs of their primary AI offering—Agentforce. Similarly, Workday laid off 1,750 of its staff, which is about 8.5 per cent of its workforce. The company reportedly cited its plans to invest in AI, global expansion, and office space reductions. Later in February, Autodesk announced a 9 per cent work force reduction, which would likely impact 1,350 employees as part of its strategy to focus on core business areas, including AI.
Why are big tech companies laying off staff?
Based on a broader view, there are numerous factors that drove the mass layoffs in February 2025. Uncertainty about the future of the economy has been a persisting concern, coupled with rising interest rates and inflationary pressures. These aspects have been pushing businesses to reassess their financial strategies. Most companies have cited economic volatility as a major driver for their cost-cutting initiatives. Also, overhiring during the pandemic has left many organisations overstaffed, prompting them to reduce unnecessary roles amid a decline in revenues.
Another major change is the increasing adoption of AI solutions rendering many jobs redundant, especially the likes of customer service, HR, marketing roles, etc. In some cases, mergers and acquisitions have also forced companies to restructure, resulting in overlapping roles and further job cuts. Waning investor confidence is also a reason, as many companies are facing stock price declines due to lower-than-expected revenue projects. This has pushed many companies to cut costs to maintain their profitability.
When compared, January saw significant job cuts, although fewer than February. Major layoffs in January included Amazon, which carried out large-scale layoffs, though the exact number was undisclosed. January’s layoffs were seen in sectors like e-commerce, finance, and tech media, reflecting continued adjustments following the holiday season. On the other hand, December 2024 reported a slightly different pattern, with layoffs in aerospace, finance, and energy sectors. Lilium, an aerospace company, laid off 1,000 employees, effectively cutting its entire workforce. The trend in December suggested an industry-wide shift toward downsizing, anticipating economic challenges in early 2025.
For now, there seems to be no slowing down for layoffs. However, some analysts have predicted the layoff wave could slow down by mid-2025; some believe continued economic uncertainty may spell more job cuts. With businesses increasingly adapting to changing market conditions, the workforce will need to stay agile.
Ref
Early in the twentieth century, the English adventurer Ernest Shack- leton set out to explore the Antarctic. Roald Amundsen, a Norwe- gian, had only just become the first explorer ever to reach the South Pole, leaving one remaining conquest: the crossing of the continent via the southernmost tip of the earth.
The land part of the expedition would start at the frigid Weddell Sea, below South America, and travel 1,700 miles across the pole to the Ross Sea, below New Zealand. The cost, Shackleton estimated at the time, would be about $250,000. "The crossing of the south polar continent will be the biggest polar journey ever attempted,"
Shackleton told a reporter for the New York Times on December 29,
1913. "The unknown fields in the world which are still unconquered are narrowing down, but there still remains this great work."
On December 5, 1914, Shackleton and a crew of twenty-seven men set out for the Weddell Sea on the Endurance, a 350-ton ship that had been constructed with funds from private donors, the British government and the Royal Geographical Society. By then,
World War I was raging in Europe, and money was growing more scarce. Donations from English schoolchildren paid for the dog teams.
But the crew of the Endurance would never reach the continent of Antarctica.
Just a few days out of South Georgia Island in the southern Adantic, the ship encountered mile after mile of pack ice, and was soon trapped as winter moved in early and with fury. Ice closed in around the ship "like an almond in a piece of toffee," a crew member wrote. Shackleton and his crew were stranded in the Antarctic for ten months as the Endurance drifted slowly north, until the pressure of the ice floes finally crushed the ship. On November 21, 1915, the crew watched as she sank in the frigid waters of the Weddell Sea.
Stranded on the ice, the crew of the Endurance boarded their three lifeboats and landed on tiny Elephant Island. There Shackleton left behind all but five of his men and embarked on a hazardous journey across 800 miles of rough seas to find help. Which, eventu- ally, they did.
What makes the story of the Endurance so remarkable, however, is not the expedition, it's that throughout the whole ordeal no one died, There were no stories of people eating others and no mutiny.
This was not luck. This was because Shackleton hired good fits.
He found the right men for the job. When you fill an organization with good fits, those who believe what you believe, success just happens. And how did Shackleton find this amazing crew? With a simple ad in the London Times.
Compare that to how we hire people. Like Shackleton, we run ads in the newspaper, or on the modern equivalents, Craigslist or Monster.com. Sometimes we hire a recruiter to find someone for us, but the process is largely the same. We provide a list of qualifica- tions for the job and expect that the best candidate will be the one who meets those requirements.
The issue is how we write those ads. They are all about WHAT and not about WHY. A want ad might say, for example, "Account executive needed, minimum five years' experience, must have working knowledge of industry. Come work for a fantastic, fast- growing company with great pay and great benefits." The ad may produce loads of applicants, but how do we know which is the right fit? Shackleton's ad for crew members was different. His did not say WHAT he was looking for. His ad did not say: "Men needed for expedition. Minimum five years' experience.
Must know how to hoist mainsail. Come work for a fantastic captain."
Rather, Shackleton was looking for those with something more.
He was looking for a crew that belonged on such an expedition. His actual ad ran like this: "Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success."
The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won't be working hard and looking for innovative solutions for you, they will be doing it for themselves.
What all great leaders have in common is the ability to find good fits to join their organizations—those who believe what they believe.
Southwest Airlines is a great example of a company with a knack for hiring good fits. Their ability to find people who embody their cause makes it much easier for them to provide great service. As Herb Kelleher famously said, "You don't hire for skills, you hire for attitude. You can always teach skills." This is all fine and good; the problem is, which attitude? What if their attitude is not one that fits your culture? I love asking companies whom they like to hire, and one of the most common answers I am given is, "We hire only passionate people." But how do you know if someone is passionate for inter- viewing, but not so passionate for working? The truth is, almost every person on the planet is passionate, we are just not all pas- sionate for the same things. Starting with WHY when hiring dra- matically increases your ability to attract those who are passionate for what you believe. Simply hiring people with a solid resume or great work ethic does not guarantee success. The best engineer at Apple, for example, would likely be miserable if he worked at Mi- crosoft. Likewise, the best engineer at Microsoft would probably not thrive at Apple. Both are highly experienced and work hard. Both may come highly recommended. However, each engineer does not fit the culture of the other's company. The goal is to hire those who are passionate for your WHY, your purpose, cause or belief, and who have the attitude that fits your culture. Once that is established, only then should their skill set and experience be evaluated.
Shackleton could have had the most experienced crew money could buy, but if they weren't able to connect on a level much deeper than their ability, their survival would not have been a foregone conclusion.
For years, Southwest didn't have a complaints department— they didn't need one. Though Kelleher rightly talked about the need to hire for attitude, the airline in fact deserves more credit for hiring the good fits responsible for providing great service. Kelleher was not the only one making the hiring decisions, and asking everyone to simply trust their gut is too risky. Their genius came from figuring out why some people were such good fits and then devel- oping systems to find more of them.
In the 1970s, Southwest Airlines decided to put their flight at- tendants in hot pants and go-go boots as part of their uniforms (hey, it was the 1970s). It wasn't their idea; Pacific Southwest, the California-based airline after which Southwest modeled itself, did it first, Southwest simply copied them. Unlike Pacific Southwest, however, Southwest figured out something that would prove in- valuable. They realized that when they recruited flight attendants, the only people who applied for the job were cheerleaders and majorettes. That's because they were the only people who didn't mind wearing the new uniforms. Cheerleaders and majorettes, however, fit in perfectly at Southwest. They didn't just have a great attitude, their whole disposition was about cheering people on.
Spreading optimism. Leading crowds to believe that "we can win."
They were perfect fits at a company that was the champion of the common man. Realizing this, Southwest started to recruit only cheerleaders and majorettes.
Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you'll be stuck with whoever's left.
Let me tell a short story of Tolstoy’s, the story of the Emperor's three questions. Tolstoy did not know the emperor’s name …
One day it occurred to a certain emperor that if he only knew the answers to three questions, he would never stray in any matter.
What is the best time to do each thing? Who are the most important people to work with? What is the most important thing to do at all times? The emperor issued a decree throughout his kingdom announcing that whoever could answer the questions would receive a great reward. Many who read the decree made their way to the palace at once, each person with a different answer.
In reply to the first question, one person advised that the emperor make up a thorough time schedule, consecrating every hour, day, month, and year for certain tasks and then follow the schedule to the letter. Only then could he hope to do every task at the right time.
Another person replied that it was impossible to plan in advance and that the emperor should put all vain amusements aside and remain attentive to everything in order to know what to do at what time.
Someone else insisted that, by himself, the emperor could never hope to have all the foresight and competence necessary to decide when to do each and every task and what he really needed was to set up a Council of the Wise and then to act according to their advice.
Someone else said that certain matters required immediate decision and could not wait for consultation, but if he wanted to know in advance what was going to happen he should consult magicians and soothsayers.
The responses to the second question also lacked accord.
One person said that the emperor needed to place all his trust in administrators, another urged reliance on priests and monks, while others recommended physicians. Still others put their faith in warriors.
The third question drew a similar variety of answers.
Some said science was the most important pursuit. Others insisted on religion. Yet others claimed the most important thing was military skill.
The emperor was not pleased with any of the answers, and no reward was given.
After several nights of reflection, the emperor resolved to visit a hermit who lived up on the mountain and was said to be an enlightened man. The emperor wished to find the hermit to ask him the three questions, though he knew the hermit never left the mountains and was known to receive only the poor, refusing to have anything to do with persons of wealth or power. So the emperor disguised himself as a simple peasant and ordered his attendants to wait for him at the foot of the mountain while he climbed the slope alone to seek the hermit.
Reaching the holy man’s dwelling place, the emperor found the hermit digging a garden in front of his hut. When the hermit saw the stranger, he nodded his head in greeting and continued to dig. The labor was obviously hard on him. He was an old man, and each time he thrust his spade into the ground to turn the earth, he heaved heavily.
The emperor approached him and said, “I have come here to ask your help with three questions: When is the best time to do each thing? Who are the most important people to work with? What is the most important thing to do at all times?”
The hermit listened attentively but only patted the emperor on the shoulder and continued digging. The emperor said, “You must be tired. Here,let me give you a hand with that.” The hermit thanked him, handed the emperor the spade, and then sat down on the ground to rest.
After he had dug two rows, the emperor stopped and turned to the hermit and repeated his three questions. The hermit still did not answer, but instead stood up and pointed to the spade and said, “Why don’t you rest now? I can take over again.” But the emperor continued to dig. One hour passed, then two. Finally the sun began to set behind the mountain. The emperor put down the spade and said to the hermit, “I came here to ask if you could answer my three questions. But if you can’t give me any answer, please let me know so that I can get on my way home.”
The hermit lifted his head and asked the emperor, “Do you hear someone running over there?” The emperor turned his head. They both saw a man with a long white beard emerge from the woods. He ran wildly, pressing his hands against a bloody wound in his stomach. The man ran toward the emperor before falling unconscious to the ground, where he lay groaning. Opening the man’s clothing, the emperor and hermit saw that the man had received a deep gash. The emperor cleaned the wound thoroughly and then used his own shirt to bandage it, but the blood completely soaked it within minutes. He rinsed the shirt out and bandaged the wound a second time and continued to do so until the flow of blood had stopped.
At last the wounded man regained consciousness and asked for a drink of water. The emperor ran down to the stream and brought back a jug of fresh water. Meanwhile, the sun had disappeared and the night air had begun to turn cold. The hermit gave the emperor a hand in carrying the man into the hut where they laid him down on the hermit’s bed. The man closed his eyes and lay quietly. The emperor was worn out from a long day of climbing the mountain and digging the garden. Leaning against the doorway, he fell asleep.
When he rose, the sun had already risen over the mountain. For a moment he forgot where he was and what he had come here for. He looked over to the bed and saw the wounded man also looking around him in confusion. When he saw the emperor, he stared at him intently and then said in a faint whisper,
“Please forgive me.”
“But what have you done that I should forgive you?” the emperor asked.
“You do not know me, your majesty, but I know you. I was your sworn enemy, and I had vowed to take vengeance on you, for during the last war you killed my brother and seized my property. When I learned that you were coming alone to the mountain to meet the hermit, I resolved to surprise you on your way back and kill you. But after waiting a long time there was still no sign of you, and so I left my ambush in order to seek you out. But instead of finding you, I came across your attendants, who recognized me, giving me this wound. Luckily, I escaped and ran here. If I hadn’t met you I would surely be dead by now. I had intended to kill you, but instead you saved my life! I am ashamed and grateful beyond words. If I live, I vow to be your servant for the rest of my life, and I will bid my children and grandchildren to do the same. Please grant me your forgiveness.”
The emperor was overjoyed to see that he was so easily reconciled with a former enemy. He not only forgave the man but promised to return all the man’s property and to send his own physician and servants to wait on the man until he was completely healed. After ordering his attendants to take the man home, the emperor returned to see the hermit. Before returning to the palace the emperor wanted to repeat his three questions one last time. He found the hermit sowing seeds in the earth they had dug the day before.
The hermit stood up and looked at the emperor. “But your questions have already been answered.”
“How’s that?” the emperor asked, puzzled.
“Yesterday, if you had not taken pity on my age and given me a hand with digging these beds, you would have been attacked by that man on your way home. Then you would have deeply regretted not staying with me.
Therefore the most important time was the time you were digging in the beds, the most important person was myself, and the most important pursuit was to help me. Later, when the wounded man ran up here, the most important time was the time you spent dressing his wound, for if you had not cared for him he would have died and you would have lost the chance to be reconciled with him. Likewise, he was the most important person, and the most important pursuit was taking care of his wound. Remember that there is only one important time and that is now. The present moment is the only time over which we have dominion. The most important person is always the person you are with, who is right before you, for who knows if you will have dealings with any other person in the future? The most important pursuit is making the person standing at your side happy, for that alone is the pursuit of life.”Tolstoy’s story is like a story out of scripture: it doesn’t fall short of any sacred text. We talk about social service, service to the people, service to humanity, service for others who are far away, helping to bring peace to the world—but often we forget that it is the very people around us that we must live for first of all. If you cannot serve your wife or husband or child or parent—how are you going to serve society? If you cannot make your own child happy, how do you expect to be able to make anyone else happy? If all our friends in the peace movement or of service communities of any kind do not love and help one another, whom can we love and help? Are we working for other humans, or are we just working for the name of an organization? Service The service of peace. The service of any person in need. The word service is so immense. Let’s return first to a more modest scale: our families, our classmates, our friends, our own community. We must live for them—for if we cannot live for them, whom else do we think we are living for? Tolstoy is a saint—what we Buddhists would call a Bodhisattva. But was the emperor himself able to see the meaning and direction of life? How can we live in the present moment, live right now with the people around us, helping to lessen their suffering and making their lives happier? How? The answer is this: We must practice mindfulness. The principle that Tolstoy gives appears easy. But if we want to put it into practice we must use the methods of mindfulness in order to seek and find the way.
- Thich Nhat Hanh (Miracle of Mindfulness)
Overwhelmed? Find Peace with This Simple Pebble Meditation (Mindfulness for Beginners)
Imagine: You're in a meeting, your phone buzzes with another email, and your mind is racing through your to-do list. Sound familiar? That constant feeling of being overwhelmed can be exhausting. According to the American Psychological Association, X% of adults report feeling stressed on a regular basis. But there's a way to find calm, even in the chaos…
Do you feel like you're constantly juggling a million things? Notifications pinging, deadlines looming, and a never-ending to-do list pulling you in every direction? It's easy to feel disconnected – even from yourself. I get it. I used to feel that way too, constantly stressed and overwhelmed. But I discovered a path to inner calm that has transformed my life: mindfulness. Studies show that even 10 minutes of daily meditation can reduce stress.
Mindfulness isn't about escaping your responsibilities. It's about learning to be present in the midst of them, finding a sense of peace and clarity that allows you to navigate the chaos with more ease. It's a journey, not a destination, and it starts with a single, simple practice: meditation.
Why Meditate?
Because true rest is hard to come by. Even a full night's sleep often leaves us restless, our minds still churning. Meditation offers a different kind of rest – a deep, internal quiet that allows your body and mind to truly recharge. This deep rest translates into improved focus, clarity, and the ability to navigate daily challenges with greater ease.
Finding Your Seat: Posture for Meditation (Mindfulness for Beginners)
Whether you choose the traditional lotus position, the half-lotus, or simply sit comfortably in a Japanese style (knees bent, resting on your legs – perhaps with a pillow for support), remember a few key principles:
Keep your back straight. This helps maintain energy flow and prevents slouching, which can restrict breathing. Imagine a string gently pulling you upwards from the crown of your head. The neck and head should be aligned with the spinal column – straight, but not stiff.
Soften your gaze. This reduces visual stimulation and allows your mind to quiet down. Focus your eyes gently a yard or two in front of you, or close them if that feels more comfortable.
Invite a half-smile. This might sound strange, but a gentle, almost imperceptible smile can actually relax the worry-tightened muscles in your face. As the half smile appears, all the facial muscles begin to relax. The longer the half smile is maintained, the better. It is the same smile you see on the face of the Buddha.
Hand Position: Place your left hand, palm side up, in your right palm. Let all the muscles in your hands, fingers, arms, and legs relax.
Now, the most important part: begin to follow your breath and to relax all of your muscles. Concentrate on keeping your spinal column straight and on following your breath. As for everything else, let it go. Let go of everything.
The Pebble Meditation: A Guided Practice (Stress Relief Meditation)
This meditation uses a simple image – a pebble sinking into a river – to help you find that deep sense of inner calm. Find a comfortable seat, ensuring your back is straight (but not stiff!). A gentle half-smile can help relax your facial muscles. Close your eyes, or soften your gaze.
Breath Awareness (1 minute): Take a few deep breaths, noticing the sensation of the air entering and leaving your body. Feel your chest rise and fall, or the gentle expansion and contraction of your abdomen. Maybe you can even feel the cool air coming in and the warm air leaving.
The Pebble Image (30 seconds): Now, imagine yourself holding a small, smooth pebble in your hand. Feel its weight… maybe it's cool and smooth, or perhaps a little rough with tiny grains of sand clinging to its surface. Notice its color – is it gray, brown, speckled? What's its texture like? Is it rough or smooth? Feel the coolness of the stone, perhaps warmed by the sun.
Sinking into Stillness (2 minutes): Gently, release the pebble into a clear, flowing river. Watch as it begins to sink, effortlessly, through the cool water. Feel yourself sinking with it. Feel the coolness of the water as it surrounds you. And now...
Letting Go (2 minutes): As you sink, thoughts will likely arise – worries about work, memories from the past. That's perfectly normal. It's important to remember that everyone's mind wanders during meditation, especially in the beginning. It's not a sign of failure, but simply a part of the process. Don't cling to them, don't judge them. Simply acknowledge their presence, like watching clouds drift across the sky. For example, instead of getting caught up in the thought 'I'm running late,' simply acknowledge, 'Thinking: running late,' and gently redirect your attention back to your breath.
Reaching the Bottom (3 minutes): Feel the pebble reach the bottom of the riverbed, settling on the soft sand. Experience a profound quiet, like the stillness of a deep forest. You are at peace. Gently…
Resting in the Present (1 minute): Rest in this stillness, savoring the quiet joy and peace that resides within you.
Returning (30 seconds): When you're ready, gently bring your awareness back to your breath, and then to the sounds around you. Slowly open your eyes, and take a moment to appreciate the stillness you've cultivated. Notice how you feel – calmer, more centered?
The Monkey Mind: Taming Your Thoughts (Meditation for Anxiety)
In the beginning, your mind will likely feel anything but still. Thoughts will pop up like uninvited guests, pulling you away from your breath. The teachings compare the mind to a playful monkey swinging through the trees, constantly jumping from branch to branch. I used to get so frustrated! I'd think, "I'm doing this wrong. I can't even quiet my mind for five minutes!"
But the key is not to fight your thoughts, but to observe them. Imagine you're watching clouds drift across the sky. You don't try to stop them, you just notice them. When a thought arises – maybe "I'm running late for a meeting," "What's for dinner?", "That awkward conversation yesterday," or "I'm not good enough" – simply acknowledge it. You can even label it: "Thinking: I'm running late," "Planning: What's for dinner?", "Remembering: That awkward conversation yesterday," or "Judging: I'm not good enough." This creates a little distance between you and the thought, so it doesn't pull you away. Then, gently guide your attention back to your breath.
Building Your Foundation (and a little personal experience)
In the first few weeks of your practice, focus on building your concentration and finding those moments of inner calm. Don't worry about achieving some mystical state. Just focus on the simple joy of being present. And be patient! Mindfulness is a skill that develops over time. I remember one time, I could feel the sweat slicking my palms, making it hard to grip my pen during a board meeting. A knot of anxiety tightened in my stomach. I had to excuse myself, sneak into the bathroom, and do the pebble exercise. When I returned, the knot had loosened, and I felt a sense of calm focus I hadn't experienced all day. Instead of getting caught up in the details, I was able to clearly articulate the key priorities, and the meeting actually went smoother!
Actionable Step: Try the pebble meditation for 10 minutes each day for a week. Notice how you feel before and after each session. Keep a journal and note: What thoughts or feelings came up during the meditation? How did your body feel? Did you find it easy or difficult to focus? What did you notice about your stress levels before and after?
The Journey Continues…
Mindfulness isn't a quick fix, it's a lifelong journey. But even a few minutes of practice each day can make a real difference in your stress levels, your relationships, and your overall sense of well-being. So, take a deep breath, find your inner pebble, and start sinking into stillness. Your calm, centered self is waiting…
The Miracle of Mindfulness: Transforming the Ordinary into the Extraordinary
Imagine waking up every morning with a knot in your stomach, your mind already racing through a never-ending to-do list. That was my reality until I discovered Thich Nhat Hanh's The Miracle of Mindfulness. I was constantly battling stress and feeling utterly disconnected from my life, going through the motions for years. This isn't another self-help article with empty promises, but a guide to reclaiming your life, moment by moment. As a mindfulness practitioner for five years, I've experienced the profound benefits firsthand. According to the American Psychological Association, 77% of Americans regularly experience stress. By applying the principles in this book, we can transform our everyday existence from a source of stress to a source of joy and connection. This week, I dove deep into one particular chapter that provided a radical shift in perspective, and I'm excited to share the practical tools you can use today to experience more peace and joy.
What is Mindfulness? Beyond the Buzzword
Mindfulness. It's a word we hear everywhere, often linked to meditation and stress reduction. But what does it really mean? At its heart, mindfulness is about living in the present moment. It's about being fully aware and engaged in whatever you're doing, no matter how seemingly insignificant. Rooted in Buddhist philosophy, mindfulness invites us to cultivate a non-judgmental awareness of our thoughts, feelings, and sensations. Forget the to-do list swirling in your head, the worries about tomorrow, and the regrets of yesterday. Just be here, now. Imagine feeling the sun on your skin as you walk to your car, truly feeling it, rather than thinking about your next meeting. This awareness not only calms the mind but also allows us to make more conscious and compassionate choices in our lives.
Let's clear up some common misconceptions:
Mindfulness isn't about emptying your mind. It's not about achieving a blank slate or suppressing your thoughts. Instead, it's about observing your thoughts and feelings without judgment, like watching clouds drift across the sky.
Mindfulness isn't just for monks or spiritual gurus. It's a practical skill that anyone can learn and integrate into their daily life, whether you're a busy parent, a stressed-out professional, or simply someone seeking more peace.
Mindfulness isn't a quick fix. It requires consistent practice and patience. It's a journey, not a destination.
The Power of Presence: From Mundane to Meaningful
The true magic of mindfulness lies in its ability to transform the ordinary into the extraordinary. Thich Nhat Hanh illustrates this beautifully with simple examples, like washing dishes and eating a tangerine.
"Washing the dishes to wash the dishes." This phrase perfectly captures the core idea. It's not just about getting the dishes clean; it's about being fully present with the task at hand. Imagine standing at the sink, the warm water flowing over your hands, the sharp, citrusy burst of lemon verbena soap filling the air. Feel the texture of the sponge, the weight of the plate in your hand. Notice the way the light reflects off the bubbles, creating miniature rainbows. Let the act of washing dishes become a meditation in itself.
I used to dread washing dishes. It felt like a chore, a necessary evil to be rushed through as quickly as possible. But after reading this chapter, I decided to experiment. I slowed down, paid attention to the sensations, and focused on my breath. To my surprise, I found a sense of calm, and even joy, in the simple act of cleaning. It became a moment of mindfulness, a small oasis of peace in my busy day.
Eating a tangerine. The anecdote about Jim Forest highlights how easily we can be distracted by future plans, missing the present experience. Eating a tangerine mindfully means being fully aware of the taste, the texture, the juicy burst of each section. It's about savoring the moment, instead of rushing through it.
Think about the last time you ate a piece of fruit. Were you truly present, savoring each bite? Or were you distracted, scrolling through your phone or thinking about something else? Try this: Next time you eat a tangerine (or any fruit), take a moment to appreciate its vibrant color, its fragrant aroma. Peel it slowly, noticing the texture of the peel, the tiny droplets of citrus oil that spray into the air. As you place a section in your mouth, close your eyes and focus on the taste, the sweetness, the slight tang. Chew slowly and deliberately, allowing yourself to fully experience the sensation.
Mindful Listening: How often do we truly listen to others? Mindful listening means giving someone your full attention, without interrupting, judging, or planning your response. It's about creating a space for genuine connection and understanding. Think about a recent conversation you had. Were you truly present, or were you just waiting for your turn to speak? One evening, my partner and I were having a disagreement about finances. Instead of interrupting, I focused on the tightness in her shoulders and the quiver in her voice. I realized she wasn't attacking me, but expressing her own fear about our future. This allowed me to respond with empathy instead of defensiveness, asking clarifying questions and acknowledging her feelings. We were able to find a solution together. Next time, try focusing solely on the speaker's words, tone, and body language. Notice your own thoughts and feelings as you listen, but gently guide your attention back to the speaker.
Thich Nhat Hanh shares a story about a father, Allen, who realized that helping his children with their homework wasn't a chore to be endured, but an opportunity to connect and be present. By reframing the task as "his own time," he discovered a sense of spaciousness and freedom. It's a powerful lesson in how our perception shapes our experience of time. This resonated deeply with me. As a parent, I often find myself rushing through activities with my children, eager to get them done so I can move on to something else. But what if I could reframe those moments as opportunities for connection and presence? What if I could find joy in the seemingly mundane tasks of parenthood?
Practical Tools for Cultivating Mindfulness: Your Mindfulness Toolkit
Mindfulness is a skill, like playing the piano or learning a new language. It takes practice, but the rewards are immense. Here are some practical tools to add to your "mindfulness toolkit:"
Breath as an anchor: When our minds wander (and they will!), we can gently guide our attention back to the present by focusing on our breath. The breath is always with us, a constant anchor to the present moment. Use these techniques throughout your day – while waiting in line at the grocery store, before a stressful meeting, or anytime you feel your anxiety rising.
Basic Breath Awareness: Simply notice the sensation of your breath as it enters and leaves your body. Feel the rise and fall of your chest or abdomen.
Counting Breaths: Count each inhale and exhale, up to ten, and then start again. If you lose count, gently start again at one.
Diaphragmatic Breathing: Place one hand on your chest and the other on your abdomen. As you inhale, your abdomen should rise while your chest remains relatively still. As you exhale, your abdomen should fall.
"The Essential Discipline": This involves using short phrases or thoughts to anchor ourselves in the present moment throughout the day. The goal is to counter negative thoughts and cultivate a more positive and present mindset.
Examples: "Breathing in, I know I'm breathing in; breathing out, I know I'm breathing out." "Just this." "I am present." "This too shall pass."
Diverse Examples:
Body image: "My body is strong and capable."
Financial stress: "I am resourceful and can manage my finances."
Relationship challenges: "I am worthy of love and connection."
Creating Your Own Phrase: Think about a recurring negative thought or challenge you face. Now, create a phrase that directly counters that thought or helps you navigate that challenge. For example, if you often feel overwhelmed by your workload, you might create the phrase: "One task at a time. I can handle this." Or, if you struggle with self-criticism, you might try: "I am enough. I am doing my best."
Using Your Phrase: Repeat your chosen phrase silently to yourself throughout the day, especially when you feel your mind wandering or when you're engaged in a routine activity.
The pebble analogy: Imagine each thought as a pebble. Acknowledge it, and then gently let it go, allowing it to sink to the bottom of a calm lake. If the pebble is particularly heavy, acknowledge the emotion associated with it, such as anger or sadness, before gently letting it go. This process helps us to let go of distractions and sink into a state of deep rest and presence.
Visualization: Close your eyes and imagine yourself sitting by a calm lake. Notice the clear water, the gentle ripples on the surface. Now, imagine a thought arising in your mind. See it as a small pebble. Acknowledge the pebble, noticing its shape, color, and texture. Then, gently release it, allowing it to fall into the lake. Watch as it sinks to the bottom, disappearing from view. What if the pebble is too heavy to let go? Acknowledge the weight and the emotion associated with it. Then, try a body scan meditation, focusing on releasing tension in different parts of your body, starting with your toes and working your way up to your head. What if the lake is stormy? Acknowledge the turbulence and remind yourself that storms eventually pass. Focus on your breath as an anchor to stability. Repeat this process with each thought that arises, gently letting go and returning your attention to the calm lake.
Setting aside a day of mindfulness: Consider dedicating one day a week to practicing mindfulness in all activities. On your day of mindfulness, create a schedule that includes mindful eating, walking meditation, mindful listening, and disconnecting from technology. If a whole day feels overwhelming, start with a "Mindful Hour."
Sample Day of Mindfulness Schedule (Simplified):
Morning: 15 minutes of mindful stretching.
Afternoon: 30 minutes of reading a book in nature.
Evening: Mindful dinner with loved ones (no phones!).
Beyond Relaxation: The Profound Benefits of Mindfulness
While relaxation is a wonderful starting point, the goal of mindfulness goes far beyond stress reduction. By cultivating a tranquil heart and a clear mind, we can unlock deeper insights and a more profound understanding of ourselves and the world around us. Studies using fMRI technology show that consistent mindfulness practice can increase grey matter density in the prefrontal cortex, the area of the brain responsible for attention, decision-making, and emotional regulation. Conversely, mindfulness has been shown to reduce the size and activity of the amygdala, the brain's 'fight or flight' center, leading to decreased anxiety and reactivity. A study published in Psychiatry Research: Neuroimaging (2011) found that participants who completed an eight-week mindfulness-based stress reduction (MBSR) program showed increased gray matter concentration in the left hippocampus (responsible for learning and memory) compared to a control group (Hölzel et al., 2011).
Mindfulness can lead to:
Increased self-awareness: I used to react defensively in conversations without even realizing it. One day, during a heated discussion with my partner, I felt that familiar urge to interrupt and defend my position. But because of my mindfulness practice, I was able to pause, take a breath, and observe my reaction. I realized that my defensiveness stemmed from a fear of being misunderstood. Instead of reacting defensively, I asked clarifying questions and listened more attentively. The outcome was a much more productive and compassionate conversation.
Greater compassion: My son was struggling with a math problem, and I felt my patience wearing thin. In the past, I would have snapped at him for not understanding. But because of my mindfulness practice, I was able to recognize my own frustration and remind myself that he was doing his best. I took a deep breath, sat down next to him, and patiently explained the problem again, breaking it down into smaller steps. He eventually understood, and we both felt a sense of accomplishment and connection.
Increased Resilience: A study published in the Journal of Consulting and Clinical Psychology (2013) found that individuals who completed an eight-week Mindfulness-Based Stress Reduction (MBSR) program reported significantly lower levels of perceived stress and rumination compared to a control group (Grossman, Niemann, Schmidt, & Walach, 2004). This suggests that mindfulness can enhance resilience by reducing the tendency to dwell on negative thoughts and feelings. Losing my job was devastating. My initial reaction was panic and despair. However, my mindfulness practice helped me to acknowledge those feelings without getting completely consumed by them. I was able to observe my thoughts and emotions as temporary states, rather than fixed realities. This allowed me to approach the situation with more clarity and resilience, enabling me to focus on finding new opportunities instead of dwelling on the loss.
Moreover, mindfulness is deeply connected to ethical living. By being more aware of our actions and their consequences, we can make more conscious choices that align with our values. For example, practicing mindful consumption might involve pausing before making a purchase and asking yourself, "Do I truly need this, or am I buying it out of impulse?" This can lead to choosing more durable, ethically sourced products and reducing overall consumption, contributing to a more sustainable lifestyle. Long-term benefits of mindfulness include improved mental health, reduced risk of chronic diseases, and increased longevity.
The Miracle is to Walk on Earth: Seeing the Extraordinary in the Ordinary
Thich Nhat Hanh argues that the true miracle isn't supernatural feats, but the ability to be mindful of the everyday wonders that surround us. The beauty of a sunrise, the sound of birdsong, the feeling of the earth beneath our feet – these are all miracles waiting to be appreciated.
I remember one morning, I was rushing to get to work, feeling stressed and overwhelmed. I paused for a moment to look at the sunrise. Before, I would have just glanced at it. But this time, I truly saw it. The sky was ablaze with vibrant colors – fiery oranges, soft pinks, and deep purples – painting a breathtaking canvas across the horizon. The air was crisp and cool against my skin, and I could hear the gentle chirping of birds welcoming the new day. In that moment, I felt a sense of peace and gratitude that washed over me. The stress and overwhelm seemed to melt away, replaced by a deep appreciation for the simple beauty of the world around me. It was a simple moment, but it was a miracle.
What's one thing you often take for granted that you could appreciate as a miracle? A hot shower? A comfortable bed? A loving pet? Take a few minutes right now to focus on its beauty and wonder.
Your Invitation to Presence: Take the First Step
This chapter of "The Miracle of Mindfulness" is an invitation to transform the ordinary into the extraordinary. It's a call to cultivate mindfulness as a way of experiencing life more fully and deeply, turning everyday activities into opportunities for presence and awareness.
Try one of these practices for just five minutes a day for the next week. Your peace of mind is worth five minutes, and the first step is often the hardest.
Focus on Your Breath: Find a quiet place where you can sit comfortably. Close your eyes and notice the sensation of the air entering and leaving your body. Feel the rise and fall of your chest or abdomen.
Mindful Dishwashing: The next time you wash dishes, pay attention to the sensations, the smells, the sounds. Let it be a moment of presence.
Choose Your Phrase: Select a phrase from the "Essential Discipline" section, write it down, and keep it with you as a reminder throughout the day.
Which of the mindfulness techniques resonated most with you, and how did it make you feel? Share your experiences and insights in the comments below!
Remember, mindfulness is a journey, not a destination. Be patient with yourself, and celebrate every moment of presence along the way. The miracle of mindfulness is waiting to be discovered, right here, right now.
References:
Grossman, P., Niemann, L., Schmidt, S., & Walach, H. (2004). Mindfulness-based stress reduction and health benefits: A meta-analysis. Journal of Psychosomatic Research, 57(1), 35-43.
Hölzel, B. K., Carmody, J., Vangel, M., Congleton, C., Yerramsetti, S. M., Gard, T., & Lazar, S. W. (2011). Mindfulness practice leads to increases in regional brain gray matter density. Psychiatry Research: Neuroimaging, 191(1), 36-43.
Ever wonder why some amazing products flop while others, seemingly less impressive, become huge successes? It's not just about features or marketing budgets. It's about your "why." This post reveals the core ingredient that separates thriving businesses from those that fail and provides you with the tools to discover your "why" and cultivate a loyal following.
We've all seen it happen. A promising product, maybe even better than the competition, backed by serious money, vanishes. What gives?
This chapter dives into the crucial difference between what you do and why you do it. The key to igniting mass-market success lies in connecting with your audience on a deeper level – with their beliefs. It's about inspiring loyalty that goes beyond just a transaction.
Let's take a look at TiVo. They offered a game-changing product: pause live TV, skip commercials. Their marketing was slick, and the money was there. Yet, TiVo never became the household name it should have. Why? Because they hammered on the what – the features – instead of the why – empowering people to control their TV viewing experience and reclaim their time. TiVo's failure to articulate its "why" allowed cable companies to dominate the DVR market.
TiVo's Missed Opportunity: A Closer Look
TiVo's ads shouted features: "Pause Live TV!", "Skip Commercials Automatically!", "Record Your Favorite Shows!" Accurate, but they didn't connect with the frustration people felt with rigid TV schedules and endless ads. Imagine if TiVo had declared: "We believe you deserve control of your time and your TV experience." Their marketing could have focused on empowering viewers, not just selling features. Instead of highlighting what TiVo did, they could have inspired viewers with why it mattered.
Understanding Your Audience: The Key to Adoption
To get why the "why" is so important, let's talk about how new ideas spread. Think of it like a chain reaction. It starts with a spark, then builds momentum. This concept is formalized in the Law of Diffusion of Innovations, developed by Everett Rogers and expanded upon by Geoffrey Moore in Crossing the Chasm. It explains how new ideas spread. Trying to convince the average consumer (the early majority) to adopt something new right away is tough. They need proof. They need to see others have already bought in. That's why focusing on innovators and early adopters is key. These are the people who are naturally drawn to new ideas and willing to take risks. These groups also act as amplifiers, spreading the word and building initial momentum through word-of-mouth marketing.
How does a product gain traction? It starts with...
Innovators (2.5%): The risk-takers, always seeking the newest thing. Think blockchain or experimental AI. They're driven by discovery. Your "why" for them: Emphasize how groundbreaking your product is.
Early Adopters (13.5%): The visionaries who see the potential early on. Think early Tesla adopters or high-end smart homes. They're often influencers, driven by gaining a competitive edge. Your "why" for them: Emphasize how your product gives them a unique advantage.
Early Majority (34%): The pragmatists who need proof. Think smartphones or streaming services today. They're risk-averse and seek practical solutions. Your "why" for them: Focus on proven results and reliability.
While the Late Majority and Laggards are important, our focus will be on innovators, early adopters, and the early majority, as they are the key to initial market traction.
The Magic Number? 15-18% Penetration. Once you've grabbed this critical mass of innovators and early adopters, the early majority starts paying attention. They see the buzz, hear the reviews, and are more likely to jump on board.
Finding Your "WHY": A Mini-Workshop You Can Do Right Now
Ready to unearth your core purpose? Let's dive into a practical mini-workshop:
Start with the Problem: What problem are you really solving? Dig deeper! What are the hidden frustrations, pain points, and unmet needs? Remember to tap into the emotional drivers behind the problem and understand your customer's perspective with empathy.
Exercise: Think about your ideal customer. What keeps them up at night? What are they complaining about to their friends? List 3 things, then ask "Why?" repeatedly, focusing on the feelings associated with the problem. Example: They're frustrated with slow internet. Why? Because it interrupts their work. Why? Because it makes them look unprofessional on video calls. Why? Because they feel like they're losing clients... (and feeling stressed, anxious, and inadequate).
Identify Your Beliefs: What drives you to solve this problem? What values are you upholding? What impact do you want to make?
Exercise: Complete these sentences: "I believe everyone deserves...", "I believe the world would be better if...", "I believe [industry/problem] needs to be..."
Articulate Your Purpose: Combine the problem and your beliefs into a simple statement. This is your "why."
Template: Our purpose is to [action verb] [target audience] so that they can [desired outcome] because we believe that [core belief]. (This is your 'mission statement' in its most authentic form.)
Test Your "Why": Does it feel right? Does it inspire you? Does it set you apart?
Checklist: Does it excite you? Does it clearly differentiate you? Would you be proud to shout it from the rooftops?
Simon Sinek's Golden Circle: This framework helps to articulate the "why", "how" and "what" of an organization and is highly relevant for finding your "why". It builds upon the previous workshop exercises. Simon Sinek's Golden Circle, a popular framework for understanding how successful organizations communicate, This framework helps to articulate the "why", "how" and "what" of an organization and is highly relevant for finding your "why". It builds upon the previous workshop exercises.
Why: The core belief and purpose (e.g., to inspire creativity).
How: The values and principles that support the "why" (e.g., transparency, innovation).
What: The tangible result of the "why" (e.g., the product or service itself). By starting with the "why", organizations can inspire customers...
Example:
Problem: People are drowning in personal finance complexity.
Beliefs: Everyone deserves financial security. Financial knowledge should be accessible.
Purpose: To empower individuals to take control of their financial lives and achieve their dreams because we believe that everyone deserves financial security.
Loyalty vs. Manipulation: Building a Lasting Connection
Lowering prices might get you a quick sale, but it doesn't buy loyalty. True loyalty comes from customers who believe what you believe. They're willing to pay more or put up with minor inconveniences because they're aligned with your purpose. Consider the difference between a customer drawn in by a fleeting discount and a loyal patron who identifies with your brand's values.
Compare this with fast fashion brands that are prioritizing low prices and rapid turnover, often at the expense of ethical labor practices and environmental sustainability. While they may attract customers with deals, they rarely inspire genuine loyalty. In contrast, a fair-trade coffee company often attracts loyal customers who are willing to pay a premium because they believe in supporting ethical sourcing and sustainable farming practices.
So, how do you attract these believers? Focus on your "WHY."
Tell your story. Explain why you created your product. What problem are you trying to solve? What impact do you want to make?
Authenticity is Key: Rethinking Influencer Marketing
People are smart. They can smell a fake endorsement a mile away. Instead of just paying for promotions, partner with influencers who genuinely believe in your "why" and are upfront about their relationship with you. Look for those who actually use and love your product. Check their content – do their values match yours? Focus on micro-influencers with engaged audiences. Treat them like partners, not just mouthpieces. For example, a sustainable clothing brand might partner with a minimalist lifestyle blogger who genuinely values ethical consumption and shares their commitment to reducing waste.
Examples of Brands That Get It:
Patagonia: Their "why" is environmental activism. Studies show that Patagonia enjoys significantly higher customer loyalty rates compared to their competitors due to their commitment to environmental activism. They communicate this through sustainable practices, donations, and encouraging repair and reuse, all visible on their website and in their marketing materials.
TOMS Shoes: Their "why" is improving lives through business. For every pair purchased, they donate a pair to a child in need. This is clearly communicated on their website and through their social media campaigns.
Warby Parker: Their "why" is providing affordable eyewear and vision care. They donate a pair of glasses for every pair sold. This is a core part of their brand story and is emphasized in their marketing.
The Power of Shared Belief: Lessons from Martin Luther King Jr.
Think about Martin Luther King Jr. He didn't just offer a plan for civil rights. He articulated a powerful belief in equality. People showed up not for him, but because they shared his belief. The "I Have a Dream" speech wasn't a detailed plan; it was a visceral reminder of shared values. He offered a place to go, not a plan to follow. He was trying to solve the problem of inequality, articulating a belief in a world where everyone is treated with dignity and respect. Just as MLK inspired a movement by articulating a shared belief, businesses can inspire loyalty and drive adoption by focusing on their "why" and connecting with customers on a deeper, more meaningful level.
But be mindful: "Why" can be used for manipulation. It's essential to ensure your "Why" is rooted in genuine values and ethical practices. Authenticity is paramount; without it, your "Why" will ring hollow.
In Conclusion: Lead With Your "WHY"
A clear "WHY" is paramount for cultivating a loyal customer base, reaching a tipping point, and driving meaningful change. Stop focusing on what your product does and start focusing on why it exists. Attract those who believe in your cause, and they will become your most passionate advocates, driving mass-market adoption and transforming your vision into reality.
It was a turn-of-the-century version of the dot-com boom. The promise of a revolutionary new technology was changing the way people imagined the future. And there was a race to see who could do it first. It was the end of the nineteenth century and the new technology was the airplane. One of the best-known men in the field was Samuel Pierpont Langley. Like many other inventors of his day, he was attempting to build the world's first heavier-than- air flying machine. The goal was to be the first to achieve machine- powered, controlled, manned flight. The good news was Langley had all the right ingredients for the enormous task; he had, what most would define as, the recipe for success.
Langley had achieved some renown within the academic com- munity as an astronomer, which earned him high-ranking and prestigious positions. He was secretary of the Smithsonian Institu- tion. He had been an assistant in the Harvard College Observatory and professor of mathematics at the United States Naval Academy.
Langley was very well connected. His friends included some of the most powerful men in government and business, including Andrew
Carnegie and Alexander Graham Bell. He was also extremely well funded. The War Department, the precursor the Department of Defense, had given him $50,000 for the project, a lot of money in those days. Money was no object.
Langley assembled some of the best and brightest minds of the day. His dream team included test pilot Charles Manly, a brilliant Cornell-trained mechanical engineer, and Stephan Balzer, the de- veloper of the first car in New York. Langley and his team used the finest materials. The market conditions were perfect and his PR was great. The New York Times followed him around everywhere.
Everyone knew Langley and was rooting for his success.
But there was a problem.
Langley had a bold goal, but he didn't have a clear sense of WHY. His purpose for wanting to build the plane was defined in terms of WHAT he was doing and WHAT he could get. He had had a passion for aeronautics since a very young age, but he did not have a cause to champion. More than anything else, Langley wanted to be first. He wanted to be rich and he wanted to be famous. That was his driving motivation.
Although already well regarded in his own field, he craved the kind of fame of a Thomas Edison or Alexander Graham Bell, the kind that comes only with inventing something big. Langley saw the airplane as his ticket to fame and fortune. He was smart and motivated. He had what we still assume is the recipe for success: plenty of cash, the best people and ideal market conditions. But few of us have ever heard of Samuel Pierpont Langley.
A few hundred miles away in Dayton, Ohio, Orville and Wilbur Wright were also building a flying machine. Unlike Langley, the Wright brothers did not have the recipe for success. Worse, they seemed to have the recipe for failure. There was no funding for their venture. No government grants. No high-level connections. The Wright brothers funded their dream with the proceeds from their
bicycle shop. Not a single person working on the team, including Orville and Wilbur, had a college education; some did not even fin- ish high school. What the Wright brothers were doing wasn't any different from Langley or all the others trying to build a flying ma- chine. But the Wright brothers did have something very special.
They had a dream. They knew WHY it was important to build this thing. They believed that if they could figure out this flying ma- chine, it would change the world. They imagined the benefits to everyone else if they were successful.
"Wilbur and Orville were true scientists, deeply and genuinely concerned about the physical problem they were trying to solve— the problem of balance and flight," said James Tobin, the Wright brothers' biographer. Langley, on the other hand, was consumed with acquiring the level of prestige of his associates like Alexander Graham Bell, fame that he knew would come only with a major sci- entific breakthrough. Langley, Tobin said, "did not have the Wrights' passion for flight, but rather was looking for achievement."
Orville and Wilbur preached what they believed and inspired others in the community to join them in their cause. The proof of their commitment was self-evident. With failure after failure, most would have given up, but not the Wright brothers' team. The team was so inspired that no matter how many setbacks they suffered they would show up for more. Every time the Wright brothers went out to make a test flight, so the stories go, they would take five sets of parts with them, because they knew that's how many times they were likely to fail before deciding to come home for the day.
Then it happened. On December 17, 1903, on a field in Kitty Hawk, North Carolina, the Wright brothers took to the sky. A fifty- nine-second flight at an altitude of 120 feet at the speed of a jog was all it took to usher in a new technology that would change the world.
Remarkable as the achievement was, it went relatively unnoticed. The New York Times was not there to cover the story.
Driven by something bigger than fame and glory, the Wright brothers were content to wait to tell the world. They understood its true significance to the world.
What Langley and the Wright brothers were trying to create was exactly the same; both were building the same product. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. What the Wright brothers' team had that Langley did wasn't luck. It was inspiration.
One was motivated by the prospect of fame and wealth, the other by a belief. The Wright brothers excited the human spirit of those around them. Langley paid for talent to help him get rich and famous. The Wright brothers started with WHY. Further proof Langley was motivated by WHAT, a few days after Orville and Wil- bur took flight, Langley quit. He got out of the business. He could have said, "That's amazing, now I'm going to improve upon their technology." But he didn't. He found the defeat humiliating—his own test flight had landed in the Potomac River, and the newspa- pers all made fun of him. He cared so much about what others thought of him, he was so preoccupied with becoming famous. He wasn't first, so he simply quit.
