Teo Degas' Books & Decks

Creating the Impossible is an easy-to-read soulful book, the main aim of which is to unleash your mojo to start up, follow through and finish any project, creative, business or personal. You can read this book just to get you motivated with your current project, to wisely choose one among your many projects, or even to think of a project that you haven't thought yet and create it from scratch.

The project or program is thirteen weeks long. The first week is devoted to the basic principles of creation, and the second week to help you choose the project you will be working on the remaining eleven weeks. Each week has an impossible challenge or exercise based on the principles of creation. Each chapter corresponds to a day, and each day/chapter starts with a quote and a brief essay that works as a catalyst to give you insight and get you out of your square thinking, to get inspired and take action; some days also have suggestions for different exercises or experiments. There is a day off a week just to breath, rest, refuel and look back at what you've done in the last seven days. The book can be used step by step or randomly, as a kind of biz oracle. 

THE CORE KEYS

> The ultimate formula for successful creation according to Michael Neill is:

+ Show up, i.e. be present with anything you do.

+ Begin moving in the direction you want to create what you want.

+ Things will show up as soon as you move, but things won't never show up if you don't move.

+ Respond to what it shows up: good things, bad things, new people, new side projects, new circumstances. The steps of the path will appear at the same time as you move.

+ Take a leap of faith in whatever you do.

+ Do this on a regular basis. If you do this, you will get there.

+ Our experience of life is created from inside the mind.

> The main rule for choosing a great project is asking yourself: Does the thought of it make me gasp, grin, or giggle?
> The main difficulty to carry out a project is not starting it, it is following it through to fruition as the space between the beginning and the end is a muddy land that you have to work through. And how do you do that? Just work on it, every day, consistently.
> Get out of your own way.
> Cultivate your 'inner knowing', commonly called 'intuition'.
> Have fun in whatever you do, so your project doesn't become a burden and you are fully engaged.
> Operate with an acceptance of failure. 

THE GOOD

> The book is really good at shifting your way of thinking to get you unstuck and away from your usual patterns of thought and behaviour that sabotage any project you might undertake. Neill makes you think about business, creativity and new projects from a different angle, i.e. think out of the box. Each chapter ends with a small feedback form in which you report to yourself what you did, how you did it, and in which way you showed up for your project; even if you don't fill it in, it allows you to be honest with yourself about whether you are doing much, enough or not enough to carry out your project.
> If you want a hand-on book, practical and guiding, this is exactly what you need. 

> The examples and stories that Neill uses to illustrate each entry's main point are interesting, right to the point and illustrative.

> Neill makes a brilliant distinction between effort and reward to get productivity: The ratio between your effort and the reward you get for that effort.If we get high levels of reward for each effort, we are highly productive; if we don’t, no matter how much time and energy we’re putting into the job, we aren’t. Yet typical productivity systems are based on the idea that there is always a 1:1 ratio between effort and reward, so essentially one unit of effort will bring one unit of reward. (p 31-2).
> Neill also makes a brilliant distinction between success and personal worth, or vice versa. Something that most people should remind themselves of on a daily basis:  It’s easier to just win a race than it is to win a race in order to prove you are the fastest animal in the world. We often believe that our value and worth in the world are dependent on our performance. In fact, our value and worth in the world are a given, and have nothing to do with what we do or don’t do with our life. No amount of success or failure will make us any more or less worthy of love and respect. (p. 138).

> I started reading the book when I had already started my own project and, honestly, some of the things that Neill says resonated with me because I've  experienced them to be the case.
> Neil has an infectious way of writing and of believing that you can do anything, so that's always a great start! He's your biggest fan and cheerleader.
> Nelil's method, if meticulously followed, works. There are a few success stories in the book and among the reviewers that prove it. I think that there aren't more success stories because the two main difficulties entrepreneurs have to hurdle over are their own procrastination (something that only you can prevent from happening and this book doesn't dwell upon) and  being stuck in your mind, mindset, or blocking your creative ideas, and not knowing what to do, and this book will help you with that.

THE SO-SO
> Neil's main points are a rehash of things said by other creativity and business gurus. He relies a lot on Syd Banks, and some of the things he says are something you don't need to buy his book to learn. For example: Thoughts are things. Or also Start something, do something regularly, keep on keeping on regardless of what shows up, don't obsess about it, give it time to mature, and you will eventually get there. Anything that you didn't know already?

> Sometimes the advice is a bit to vague to be useful.

> There are too many quotes in the book.

> Each chapter finishes with an exercise for you to get your juices flowing, but some of them are a bit vague.
> You'll need a book on how to defeat procrastination because, if that is your problem, you won't find a solution here; at best, you will notice that you are procrastinating.
> Sorry, but synchronicity is not luck at all. If you want to talk about lucky coincidences that's fine, but don't call that synchronicity because it is not. 

EDITION

It would have been great having some cross references found in the Kindle format linked back and forward. E.g., I found a reference to page 35 in page 126 , but there was no hyperlink.

BONUS MINI-SEMINAR

One can access a seven-part free talk on the main ideas of the book given by Neil himself, by following the prompts in this book. I think if you got to see those seven videos, you'd realise that those are more than enough to get what Neil is saying in the book.

IN SHORT
A good encouraging book that will make you think about your project differently. You have certainly head many of the things said here elsewhere, some of them fall into the category of common sense, but Neil implements a method that will support your mental shift, win over your worst enemy -- you! and defeat your self-defeating ways of thinking, behaving and creating. Neill is your biggest supporter, and that's priceless.  

I've had an odd experience with this book. I first bought it when I was informed of my near lay-off after years working for the same company; I got irritated with the theoretical business academic approach to the subject and the fact that most examples were of high-profile business or finance people. So I stopped reading it. I retook the book a couple of weeks ago, a few months after I first started reading it and after going through the process of  transition on my own. All of the sudden, bingo!, Ibarra's words clicked with me, because I've found that many of the things that Ibarra mentions are really also part of my process of transition as I am experiencing it.

Working Identity is structured in two parts. The first discusses the process of questioning and testing our work identities, and the second describes the actions that increase the likelihood of making a successful change. Chapter 8 is a summary of the whole book and really the part where I recommend you to start because it goes through the main points discusses throughout the book minus the fillers. The appendix is quite academic, but not too dry, and it was necessary to understand Ibarra's methodology and theoretical approach to the research that produced this book.

Ibarra states that her objective was to generate rather than to test theory; also that her objective wasn't to predict who will or won't change careers, but rather to identify the basic tasks of reinvention. I think she succeeds at doing both things. Ibarra has a great insight into the process of change itself, which she describes with accuracy, and she's able to distil lessons from the many study cases and real life people mentioned throughout the book. Looking at my own experience in  transitioning, I find that many of the things Ibarra says are really true for me, too, even though I am not, by any means, a high profile finance guy.

Working Identity debunks the fallacy that our professional identity is one, and that our personal identity fits just one job identity. Regardless of whether the transition is voluntary or forced, and assuming that you want to change careers (otherwise you are wasting your time on this book), the core of the book is that our professional identity is as much a psychological construction as it is a social construction, and that transition takes us to roads that might be an extension, development or jump off the cliff from those things we are familiar with. The process of career transition is a long road of personal trial and error until we find something that it's just right and fits us perfectly. One thing is imagining ourselves  doing whatever, and another thing doing it; one thing is learning how to do something new and then enjoying it; one thing is imagining our life-long hobby for X being our profession and another seeing that this won't give us the life, money or fulfilment that we crave. However, if  we don't try those paths, we'll never know. Trying means learning on the spot, experiencing the challenges and chaos, and how we feel about the reality of the new 'thing' emerging, whether it suits us or not and whether we want to stay or move on. The process is intertwined with passion, drive, and our natural talents, but it needs of patience and perseverance.  Sometimes the career transition will take us to places that we never considered ours, or thought we would be good at, or thought possible, and yet, if we have the determination, persistence and drive we might end just doing something totally 'unlike us', which is very much us.
Ibarra's reasearch unearths 9 unconventional strategies for reinventing our careers:
1/ Act your way into a new way of thinking and being. You cannot discover yourself by introspection.
2/ Stop trying to find your one true self. Focus on which of your many possible selves you want to test and learn more about.
3/ Allow yourself a transition period in which it's OK to oscillate between holding on and letting go. Better to live the contradictions than to come to a premature resolution.
4/ Resist the temptation to start by making a big decision that will change everything in one fell swoop. Use a strategy of small wins, in which incremental gains lead you to more profound changes.
5/ Identify projects that can help you get a feel for a new line of work or style of working and do these as extracurricular activities.
6/ Find people who are what you want to be and who can provide support for the transition. They won't be in your same old social circles.
7/ Use everyday occurrences to find meaning in the changes you are going through. Practice telling and retelling your story. Over time, it will clarify.
8/ Step back for a little while.
9/ Change happens in bursts and starts.

If you have read a bit about change and transition possibly you won't be wowed by the list overall, and you have already heard/read some of the things in the list in other books. However Ibarra's focus on doing before thinking and her exploration of personal and professional identities, the many selves that we carry inside us, and how those selves morph during the period of chaos that goes from starting a career transition to really transitioning, as well as the importance of our personal 'myth' or story are excellent, enlightening and something that not everybody speaking about career transition will spend much time discussing, even though they are important, or so I feel. This was, as a matter of fact, what resonated with me the most.

THE DOWNSIDES
The first downside of the book to me is that the case studies, diary records and summarising of personal stories go forever, for pages. Those would have been necessary if this was a thesis presented in academic circles. As this is a book directed to the general public the need to be so exhaustive is not an issue. I understand the need to provide examples and real cases, but those occupy a good part of the written book. Was that necessary to convey Ibarra's point? I don't think so. She could have provide details of cases, without the need to go to the extent she does.

Ibarra says "It is better to start by trying out a possible new role on a small scale—in our spare time, on a time-limited sabbatical, or as a weekend project. And as we will see in the next chapter, an added—and necessary—advantage of experimenting is that while we are trying out new roles, we meet people who will help change our lives." (p. 113).  Most of the study cases are of financially stable people, quite well-off, who had the luxury of expending the time necessary to switch careers, juggle two things at the same time or take a sabbatical to work on their career reinvention. However, most people coming to this book, won't have that luxury. Ibarra itself explains that people who lose their jobs are at a great risk of short-circuiting the process as they can't stagger their time out because basically, for the transition to flourish, it needs of a basic level of security, personal, economical and psychological. However, she provides little evidence of this because his group of study basically has no person who is transitioning in that way, or is in their mid 50s, or unmarried for example. This being the case, many of the people who will get this book looking for help and inspiration will find that there is little for them in those examples.

IN SHORT
If you read the book after your career reinvention, it will make great sense. If you do so at the beginning you might get irritated at the lack of how-to (because her how-to items of advice are too generic to be of any use), and, as Ibarra herself states the how-to varies from person to person and their circumstances. So, that's what I call a how-not-to-do a 'how to do". Overall, a very well-researched book, with great insight of what professional identity is.

TYPOS
At least on Kindle for PC and in my android, there are repeated cases of lack of hyphen in cases where a word seems it was. Perhaps a space is what's is missing. I don't know. See for example:
> twoyear period (p. 100)
> a highprofile legal dispute (p. 106)
> thirtytwo (p. 178)

I have read a few books on crisis and change in the last couple of years and this is, despite the modest ratings and small number of reviews on Amazon, the most helpful of them all in you are in the middle of a life and/or career crisis.

Above all, this is a book on how to change your mindset, the one that freezes, depresses and angers you and prevents you from seeing things clearly, from being fully rational, and getting into action. The book offers a set of tools, techniques, attitudes and behaviours to avoid or minimise the fight, flight, or freeze response to increase your ability to adapt and move on. There is also a quest for meaning, to see the silver lining in your crisis, to see it as the step before to something better, to accept change with grace and resilience still being true to who you are. The process of change, as discussed in the book is shown in the figure below: 
GOOD POINTS
> I expect a book on how to overcome crisis to be written by people who have been there and succeeded. However, most of the books out there have never truly experienced it; it is all abstract studies on patterns of behaviour seen on business people and so they re elitist and unrelatable for anybody who is not in those privileged circumstances, which is most o us. On the contrary this books' author has personally gone through hell several times and came out victorious, so I can relate to anything she says and any the advice she gives.

> Ryan's talk is helpful because it makes you feel understood and even cared for. She describes quite precisely what is going on in your life and in your mind even though she doesn't know you or your specific circumstances.

> One of the things that unwanted change brings up is a perennial state of anxiety, fear, shame and despair, a state of mind that is really damaging because it is not rational, it brings up all the personal complexes and fears that we have ever experienced and freeze us on the spot. Learning to understand why that happens and how to stop it, is priceless.

> The book is clearly written and very well structured. As the author herself states, it is based, on her own experience and pragmatism, and on a a vast number of books on brain science, organisational and positive psychology, and spirituality.

>  There is a bit of positive wishful thinking but you didn't get this book to get depress, right?

 In Getting Unstuck, Butler --a social scientist, psychotherapist and career counsellor-- provides a Jungian-derived practical career counselling  book to face personal upheaval, dramatic changes and periods of 'impasse' in which you suffer an existential and professional crisis. 

THE FIRST PART is a reflection of how impasse works, what shows up, and why you are stuck. Crisis shows you that your familiar models of being and working aren't working, and force you to stop, ponder, and learn new ways to move on and move in a better direction. You need to accept the impasse and the darkness it brings as a pre-requisite to positive change; sometimes it's the step needed to lead you to a more fulfilling life and career and to psychological growth. You have to let go of  your hold to the past (distorted self-images, ego's love for familiarity, fear, family pressure, personal demons, selves left behind) and learn to recognise the nasty voices that show up when things don't go well (the inner critic), and give up mental models that do not work for you any more. 

THE SECOND PART is an exploration of your personality traits because personality structure relates to job choices and career satisfaction. The system works on three levels: figuring out what your deepest interests are, learning to be guided by your passions, and figuring out what drives you, power, people or achievement. The 100-job exercise is designed to bring up those natural skills, passions, values and characteristics that are personal to you, to move you into the right direction.

THE THIRD PART is a put-all-together sort of chapter to help you in decision making and get unstuck to find a life path and career that are satisfying, exciting and sustainable. 

>  Butler uses a Jungian approach to crisis (he uses archetypal classification, shadow work, creative imagination, and ancestors/parental projection), mixed with mindfulness, and his own original scientific system created to circumvent your insistence on certain career paths and orientations that don't work for you any longer. The system helps you to unveil hidden dormant talents and passions that are part of who you really are  but you don't normally use or are aware you have.
> Butler asks you to stop and ponder on different questions, to answer them to yourself. Some of  them are really good and will make things clear to you about your conditioning, aims, and whether a job is really good for you or not.  
> The advice and strategies suggested to defeat your inner critic when it appears at your weakest darkest hour is really good. 

> One of the statements that resonated the most with me, and I think one of the most important nuggets to remember from the book, is this:

"Our perceptions—and preconceptions—of talent are too often intertwined with sense of self. “What are you good at?” all too easily slides into “What good are you? Of what value are you?” These are difficult waters to navigate, particularly treacherous at key life transitions when we are most tempted to play judge when assessing our own accomplishments." (locs 1671-1673)

> The archetypal classification in types, which links certain patterns of behaviour, personality traits and interests create excellent psychological-professional profiles, which I personally found very useful and relatable. The archetypes are: the engineer, the number cruncher, the professor, the artist, the coach, the team leader, the boss, the persuader, the action hero, and the organizer.
> Appendix A is a good commented bibliography, something that is rare to find nowadays and, therefore, something I really appreciate.
> Appendix B, contains an important brief reflection about the differences between clinical depression and impasse depressive moods.
> Appendix C has the scoring for the 100-job system, and puts together each profession with one of the archetypal patterns. Table 3-1, "Recognising the Pattern" is also very good and clear to understand how certain thinks link together.

SO SO

The model used to figure out things is based on the 100-profession exercise, on which results other exercises build on. A great an original well-thought system, which I think will be great to work on with Butler as a counsellor, but, as it is presented in the book, it is not always clear, especially the part about working with imagery and dynamic tension.You are supposed to find 10 professions that you might want to do if you were able to and there was no obstacle whatsoever; I had difficulty finding even 10 that I liked; this is so because most of the professions are non-artistic, non-Humanities, business and managerial jobs. Just say, I would love to be a hairdresser, or a tailor, or be a ballerina,  well, these professions aren't mentioned. 

NOT SO GOOD

> You have to wait to the end of the book, literally, for Butler to explain what he means by impasse. And when you get the definition, is not that clear, and not what most people picking this book for  thought it was, because, speaking for myself, this was supposed to be a career, job or life crisis book not about an existential crisis.
> The examples from real cases and people go forever, are uninteresting, and mostly based on business people and professionals to whom I could not relate.

> Butler's writing is not always polished and clear, and some paragraphs would have needed of a better editing or editor.
> One of the many examples Butler uses in the book is that of cyclist Lance Armstrong, obviously written before the cheating scandal broke up; this ages the book and is no longer valid as an example for anything.
> In Deep Dive 'Dimensions of Achievement', Butler asks the following question: "Imagine forward to one year from now. At the end of the next twelve months, what would make you feel that you have done 'real work' and made a genuine contribution?". Isn't that called science fiction? Most people picking up this book won't be able to answer this because they would be without a job or a career in a process of transition with no idea on what is happening to them. They are stuck, remember?
> Butler tells you what do with the dynamic tensions we unearth in the 100-profession exercise. And he says "not try to “solve” the tension. Just experience it. Ultimately, you must live the resolution, not think your way through" (locs 2160-2161). What is that supposed to mean, really?

THE BOOK IS NOT FOR YOU IF

> You already know your  talents, weaknesses and vocation and are still stuck. 
> You have lost your job at middle age and the job market is not welcoming or favourable to older fellows or just you even though you have great talents.
> Your gender, age or origin are a hurdle that you have jump over.
> You are professional, but managerial or business jobs aren't your thing.
> You are a Humanities person, not a Science of Business fellow.
> You don't know what to do next but have to pay your bills, so need something more practical because you don't have the time to existential munching over a pina colada.

THE BOOK IS FOR YOU IF 

> You have finished your University studies and are a bit lost, and don't know where to go or are unsure about two or more choices.
> You are gravitating around business and managerial professions.
> You need to figure out how to match your inner traits, personality, skills and passions to find a  satisfying career.
> You have the luxury of spare time, energy and money to stop and re-evaluate your career options, satisfaction, long term projection, etc 

A very good edition, with no typos on view and hyper-linked notes, but references to tables aren't. Some of the tables in the book, which are included in the Kindle edition, cannot be seen properly in full on android. Although arrows allow to move back and forward through the table, one cannot see it properly, which is a pity. They work well in Kindle for PC.