How to loose 20 kg?
Trust yourself!
You can do it!
Photo by me (of myself)
Let's get jacked!
In early 2022, I made a life-changing decision to switch to working part-time after several grueling years. It was at that point that I decided to start working towards achieving some of my long-standing goals, such as starting my own small business and sharing my experiences and perspectives with a larger audience through my blog. Additionally, I set a personal goal for myself to get fit and achieve the physique I desired.
As a middle-aged, westernized, white male, I was somewhat active and made an effort to maintain a reasonably healthy diet, but I still did not feel confident about my appearance. At 184 cm tall (just over 6 feet), I weighed around 92 kg (approximately 200 pounds) with a body fat percentage of around 25% (although you cannot trust these scales too much).
Fast forward to the end of 2022, and I managed to shed 20 kg (44 pounds), fortunately, kept my height 
, and my body fat percentage had dropped to somewhere in the range of 15% (still not trusting the scales).
Although the process was straightforward in theory, it was undoubtedly challenging to put into practice.
Here is what I learned from my personal journey, which I am excited to share with you. My insights are divided into three parts: the first will explore the broader aspects, the second will apply them to my own body transformation story, and the third will offer a perspective on how these lessons can be relevant to organizational transformations.
Put on our workout clothes, and let’s get started!
Start with Why
“The most powerful way to change your world is to change your story.”
– Robin Sharma
I may not be Simon Sinek, but the key to any successful transformation starts with “Why?”.
What is the purpose behind your desired change? What is bothering you about your current situation? It must be significant enough to be a problem or a desire that you care about and holds relevance to you. It should have meaning and be rooted deeply enough to trigger your emotions. Otherwise, it will only result in a fleeting spark of motivation that will quickly fade away.
Remember, it is not just about being rational, such as aiming for a healthier lifestyle. It should affect your identity at its core. As James Clear explains in Atomic Habits, you are not just running or lifting or quitting smoking. You are becoming a runner, a lifter, or a non-smoker.
Your identity is something that others cannot dictate but can influence. Your self-image is entirely up to you to define and depict, shaped by your experiences and actions and the meaning you bestow on them. The stories you tell yourself about yourself are what matters.
To uncover your Why, you must first bring it into focus. Only when you are consciously acknowledging and addressing your problems and desires can you start acting upon them. This might be uncomfortable, as it requires honesty with yourself and accepting the aspects you might not like about yourself. Lean in and be kind to yourself. The past cannot be altered, but the future can.
Once you have given your focus and attention, you can begin to take action. Where attention goes, energy flows. But before you do that, commit to a tangible goal, and preferably, make it known to others to show how serious you are. This step will significantly aid you in the next stages.
However, a word of caution: while having a strong identity and self-image is a valuable trait, sometimes, we shape our image based too heavily on expectations and norms from the outside. Cultural norms, advertisements, and social media are potent influences that are not always the healthiest or soundest. It may be helpful to find balance by opening up to trusted friends and reflecting on your identity. My wife tells me that I am too thin and bony nowadays. Nah.
My Story
For me, it all started with the dissatisfaction I felt when I looked at myself in the mirror or in photos. As someone who had struggled with his weight my entire life, I longed to see visible abs and feel strong and flexible in my own body. I wanted to be able to do pull-ups, push-ups, dips, squats with weights, and even advanced body weight exercises like handstands, planches, human flags, front and back levers.
But in order to begin this journey, I had to come to terms with the fact that my fitness routine, eating and drinking habits, and overall prioritization of my health were far from optimal. Avoiding the scale and the mirror after showering was no longer an option – I had to face the reality of my situation. It was painful, but I knew I could not ignore it any longer.
So, I made a promise to myself and my wife: my Christmas present to her would be a six-pack – and yes, with a red bow.
Applying it to Organizations
Although this step may sound trivial, to me this is one of the most crucial steps in any transition. It is often overlooked, and that is why many transformations fail right from the outset or continue to flounder aimlessly for months and years. The problem lies in changing an organization’s identity, which is no easy feat. This identity is often referred to as the culture, but in the end, both are reflected in the actions and behavior of the organization.
The behaviors are heavily influenced by the organization’s value system, both explicit and implicit. Here, value is not just a buzzword on a mission statement but rather the real-world priorities of the organization. Who and what is valued over others when trade-offs need to be made? What topics are consistently addressed in meetings and communications, and which ones are ignored? This shows what the organization truly values, not just what it claims to value on paper.
Identifying and articulating the real purpose or “Why” behind a transformation is not a simple task. In competitive workplaces, admitting flaws and shortcomings can be seen as a threat rather than an opportunity. Acknowledging areas where the organization is inefficient or ineffective is difficult, as people tend to blame individuals rather than systemic issues.
It would be ideal if we could be more honest with ourselves and our transformations. Do we truly care about the changes we claim to want? Is it genuinely important to decision-makers and the business as a whole? Are we willing to accept the changes in priorities and consequences that come with a transformation? Or is it merely a surface-level effort to jump on the latest trend?
To start a successful transformation, organizations should have:
- a clear and relevant problem or desire, with a sound understanding of its relation to the organization’s survival and success,
- a continued focus and attention from those in positions of power, including management but not limited to them,
- a tangible goal and commitment to it, with specified sacrifices the organization is willing to make to achieve it.
If the future identity cannot be aligned with these elements or if the transformation is not deemed important enough, we should have the courage to avoid wasting time and frustrating people by not even starting the process.
Gain Knowledge
“The capacity to learn is a gift; the ability to learn is a skill;
the willingness to learn is a choice.”
– Brian Herbert
Having a basic understanding of how to change is quite helpful in the process, would you not think? But do we really understand, what needs to change? To achieve this, we need to understand the underlying processes and mechanisms that have led to the current situation and identify potential options to explore for creating the results, we like to achieve.
In complex environments, simple cause-effect relationships may not apply, but there are fundamental principles, useful patterns, and practices that can be applied to bring about change in the right direction. While you may not be able to predict the magnitude and speed of an outcome, with sufficient knowledge, you can determine whether a course of action is useful or harmful. Without this knowledge, you are simply guessing, and while you may get lucky, it is unlikely to be sustained. Sufficient knowledge can make success more likely.
Therefore, gaining knowledge is primarily aimed at understanding the cause-effect relationships, identifying what hypotheses and experiments can be developed to gain insights, and adjusting actions accordingly.
In complex environments, a plan with milestones cannot be put in place; rather, an iterative cycle of experimentation, learning, and adapting is required, preferably in fast iterations with clear objectives.
My Story
Losing fat sounded trivial to me at first. I thought it all came down to thermodynamics, as a physicist, I loved that – calories in versus calories out. Or more pragmatically, eat less, exercise more.
Done. Case closed.
But wait a minute, if it is so simple, why does it feel so hard? Because despite the truth in those statements, they do not give you an understanding of how to approach it in a meaningful way, which fits you. These statements miss the context, which is your life.
To really see progress, I realized that I needed to gain a better understanding of the principles that determine my metabolism and affect my habits and routines if I wanted to make progress. So I started learning about nutrition and diet, neurophysiology and -chemistry, sleep, exercise, behavioral education, and many other topics. I read books, listened to podcasts, and watched YouTube videos to derive practical actions and routines that I could apply to see if they worked for me.
I found that a one meal a day (OMAD) or ketogenic diet did not because they did not allow me to socialize or have meals with my wife. But intermittent fasting or three-day fasting periods were not so difficult. I also switched to higher protein and lower carbs, which was relatively easy because my wife loves lean chicken, seafood, tuna, etc. Although she did complain a couple of times about the amount of brussel sprouts I served her.
The same held true for my exercise routine, where I found that it did not make much of a difference which body split I used (I am still in the noob gains phase), but getting an understanding of sets and repetitions for hypertrophy and strength (I was not even aware that hypertrophy existed) was crucial to defining my workouts. I was also surprised to learn how cardio, hydration, rest, and sleep played into all of this.
If you are interested in learning more about these topics, I highly recommend Andrew Huberman’s podcast “Huberman Lab” – in particular, the episodes with Andy Galpin (there is also a 6 episode guest series with him) & Layne Norton, as well as Peter Attia’s podcast “The Drive“. They are all very versed in their fields, go deep, and helped me a lot – but the episodes are loooong.
Alternatively, if you prefer more practical and entertaining support (still based in science), then the YouTube channels of Jeff Nippard, Dr. Mike Israetel, and Mario Tomic may be worth checking out – they are short but not bad (compared to some other fitness influencers).
Applying it to Organizations
The most challenging aspect of this process for organizations is accepting that a transformation is a journey and not a one-time project that can be completed quickly. It involves taking small steps, conducting experiments, experiencing failures and successes, and occasionally taking two steps back to move one step forward. It is impossible to estimate or plan the duration of a transformation. You must observe, support, adapt, and iterate.
To support the organization in this journey, they may hire coaches and consulting agencies. While this is not a bad thing, it is important to recognize that mastery, not just expertise, is required to navigate complex environments. However, finding masters within the organization can be difficult because they lack previous experience. Unfortunately, coaches can also be limited to being experts without firsthand experience in business transformations within an organization. They may bring their own philosophies and frameworks (LeSS vs SAFe vs …) without considering the business context.
I like to compare this to teaching someone how to ride a bike. If someone has only watched YouTube videos and understands the mechanics but has never ridden a bike, they are not qualified to teach someone how to ride.
Hence, also in organizations, knowledge can help to define meaningful next steps and conduct experiments based on the underlying principles, but this is only the first step to getting into deliberate practice to gain mastery. You would not teach one to cycle on a beam, you start with training wheels on the bike.
To gain knowledge and move towards mastery, organizations should:
- educate the organization on fundamentals and principles,
- identify, hire, and develop masters who can guide the transformation,
- conduct experiments, honestly reflect (be aware of your biases), and adapt.
Act Consistently
“Motivation gets you going, but discipline keeps you growing.
That is the Law of Consistency.”
– John C. Maxwell
Achieving success requires consistent effort over a significant period of time. Although we all desire quick wins and shortcuts, sustained effort is necessary to create long-lasting value, just like in other important areas of life. In most cases, there are no free lunches.
It is not necessary to find the perfect process or practice. Instead, finding methods that move you in the right direction and that you can stick to consistently is sufficient. As you progress, you will gain knowledge and need to refine your approach as your circumstances change.
As long as you stay disciplined and adaptable to your progress, you will see results and make progress.
Maintaining consistency requires discipline, but you can simplify your life by establishing habits, routines, and removing friction from the process, which will be discussed in future blog posts.
My Story
For me, the key to achieving my sustainable health and fitness goals was not through a quick-fix crash diet, but by committing to a long-term plan.
I began my journey with a combination of bodyweight and resistance training for four days a week, incorporating compound movements such as push-ups, pull-ups, and squats, along with isolation exercises like lateral raises and bicep curls, in a half-baked upper-lower split routine. As I work out from home, my options are somewhat limited compared to a gym, but this also allows me to train before work without any commute, making it easier to stick to my routine. To keep me energized, I prefer to listen to music (“Pump It”) while having my coffee on the side.
Additionally, I took advantage of the beautiful countryside around my home to engage in low-intensity steady-state cardio by brisk walking for an hour every day (you need to get your 10.000 steps in).
Over the months, I gradually adapted my workouts by adjusting the exercises and adding in high-intensity interval training sessions to elevate my heart rate.
Regarding my diet, I restricted myself to around 1700-2000 calories per day, with lunch and dinner as the main meals and no snacks in between. I did not limit what I ate, as long as it was within my calorie budget. Any cravings for sweets or an occasional beer or glass of wine were okay to indulge in. But in general, I ate quite clean, with a focus on protein in my macros. The calorie restriction made me think twice about reaching for a bite of chocolate or better another serving of veggies, which keeps your hunger in check.
Nowadays, I have transitioned back to “normal” eating, consuming around 2500 calories per day, most of the time still clean, but can occasionally enjoy some guilty pleasures that make life worth living.
Applying it to Organizations
Expanding on the previous point, effecting a transformation is a process of evolving the organization’s identity. Given that identity is usually anchored in behavior and norms, it will take considerable time and consistent effort to achieve this goal. To maintain consistency, organizations must regularly communicate the why and what behind the transformation, communicate intermediate goals and related activities, and communicate experiments, successes, and failures, as well as an unwavering willingness to persist. Even when organizations think they are over-communicating, they are likely not. Over-communication is a key ingredient in any transformation process.
However, communication is only one side of the equation. The other side is action. Organizations must prioritize change, gain knowledge and learn, and demonstrate the desired behavior. This will require giving up time and effort that could be spent on other more pleasurable or easier activities. Going against established routines will feel unnatural and hard, and resistance will be encountered from others, the environment, and the status quo. Pushing through, even if there are no immediate results, or if one is ignored or even obstructed, will require conviction from those in power and those trying to effect change. This conviction, in turn, requires a strong understanding of the purpose and a sense of belonging, so as not to feel alone on the journey.
Effecting a transformation will be a grind, requiring countless repetitions to become better. But in the end, only deliberate practice will achieve noticeable results.
To persist, organizations should:
- over-communicate the purpose and genuine progress of the transition (not just showcases),
- act in accordance with the new identity,
- honor the first movers,
- create meaning and belonging,
- repeat, repeat, repeat.
“Motivation gets you started. Discipline keeps you going. Consistency creates results.”
Overload Progressively
“What seems impossible today will one day become your warm-up”
– Anonymous (most likely a fitness guru)
Consistency is important, but eventually, you will hit a plateau where you stop improving. What was once challenging becomes routine. While this is not necessarily a bad thing, you have to ask yourself if it is enough. Ultimately, those who stop improving, stop being good.
Once you have established new habits and achieved a level of excellence, it is time to push further. This means pushing yourself or your system beyond what has become your new comfort zone. Set the next challenging goal, increase the load, and start pushing again.
Becoming complacent with success means that you will fall behind the competition in the long run and be unprepared when things change.
My Story
For more than two decades, I casually engaged in weight training without pushing myself to the point of significant fatigue or amount of “burn”. Although I broke a sweat, my routine did not generate much progress. It was only after I discovered the principle of progressive overload and training to failure that I began to see visible improvements in my training efforts. By gradually adding small increments of weight every few weeks and increasing the number of repetitions in between, I was able to build muscle mass and increase my strength.
Over time, I progressed from being unable to do even one or two pull-ups to complete sets of 5, 10, or even 15 reps. Similarly, my ability to perform dips or push-ups also improved significantly. By training almost to the point of failure, with only a few reps left in reserve, I increased the weight I could lift by a factor of three. This highlights just how weak I was when I first began.
Put simply, “train harder than the last time” is a valuable lesson to keep in mind in order to keep improving. While it may not always work out in every session, the effort invested will lead to growth over time.
Applying it to Organizations
It is not uncommon for organizations to become complacent and bask in their own success. Once they have taken the first steps towards transformation, it is tempting to pat themselves on the back and consider the job done. However, this often leads to a return to old habits and a focus on topics “that really matter”. Any changes made are often just surface-level, without real transformation at the core.
A true transformation only occurs when an organization sets its sights on the next level without the need for external influence. By setting ambitious goals, pushing for challenging improvements, and experimenting and learning along the way, an organization can truly transform itself. Only by aspiring to outperform competitors and increase learning speed and efficiency can an organization secure long-term success.
Unfortunately, this level of self-motivation is rare in most organizations. Leaders must be the ones to push themselves harder than the last time. They need to motivate and initiate the next level of improvement. They need to show that they can and will not rest to grow. They need to lead by example, so others may follow.
To continuously improve, organizations should:
- put the system under stress in a controlled manner, pushing it as close to the edge as possible to stimulate growth,
- set bold, challenging goals that can not be achieved by simply tweaking the current approach, forcing a break in old patterns and behaviors,
- strive to become progressively better than yesterday (outperforming competitors and staying ahead of the curve).
Measure Evidence
“If you can’t measure it, you can’t improve it.”
– Lord Kelvin
Transformations are typically slow processes, and the changes are often subtle, making them difficult to notice at first glance. It may take weeks or even months to realize the progress that has been made. This is especially true for lagging aspects, which are typically the desired outcome of a transformation.
To maintain motivation throughout the process, it is essential to have shorter feedback loops that provide objective leading indicators. These usually relate more to actions you take and the effort you expend, and help you keep on track to consistently put in the work.
The indicators do not need to be perfect, but they need to have some correlation to the outcome you would like to achieve and hold you accountable for your progress. Even if you do not feel like putting in the work, they can act as a bad conscience, reminding you to consistently work towards your goals.
As you progress, you will likely learn and adapt, and some indicators may become obsolete, while others may become more meaningful. Do not be afraid to let go of indicators that are no longer beneficial to your transformation.
My Story
In my journey, I relied on lagging indicators such as body weight, body fat percentage, muscle mass, body measurements, and progress pictures to track my progress. However, these indicators were slow to change and often fluctuated.
If I had solely relied on them, I would not have noticed any significant progress during the first one or two months of my transformation. Instead, I had a basic understanding of how to estimate or measure the input parameters for calories-in vs calories-out and relied on the laws of physics to guide me.
To remain consistent, I tracked my calorie intake (though not as meticulously as some do), counted my steps, recorded the weights, reps, and sets I completed during my workouts, tracked my sleep hours, and monitored my water intake.
If I noticed that I had missed some steps after dinner, I would go for another walk (thankfully it was summer). And if I exceeded my calorie restriction, I compensated by engaging in more physical activity (although you can never out-train a poor diet).
Gradually, over several months, my physique changed, I lifted heavier weights, and my scale measurements consistently showed a downward trend. Though the transformation is obvious in hindsight, during that time any visible change felt like it took ages.
Applying it to Organizations
Measuring progress is important, even if the results are not immediately visible. The key is to measure the right things and take action accordingly. As previously mentioned, the best measurements are those that relate to the effort put into activities that lead to the desired outcome. Unfortunately, in complex environments, these correlations are often not clear. However, there are actions that are more likely to support a positive outcome than others, and these should be emphasized and measured to ensure focus and consistency.
The most common mistake made by organizations is expecting immediate results in lagging indicators and declaring failure too soon, without giving the system enough time to react to changing inputs and conditions. In such cases, it is beneficial to break down larger goals into smaller, faster process loops that can be more directly observed and improved. For example, instead of focusing on revenue, an organization can focus on lead generation, or instead of productivity, they can focus on reducing defects.
To track progress in a transformation, organizations should:
- focus on leading indicators for input,
- expect lagging indicators to show improvement over time,
- break down larger goals into smaller process loops to make change more visible.
Be Patient (Delay Gratification)
“The two most powerful warriors are patience and time.”
– Leo Tolstoy
It is highly unlikely that a transformation journey will go smoothly, and it is more realistic to expect numerous ups and downs, obstacles, plateaus, and occasional bursts of progress. These challenges are often unpredictable, but they are bound to arise over time.
To stay committed to your goals, you must have trust in the process, patience, and a willingness to delay gratification.
Rushing through the process, even if possible, would be unsustainable in the long run. You are not pursuing a radical, temporary initiative; instead, you are making a change to your life and, to some degree, your identity. This means that you must take a long-term approach rather than seeking a quick fix. Accept that there will not be any instant rewards, while still making a consistent effort to improve.
Over time, the results will become apparent and will be the cumulative effect of all the small actions you take. While it may take a while, the wait will be worth it in the end.
My Story
It would be a lie to claim that my journey was without obstacles. Initially, my progress was minimal or even nonexistent, and my measurements were erratic. I experienced constant soreness and hunger, causing me to question whether my efforts would yield results and if I could maintain my commitment.
At times, I would deviate from my regimen, indulging in overeating or skipping a workout. Rather than dwelling on these lapses, it was essential to resume my routine immediately. To avoid recurring setbacks, I made sure never to skip two workouts per week.
Over time it became easier. Success came gradually but consistently. The soreness vanished, and the hunger faded. After several months, the changes were visible not just on the scale but also in the fit of my clothes. I could wear T-shirts without my love handles bulging out and felt revitalized after my workouts.
The fruits of my labor were gratifying (even delayed) and helped me persist. But it took some time, and I did not see them overnight.
Applying it to Organizations
Organizations may not have love handles, but there are other nasty things, they like to improve. Also, these may be hard to get rid of and require consistent effort, even if the results are not immediately visible.
It is important for leaders to remain patient and focused on long-term goals, while also navigating short-term obstacles and setbacks. Doing so can help to promote a positive attitude among employees and increase their commitment to the change effort while reducing the stress and anxiety associated with the transformation process. Conversely, placing too much emphasis on immediate results may lead to shallow and inauthentic showcases, which do not effectively address underlying issues or generate sustainable change.
The key is to strike a balance between patience, long-term objectives, and a sense of urgency, experimentation, and action.
To achieve meaningful change over time, organizations should:
- strive to maintain a sustainable pace,
- remain focused on long-term objectives,
- encourage experimentation and action,
- avoid relying on pseudo-short-term results.
Deadly Sins of Transformation
“The greatest glory in living lies not in never falling,
but in rising every time we fall.”
– Nelson Mandela
Having been involved in multiple organizational transformations and observed many more, I have come to recognize several patterns and anti-patterns that can hinder the success of any change effort. I like to call them the Seven Deadly Sins because any one of them can single-handedly derail a transformation or render it ineffective. While I am sure there are many more out there, I am not writing the Ten Commandments.
Delegation instead of Responsibility
In the initial phase of a transformation, management often delegates the responsibility of driving the change to a transition team. This team is typically made up of individuals without power, which sends a clear message that the transformation is not a priority for the management. Even worse, the management might mask this delegation of responsibility as an act of empowerment and participation. If the transformation is indeed essential, those in power should take ownership and be responsible for driving it, as well as holding themselves accountable.
Focus Show instead of Act
Another common mistake during a transformation is to focus on events such as motivational speeches, presentations, posters, open spaces, and marketplaces, instead of tackling the real challenges, conflicts, and obstacles that come with the transformation. These events may create a feel-good atmosphere and provide a momentary boost, but they rarely lead to behavioral and action changes that are necessary for a successful transformation. To truly gauge progress, it is important to dive deeper and focus on the daily actions that take place within the organization. Otherwise, it all will be motion but not progress.
Target Players instead of the Game
I have come to realize that we often confuse organizational behavior and norms with the mindset of individuals. This is why it is so common to begin any transformation with a mindset workshop or to emphasize the need for a mindset change. However, this approach overlooks the fact that individuals in the organization, the players, behave in accordance with the rules of the game. To truly change their behavior, we need to change the rules of the game instead of telling them that they are at fault. For instance, teamwork and collaboration, which are highly desired qualities, will only emerge if the organization values and incentivizes such behaviors. Collaboration is a natural capability of every human being; it does not need to be taught. Therefore, our focus should be on the game, not the players.
Mandate instead of Motivation
It is striking how often we neglect the fact that transformations need to be triggered from the top, despite the belief in grassroots initiatives. In order to succeed, they must be endorsed by those in power. Otherwise, they will be shut down as soon as they become visible and challenge the status quo. Although this is necessary to initiate and endorse a transformation, it is afterward often driven also in a top-down manner. People are mandated to attend trainings, follow processes and practices, and comply with rules they may not want to follow. They follow out of fear of consequences but are not really motivated to do so. To change this, it is important to stress the relevance of the change to the organization and to the individuals. Concerns need to be genuinely acknowledged, support needs to be given, and agency needs to be provided. A helpful test would be to ask if individuals could refuse to change. If they do not have the option to say “no,” then “yes” has no meaning.
Frameworks instead of Context
One of my favorite pitfalls is the trust we place in frameworks, especially those that are hyped in the industry at any given time. Organizations lacking experience, knowledge, and mastery of the desired new behaviors and skills often choose a framework and apply it to the entire organization, hoping that the change will manifest. Unfortunately, all frameworks lack the context of the organization and the business. Although there may be valuable practices and structures available in any given framework, ultimately the organization needs to derive its own approach based on principles rather than rules and adapt it over time as it learns. Cookie-cutter approaches may initially get an organization moving, but they are unlikely to work in the long run and create the best outcomes. An organization needs to consider its context.
Program instead of Journey
In the concepts discussed above, it was mentioned that a transformation cannot be planned in a rigid way or managed like a project. It is a complex process that depends on emergent patterns and developing mastery in the new context, which requires deliberate practice and continuous reflection. Furthermore, the constantly changing environment will force the organization to adapt its approaches over time. While it may seem beneficial to establish programs to run a transformation, the focus on steering committees, milestones, reporting, and expected results can often shift the attention to management instead of the change itself. Instead, it is more helpful that organizations experience the change by being present, accompanying the people, teams, and organization by walking side by side. It is about being part of the journey rather than trying to measure it.
Rollout instead of Adaptation
In many transformations, pilots are conducted, and if they are successful, organizations may think they have figured out how to apply the change to the rest of the organization. A rollout is then planned, and the successful practices and approaches from the pilot are copied to other parts of the organization. However, the harsh truth is that whatever was learned in the pilot will remain specific to it, as the time, people, and conditions are unique. Simply copying it will not result in the same outcomes. Learning in complex environments is difficult because appropriate patterns are constantly changing based on the context. This requires mastery, not just expertise, to identify and apply. It is not about how the pilot did it, but who did it. Therefore, the focus in pilots should be on creating more masters, who can then be used to start the unique journeys of the other parts of the organization.
And there you have it, my Seven Deadly Sins. Which ones are you guilty of? I was guilty of a couple of them in the past.
What is next?
I hope that you could gain some valuable insights from the concepts that I have identified on my transformation journey.
To be honest, the transformation was not too complex. In fact, it was pretty straightforward. This does not mean it was not hard, did not require effort, or was not an achievement.
Transformation is simple, but it is never easy.
If you are curious about my next steps, my goal for this year is to gain 5 kg (11 pounds) of muscle, so Dwayne “The Rock” Johnson will not fall laughing from his chair when I flex my biceps. Most likely, he will still fall from his chair. While losing fat is challenging, building muscle without gaining too much fat is even harder.
However, the key is to continuously set new challenges and goals for yourself and strive for continuous improvement.
So, I encourage you to keep growing, both mentally and physically, and never stop pushing yourself toward new heights.
Gainz, bro
