On a hike with Mo Siegel, the founder of Celestial Seasonings, I asked him when in his career he was most happy. He replied that he is always happy as long as he feels “productive”. I think about this often. As an Enneagram Type 1 (the Reformer), I feel this way too. I get extreme satisfaction from staying disciplined and focused, and relentlessly checking things off my to-do list. It’s one of my best talents. I can visualize and diligently execute on elaborate, multi-tiered, multi-year to-do lists to achieve lofty goals. However, this strength can also be a detriment. Anything I perceive as a distraction from my to-do list feels stressful, and I have to constantly tell myself that unexpected, off-the-to-do-list opportunities are often the best opportunities. I was recently reminded of that.
I reluctantly signed up for an all-day hiking event to support a nonprofit called Walking Mountains. The organization inspires environmental stewardship and a love of science through experiential learning in the Colorado mountains. I love this organization, and it has been very supportive of our efforts at MergeLane. The event combined a lot of things I love—being outdoors, hiking, supporting environmental stewardship, and connecting with interesting people I can be beneficial to and vice versa. However, it was an eight-hour commitment. As the event approached, I looked at my inbox and all the things I could do with eight hours to move the needle with our MergeLane fund. I almost canceled. At the last minute, I said, “Just get in the car and see what today brings.” As my guilt increased over spending a day out of the office, I kept telling myself, “They’ve been so supportive of you. They are doing good work. Just get there and focus on supporting Walking Mountains. Feel like you’re having a productive day doing that.”
I started the hike and began talking with some Walking Mountains donors. Because I wanted to check off my “support Walking Mountains” to-do, I started asking them questions in the hope of reinforcing their support for the organization—questions like “Why did you choose to spend your time doing this today? Why are you interested in the environment? What in your childhood sparked your interest in science?” and so on. I started having this lovely conversation with a man named Bill George. Bill is the former CEO of Medtronic; an expert, author, and Harvard Business School professor on the topic of authentic leadership; and a strong supporter of women in leadership. As the general partner of a venture capital fund for high-potential startups and select venture capital funds led by authentic leaders and with at least one woman in leadership, I immediately saw the potential to gain from this connection. However, I was there to tick my “support Walking Mountains” checkbox. “Just give first,” I thought.
I started talking about Walking Mountains. I told him how much I appreciated his and his wife Penny’s donation, and why I think their support is making an impact. I encouraged him to articulate and hopefully strengthen his passion for the organization’s mission. I think it worked, and it seemed to trickle to a few of the other donors hiking with us as well. “Box checked,” I thought.
As we started downhill, I felt content. It felt nice to use my talents to benefit another organization and to “unplug” for the day. Then, Bill started asking me about my work. He seemed genuinely interested and introduced me to his wife, Penny, who is also a strong supporter of organizations like ours. He also told me about his books, Discover Your True North and Authentic Leadership. It was a very meaningful connection.
At the end of the event, I ran into an investor I’d been trying—unsuccessfully—to connect with for six months. I had a clear calendar for the rest of the day, and we both had an hour’s drive back home. “Would it be weird if I rode home with you?” I asked.
I found someone to drive my car home and rode home with him and his wife. They committed to invest in our fund. Another meaningful connection.
The next morning, I had an unexpected meeting cancellation and found myself with three hours of free time. The “should” in me said I should stay in the office and catch up on my to-do list. However, I really wanted to go for a hike. Because of the work I have been doing in Conscious Leadership, I am working to shift my focus from things I feel obligated to do, to things I feel inspired to do. I was itching to listen to Bill George’s True North book, and it was a beautiful Colorado day. I shut my laptop, downloaded the book, and went out for a hike. It was exactly what I needed. I had been thinking a lot about my leadership purpose and his book focuses on exactly that. By the end of the hike, I had a clear articulation in my head: I believe my leadership purpose is to help people achieve seemingly impossible things in a way that feels easy, fun and rewarding. I like to work with highly effective leaders who can push themselves beyond normal physical limitations, but often do so at the expense of their own health. I inspire these leaders to accomplish more without giving too much of themselves. I help them understand and operate in their zone of genius, increase their authenticity and self-awareness, and integrate physical fitness, the outdoors and activities they are passionate about into their work.
In roughly 24 hours, I used my talents to support a worthy cause, made a highly strategic and thought-provoking connection with a leading leadership expert, secured a new investor for our MergeLane fund, and defined my leadership purpose. This is far more than I would have achieved by staying in the office checking off my to do’s.
A few things lined up to enable these outcomes.
This day occurred three months ago, but I am just checking off the to-do of writing this post now because I wanted to stay hyper-focused on recruiting for our MergeLane Funderator. I believe that was a smart move, and it leads me to my final reflection. My mastery of managing my to-do list is, and will continue to be, one of my greatest assets. Like everything in life, it is best in moderation.
We are big proponents of using the 15 Commitments in the work we do in Conscious Leadership. However, as an Enneagram Type 1 who is most happy at maximum productivity, I’ve always had a hard time buying into Commitment #9, the commitment to play and rest. Until yesterday….
I am extremely disciplined and focused. However, this can also be a detriment. Anything I perceive as a distraction from my to-do list feels stressful, and I have to constantly tell myself that off-the-to-do-list opportunities are often the best opportunities. I was recently reminded of that.
For the final episode of Fund81's first season, I interviewed Jaclyn Freeman Hester from Foundry Group. As someone relatively new to the industry, she has a fresh perspective on what's compelling to institutional investors and an incredible pulse on the landscape for emerging VC managers. Enjoy!
Could I be more effective if I simply surrendered to a schedule that felt natural to me? After some serious self-reflection and experimentation, I can unequivocally say YES.
I’m trying to focus my time on opportunities to operate in my zone of genius and a few select priority areas in line with my passions and in which I feel I can make the most impact, aka my true north. To help all of us stay the course, I thought it might be helpful to share those priorities.
I gave first without question for almost five years. It came back to me in spades. I don’t regret it, and I think it was exactly the right thing for me to do at the time. But then….it just got to be too much.
Dave Balter, the CEO of one of our MergeLane portfolio companies, Flipside Crypto, shares his perspective on investing in the cryptocurrency space. Dave is obsessed with and extremely knowledgeable about cryptocurrency, and has an interesting perspective from both sides of the table.
Most venture capital funds target a minimum ownership percentage when making investments. In this Fund81 episode, Amish Jani, a founder and Managing Director of FirstMark Capital, shares his take on why ownership matters and how funds of different sizes and strategies determine ownership targets.
Venture capital funds are typically structured to have a 10-year lifespan, but venture-backed companies often take more than 10 years to achieve an exit and return capital to their investors. In this Fund81 podcast episode, we discuss solutions to this problem with our our guest, Roland Reynolds.
This year, I decided to do an experiment. To build our MergeLane investor and mentor network, I dedicated four months to exclusively focus on meetings that involved skiing.