Book Review- Tomorrowmind by Gabriella Rosen Kellerman and Martin Seligman

I'm working my way through Tomorrowmind by Gabriella Rosen Kellerman and Martin Seligman. The first third of the book is the history of humankind driving itself mad by creating a world that delivers scarce resources in exchange for anxiety the brain was not meant to manage. From hunter-gatherers, farmers, to the industrial revolution, to what I would call the digital revolution, in which the pace of change can be about 20 times faster than when we were limited by analog mechanics. 

We start the second third with a great bit of information. What is true from a skills perspective, in resilient people? They have emotional regulation, which is not the lack of emotion but the ability to return to peak thinking after emotion. They have optimism, which is the assumption that things are going to work out all right in the end, and setbacks are temporary. They have cognitive agility, which is the ability to think of multiple options and to choose the best one, rather than reacting. They have self-compassion, the ability to extend to themselves the benefit of the doubt in the same way they would extend it to someone they love. And lastly they have self-efficacy, the belief that they can succeed, learn what they need to, and get the job done.

People also have a need for meaning. To achieve meaning, you have to do three things. You have to understand what you're currently doing with your life. You need to have a sense of purpose or a goal that is bigger than just the moment-to-moment solutions. And lastly, this needs to be something you can view constantly as worthwhile. 

One of the best ways to achieve these skills, is to do it with someone. As leaders, we be that person. Nearly a third of the book is dedicated to rapidly creating connection in high pressure environments. Deeply understanding people's need for time, focused listening, allowing for individuality, and making the effort to be a part of the team.

This last part, of being part of the team, is not about being in the same physical location. It is instead about creating a sense of equity and empowering people to control their environment, practicing assuming the perspective of others, understanding the multiple versions of individuals that exist in their world, and hearing people out.

The final third of the book is about the big three skills for the rapidly changing future: Planning for the future, creative thinking, and continuous learning. The reason we plan for the future, even when we don't succeed, is that it processes the past and creates a kind of structure for optimism to thrive. Creative thinking gives us individuality and a sense of self-efficacy. Continuous learning makes self-efficacy a systemically real investment in the future. We all can succeed in that future, and learning and Development is there to support it.