Eeyores, Tiggers, and Piglets
INTRODUCTION
In which thePresenter Talks Briefly About
Himself
@wcolgrove @threespot
FOREWORD
In whichWe Talk About a Very Magical
Place
Talking about your career can be difficult in familiar surroundings.
CHAPTER I
In whichWe Uncover the
Origin of this Talk
CHAPTER II
In whichWe Begin By Asking
the Room “Who,” “Why,” and
“Wherefore?”
CHAPTER III
In which theCharacters Are Introduced and the Problem with Christopher
Robin is Discussed
CHAPTER IV
In whichWe Introduce the Idea of
the Uncarved Block
It is a state of pure potential which is the primordial condition of the mind
before the arising of experience.
Points to perception without prejudice, i.e. beyond dualistic distinctions such
as right/wrong, good/bad, black/white, beautiful/ugly.
“I’m just trying to figure out what it is they want me to be
for them.”
CHAPTER V
In which theSupreme Fatalist is
Observed
Eeyores are pessimistic, gloomy, depressed, and have a poor opinion of
others, describing them as having “No brain at
all, some of them.”
Grumpy ≠ Depressed
Fire Your Eeyores
Is Eeyore really worth the effort? Does this type of personality
know that it’s time to move on but can’t
take the step?
How do you engage and motivate someone who always sees the glass as half-empty?
CHAPTER VI
In whichWe Address the
Joyous Overconfident
Tiggers are energetic, optimistic, and overconfident to
a fault.
“For of all the things which he had said Tiggers could do, the only one he felt really certain about suddenly was
climbing trees.”
Control your impulses, or they will control you.
The feeling of accomplishment that
eventually comes when one persistently applies
one’s will to the attaining of non-immediately-
reachable goals.
How can you try to harness, not to mention guide, such enthusiasm?
Today, in your career, would you hire yourself when you first started?
CHAPTER VII
In whichWe Discuss a Very
Small Animal
Piglets are generally timid in disposition, they hesitate before
acting, and are generally unsure of
themselves.
Sooner or later we are bound to discover some things about ourselves that we don’t like.
1. Get rid of them.
2. Change them in to other things.
3. Use them in beneficial ways.
The easiest way to get rid of a minus is to change it into a plus.
Once you face and understand your limitations you can work with them.
How do you encourage without overprotecting?
“You can’t want it for them more than they want it for themselves.”
CHAPTER VIII
In whichWe Talk About Nothing
and Not Doing
“People say nothing is impossible, but I do nothing every day.”
“Handsome bell-rope, isn’t it?” said Owl.
Pooh nodded.
“It reminds me of something,” he said,
“but I can’t think what. Where did you get it?”
What we need is usually right at hand.
So in regard to the idea of Nothingness, is it possible to do “nothing” and still
be an effective leader?
I have an example.
CHAPTER IX
In whichWe Discover That Leadership
Demands Courage
The highest virtue is to act without a sense of self
The highest kindness is to give without a condition
The highest justice is to see without a preference
From caring comes courage.
If you don’t love it, don’t do it.
EPILOGUE
In whichWe Part Company and the Presenter Thanks
You All
APPENDIX
In which aKnow-It-All is
Observed in Action
Rabbits are highly opinionated, like to be in
charge, are often quite bossy, and frequently cause
trouble for others.
“…suddenly, we wake up one morning and, what do we find?
We find a Strange Animal among us.”
“Rabbit’s clever,” said Pooh thoughtfully.
“Yes,” said Piglet, “Rabbit’s clever.”
“And he has Brain.”
“Yes,” said Piglet, “Rabbit has Brain.”
There was a long silence.
“I suppose,” said Pooh, “that that’s why he never understands anything.”