The Heart of Endurance

Month: September 2026

  • 86: Floating Leadership

    Recently, I have been thinking about a quality of leadership that I did not appreciate enough when I was younger.

    I call it floating.

    When someone brings us an idea, our natural tendency is to evaluate it.

    Is it good or bad?

    Will it work?

    Do I agree?

    Should we do it?

    This is especially true for experienced leaders. Experience allows us to recognize patterns quickly. We have seen similar situations before, so an answer often appears almost immediately.

    That ability is valuable.

    But I am beginning to wonder whether experience can sometimes make us too quick to know.

    An idea may have only existed for thirty seconds before we classify it.

    Good idea.

    Bad idea.

    Possible.

    Impossible.

    Then we move on.

    What would happen if we allowed the idea to float for a while?

    Floating does not mean agreeing with it.

    It does not mean avoiding responsibility or postponing every decision.

    It simply means creating some space between hearing and deciding.

    Someone offers an idea.

    Instead of immediately evaluating it, we might say:

    Interesting. Let’s leave that possibility here for a moment.

    Another person adds something.

    Someone sees a weakness.

    A younger member of the team notices something the experienced members missed.

    The original idea changes.

    Perhaps another possibility appears.

    Eventually, the conversation moves away from:

    Whose idea is right?

    toward:

    What are we actually discovering together?

    I think ego has a great deal to do with this.

    When I need my idea to succeed, discussion easily becomes a competition. I defend my position. You defend yours. Even when we appear to be discussing the problem, part of us is protecting ownership.

    But when ideas are allowed to float, ownership becomes less important.

    My idea can change.

    Your idea can improve mine.

    We can abandon both.

    A third possibility may emerge that neither of us could have created alone.

    Perhaps the progression becomes:

    My idea → Your idea → Our exploration → What matters

    This requires a particular kind of confidence from leadership.

    A leader must be able to tolerate a period when the answer is unclear.

    That can be surprisingly difficult.

    We often think leadership means having answers.

    But perhaps mature leadership sometimes means having enough confidence not to give the answer too quickly.

    Experience then serves a different purpose.

    Instead of immediately using experience to close possibilities, we can hold it quietly while listening longer.

    Ask another question.

    Let the junior person finish.

    Allow disagreement.

    Remain curious.

    Eventually, of course, floating must end.

    Organizations need decisions. Teams need direction. In urgent situations, there may be almost no time to explore.

    So floating is not the opposite of decisive leadership.

    Perhaps good leadership needs both:

    Float when there is room to discover.
    Decide when it is time to move.

    Too much floating becomes indecision.

    Too little floating becomes premature certainty.

    The wisdom is knowing when the moment has changed from one to the other.

    I used to think that leadership became stronger as we accumulated more answers.

    Now I wonder whether the opposite sometimes happens.

    Perhaps experience can eventually give us enough security to say:

    I may have an answer, but I don’t need to use it yet.

    Let’s listen.

    Let’s leave the possibilities open a little longer.

    Let’s see what we are missing.

    Because when ego becomes smaller, ideas can float.

    And when ideas can float long enough, a group may discover something that no individual could have found alone.

  • 86: When to Act, When to Let It Float

    For many years, quick action has been one of my most valuable habits.

    When an opportunity appeared, I tried something. When an idea came, I took a first step. I learned that thinking alone could only take me so far.

    Action creates feedback.

    Once I do something, reality responds. Then I can learn, adjust, and act again.

    Recently, however, I have been learning almost the opposite.

    Sometimes I should not act.

    An idea comes, but I leave it alone.

    Something interests me, but I do not immediately turn it into a goal.

    I have started singing, for example. My old approach could easily turn this into another project: find the best teacher, develop a practice schedule, measure progress, set goals.

    But now I am experimenting with something different.

    I enjoy it.

    I wonder where it might lead.

    And then I let it float.

    At first, this seemed contradictory to my habit of quick action. Should I respond quickly to an internal signal, or should I wait?

    I am beginning to think that a rich life requires both.

    The real skill may be knowing when to act and when to let something remain unfinished.

    Not every idea deserves action.

    Some thoughts come from anxiety. Some come from boredom. Some are simply excitement about something new. If I immediately respond to every thought, my life becomes scattered.

    But something interesting happens when I leave an idea alone.

    Some ideas disappear.

    Others return.

    A thought comes back while I am walking. A week later, it appears again. I try something small and feel unexpectedly alive. I leave it alone again, but the interest remains.

    Perhaps this is one way we begin distinguishing noise from signal.

    But there is also danger in waiting forever.

    A genuine signal can remain an attractive possibility for years if I never allow it to touch reality.

    At some point, action becomes necessary.

    Take one small step.

    Then listen again.

    Maybe the mature rhythm is not simply action or waiting.

    It is:

    Notice → Float → Discern → Act → Receive feedback → Float again.

    I also wonder whether life experience helps us become better at this.

    When we are younger, every strong feeling can seem important. Excitement, ambition, anxiety, curiosity, and ego can sound remarkably similar.

    After living longer, perhaps we begin recognizing the voices.

    I know this feeling. This is probably anxiety.

    This is my desire for recognition.

    This excitement will probably disappear.

    But occasionally:

    This is interesting. This thought keeps returning.

    That is where experience becomes useful in a completely different way.

    The first half of life taught me how to act.

    Now I am learning when not to act.

    Neither is enough by itself.

    If I turn everything into a goal, life becomes narrow.

    If I leave everything floating, nothing becomes real.

    Perhaps wisdom lives somewhere between them.

    Leave enough space for something unexpected to appear.

    Leave it alone long enough to discover whether it matters.

    When the signal becomes clear, take a small step.

    Then become quiet enough to listen again.

    Some things need action.

    Others need the freedom to remain unfinished.

    Learning the difference may be one of the gifts of growing older.

  • 85: A Life That Does Not Have to Be Useful

    For much of my life, being useful gave me a sense of purpose.

    Someone needed something from me. There was a problem to solve, work to finish, a responsibility to carry, or someone I could help.

    Being needed felt meaningful.

    There is nothing wrong with this. In fact, much of the meaning in our lives comes from contributing to others. I am grateful for the years when I could work hard, build things, and be useful to many people.

    But recently, I have begun to notice another question.

    Does everything I do need to be useful?

    Sometimes I sing worship songs written by other people. I am not producing anything. Nobody is listening. I am not becoming more successful or contributing to anyone.

    Sometimes I simply sing.

    And unexpectedly, I feel deeply connected to God. Sometimes I feel His presence without needing to understand anything intellectually. Sometimes tears come.

    Nothing has been accomplished.

    Yet those moments do not feel empty.

    In fact, they sometimes feel more alive than many productive hours.

    This has made me wonder how deeply I have connected the value of my life with usefulness.

    For many years, the equation was almost automatic:

    If I am useful, my time has value.

    But perhaps there is another way to live:

    My life itself has value, including experiences that produce nothing for anyone else.

    That is surprisingly difficult for me to accept.

    Even when I make time for myself, I easily turn it into another project. If I sing, perhaps I should become a better singer. If I learn piano, perhaps I should practice systematically. If I write, perhaps it should become a book.

    Very quickly, curiosity becomes a goal.

    Then the goal becomes a plan.

    And soon the open space is full again.

    I am beginning to think that this is exactly what I should not do too quickly.

    Perhaps some parts of life should remain unexplained and unproductive for a while.

    Sing because I want to sing.

    Walk somewhere simply because I have never been there.

    Spend an hour following an idea without knowing whether it will lead anywhere.

    This does not mean turning away from other people.

    Strangely, I suspect the opposite may eventually happen.

    When we spend our entire lives producing for others, what we give can gradually become repetitive. But when we have enough space to explore our own inner world, something new may grow there.

    Eventually, we may have something deeper and more original to offer.

    But even that cannot become the reason for everything.

    I do not need to enjoy life today so that I can become more useful tomorrow.

    Sometimes today is allowed simply to be today.

    Perhaps this is one of the transitions I am learning now.

    From:

    “My life receives its value from being useful to other people.”

    toward:

    “My life itself has value.”

    I still want to contribute. I still want to help people. I still want to create things worth sharing.

    But I do not need to turn every curiosity into a project, every experience into an achievement, or every discovery into a destination.

    Perhaps for a while, I can simply explore.

    Slowly. Curiously. Without needing to turn every discovery into a destination.

  • 84: Find Something New Every Day

    My daughter once said something very simple:

    “Find something new every day.”

    She seems to know naturally how to enjoy life. She cooks, bakes bread, fishes, sings, writes songs, paints, and tries whatever catches her interest. She does not have unlimited time or money. She simply seems curious about life.

    Recently, I realized that I am learning from her.

    For many years, I lived very differently. I concentrated my time and energy on a few things, particularly surgery and research. That concentration helped me go deeply into those worlds, but it also meant sacrificing many other possibilities.

    Now I have started something almost completely new to me.

    I have learned to start very small.

    Ten minutes.

    Fifteen minutes.

    Try something and see what happens.

    But then I realized something.

    I had already learned “find something new every day” through triathlon.

    I have been swimming, biking, and running for years. From the outside, there is nothing new about another morning run or another hour in the pool.

    But somehow it rarely feels exactly the same.

    During a swim, I might notice a tiny difference in how my hand enters the water or how my pelvis rotates. During a run, I notice a subtle change in coordination, cadence, posture, or breathing.

    Sometimes the discovery is so small that nobody else could see it.

    But I can feel it.

    And that tiny discovery makes an ordinary workout interesting again.

    This made me wonder whether “find something new every day” does not necessarily mean doing something new.

    Perhaps it means seeing something new in what I am already doing.

    That changes the idea completely.

    I may work with the same people and encounter many of the same problems.

    But perhaps I do not have to return as the same person.

    For much of my professional life, I naturally measured things.

    How many cases?

    How many papers?

    How much funding?

    Am I making the right decision?

    Do people recognize my contribution?

    Do they need me?

    These questions helped drive me forward for many years.

    But they also made life a continuous evaluation.

    Recently, I have begun wondering what would happen if I entered the same world with a different question:

    What can I discover today that I did not know yesterday?

    A patient’s physiology.

    A small technical detail.

    An unexpected research result.

    A change in another person.

    A change in myself.

    Even disappointment might contain something I have never noticed before.

    The scenery could be exactly the same, yet my experience of it could become completely different.

    Maybe curiosity can gradually replace evaluation.

    Instead of constantly asking whether I am succeeding, advancing, appreciated, or making the right choice, I can sometimes simply ask:

    What is happening here?

    There will always be responsibilities and outcomes that matter. Curiosity does not remove them.

    But perhaps they do not have to determine whether a day feels meaningful.

    Now, I do not need a completely new life every day.

    I just need to remain interested in the life already in front of me.

    Try something new.
    Notice something small.
    Follow curiosity.
    Look again at something familiar.

    There is always something I have not seen yet.

    Find something new every day.

  • 83: Horizontal and Vertical

    For most of my life, I thought growth meant expansion.

    Do more. Help more people. Take greater responsibility. Build something larger. If something worked, expand it.

    I still think there is great value in this way of living. Much of what we build in our careers, organizations, and communities requires this outward energy.

    Recently, however, I have begun wondering whether there is another direction of growth.

    Not horizontal, but vertical.

    Horizontal growth expands our reach. Vertical growth deepens our source.

    Horizontal contribution is relatively easy to see. More people are helped. A program becomes larger. A business grows. Research reaches a wider audience. We gain responsibility, influence, or recognition.

    Vertical growth is much less visible.

    Sometimes it looks like nothing is happening.

    We read. Think. Walk. Write something that may never be published. Have long conversations without a clear purpose. Try music, art, or something completely outside our professional identity. We follow a question simply because something inside tells us it matters.

    From the outside, this may look unproductive.

    But perhaps this is where something genuinely new begins.

    The difficulty is that horizontal and vertical growth require very different environments.

    Horizontal work thrives on schedules, deadlines, meetings, execution, responsiveness, and measurable results.

    Vertical work needs something almost opposite.

    Space.

    Silence.

    Rest.

    Wandering.

    Enough time for an idea to develop before we know what it will become.

    Modern professional life gives us remarkably little of this. In fact, the more successful we become, the harder it becomes to find.

    Success brings more meetings, more responsibility, more people who need us. We become increasingly important horizontally while gradually losing the space required to go vertically.

    I wonder whether this is one reason people sometimes remain at the top for too long.

    We assume leadership means continuing to be needed.

    But perhaps great leadership eventually means building something that no longer needs us.

    Develop people. Create the system. Give away responsibility.

    Then leave.

    Not because the work failed, but because it succeeded.

    That creates the possibility of becoming empty again.

    To step away from being the person who knows and return to being someone who wonders.

    To enter an unfamiliar field.

    To become a beginner again.

    Perhaps the most creative lives do not move continuously outward. They move in cycles:

    Go deep → discover → create → offer → build → give away → withdraw → go deep again.

    This is very different from our usual career model of building, rising, leading, staying, and eventually retiring.

    And perhaps it requires something difficult from the ego.

    Can I create something valuable without needing to remain at its center?

    Can I allow someone else to take over what I built?

    Can I become less important in one world so that I have enough space to discover another?

    I am beginning to think that a rich life needs both directions.

    Horizontal contribution allows what we have discovered to reach others.

    Vertical exploration makes sure that what we offer actually comes from somewhere deep.

    Maybe the goal is neither endless expansion nor permanent withdrawal.

    It is learning the rhythm between them.

    Deep enough to discover something genuinely our own.

    Outward enough to give it away.

    Free enough to leave it behind.

    Empty enough to discover again.

  • 82: Quick Action, a Different Voice

    Quick action has been one of the most precious habits I have developed over the years.

    When someone asked me to do something, I tried to respond quickly. When an opportunity appeared, I took the first step rather than thinking about it for too long.

    I learned something simple: action creates feedback.

    I could think about something for weeks, but once I acted, reality answered. Something worked or did not work. Someone responded or did not respond. Then I could adjust and act again.

    Over time, this became part of how I built trust with people and how I moved my life forward.

    Recently, however, I have been thinking about quick action differently.

    I am learning what I call the second discipline—slowing down, reducing noise, noticing quieter signals, allowing things to remain unresolved, and sometimes simply waiting.

    At first, waiting seemed almost opposite to quick action.

    If I am learning not to react immediately, does quick action still have a place?

    I think it does.

    What has changed is the voice I am responding to.

    For much of my life, the voice was often external.

    An email arrived. Someone needed something. There was a deadline, an opportunity, a responsibility. I became very good at hearing these voices and responding to them.

    But there is another kind of voice that is much quieter.

    An idea suddenly comes to mind.

    Someone I have not spoken with for years comes into my thoughts.

    I feel strangely drawn toward something that was never part of my plan.

    A question keeps returning even though there is no practical reason to answer it today.

    Nobody is asking me to do anything. There is no deadline. Nobody will be disappointed if I ignore it.

    And because of that, these signals are remarkably easy to postpone.

    I am beginning to realize that perhaps I need to give these quieter internal signals some of the same responsiveness I have given other people’s requests for decades.

    Of course, this does not mean acting on every impulse.

    That is where waiting becomes important.

    Some thoughts are simply noise. Some come from anxiety, boredom, restlessness, or the desire to escape what I should actually be doing.

    So I wait.

    I listen.

    I allow the thought to return—or disappear.

    But when a signal remains and becomes clearer, perhaps that is when my old habit of quick action becomes valuable again.

    Take one small step.

    Write one page.

    Send one message.

    Have one conversation.

    Explore one possibility.

    I do not need to know where it will lead.

    In fact, action may itself become part of discernment. Once I take a small step, reality gives me feedback. Perhaps the interest disappears. Perhaps the door closes. Or perhaps something becomes unexpectedly alive.

    Then I can listen again.

    I used to think waiting and quick action belonged to opposite ways of living.

    Now I am beginning to see a different rhythm:

    Wait so I can hear.
    Discern what deserves attention.
    Act so I can learn.
    Then listen again.

    Quick action is still precious to me.

    I am simply learning to respond to a different voice.

  • 81: Two Kinds of Efficiency

    Recently, I have noticed that I am becoming less efficient.

    For many years, I liked having a clear schedule. I decided what I needed to do, assigned time for it, and tried to follow the plan. If I had three things to accomplish that morning, finishing those three things meant that I had used my time well.

    It worked.

    That discipline helped me accomplish many things in my life.

    But recently, I have been living somewhat differently.

    I still have plans, but I do not always force myself to follow them. Sometimes I begin working on one thing, become interested in another thought, start reading something completely different, or simply spend time thinking.

    Before I realize it, the original schedule is gone.

    Sometimes I look back and think, I wasted a lot of time today.

    And perhaps I did.

    But something interesting has also been happening.

    Occasionally, during those apparently inefficient hours, a new idea emerges. It may have nothing to do with what I originally planned to accomplish that day. Yet sometimes that idea changes how I think about my work, my life, or even the next ten years.

    That made me wonder whether there are actually two kinds of efficiency.

    The first is execution efficiency:

    How much of what I planned did I accomplish today?

    I have spent most of my life becoming good at this.

    But there may be another kind—directional efficiency:

    Am I becoming clearer about what is actually worth doing?

    These are not always the same.

    I can have an extremely productive day and complete everything on my schedule without ever questioning whether those things are still where I should be putting my energy.

    On the other hand, I can have a seemingly unproductive morning in which very little gets completed, yet discover one idea that changes my direction for years.

    Of course, this can easily become an excuse for distraction.

    Not everything that interrupts my schedule is meaningful. Much of it is simply noise.

    So perhaps the deeper challenge is learning to distinguish between:

    noise that steals attention

    and

    signals that deserve attention.

    I used to protect my schedule from almost everything that tried to interrupt it.

    Now I wonder whether that efficiency sometimes made it harder to hear quieter signals.

    A thought that keeps returning.

    A conversation that unexpectedly stays with me.

    A question that seems unrelated to today’s work but somehow feels important.

    An hour when nothing productive seems to happen, yet something inside me is slowly becoming clearer.

    Not every signal deserves action. And not every empty hour produces insight.

    Maybe that is exactly the point.

    If I require every hour to produce something measurable, there is no real open space. I have already decided what that hour is allowed to become.

    I still believe in planning. I still need discipline. There are many times when the right thing to do is simply sit down and finish what needs to be finished.

    But I am beginning to see that there may also be times when efficiency means something different.

    Sometimes the important question is not:

    How faithfully did I follow today’s plan?

    It is:

    Did I leave enough room to notice that my direction itself may be changing?

    Perhaps some apparently wasted time is not wasted at all.

    It may simply be the space in which a quieter signal finally becomes audible..

  • 80: Following Is Not the Same as Surrendering

    For much of life, we learn that progress comes from taking control.

    We identify where we want to go, make a plan, work hard, solve problems, and adjust when things go wrong. When we face difficulty, we try to overcome it. Sometimes we even learn to turn adversity into fuel.

    This capacity is enormously valuable.

    But there is another capacity that many of us develop much later:

    knowing when to stop trying to control the outcome.

    We often think of “following” as receiving direction and then taking action. A mentor gives advice. Experience tells us what to do. Faith, values, or intuition point toward a particular path.

    Then we take the steering wheel.

    We decide where we are going and work to get there.

    But there are periods in life when the road ahead is no longer clear. We may not know which choice will prove right. Other people’s decisions may affect our future. Something we have built may change unexpectedly. Aging may gradually remind us that effort cannot solve everything.

    At such times, trying harder does not necessarily create more control.

    This is where surrender becomes important.

    Surrender is often misunderstood as giving up. But they are not the same.

    Giving up says:

    “Nothing I do matters.”

    Surrender says:

    “I will do what is mine to do, but I will stop demanding control over what is not mine to control.”

    That distinction changes how we move through uncertainty.

    Imagine driving a car. Under normal circumstances, responsible driving means paying attention, choosing the direction, and holding the steering wheel firmly.

    Life requires the same thing. We should make decisions, accept responsibility, develop our abilities, and act when action is needed.

    But life is not entirely steerable.

    Other people have their own wills. Institutions behave unpredictably. Bodies age. Relationships change. Accidents happen. Opportunities appear and disappear. Even our carefully constructed plans eventually encounter forces larger than ourselves.

    The important question therefore changes from:

    “How can I regain control?”

    to:

    “What is actually mine to do, and what is no longer mine to control?”

    That is not passivity. In fact, it may require more courage than action.

    When we cannot control the destination, we can still choose how we travel. We can remain attentive. We can respond to what appears. We can listen more carefully. We can continue acting where action is possible without insisting that life produce the outcome we expected.

    For a religious person, this may be called surrendering to God. Someone else might describe it as accepting reality, trusting life, or recognizing the limits of human control.

    The language matters less than the underlying shift.

    There is a time to steer.

    And there is a time to recognize that holding the steering wheel more tightly will not determine where everything goes.

    Perhaps maturity is not becoming better and better at controlling life.

    Perhaps it is developing the wisdom to know the difference between what we can shape and what we must learn to follow.