Monday, July 30, 2012

What is Work?

I’m going to start with a twist and replace “love” with “work” in some famous lyrics from eighties:

And I have a question!
What is work?
 What is work?
 Work-e-e-e-e
 Is it giving up?
 'Cause that's not how you raised me, yeah.


Does it  make sense? Totally. Actually it seems to make more sense than the original lines, written by  two guys (who gives a rat’s ass on their names now?) for a song played by Haddaway (now we talk!)

Now I will launch a debate with myself by raising questions and answering them. And in the process faking the surprise (Honestly, I didn't expect such a question...) You wish. Of course it’s going to be lots of bias here, because I pretty much know what I will ask and what I will answer, but my goal is to bring you in that place where you start thinking by yourself and launch your own debates. And sure, faking the surprise (Hmm, this guy I'm debating with is smarter that I initially thought...)


Is it work something we need?
Definitely. For multiple reasons. First off we need a steady income to cover our basic or less basic needs. If you have taken an early morning walk in the woods (and I do that a lot!) you will see the living creatures doing their daily job, the only job they'll ever have: looking up for food. That’s all they seem to do. It’s unpaid work that covers their nourishment needs. Late in the summer they start building nests or shelters for the winter, and that’s work too. Our needs are a little bit more sophisticated, and since we are past the point where we see food, we grab food (most of these actions being now under the criminal code of any country), we surrounded ourselves with a system of laws, procedures and regulations that allows the physically weak to feel strong and the strong to feel weak. Through our work we create wealth for ourselves and for others (including the community, they say.) With the income we get we pay for food, clothes, shelter, health, police, social services, environment and media poisoning, lower cultural standards and (very, very important!) the right to have undisturbed sex in the tranquility of our own bedrooms.


Do we like work?
The overwhelming majority of us says “no” and they have their reasons: work is tiring, challenging, boring, unfair, unjust, etc. They are right: work is all of these and more. Work is what remains after we filtered out through gradual elimination all the good intentions and dreams we had during our formation years. The workplaces hire common people, with average intelligence and skills, and a total lack of sense of humour. Everyone needs to work some place, right? Because everybody needs to live and reproduce her or his life in their offspring. And even if, by some miracle, you’d be able to put together in the same workplace a bunch of brilliant guys (why not geniuses?), the result of their work would be poor, if not catastrophique, for the simpel reason that they're going to hate each other to death. The personalities clash will be the norm. For these brilliant to genial guys the idea of "team" is still to be invented. For now all they know is “Me, me, me.”


Can we live without work?
No. Even the people who keep repeating that they hate work and they’d do better in a god forsaken island picking up tropical fruits (take for instance the Commonwealth of Dominica), they either lie or they fool themselves. Nobody can live without work, one of the reasons being that God created us as enterprising creatures. We cannot rest more than eight hours a day, we cannot spend more than thirty minutes looking up at the deep, blue sky, we cannot sit on a chair for more than ten minutes looking without purpose in a distant corner of the room: we have to do something with our hands or with our brains. If there's nothing to do, then start counting the sheep in your mind: "three million one sheep, three million two sheep..." That’s the way we are been built. Like the beavers, our soul mates when it comes to the idea of enetrprising creatures. While the beaver supports a well defined natural purpose, what we do is not necessarily good: could be total non-sense or plain evil, but even evil is the result of hard work.

Why do we complain about work?
Because it takes too much time of our day time. Most of us work at least two hours over the statutory eight hours of work. That makes it 10 out of 24, or almost 42%. If we subtract the 10 hours for sleep, showering, eating, looking for the car keys or the tv remote, we remain with a bare 4 hours for us, or 16.67%. And what do we do with those 4 hours? The lucky ones spend a portion of it on sex and entertaining (sex with wife or watching crappy TV shows), the rest only entertaining (watching crappy TV shows.) But let’s consider for a second the scenario where we to shouldn’t spend 10 hours working. What would we do with this time? Entertainment, mostly. Thinking about bad things and make them happen. Better being worked to death. Literally.

Carpoolers

In spite of what seems to be generally accepted, men commit faster at creating strong bonds and time enduring relationships with their male counterparts. In a work environment taken over in a ninety nine percent proportion by men fighting with each other like cockerels in a cubicle, a high percentage of the office male population gets soft on each other, attached to each other, sympathetic to each other, covering for each other, protecting each other, and if all these words are not (over)used to depict love stories, what else does? Carpooling to work is one perfect example of these time-proof love stories that endure the test of ageing, true, but could also end up in painful breakups.

The two buddies who carpool together have the chance to spend at least a couple of hours daily (depending on traffic) in the minuscule space of a sedan (under)built to save gas. The first couple of weeks are dragging through the boredom and sophistication of the formal exchanges...

“Who could have thought that Federer was capable of a comeback? At his age?
"Our boss, uh, a bit of a micro manager and control freak, eh, but who's that boss who's not?"
"Why do they need a specialized role on search engine optimization? You can have a smart business analyst take care of that!"
"Truth be said, my expectations were higher when I joined this company, and now... I'm not saying I'm disappointed, but a bit concerned of the direction, yeah..."
"Tennis is less of a sport and more of an expensive entertainment nowadays. It's like poker, only one that's fun to watch.”
"I read an article about the nowadays management crisis. It's funny: try to fit the behaviours of the managers you and I had with the five manager models they expand on. Ha, ha!"

Once the initial ice layer breaks, the two carpoolers in the cockpit of their tiny vehicle start sharing the stories of their lives:

“This boss is really pushy, eh? Have you seen how hard he gets on people? I hope that makes him feel good...”
“My wife is not a great cook, the only thing she does really good are mackerel with mayo. Man, that tastes great!”
“Federer, give me a break! How much money did this guy make? Tons, I’m telling you! Why not retire into one of those fancy Swiss castles and give the chance to a younger chap?”
“How many opportunists do we have in our department? Too many to count, eh?”
“My wife never picks up her cell. I keep telling her: why do we pay the money, are we a charitable organization or what?”
"Look at Harold: a pile of incompetencies. And always invoking the idea of the team: team must give me input, help me out correct my weaknesses. How did he get away with this bullshit for so long? He's been a manager for how long now: three, four years?"

The bond grows stronger and stronger and the two carpoolers grow into a living organism with his two parts moving independently, but still communicating through the invisible wires of a Borgs-like neural connections. At some point any little pet peeve of one becomes a personal affront of the other. And let's be clear about one basic rule: your carpooling buddy is never wrong or at fault, it’s only the crazy world out there who is unfair and mean.

*

The carpooling is a challenging business: day by day, season by season, either you're worried or just contemplative, either you're sick or healthy, either you are in the mood to talk or not, you have to carry on your little conversation that fits like a glove on the engine's droning. It must be something very similar with what the partners in a police cruiser experience: roam the streets and their lives around in that white, blocky vehicle and back up for each other when bullets fly around (mostly in movies.) The story goes that the loss of one's partner equates to the loss of one's family, maybe due to an atrocious murder, beheaded by a deranged serial killer. Carpooling love is not only happy days: sometimes there's an occasional cocktail of discomfort, annoyance and embarrassment…

“Did you watch Kitchen’s Hell last night?”
“Oh, I hate that show: so rude, so gross, it’s like having been made for mentally challenged people...”
“Really, you don’t like Kitchen’s Hell? I love it! My kids cuddle up on the sofa to watch it! My wife love it!”
“Hmm…  Yeah, why not? I should give it another try maybe… never say no, eh?”

and even, hmm… jealousy:

“We’re on our own next week…”
“Oh-okay… Any reason?”
“Well… I need to attend to some personal business.”
“Oh-okay…”

And when Friday comes and the carpool buddy who initiated the temporary breakup doesn’t say anything about getting back on track next Monday, the nervousness builds up, the stingy comments start to bite, the air fills up with un-told reproaches. The next piece  of conversation can happen on the long hallway, the one linking the conference boardroom with the washrooms, a pretty dense traffic area:

“Hey, hi! What’s up?”
“Good, good… You?”
“Eh, the usual stuff! Any plans for the week-end?” (Look at me I can’t ask him what’s the plan for Monday)
“Well, not sure… They say it’s gonna rain, I believe…” (Fending off the answer, you son of a bitch...)
“Eh, they’re wrong so many times… I wouldn’t worry too much. I’d worry if it rained on Monday.” (Take this, you little rascal. You wanna dump me, eh?)
“Yeah… Mondays are bad anyway.”
“Alright. See ya.” (Who gives a rat’s ass on this? You’re not my girlfriend, for god sake)
“See ya… Oh, by the way, are we getting back to carpooling on Monday?”
“You betcha!”

There are many couples of carpoolers in my company, and they walk around like partners in a police cruiser. But instead of guns and teasers they carry coffee cups in their hands. Many times they are getting so accustomed to their reactions backed up by so many funny moments in the past, that they put on good shows for the by-standers. “These guys are fun!” runs the comment around, and they feel good about it. Their couple is a successful one. The public stardom is theirs.

The most interesting case is when your direct manager is carpooling with one of your peers, because then there’s no easy way to point out at your colleague when he screws up. I tried that. I went to my manager and we had this conversation:

“There is a bit of miscommunication between my team and Problem Management Team…” (my manager’s carpool buddy is the lead of that team.)”
“How so?” replies my manager and his face contorts into something that resembles the changing map of twisters. At least a few of them will escape the gravitational force of its cheeks and will land with a heavy blow on my face.
“Well, we tried to raise an issue regarding the approach Problem Management team…”
“Do not say Problem Management team, say team!” he cuts me off brusquely
“Ah… okay. We couldn’t get any serious feedback from that… team… because…”
"Don't say that team, say our team!"
"We didn't get feedback from... our... team..."
“What do you mean by serious feedback? Are you implying that those guys do not do their job seriously, and it’s only you who does that?” I already feel lighter twisters landing on my face. I’m approaching at high speed to the very eye of a hurricane. "Back off, back off! Disengage and abandon ship!" screams my sense of self-preservation.
“Oh, yeah… No, I mean no. Bad choice of words, sorry!”

It is unavoidable that the day will come when your carpooling buddy is going to move on. He will find that amazing job which he had waited for and got prepared for his whole life. That stupendous job that’s going to be either a huge disappointment in half a year or the entry ticket to a professional comfort zone that many people call long-term mediocrity. Or entrenched mediocrity. Doesn't matter, it's all semantics. He will cheer and you will go through all the loss stages: disbelief, mourning, anger, acceptance. And maybe down the road another carpool buddy is going to show up. And maybe the time will come for you to scream from the bottom of your lungs: The carpool buddy died! Long live the carpool buddy!

Friday, July 27, 2012

It's the Opportunity, Stupid!


Most of the times it is about getting the opportunity. Even in places you do not expect to offer any, or especially in those places. Like becoming a "computer-man" (some people used to call it "computerist" in their native language) in a godforsaken country built on economic ineptitude, social lie and political despotism. The country I was born in and grew up through my formation years.

*

It is the beginning of fall and maybe it’s still warm, or the rain season may have already started and it was getting colder, I don’t really remember. It’s such a distant time that shows now fractioned on the screen of my mind, engulfed by my memory thick shadows. It is Romania, and it is Craiova, my home town. After finishing the Polytechnic Institute in Bucharest, the country's capital, I got assigned to a job to the national telecommunication company, at one of its local departments in Craiova. There were interesting times: the communism was dragging its feet in the crusty clay of the most damaging illusion the human mind created, and the regime starting to crumble down under the heavy weight of its own incompetence. But in spite of the long lines for food and commodities, in spite of the unheated apartments which you could use as freezers during the winter season, in spite of the generalized corruption that covered the skin of the country like a fatal rash, there was no evidence of a unavoidable end in our minds. There was no hope that some day we will see the light at the end of the tunnel. What tunnel? What end? We were blind moles who didn’t know anything else then to grope through the thick darkness in our underground narrow, endless corridors we called "our lives in a communist regime." For us, then, the end of the despicable regime could be brought only by the end of the world, the total destruction of the planet, life included, and our deep hope was that the Maya calendar was right: that meant that pretty soon, in less than thirty years,  the red nightmare will come to an end. And we were to be extinct. Like everybody else on the planet. Like all those lucky bastards who were living in the free world, enjoying all its advantages. That was what I would call the fate's fairness.

The first day in the job, the people I was supposed to work for sent me to buy vodka and smuggle it back in the office, right under the expert nose of the security guy, who only smiled and winked at me with connivance, totally aware that I was just going through my initiation ritual. And what a ritual: an office full of males, sweaty and stinky, barely visible through the heavy smog of their cigarettes, talking dirty, becoming more brazen after each shot of the vodka I smuggled into their workplace. My workplace. When my first day of work came to an end (and I myself had a few shots of alcohol on board), I already had come to a conclusion: nothing good (what am I saying here, not even close to decent) should be expected from such a rotten environment. For me, the beginning of the road was also its dead end. I was there, young, enthusiastic, full of dreams and ready to embrace the world, and discovered myself already doomed for the rest of my life.

But then a few miraculous things happen, in the interval of a couple of months. First off, one of the teachers I had the chance to study with in my final year at the polytechnic institute, called to offer me a job into a team of software programmers, hired by the same telecom company I worked for, but running its activities in a central lab in Bucharest. Of course a transfer from Craiova to Bucharest was out of question at the time, the rule being that you had no right to change your assigned workplace during the three years of probation period, and you couldn't even get fired for that matter. This autocratic and totally abusive rule seemed to me, and not only me, more of an arrest at the workplace. Trying to fool the system which had been put in place by a bunch of idiots with power, of course, my teacher talked through his boss in Bucharest who talked through my boss in Craiova and in the end they arranged to have me working in Bucharest on a full time basis, while in the timesheets I was showed being gone in a permanent business trip to the headquarters. Nice, smart, vile trick, but all with good intentions: I did a good job and had a lot of learn, while still having fun, in that team of software developers. We spent one whole year building an application that monitored the quality of the telephony network and raised exceptions when the quality went under, escalating an operations team, who was supposed to intervene quickly and fix the issues. The application has never been deployed in the field, although there was a bad need for such a product, but the local managers feared that by using the application they could have become subjects to criticism for the poor job they were doing to maintain the system's quality in their own geographical boundaries. In spite of this political glitch that nobody foresaw, the deed was done: I did good, I learned a lot, I was happy with myself.

After one year I returned to Craiova, and shortly after that the director received notice of a new equipment of desktop computers produced in Eastern Germany (I remember their brand name, they were called “Robotron”) The arrival of these Robotron computers was only the first sign of a technological revolution that had just started and was about to shatter to pieces the obsolete foundation of the existing telecom equipments built entirely on mechanical relays. The director, a bear-like, slowly moving, taciturn individual, who barely spoke a few words, hadn't known me personally. He must have heard of me as being a smart and dedicated individual, also fresh from the school benches, the right candidate for a job that meant big time change for his company. And because for the last year or so I had worked with information technology in that team, he naturally picked me to send me out for training. In spite of his looks, the director was a bit of a visionary. When I returned back from the training, the manager of the “Computing Centre”, an old division with fresh technological looks, tried to push me aside. My increasing reputation as a technical guru made his insecurities go rampant. That guy was an economist by formation, had no technological background, and to make up for the gaps, he was a very aggressive, incisive, although superficial type of individual. When I asked him to allocate me one of the twenty five Robotron computers he had received, to allow me to start working at a financial application the controller was interested in and talked to me about it, he refused it bluntly. Next day the director called me in his cabinet and then he did a curt motion to me, to follow him, in his very predictable style, mumbling a few unintelligible words.Once we arrived in the office of the obnoxious manager of the Computing Centre, he only told him: “You give one of those damn machines to this boy here.” That’s all he said, and by today this is one of the most powerful executive decisions I had ever witnessed. With that “damn machine” I managed to put together a nice financial application built in dBase4 (for those of you who grew as software professionals, this name must sound like the rattle of an old papyrus) that made me a bit famous in the company, placed a bit of lucky aura around my head and consolidated my position as the new technology guru.

In another year, a new director, a totally anti-bear-like personality, very energetic and listless, but even more fascinated by the new information technologies, asked me to build a monitoring system that he wanted to have in his office: watching on a screen the current status of incidents in the field, as reported by our phone equipment users, and the number and locations of the technicians sent to fix and remedy the situation. There was a new director after that, who came up with new requirements for the system, which I kept implementing, and implementing. In a couple of years the application grew bigger, got better functionality, and became a useful tool in their daily management status meetings. At some point the director asked me to present it at a national telecom conference, during which I had been attacked merciless and criticized to the bone: "This is not a reliable application! What do you do when's no power and the computers are down? What do you do if there's an earthquake and the computers are broken? This is not good!" In reality, the provincial directors who had attacked me viciously, couldn't hide their fear that by using this application they had to become accountable and make decisions. Plus they were now watched by the glossy eye of a lifeless robot, who had no clue about making deals. The minister agreed with the group of doubters and the whole conference ended up with a party filled with plenty of booze and local dancers, above which hovered, like a spiffy cloud, the confidence in the bright future of the information technology. But coming back to work, after that conference, I was still saluted like a little hero who put our office on the map, if only for the short duration of a week.

*

Let’s recap: it’s Romania, it’s 1986, the communist regime is about to crumble, the corruption is endemic, the economy is in shatters, the social stability is about to evaporate, and above all, nothing works. But in spite of all these, I, the “little silly employee” with no connections, no social soft skills, no charisma, but with a head full of knowledge, a heart full of enthusiasm, and an intrinsic motivation as big as the planet Mars, grabbed the opportunities that suddenly crossed my path to get enough lift to place the load of myself on the trajectory that defined my profession, my career, my  life. So, do not despair if you're still cleaning the tables at McDonald's or washing the floors at Danny's, with a diploma in your pocket and a head full of ideas. The opportunity is just around the corner, lurking at you. If it happened to me, it will happen to you!

When? Where? For How Long?


The article posted by Dino Esposito in the latest issue of MSDN Magazine (Understanding the Power of WebSockets) centered on the topic of the fast and furiously coming new technology of the WebSockets brings up a dilemma I confronted with ever since my beginnings as a professional software developers (a dilemma which I still face today): Where to? For how long? Let me explain. Based on the information in this article, WebSockets are the technology of choice for all web artifacts that need quick, fast response (among them the social media sites which seem to spread with the speed of the mushrooms after heavy rain.) This is the technological newcomer that pulls us out from the age of the steam locomotion and places us (hopefully gracefully) in the realm of the modern high octane gas locomotion. The HTTP requests that so far were broken and stayed at the mercy of the servers performance and resource capabilities, will be leveraged to a new type of connection (new in the world of the web because otherwise they are as old as the IP history) that engages continuity in the client-server communication through the use of WebSockets protocol. Let’s return the floor back to Dino, for a minute:


The new WebSocket Protocol aims to overcome a structural limitation of the HTTP protocol that makes it inefficient for Web applications hosted in browsers to stay connected to the server over a persistent connection. The WebSocket Protocol enables bidirectional communication between Web applications and Web servers over a single TCP socket. Put another way, the protocol makes it possible for a Web application hosted in a browser to stay connected with a Web endpoint all the time while incurring minimal costs such as pressure on the server, memory and resource consumption. The net effect is that data and notifications can come and go between browsers and Web servers with no delay and no need to arrange for additional requests. As emphatic as it may sound, the WebSocket Protocol opens up a whole new world of possibilities to developers and makes polling-based tricks and frameworks a thing of the past. Well, not exactly.


Revolutionary, right? Enticing, isn't it? Very interesting, eh? What’s more interesting is the dilemma that every software professional may face at moments like this: I have no clue about this new technologies, I used years to get the best in the HTTP realm and now I have to quickly get back to the drawing board. What am I saying here? To go back to the drawing board means you know what you do,. No, that’s not the case. What I need to do is going back to my school manuals, start studying again. For how long can I do that? And why would I keep doing that? I, of course, have no answers to these questions. As I guess you don’t have either. Sometimes, many times, I feel like a seasoned surgeon (maybe a neurosurgeon) who, when’s almost ready to declare his competency into a pretty complex area (wouldn’t you agree to that?) is being told that starting next week he will receive a new batch of patients with their brains having 5 lobs instead of two, and that he will have to operate on those. Pretty spooky, eh? But this, my friend, is the fascinating world of a software developer. With or without WebSockets.

Thursday, July 26, 2012

"Drive" by Daniel H. Pink

From time to time I put my hands on a book that I keep thinking about long time after I finished reading it. So it happened with "Driven" by Daniel H. Pink. This book is about looking with fresh eyes to an idea as old as the human species: the motivation. The author, a young chap with a pleasant style, put together a few revolutionary ideas after reading a tome of volumes and white papers on the topic of "what motivate people to do what they do?" Now I'm not sure if these ideas are his (seemingly not), but this doesn't really matter. What matters is the powerful message he managed to transmit through his book.
And because I always hated to paraphrase what others said or thought I'm going to let the author champion his own ideas, by using a few quotes from his book:

Two key factors determine how people fare on the job. The first are the "hygiene" factors - extrinsic rewards such as pay, working conditions, and job security. Their absence create dissatisfaction, but their presence don't lead to job satisfaction. The second are "motivators" - things like enjoyment of the work itself, genuine achievement, and personal growth. These internal desires  are what really boost both satisfaction and performance and are where managers ought to focus their attention.


I am the manager of a Software Development Team. The worst place to be, some would argue, and I wouldn't even try to dissuade them, because that's the place where the talking stops and the doing starts. And doing comes always with delays, and errors, and misperceptions... Just imagine the mess from the kitchen of a great 5-start restaurant: I wouldn't want to be there. Still I am, in a different kind of kitchen, that where the software solutions are prepared and cooked. I know the people who cut and dice and arrange the software to work as the business requires: I was one of them. And yes, they are paid handsomly, but their work is risky, and volatile. Why do they stay there? Because they love what they do. They are like those chess players who can't wait to find a vacated bench in a busy park, unfold their chess board and play till the night sneaks in and they barely see the pieces on the miniaturized battlefield. Those people could care less about their financial compensation, while they care a lot about the cool moves they came up with today. Preparing a forced check mate with twenty moves in advance. This is pure gymnastics of the minds. This is what the people in my team do. Sure, sometimes they come to me and ask for a raise, but I can bet that this initiative is triggered more by their wives with their financial calculations, all driven by the damn hosuehold needs. Let's quickly get over this and get back to the software chess: did I tell you about the latest move I out in the services foundation? In a nutshell, the income counts as long as you're worried about a decent level of life. If you seek accomplishment the money won't be enough. Cool, eh?

Enjoyment based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and the most pervasive driver.


No need for comments here... Or if I had one, I should paraphrase what I just said before, and I hate that. And a final one, about the motivation that drives the software developers (a subject I'm particularly fond of)...

What drives is a set of predominantly intrinsic motives and , in particular, the fun of mastering the challenge of a given software problem and the desire to give a gift to the programmer's community

One of the targets of the book is the "old style management" that rewards the accomplisher and punishes the underachiever. In Pink's view this "old operating system" has become inefficient and we already entered into a new era of the management, that is going to be more foscused on the creation of a real motivational environment. Here's how he puts it:

In our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you though the day, but only the latter will get you through the night. [...]
Perhaps it's time to toss the very word management into the linguistic ash heap alongside "icebox" and "horseless carriage." This era doesn't call for better management. It calls for a renaissance of self-direction.


This book is a real treat for mind and (professional) soul and I highly recommend to read it.

Wednesday, July 11, 2012

What, What, What

What I have been taught is this:

Listen to authority
even when
authority is wrong

Do not challenge the norm,
cherish the common place,
play boisterous hymns to silence

The higher you aim,
the harder you'll fall

Better dream small
to achieve small

Play safe,
die safe

Go with the flow,
ride the main stream,
avoid controversy

Be careful with the strains
you put on your mind
and soul
and body,
as any excess
can lose you,
while any weakness
can complete you

Avoid taking risks,
even when
they are worth taking

Respect the heroes
and glorify their lives,
do never, ever imagine them
naked

There is always somebody
out there
who has the answer,
and that somebody
cannot be you

What I Learned on my own is this:

There is no better teacher
than the teacher who
remains unemployed
inside yourself

There is nobody out there
who has a better answer
than you

Knowledge is power
that pays off
anytime.

Guts is power
that pays off
double.

Patience is a virtue,
but on long term
you may be
dead
from it

Moderate risk
is good for your health,
while high risk
is for gamblers,
but only the gamblers
amass fortunes

Running on the shore
in the same direction
with the big boat
on the river
is not my style,
hiding in the crowd
is not my style either,
but keeps me safe

Safe and nauseous,
disgusted with myself,
burdened with myself,
unable to run away from myself

All losers play safe

Dreaming is good
when brings some action
otherwise is comfortable cushion
for inaction

Glorification is
poison for thinkers
and elixir for fools

If you are not
honest to yourself,
how can others
be honest with you?

The people have
a sixth sense
to identify
an impostor,
and there is no way
to hide from this sixth sense,
even when you
don't have it

It is not a personal failure
to admit that you
don't have an answer
to a question

What I always felt is this:

I am capable
to make it on my own,
if given the chance
I cannot be
a man of strong convictions,
only because
thinking
and
strong convictions
are like
looking to a river
through a mirror,
but I can be
a man of principles,
the principles being
the river bed

What I suddenly noticed is this:

I can be convincing
when
I believe in what I say

I am successful
when
I'm not afraid of being myself

I can be funny sometimes,
and that
makes me
uncomfortable

What It finally occurred to me is this:

People lose directions
because
it is so easy
to do so
People are bad
only because
they don't know better