I’ve been on vacation, seeking a different level of balance and some veg time. I read a couple of mysteries, explored some of Canada’s Eastern Townships, and then lessened the activity to increase the quiet and still time.

Filling up days with places and events is often considered a great vacation. And great it is if not for beginning and ending with exhaustion. Its restorative score could be low, as most often vacations are expected to provide a break from schedules and their pressures as experienced in daily routines. A change in place, without pace, doesn’t always leave the residual effect anticipated with a vacation.

And while a change in pace, and not place, may serve up most of the benefits sought, vacations, we should note, are personal, and preferences as such will vary. The key is balance, something we all need and seem to believe is more achievable while on vacation.

Balance can be as elusive as the universal sought after happiness. And there’s a reason: they are intertwined with our state of mind. So while a change in pace or place seem appropriate for creating balance, neither provide a guarantee for a great vacation.

When I think of vacation I’m reminded of the carefree, imaginative and fun-filled days of childhood summers. Playing was the balance I needed then, and now. From creating our Indian village to spending hours throughout the day and evening at the local pool, to climbing a rock face of one of the bluffs overlooking the Mississippi, I was free to explore, create and experience. Our play was simply accepted, with few boundaries. And the appropriate level of silliness was always balanced with equal seriousness.

Self-expression flowed, and laughter came easy and often as we were loving life. With our laughter, we were releasing plenty of those healthy endorphins, which by the way are 10 times more powerful than the pain-relieving drug morphine. And no doubt we were increasing our little hearts’ rate, as in addition to the physical activity, our endless laughter gave it a boost. FYI, just a few minutes of laughter can double your heart rate, according to Dr. William Fry, Jr.

I’ve mentioned this before, but it bears repeating: As children we laughed on average 400 times a day; by age 35 we’ve reduced that to 15. So creating a more healthy balance truly does require a bit more play and laughter, in both the mental and physical sense.

For me, there’s nothing more fun than wandering and pondering. Wandering to see and experience new things, like dark chocolate enrobed blueberries we purchased at the Saint-Benoit-du-Lac Abbey. A burst of fresh berry flavor surprised us, because it was truly fresh and truly a burst.

As for pondering, time is given to those things that just don’t make their way into my brainscape during the normal course of a week. Topic matters not because vacation offers a chance to twirl anything and everything around and peer at them from different perspectives. My mental escapades are free to involve matters of the farfetched and otherwise inconceivable.

Play, mental and physical, has been recognized as a key ingredient of well being and happiness for centuries. Aristotle and Plato spoke of such beliefs. On through history, these beliefs have gained merit through the studies of the brain pertaining to the development and education of children, problem solving, creativity, relationships at home and work, as well as team performances.

According to one study, Schaeffer 1993, play is as important to human happiness and well-being as love and work. By nature we are born to play. It’s a source of energy and excitement, stimulating our bodies and brains. At the same time it provides for calmness, relaxation and improved sleep. Vacations that incorporate play are downright therapeutic.

It has been said that you can discover more about a person in an hour of play than in a year of conversation. I suspect the same is true in exploration of our selves. I’ve not happened upon too many down sides to play, other than the occasional skinned knee.

So with a hop and a skip, unleash yourself. Get in the spirit, stay in the spirit, be the spirit needed to jump into a fun-filled vacation. Giggle and laugh as if you’ve never grown up. Let vacation be like skinny dipping, where without hesitation you leap in. No clothes, no second thoughts are necessary as you understand life is not a dress rehearsal. Allow yourself to recapture the carefree feelings and well-being of childhood.

Anita Ancel is President of Ancelary Group, a Vermont firm that helps executives and their teams develop attitudes and habits for ongoing success and happiness.

I found myself somewhat immersed in the world of visual art this past week. From looking at my son’s latest creation, to watching a movie about Georgia O’Keeffe and having dinner with a friend who is celebrating his 50th year as an artist, I took a fresh look at the world and contemplated life.

The three styles of painting are distinctively identifiable with each artist. The canvasses speak to the essence of their creator, hinting at their values, as well as bits and pieces of their life’s journey. But most pronounced in the work are the artists’ passions, undeniable and, for the most part, unwavering.

While my son is just beginning, the stories of the other two reinforce this sense of passion, including a passion for the unique self. O’Keeffe had at one point early on given up on her art, noting that the tradition of what she had learned was not one with which she could distinguish herself. Then, while attending a teaching college, she met Arthur Dow, who believed the goal of art is the expression of the artist’s personal ideas and feelings.

O’Keeffe says Dow “…helped me find something of my own.” It was from within that O’Keeffe found the connection between herself and the land, transferring it to canvas for all to see. And from that point on the world was enriched with her shared intimacy of our landscapes.

In “finding her own,” came a strength and freedom to stay the course. She is quoted, “I get out my work and have a show for myself before I have it publicly. I make up my own mind about it – how good or bad or indifferent it is. After that the critics can write what they please. I have already settled it for myself so flattery and criticism go down the same drain and I am quite free.”

The same is true for my friend, Paul Gruhler, who finds that his modernist abstract works are not always enthusiastically welcomed. And yet, freely he continues, and in doing so his art reveals a strong voice, full of colorful subtleties and an undeniable integrity.

He does not go unnoticed or unappreciated. A January exhibition in New Hampshire proved to be a very confirming and lucrative one, as about a dozen of his paintings sold. His work is currently on exhibit at the governor’s office here in Vermont, and has been a constant in another state official’s office for some time.

Gruhler grew up in New York “in awe of the tall buildings and the orderly grid of streets and avenues.” Combined with an equal wondering reverence for the art of Sung and later Chinese dynasties, he creates both harmony and tension through a sophisticated use of the basics: color, line and form.

He creates with a respect for the individual in all of us. Thus, he doesn’t title his works because he wants “above all to leave them available to the experience and discovery of others.”

This passion, this relentless commitment to share the best of who they are, is a wonderful display of leadership. For at the core of great leadership is authenticity, which can only begin with self.

That’s not the only lesson here, though. Key to survival in the art and business worlds, alike, is something upon which many a strategic planning sessions have focused. That is, the unique value proposition.

If artists can take the same tools and palette of colors, and present the everyday in a way that is recognizably of them, a business likewise can present its products or services in a way that sets them a part. Like so many things in life, these distinctions come from taking a deep look within, as opposed to solely keeping a watchful eye on the outer world.

A few weeks ago I likened a business environment heavy with policy to the culture of a prison. My point was that managing for the worst case employee makes everyone an offender, disengaging them and costing the bottom line.

Let me be the first to say, “Shame on me,” for I was acting as if all prisons are awful places. I stand corrected. There are lessons to be learned from what is tagged as the most humane prison in the world. Located in Norway, Halden Fengsel is featured in this week’s Time magazine.

Before you dismiss me as a nut case, read just a bit further. Let’s treat this as a business case study, relating it to motivating and engaging employees. We’ll judge success on bottom line results as they relate to the vision, mission and core values.

For fairness sake, we need to admit upfront that motivating murderers, rapists and drug dealers to align with the prison’s goals is a bit more of a challenge than getting qualified employees to do likewise for a business. While prisoners are more of a captive audience, their attitudes are generally not conducive to collaboration. And we all know the difference a bad attitude can make.

A prison’s short term goal is to separate criminals from the rest of society. The longer term mission is to rehab criminals, helping them to become contributing citizens instead of repeat offenders. The vision, therefore, is to create a safer world, reducing crime and its overall cost to society.

Halden succeeds on all fronts, especially when compared to the United States. After two years, Time reports, Norway’s recidivism rate is 20 percent, compared to 50 to 60 percent in our country. And there are fewer criminals: 69 per 100,000 people in Norway, to 759 in the U.S.

The spread in these prison success rates can be likened to those established between businesses with the most and least engaged employees. To state the obvious, it’s significant. And in both situations success can be linked directly to the valuing and treatment of individuals.

The Towers Watson 2010 Global Workforce Study, involving 20,000 employees in 22 markets, concludes just that. For businesses to experience optimum results, according to the study, they will need to “create a more personalized work experience and foster self reliance by enabling employees to build their skills, plan for their financial future and live healthy lives…”

In this workforce study as well as the previous one, the relationship between leadership and employees is tagged as being critical. Trust, respect and appreciation for employees are among the gauges that have been correlated with business growth.

Back at the Norway prison, we learn that Halden’s greatest asset may be the relationship between the managing staff and inmates. Instead of carrying guns, guards share meals and engage in sports with those serving sentences.

Referring to them as pupils, the goal is to give inmates “a meaningful life inside these walls.” Through education and work, the intent is to “build them up (and) give them confidence.”

The culture is one of family, and the environment one that could easily be referred to as “home, sweet, home” With long windows to let sunlight in, flat screen TVs, mini fridges and shared kitchens and living rooms, inmates are given comforts unlike most of their real homes.

And not unlike business climate studies, Halden surveys inmates to find out how the prison experience can be improved. It’s a partnership, with organizational and personal goals being respected and realized.

For those who think a prison’s business is that of punishment, I remind you that our own penal system is costly proof that doesn’t work. And for those who think businesses can’t afford the attention or expense to provide much beyond a paycheck for employees, I ask you to compare your results to those companies with engaged employees. You’ll think differently.

            After reveling in an absolutely breath-taking Easter Sunday, I spent Monday immersed in appreciation and positive wonderment. In business speak, that translates to participating in an appreciative inquiry approach to strategic planning with the Vermont Peace Academy.  Our guides were members of the Woodbury Institute of Champlain College’s masters program in Mediation and Applied Conflict Studies.

            Problems and negativity were banished, creating space for sharing stories about “the best” in practices and outcomes. Happy memories, feelings of satisfaction and a true sense of fulfillment permeated the gathering as the realization of having made a positive difference was confirmed story after story.

            As is the intent with appreciative inquiry, energy grew and possibilities emerged. The result, as some might suspect, was not an endless meandering among options, but a fairly quick and unanimous decision on direction. You couldn’t have asked for greater clarity.

            And this was just step one.  Yet to come are the Dreaming of what could be with this chosen direction, Designing the path to the dream or ideal, and then Delivering the dream.  

            This approach is totally foreign to most.  Whether developing a business course of action or an individual plan for life, we tend to focus on fixing what’s wrong, shoring up perceived weaknesses and dealing with competitive fears.

            Case in point, when doing the typical SWOT (Strengths, Weaknesses, Opportunities and Threats) exercise with clients, the threats and weaknesses lists tend to be about twice as long.

            I know it can be hard to imagine how you arrive at a solid plan without some consideration of weaknesses or problems.  Appreciative Inquiry isn’t blind to all problems per se; resolved problems are incorporated.  They blend into the fabric of success, for they are worked through along the way, creating processes and methods upon which to build.

            You might be surprised to learn that the outcome of this approach and the traditional one is often the same. That is, in action steps.  What varies greatly is the level of energy and enthusiasm created for the pursuit of the resulting plan. And that has a direct correlation with level of success realized.

           This was the case in working with one of the development departments of the United Nations.  Julian Portilla, director of the masters program and one of the day’s facilitators, shared that the U.N. participants had experienced a very contentious planning process the year prior, and so were reaching out for a better, less distressful way.

            However, it took a bit to move beyond the pain of some of their experiences, such as the genocide in Rwanda. The essence of their work took them to places most of us can’t imagine going. And yet amazing stories emerged, making way for discovering the positive and correlating lessons learned. “Provocative propositions,” Julian said, were the result.

            At the end of the three days, having worked through the Design phase, the 45 participants were surprised when Julian pulled from his pocket the results of the previous year’s planning.  They were almost identical to what had just been decided.  And so he asked, “How do you feel this year?  How did you feel last year? ”

            You know the answers.  Instead of dragging themselves back to work after another draining planning effort, this year they left excited to get started. 

            Imagine the energy.  Linking it to Einstein’s work on relativity, the increased velocity of this mass of 45 people vibrating with increased excitement for the Dream, creates a powerful momentum. And as mentioned in past blogs, there’s nothing like the power of engaged employees to get the desired results.

            Now is the right time.  Ask any of the Olympic medal winners or last night’s Oscar winners.  They will tell you, NOW is the right time.

            At the opening ceremonies of the Winter Olympic Games in Vancouver, the Gardiner Sisters agreed in song… “Follow your heart, right from the start.”  Now is the right time to start living, or working, your dream.

            The word “dream” is spoken a lot on these momentous occasions.  It’s a word that is expected, accepted and real when spoken by the top performers in these fields. And yet in everyday life, dreams are often sabotaged by doubts and doubters, perpetuating not just short term procrastination but lifelong regrets.

            Dreams are founded on passion, and when pursued generate more energy than any other motivating factor.  With total belief, they give the power to propel beyond any perceived obstacle.

             In the business world, dreams exist in the beginning as organizations are created. With maturity, comes a different attitude. Dreams are seen as soft, a head-in-the-clouds waste of time, being too abstract and just a wish.  Quite frankly, dreams that aren’t pursued are just that.

            Businesses take up strategic planning, which many believe to be a more concrete process. The problem with most strategic plans, though, is they leave out the dreaming step, and end up with more of the same. They wrongly perceive the key word to be “more,” when it is the “same.”  And the “same” isn’t a long-term strategy for success. 

            The vision, the imagination and creativity that helped crystallize the organization’s path in the beginning is not tapped. Mired in protective mindsets, safeguarding the position of individuals and the organization, new directions feel too risky.  Nay-sayers are honored, for what is usually mistaken as loyalty.

            Ironically, dreamers who engage in the pursuit, work the steps of a strategic plan.  Gathering information, determining action steps, creating measurements, as well as planning and adjusting for obstacles along the way are just what they do. The difference is that their level of belief, passion and drive carry them further.  They take the necessary hard work in stride, and safe is no where on their radar.

            Geoffrey Fletcher, when accepting his Oscar for Precious, Best Adapted Screenplay, acknowledged the work and shared the moment, saying, “This is for everybody who works on the dream everyday.”

            Life pursuits are no different than those of business.  In working with kids, I hear them talk about their dreams, and then the possibilities for failure.  They’ve heard such things as “most don’t make it,”  “you can’t do that,”  “you might not win.”  They are hungry to talk about how their dreams could come true, a topic often avoided in an effort to keep them from getting their hopes up too high.

            On into adulthood and the work place we go, all the time being cautious with our hopes.  And yet, when given the chance, we want to be there to experience dreams coming true for others.  We soak in the feelings of victory and success, allowing ourselves, for a few moments, to dream again.

            In so doing, try to remember this perspective from Sarah Ban Breathnach, “The world needs dreamers and the world needs doers.  But above all, the world needs dreamers who do.”  And then consider some “doing.”

My husband and I are remodeling an 1890 Victorian that sits perched upon the shore of Lake Memphremagog. While our friends tend to see it as a project and work, we have found it to be a source of fun and an outlet for creative energy.

            We’ve just moved beyond the gutting stage on the third floor, respectful gutting mind you. This gorgeous grand lady of a house has been remuddled more than once. So we will accentuate any gems from the past that we happen upon. For instance we’ve uncovered beautiful, herringboned fir floors, and will restore them.

              As we looked at the bathroom, we tried to envision a way to make it more than a room that met the basic utilitarian needs. It’s a fairly long bathroom with tub, sink and toilet all lined up on one side. The other half is just a wide walkway, with a large window overlooking the lake at the end.

We had already decided to put in large, deep tub for soaking. After all this is Vermont with its long winters, lots of snow and nippy temperatures. We are able to make it fit by taking down a wall separating a storage area out under the eves. With the slanted ceiling, we’ll add a skylight so one can gaze at the stars while sipping wine and releasing the tensions of the day.

As our contractor was removing walls and old fixtures, he mistakenly took down a wall that had separated the tub from sink and toilet. And in so doing, he literally opened up our minds to some new and wonderful possibilities.

Just simply by having that one wall removed we saw a totally different scenario. No longer would everything be lined up horizontally along one wall. We could now see the possibilities for playing with perpendicular placements.

It made me think about the walls we allow in our life, our businesses… blocking our conceptual views and closing our minds to other possibilities?

We absorb so much limiting thinking from the day of our birth, on through school and right into the work place.  It becomes all encompassing of our creative spirits and our active minds, planting endless doubts because of the life-long repetition. Remember hearing any of these:

            Don’t talk to strangers. Don’t talk unless first spoken to. Don’t bite off more than you can chew. Better safe than sorry. Curiosity killed the cat. You got to have money to make money.

Whether you realize it or not, these are walls within most of our minds.  They are there to greet any new ideas, different paths or innovative exploration. They won’t be as easy or swift to remove as a literal wall, but with conscious effort you can make way to some perpendicular possibilities for yourself and your business.

No company would survive the chaos created from a lack of leadership and a well-defined tactical mission. Free-wheeling departments operating without an eye to collaboration and coordination would only add to the confusion.  Why do we think it will work at a larger scale in the disaster recovery effort of Haiti?

            Perhaps under the auspices of the United Nations, there should be the ability to pull together the necessary expertise in a team that would lead such critical efforts to save and restore lives. Or perhaps there is a non-governmental agency that specializes in such efforts, and would be keen to the types of players needed and expertise available around the world.

            Of course, any such team would need to include expertise from the country in need to avoid the cultural missteps that come from donations that won’t work.  Offering food that can’t be eaten because it violates religious beliefs is a nice gesture, but not truly helpful.

            There is need for the dollar donations, but there is nothing like human capital with the right knowledge and skills to designate the spending.  In our ever-changing, fast-paced environment, the leadership and tactical expertise exists. It needs to be called upon and leveraged in times of catastrophe.

            There is no excuse for our world’s repeated failures to deliver swift and effective aid in such disasters. In our own country we should have learned from Katrina. Perhaps President Obama, with his audacity for hope, could step forward and offer a calm and respectful hand in setting up this team. Conferring with other world leaders on such an effort would be a good start.  Naming a member or two to the team would be a great second step.

            And while there will be those who think we don’t have time for such coordination, even fast-paced entrepreneurs will tell you that all have to be moving in the same direction on a major effort.

            I’m an optimist but I know there will be another disaster to contend with at some point.  So why not get our worldly act together, have a game plan, line up the players and the leadership.  And let the world, as John Lennon wrote, live as one… at least… and at first, in times of disaster.

   Malcolm Gladwell, author of Tipping Point, Outliars and Blink, made an interesting  observation about entrepreneurs in a recent New Yorker magazine.  He purports that they don’t take risks, it just looks that way.

            Through his examples, Gladwell explains that entrepreneurs are predators of perceived value, investors of others’ money or savvy information gatherers. His points:   There is no risk in charging more than cost when value is perceived higher; Nor is there personal risk in structuring a deal to only risk the assets of others; And when you have knowledge of a sure thing, that eliminates risk as well.

            While I am a great fan of Gladwell’s, I beg to differ.  Hindsight is that wonderful thing that takes away all doubt.  And doubt can exist in the human mind even though some see a situation as a sure thing.  That doubt translates into perceived risk.  In other words, not everyone in the situations of Ted Turner or hedge-fund manager John Paulson would have acted, nor necessarily succeeded to the level that they did.

            Successful entrepreneurs are passionate, comfortable with themselves, and are confident in their pursuits.  And when they experience a mishap, they learn and move on. They are savvy in the sense that they reduce the number of unknowns along the way, and therefore reduce the risk.  But risk they do.

A business friend sent me a book last week in hopes I’d start reading it before our planned lunch this week.  The book is Secret to a Successful Life: The Slight Edge by Jeff Olson. 

There’s so many books on success and having the life you want.  And you know what, most of them say the same thing.  There is no secret.  Olson makes that clear.

In a time when we want the magic pill, the fail-proof formula or the instant solution, Olson points out what we all know to be true.  We know that, as the cliché goes, Rome was not built in a day, and nor is anyone’s life or success.

The reality is that what we do every day either contributes or detracts from our journey,  getting us closer, or taking us farther away from where we want to be.  It is one step at a time, it is one day at a time, and now is the right time.  Carpe diem! Pick the statement that speaks to you, and go with it. They’re all right on.

Life is about choices, and not always big choices.  Olson does a great job illustrating how our choices compound to create our life’s balance, as the money in our bank accounts compound interest.  If you choose to exercise today, you’ll be healthier tomorrow.  If you choose to exercise everyday, than your health will show the exponential benefit for all of your tomorrows.

And so goes the other choices, what you choose to eat or read, who you spend time with, how you spend your time… each moment counts and adds up to the total of your life. Olson recommends a holistic approach, like the one I use with clients. For it is the choices about all areas of our life being in sync that creates the balance for which we all strive.

So what choices are you making today about your greatest asset… your life?

            With the passing of the presidency to Raul Castro, the world is abuzz about Cuba’s future and how the U.S. should or could play a role. It’s all about leadership, the styles and the strategies.

Fidel is not gone, and will no doubt still have a say.  Raul is known to be less charismatic and more pragmatic.  He has spoken of including others in decisions, more of a team approach.  And in the past year, he has involved the citizens, capturing their complaints from forums around the country.

Acknowledging citizens’ pleas for livable wages, Raul agrees something needs to be done. He cautions that for stability sake, change will have to come slow.  That is a reasonable message, considering the current economic situation and the U.S. embargo.

As for the U.S., it would be wise to observe and learn before making assumptions. There are many pieces of social infrastructure that work in Cuba.  Understanding all that is Cuba today could change attitudes and strategies.

Beyond the economics of day to day survival, Cubans don’t have many gripes. They are among the most literate countries of the world.  They have neighborhood doctors and architects; unfortunately they lack medicine and building supplies. They are rich in culture, as the arts are embraced and valued as much as anything.

Your Havana taxi driver most likely has a degree in medicine or engineering.  In Cuba a taxi driver can earn more than a doctor.  Tips are the uncontrolled variable and wage multiplier. Musicians also fare well.

 Cubans are hungry, not just for healthier and more plentiful food, but for many of the things we take for granted.  Water is often captured from rain, and when it doesn’t rain, there are no showers, no water for plants. There are no stores with shelves full of product. There are no malls. There is not a lot of choice.

This hunger for more and better could make Cuba easy prey for large corporations. Current practices by some large U.S. firms around the world validate the term “prey” and spark thoughts of humanitarian sins. And while the U.S. government is blind to these practices, it condemns and isolates Cuba for inhumane acts.

There is room for much leadership within and from outside Cuba.  Letting go of the past, understanding the present, and focusing on steps of progress for the future is what is needed.