Category Archives: meaning

The Strange, Difficult Questions CEOs Ask in Job Interviews

I like these… good for provoking a reaction…

https://www.linkedin.com/today/post/article/20140807094555-20017018-13-ceos-share-their-favorite-job-interview-questions

 Influencer

Ghostwriter, Speaker, Inc. Magazine Contributing Editor

The Strange, Difficult Questions CEOs Ask in Job Interviews

Interview questions: Everyone has them.

And everyone wishes they had better ones.

So I asked smart people from a variety of fields for their favorite interview question and what it tells them about the candidate.

1. Why have you had X number of jobs in Y years?

This question helps me get a full picture of the candidate’s work history. What keeps them motivated? Why, if they have, did they jump from job to job? And what is the key factor when they leave?

The answer shows me their loyalty and their reasoning process. Do they believe someone always keeps them down (managers, bosses, etc.)? Do they get bored easily?

There is nothing inherently wrong with moving from job to job — the reasons why are what matters.

— Shama KabaniThe Marketing Zen Group founder and CEO

2. If we’re sitting here a year from now celebrating what a great twelve months it’s been for you in this role, what did we achieve together?

For me, the most important thing about interviews is that the interviewee interviews us. I need to know they’ve done their homework, truly understand our company and the role… and reallywant it.

The candidate should have enough strategic vision to not only talk about how good the year has been but to answer with an eye towards that bigger-picture understanding of the company — and why they want to be here.

— Randy GaruttiShake Shack CEO

3. When have you been most satisfied in your life?

Except with entry-level candidates, I presume reasonable job skill and intellect. Plus I believe smart people with relevant experience adapt quickly and excel in new environments where the culture fits and inspires them. So, I concentrate on character and how well theirs matches that of my organization.

This question opens the door for a different kind of conversation where I push to see the match between life in my company and what this person needs to be their best and better in my company than he or she could be anywhere else.

— Dick CrossCross Partnership founder and CEO

4. If you got hired, loved everything about this job, and are paid the salary you asked for, what kind of offer from another company would you consider?

I like to find out how much the candidate is driven by money versus working at a place they love.

Can they be bought?

You’d be surprised by some of the answers.

— Ilya PozinCiplex founder

5. Who is your role model, and why?

The question can reveal how introspective the candidate is about their own personal and professional development, which is a quality I have found to be highly correlated with success and ambition.

Plus it can show what attributes and behaviors the candidate aspires to.

— Clara ShihHearsay Social co-founder and CEO

6. What things do you not like to do?

We tend to assume people who have held a role enjoy all aspects of that role, but I’ve found that is seldom the case.

Getting an honest answer to the question requires persistence, though. I usually have to ask it a few times in different ways, but the answers are always worth the effort. For instance, I interviewed a sales candidate who said she didn’t enjoy meeting new people.

My favorite was the finance candidate who told me he hated dealing with mundane details and checking his work. Next!

— Art PapasBullhorn founder and CEO

7. Tell me about a project or accomplishment that you consider to be the most significant in your career.

I find that this question opens the door to further questions and enables someone to highlight themselves in a specific, non-generic way.

Plus additional questions can easily follow: What position did you hold when you achieved this accomplishment? How did it impact your growth at the company? Who else was involved and how did the accomplishment impact your team?

Discussing a single accomplishment is an easy way to open doors to additional information and insight about the person, their work habits, and how they work with others.

— Deborah SweeneyMyCorporation CEO

8. What’s your superpower… or spirit animal?

During her interview I asked my current executive assistant what was her favorite animal. She told me it was a duck, because ducks are calm on the surface and hustling like crazy getting things done under the surface.

I think this was an amazing response and a perfect description for the role of an EA. For the record, she’s been working with us for over a year now and is amazing at her job.

— Ryan HolmesHootSuite CEO

9. We’re constantly making things better, faster, smarter or less expensive. We leverage technology or improve processes. In other words, we strive to do more–with less. Tell me about a recent project or problem that you made better, faster, smarter, more efficient, or less expensive.

Good candidates will have lots of answers to this question. Great candidates will get excited as they share their answers.

In 13 years we’ve only passed along one price increase to our customers. That’s not because our costs have decreased–quite the contrary. We’ve been able to maintain our prices because we’ve gotten better at what we do. Our team, at every level, has their ears to the ground looking for problems to solve.

Every new employee needs to do that, too.

— Edward WimmerRoadID co-founder

10. Discuss a specific accomplishment you’ve achieved in a previous position that indicates you will thrive in this position.

Past performance is usually the best indicator of future success.

If the candidate can’t point to a prior accomplishment, they are unlikely to be able to accomplish much at our organization–or yours.

– Dave Lavinsky, founder of Guiding Metrics

11. So, what’s your story?

This inane question immediately puts an interviewee on the defensive because there is no right answer or wrong answer. But there is an answer.

It’s a question that asks for a creative response. It’s an invitation to the candidate to play the game and see where it goes without worrying about the right answer. By playing along, it tells me a lot about the character, imagination, and inventiveness of the person.

The question, as obtuse as it might sound to the interviewee, is the beginning of a story and in today’s world of selling oneself, or one’s company, it’s the ability to tell a story and create a feeling that sells the brand–whether it’s a product or a person.

The way they look at me when the question is asked also tells me something about their likeability. If they act defensive, look uncomfortable, and pause longer than a few seconds, it tells me they probably take things too literally and are not broad thinkers. In our business we need broad thinkers.

— Richard FunessFinn Partners managing partner

12. What questions do you have for me?

I love asking this question really early in the interview–it shows me whether the candidate can think quickly on their feet, and also reveals their level of preparation and strategic thinking.

I often find you can learn more about a person based on the questions they ask versus the answers they give.

— Scott DorseyExactTarget co-founder and CEO

13. Tell us about a time when things didn’t go the way you wanted — like a promotion you wanted and didn’t get, or a project that didn’t turn out how you had hoped.

It’s a simple question that says so much. Candidates may say they understand the importance of working as a team but that doesn’t mean they actually know how to work as a team. We need self-starters that will view their position as a partnership.

Answers tend to fall into three basic categories: 1) blame 2) self-deprecation, or 3) opportunity for growth.

Our company requires focused employees willing to wear many hats and sometimes go above and beyond the job description, so I want team players with the right attitude and approach. If the candidate points fingers, blames, goes negative on former employers, communicates with a sense of entitlement, or speaks in terms of their role as an individual as opposed to their position as a partnership, he or she won’t do well here.

But if they take responsibility and are eager to put what they have learned to work, they will thrive in our meritocracy.

— Tony KnoppSpotlight Ticket Management co-founder and CEO

Catfish Quote

They used to take cod from Alaska all the way to China. They’d keep them in vats in the ship. By the time the codfish reached China, the flesh was mush and tasteless. So this guy came up with the idea that if you put these cods in these big vats, put some catfish in with them and the catfish will keep the cod agile. And there are those people who are catfish in life. And they keep you on your toes. They keep you guessing, they keep you thinking, they keep you fresh. And I thank go for the catfish because we would be droll, boring and dull if we didn’t have somebody nipping at our fin.

Vince Pierce – Catfish (The Movie)

 

catfish_quote_wp_ss_20140725_0003

John Perry Barlow: Which side of history do you want to be on?

“The main thing here is for people to recognize that what we’re doing is creating the foundations of the future in a very fundamental way.

I mean we’re building the future that we all might want or all might not want, depending on our current vested interests.

I think it takes a really crummy ancestor to want to maintain his current business model at the expense of his descendant’s ability to understand the world around them.

And if you really want to figure out which side you’re on, ask yourself what’s going to make you a better ancestor?

John Perry Barlow
Co-founder, Electronic Frontier Foundation

Interviewed in the feature documentary “Downloaded” aired on SBS.

Thanks CT.

This is bang on. Good to see some good people agreeing. I don’t feel nearly as mad.

http://www.afr.com/Page/Uuid/1fec72e4-07d2-11e4-a983-9084720e3436

ROSS GARNAUT AND PETER DAWKINS

Melbourne forum aims for politics-free economic thought

Melbourne forum aims for politics-free economic thought

The discussion of necessary reforms is dominated by special pleading by vested interests. Photo: Gabriele Charotte

ROSS GARNAUT AND PETER DAWKINS

Australia needs rigorous, independent economic policy debate and analysis to inform economic policy. The Melbourne Economic Forum seeks to contribute to meeting that need by bringing to account the considerable analytic capacity in economics based in the city.

A joint endeavour of the University of Melbourne and Victoria University, this new forum will bring together 40 leading economists, from or with institutional connections to Melbourne to discuss the great economic policy issues confronting Australia and the world.

The forum is independent of vested interests and partisan political connections. It will not support the position of any political party or campaign of any group. It will focus on analysis of policy in the public interest. Almost any policy proposal has implications for the distribution of incomes and wealth and income amongst Australians. Our objective will be to make these implications explicit and to point out their implications for wider conceptions of the public interest.

It would be surprising if high quality analysis of policy choice for Australia does not, from time to time, earn the criticism of participants from all corners of the political contest and from many groups with vested interests in particular uses of public resources and government power. The test of the forum’s value will be its success in illuminating the consequences of policy choice and not its immediate and direct influence on government decisions.

Through the final four decades of last century, dispassionate economic analysis and debate played a major role in illuminating government decisions on economic policy. Rational economic analysis became more important in underpinning serious discussion of policy choice. It emerged from interaction of economists in some of the universities with the predecessor to the Productivity Commission, the national media and later the public service and some parts of the political community. This interaction gradually built support for an open, competitive economy. The ideas preceded their influence, but eventually were of large importance in guiding the reform era under the Hawke, Keating and Howard governments. The resulting reform era laid the foundations for 23 years of economic growth without recession.

CHANGE IS A NECESSITY

 

Business organisations and the trade union movement joined the consensus and joined the discussion in constructive ways. The Business Council of Australia was formed to develop policy positions that were in the national economic interest, though not necessarily in the commercial interests of every one of its members.

Both rational economic analysis in the public interest and Australia’s high standard of living have been weakened by developments in the early twenty first century and are now under threat.

As mineral prices fall, productivity growth languishes and our population ages, Australia needs a new program of economic reform. Yet the discussion of necessary reforms is dominated by special pleading by vested interests.

Of course there is room for disagreement about the size of the challenge Australia faces if it is to maintain high levels of employment and prosperity. And different policy prescriptions will have different consequences for the distribution of the burden of adjustment to a more sombre economic outlook. A lazy policy response would shift the burden onto the shoulders of those Australians who lose their jobs or cannot find one.

Yet a budget that is viewed by the community as unfair is inimical to the task of building a consensus for reform.

The Melbourne Economic Forum will contribute to these debates, starting with a session on the economic outlook for Australia and the impacts of alternative policy responses. In September we will take on the international policy challenges most pertinent to the G20 meeting in Australia later in the year.

In November, we will venture into the hazardous territory of tax system reform and federal-state financial relations.

Bi-monthly forums in 2015 will tackle issues such as infrastructure, investment, foreign investment and trade policy.

Reviving the tradition of rigorous, independent policy thinking is not a hankering for the past but an essential precondition for a new wave of economic reform to secure employment growth and rising prosperity for all Australians in a far more challenging global economic environment.

Professor Ross Garnaut is professor of economics at the University of Melbourne. Professor Peter Dawkins is vice-chancellor at Victoria University. For more details on the Melbourne Economic Forum see melbourneeconomicforum.com.au.

The Australian Financial Review

The Vitality Institute: Investing In Prevention – A National Imperetive

Vitality absolutely smash it across the board…

  • Investment
  • Leadership
  • Market Creation
  • Developing Health Metrics
  • Everything…!

Must get on to these guys…..

PDF: Vitality_Recommendations2014_Report

PDF: InvestingInPrevention_Slides

Presentation: https://goto.webcasts.com/viewer/event.jsp?ei=1034543 (email: blackfriar@gmail.com)

 

From Forbes: http://www.forbes.com/sites/brucejapsen/2014/06/18/how-corporate-america-could-save-300-billion-by-measuring-health-like-financial-performance/

Bruce Japsen, Contributor

I write about health care and policies from the president’s hometown

How Corporate America Could Save $300 Billion By Measuring Health Like Financial Performance

The U.S. could save more than $300 billion annually if employers adopted strategies that promoted health, prevention of chronic disease and measured progress of “working-age” individuals like they did their financial performance, according to a new report.

The analysis, developed by some well-known public health advocates brought together and funded by The Vitality Institute, said employers could save $217 billion to $303 billion annually, or 5 to 7 percent of total U.S. annual health spending by 2023, by adopting strategies to help Americans head off “non-communicable” diseases like cancer, diabetes, cardiovascular and respiratory issues as well as mental health.

To improve, the report’s authors say companies should be reporting health metrics like BMI and other employee health statuses just like they regularly report earnings and how an increasing number of companies report sustainability. Corporations should be required to integrate health metrics into their annual reporting by 2025, the Vitality Institute said. A link to the entire report and its recommendations is here. 

“Companies should consider the health of their employees as one of their greatest assets,” said Derek Yach, executive director of the Vitality Institute, a New York-based organization funded by South Africa’s largest health insurance company, Discovery Limited.

Those involved in the report say its recommendations come at a time the Affordable Care Act and employers emphasize wellness as a way to improve quality and reduce costs.

“Healthy workers are more productive, resulting in improved financial performance,” Yach said. “We’re calling on corporations to take accountability and start reporting health metrics in their financial and sustainability reports.  We believe this will positively impact the health of both employees and the corporate bottom line.”

The Institute brought together a commission linked here that includes some executives from the health care industry and others who work in academia and business. Commissioners came from Microsoft (MSFT);  the Robert Wood Johnson Foundation; drug and medical device giant Johnson & Johnson (JNJ); health insurer Humana (HUM); and the U.S. Department of Health and Humana Services.

The Vitality Institute said up to 80 percent of non-communicable diseases can be prevented through existing “evidence-based methods” and its report encourages the nation’s policymakers and legislative leaders to increase federal spending on prevention science at least 10 percent by 2017.

“Preventable chronic diseases such as lung cancer, diabetes and heart disease are forcing large numbers of people to exit the workforce prematurely due to their own poor health or to care for sick relatives,” said William Rosenzweig, chair of the Vitality Institute Commission and an executive at Physic Ventures, which invests in health and sustainability projects. “Yet private employers spend less than two percent of their total health budgets on prevention.  This trend will stifle America’s economic growth for decades to come unless health is embraced as a core value in society.”

Google Ventures – moving medicine out of the dark ages

Duke story about direct monkey brain implants that allow the control of more than two arms.

Great take on dealing with lagging regulation:

“You shouldn’t ignore the laws. But if you worry as an investor about, “Oh, you shouldn’t invest in any personal genomics companies because there’s a lot of regulations that need to be updated.” Well, you won’t do anything innovative.”

So yes, absolutely, the regulations need to catch up with reality. I think as the outcomes of the science with Foundation Medicine, 23andMe, etc., start to become important to people and to patients, people will demand that change. And that’s how it happens.

http://recode.net/2014/06/21/google-ventures-bill-maris-on-moving-medicine-out-of-the-dark-ages/

 

Venture capital funding for the life sciences sector dropped by $5 billion from 2008 to 2012 and was basically flat last year, according to market reports. But the search giant’s venture arm, established in 2009, has steadily plugged money into companies throughout the space, including: 23andMe, Adimab, DNANexus, Doctor on Demand, Foundation Medicine,Flatiron Health, iPierian, One Medical Group, Predilytics, Rani Therapeutics, SynapDx and Transcriptic.

Some of the bets have started to pay off. Foundation Medicine raised $100 million in an initial public offering in 2013. Earlier this year, Bristol-Myers Squibb bought portfolio company iPierian in a deal that could be worth up to $725 million.

The focus on the space at least in part reflects the background of Google Ventures’Managing Partner Bill Maris. He studied neuroscience at Middlebury College and neurobiology at Duke University. In his early career, he was the health care portfolio manager at Swedish investment firm Investor AB.

Maris also took a lead role in the creation of Calico late last year, a Google-backed company focused on delaying aging and the diseases that come with it. (Google has declined to discuss the company, which is run by Genentech Chairman Arthur Levinson.)


“Medicine needs to come out of the dark ages now.”

Bill Maris, managing partner, Google Ventures


Google Ventures generally isn’t taking the old biotech route, betting on companies somewhere along the winding path of developing drugs that may — but probably won’t — someday earn Food and Drug Administration approval. Rather, the firm is focused on companies leveraging the increasingly powerful capacities of computer science, including big data, cloud processing and genomic sequencing, to improve diagnostics or treatments.

In the second part of my two-part interview, which has been edited for space and clarity, Maris discusses the promise of these tools for medicine as well as what’s still standing in the way.

Re/code: Looking through your health-care investments, there’s 23andMe, DNA Nexus, Foundation Medicine, Flatiron. To the degree there’s a common theme, it seems these are all big data plays, using a lot of information and smart algorithms to make advancements in medical research or hit upon more effective treatments. Is that part of your investment philosophy?

Maris: I used to be a health-care investor a long time ago in the public markets. One thing I learned that we tried to apply here is that investing in small molecules, trying to invest in the next treatment, there’s an element of gambling to that.

I’m glad that people started those companies and I’m glad that they have people who specialize in investing in them. But that’s not our specialty, because you have to build a portfolio to make a success overall.

What we try to put into our practice is “invest in what we know,” which is where health care meets technology. In some sense, almost all companies these days need to be big data companies.

Bill Maris, managing director, Google Ventures

Especially when you get around genomics or, like Flatiron, looking for insights across vast amounts of oncology data. These are by definition big data companies that couldn’t have existed 10 or 15 years ago.

Take Foundation Medicine. The tools didn’t exist to actually genotype quickly the way that we can today, and in 10 years it will be even more advanced. So by necessity the companies we’re investing in are in that space, because that’s the forefront.

Clinicians treating patients based on “if you present with these symptoms, I’m going to treat you based on the knowledge in my head?” Those days are either disappearing or will soon disappear, I hope. We can get much better outcomes from people if we understand the genetic basis of the exact cancer that they have, what interventions might be most effective against it, what’s worked in the past and what hasn’t. I think that’s where the future of health care is.

So yes, lots of these are big data companies, in that sense. But that’s a catchphrase, they’re more than that. They’re data-informed companies that are trying to build businesses that are commercially important and, in this case, relevant to patients. That means they’ll get better outcomes, you’ll live longer and be healthier.

Medicine needs to come out of the Dark Ages now.

There is a unique challenge when it comes to data and medicine. Either you have a lot of information that is stored away in paper filing cabinets in doctors’ offices, or you’ve got companies that did studies decades ago that might be of use but they’re either not digitized or they’re holding on to them as intellectual property. So while there’s this great potential, it’s actually really hard to get at it. Can you talk a bit about what needs to happen technologically?

Of course it’s difficult. If it were easy it would be done by now, there would be nothing remarkable about what Nat [Turner] and Zach [Weinberg] are doing at Flatiron. The fact that it’s difficult is what makes it something an entrepreneur needs to tackle — and this isn’t unique, right?

All the information in the world has been pretty dispersed, but Google’s mission has been to organize it and make it universally accessible. That’s kind of a crazy mission and they’re doing okay at it. It takes people with a vision to say, “We’re going to try to organize this and make it accessible to people.” When we do those things, good things will result from that.

Maybe it takes a generation, because doctors will start using the system. Or maybe it just takes one big push, where we’re just going to go into clinicians’ offices and help them get all the data organized and put into electronic formats. Once you’ve done it one time you can gain an infinite number of insights to help your patients, so there’s a good motivation to do that.

Organizing healthcare information is a daunting task, but it is not an impossible task. We’ve had people walk on the moon. This is a lot more doable.

I want to ask about 23andMe. We’ve seen a handful of companies in that space that have closed or haven’t gone anywhere, and 23andMe obviously hit a big wall with the FDA last year.

I don’t know what you’re talking about.

Yeah, I read it somewhere. But that was a big part of their business, can you talk about what their ongoing prospects are and what direction they could steer in?

Yeah, as I understand it, the heredity product is still available and we see big businesses being built there, like Ancestry.com and others.

At the same time, their vision is bigger than that. They’re at an impasse with the FDA right now, but no one has thrown up their hands. Communication is ongoing, they’re trying to work that out, we’re dedicated to trying to resolve that roadblock. And we think it’s a product that is of value to people, so they can look at and understand their own genomic information.

I think the company’s prospects are great, I’ve known [co-founder] Anne [Wojcicki] for almost 20 years now, and she’s nothing if not focused, dedicated and motivated. She’s a believer in this. I think the company has been a little bit ahead of its time.

It’s inevitable that everyone will eventually be genetically sequenced because it’s going to be really important to their health care, to understanding their future and what they’re at risk for. If you believe that, then you believe that there’s probably a big business to be built here because someone has to deliver that information.

So we have a lot of faith in the team.

Taking that case — and given that health care and medical research is moving in this digital direction — do you think there are some regulatory shifts that need to take place?

I think the laws need to catch up with science and reality, and the law is never good at that. It’s always slow.

I mean, look at the patent office. I just saw a patent that Smucker’s has for a peanut butter and jelly sandwich. It’s sort of crazy.

Look at Uber and its regulatory challenges, taxi and limousine commissions trying to stop Uber. When you sit with my job — which is a really fun job to do, kind of a judge at a science fair — it’s really important to look at the technology and how it might benefit people, and not worry about the bureaucracies that might try to impede that.

At the end of the day, what always happens is, the right products for society and the people get out there.

You shouldn’t ignore the laws. But if you worry as an investor about, “Oh, you shouldn’t invest in any personal genomics companies because there’s a lot of regulations that need to be updated.” Well, you won’t do anything innovative.


RELATED ARTICLE

 

So yes, absolutely, the regulations need to catch up with reality. I think as the outcomes of the science with Foundation Medicine, 23andMe, etc., start to become important to people and to patients, people will demand that change. And that’s how it happens.

You studied neuroscience and neurobiology. What are some exciting developments you’re seeing in your own area?

I also think we’re just coming out of these Dark Ages in neuroscience. The forefront of neuroscience is (he points to parts of his head), “Well, this is the learning area, this is memory, this is where the right arm is controlled.” That’s not really how the brain works, it’s this cloud-based understanding.

I forget which neuroscientist said this, but you essentially have a Jennifer Aniston neuron. There are certain pathways in your brain that remember who that is. The more you fill up your brain with those things, the more neurons get used up.

So we’re getting closer to a point, and there are some folks at MIT working on this and other places as well, to really understanding the wiring of the brain. What makes it a whole, what causes consciousness. It’s not just that these cloudy regions all talk to each other.

You can’t do anything without a map. Until you can diagnose something you can never cure it, you can’t understand it. It’s hard to get from here to there without a map. So the first thing to do is to build a model.

When you can map an entire human brain, then you can really understand how it all works.

We don’t even know if everything gets recorded in your brain and your brain is just really good at controlling noise, where it’s just filtering out a bunch of things that you don’t need to think about because you’d just be overloaded. So there are these fundamental questions of neuroscience we just now have the tools to understand.

It’s so far behind, it’s so underfunded, in a way. We as a people and a country spend a lot of money on a lot of things. But we all walk around with this thing in our head and we have no understanding of how it actually works.

Machine-brain interfaces are a way to understand that. There’s a guy at Duke named Miguel Nicolelis, who I worked with and who comes out here every once in a while. He does work where he implants electrodes into brains and he’s now got monkeys who can move cursors on a screen [with virtual arms] and they get a reward of orange juice. Then he thought, “Well, why is the monkey just limited to one [virtual arm]? Maybe I could teach them to move three at once, or four.”

What we are learning from that is, well, we have two legs and two arms, but your brain is actually capable of operating four or six of them if you had them. There’s so much potential.

Here’s what the monkey saw in that experiment:

Navy Seal on changing the world…

According to Admiral William H. McRaven, if you want to change the world you must:

  1. start each day with a task completed
  2. find someone to help you through life
  3. respect everyone
  4. know that life is not fair
  5. know that you will fail often
  6. take some risks
  7. step up when the times are the toughest
  8. face down the bullies
  9. lift up the down trodden
  10. never, ever give up

On parenting

 

http://www.philosophersmail.com/relationships/why-when-it-comes-to-children-love-may-not-be-enough/

Why – when it comes to children – love may not be enough

Anyone of childbearing age will be surrounded by examples of catastrophic parenting in their own and previous generations. We hear no end of gruesome stories about breakdowns and resentments, shame and addiction, chronic failures of self-confidence and inabilities to form satisfying relationships. And at the root of all these varieties of suffering, one central cause sticks out: a lack of love. It was because the parents were remote and domineering, unreliable and frightening that life has never been quite complete.

From such failures, a major assumption has come to dominate modern ideals of parenting: that one must, above all else, love one’s child thoroughly, with immense sympathy, gentleness and kindness and that if one does so, the child will develop into a happy, loving and fulfilled human being.

This is the Romantic view of parenting and it is at its most vivid and self-assured in the early years, especially at moments when the child (finally) lies asleep in its cot, defenceless before the world.

Official Pictures of Princess Estelle Silvia Ewa Mary of Sweden, Duchess of Ostergotland
© Getty

Yet, despite immense investments and profound devotion, one is – gradually – liable to be inducted into a far more complex and challenging set of truths: that love is not a universal panacea and that giving unconditional affection is no guarantee of all the results one had hoped for.

The terrifying 3am truths about parenting run a little like this:

You are a punchbag

Nursery
© UIG/Getty

The blades of your child’s remote-controlled helicopter snapped after five minutes, just as you were starting to get the hang of flying it. The fault lies squarely with the manufacturers. But, sadly, they were not present in the kitchen – so, at once and not for the first time, you became the target for the raging disappointment of your child.

The repeated bad behaviour is surprising of course (it wasn’t meant to be that way), but it is a perverse sort of tribute to you nevertheless. One has to feel rather safe around someone in order to be this difficult. You certainly weren’t so tricky with your parents when you were young, but then again, you never felt so loved. All those assurances – ‘I will always be on your side’ – have paid off perfectly: they have encouraged your child to direct their every frustration and disappointment onto the loving adult who has signalled that they can, and will, take it.

You have to be the spoil sport

Human nature has a strong – and exceedingly inconvenient – bias towards indulging in whatever is most immediately pleasant and fun. And yet the central, unavoidable task of being a loving parent is to encourage the child to delay gratification in the interests of longer-term fulfilment. That’s why there will be fights. Constantly.

After all, it is so much nicer to play Minecraft than to learn how to spell ‘scythe’ or ‘embarrassment’; so much more amusing to see what happens if you put a hosepipe in the car’s exhaust than to do maths homework; so much better to read a magazine than brush one’s teeth, so much more gratifying to stay in bed than have a shower.

Out of love, a parent must – all the time, in small ways and large – say no. And for this, they will be severely punished. They will be treated as if they had arbitrarily made up the mechanics of tooth decay or had designed an economic system where the playing of computer games was disconnected from a capacity to pay bills. They will be punished for always bringing up unwelcome facts. And they will be very unfavourably compared with people who give the child whatever they want – because they just don’t care about them. It’s the thoughtless hedonistic characters, the ones who suggest all-night cartoon sessions and come around with iPads, who will be viewed as the heroes while the caring, denying parent has to contend with being called a ‘meanie’ and, later perhaps, a fascist.

Two children playing while a man reads a newspaper, c 1949.
© SSPL/Getty

You have to exert authority rather than teach

The dream is to coax the child into doing certain difficult things without ever having to demand they do so by force. The dream is not to have to ‘exert authority’, by which one means, bypass reason in order to impose a conclusion. The dream is to teach, and never to rely on the more basic weapons, like the assertion that one is the older, richer, bigger party.

One thinks with distaste of the Victorian parent demanding obedience simply by saying ‘I am your mother, I am your father’. To the child, the meaning of these words, mother and father, have changed entirely; they now mean merely ‘someone who will make it nice for me’ and ‘someone I will agree with if I see the point of what they’re saying.’

But attempts to teach and appeal to a child’s reason can only go so far. Whatever one says in a gentle voice, the children won’t eat vegetables; they won’t want to get out of bed in the morning; they will want to mock their younger brother or sister; they won’t stop playing the computer game.

When the child is very small, it is easy enough to deal with these protests: one can just lift them up or distract them in some kindly way for a moment. But later, by six, one has to use authority: one must simply assert that one knows best without explaining one’s reasons.

The child wouldn’t have the relevant bits of experience that would render one’s lessons comprehensible. A nine-year-old girl cannot understand how humiliating her six-year-old brother physically is a bad idea because this might make it hard for him to relate easily to women when he is older. It isn’t her fault she can’t understand. It would indeed be wholly unreasonable to expect a nine-year-old to be reasonable – and correctly comprehend the force and direction of adult concern.

The dream is that one will be able to pass on insights to the child that were painfully accumulated through experience, and thereby save them time. But in the absence of experience, insight doesn’t work. One cannot rush children to conclusions; one cannot spare them time. They will need, with difficulty, to make many of the same mistakes (and a few new ones too) and waste a good part of their lives finding out what you already know full well.

You can’t make things too nice for them

Volume 2, Page 74, Picture, 1. A picture of a mother telling off her son. 1958
© Popperfoto/Getty

Modern culture is deeply vexed – and appalled – by the thought that development might require suffering. We have been traumatised by the barbaric old-fashioned enthusiasm for punishment, the view – expressed by generations of sadistic Victorian school masters – that success demands pain, that there is a necessary relationship between early discomfort and humiliation and later strength and ‘character’.

But we have not merely rejected the Victorian mechanisms for inflicting suffering (the cold showers, the beatings), we have for the most part sought to abolish suffering altogether. Kindness has been triumphant.

And yet this attempt to abolish suffering involves waging a counter-productive and ultimately cruel war with the facts of human nature. We know from our own experience that we have at key moments grown through things that had a painful side to them: that there were terrors, rejections and disappointments that – in the end – made us more mature and better able to pursue our goals. We know that the drive to accomplish certain things, to master some difficult material, to win out over others, gained some of its power from fear and desperate insecurity. Because someone (perhaps a parent) didn’t believe in us, we redoubled one’s efforts. Because we were afraid of the consequences of failure, because succeeding was the only way to impress someone we loved but who wasn’t easily impressed, we put on an extra spurt.

We desperately want our child to grow mature but without going through awful things. We hate being an agent of fear. We want always to cheer and to hug. We want everything to be nice. Yet we also know, in our hearts, that this can only be a path to ruin.

You can’t guarantee their goodness

The Romantic view of existence sees all humans as fundamentally good from birth: it is only upbringing and a lack of love that corrupts and damages us and in the process, makes us cruel. Romanticism states that if only a child can grow up anxiety free, secure and encased in love, it will never break another child’s toy, rip up their paintings or try to scare them. The child will be reliably kind if she or he has reliably been shown kindness.

But experience suggests the existence of some ineluctably dark sides hard-wired in us and beyond the reach of the gentlest behaviour: certain kinds of aggression, cruelty and violence appear to be a given. A child may just want to hit its sibling out of excess vitality, boredom or native sadism. It might just be fun to smack someone in the face to see what happens.

That’s why there used to be such an emphasis on manners. Those who upheld them didn’t believe that a child ever could be spontaneously good simply because they’d been shown love. Indeed, a firm denial of love was what was necessary to help the child to create a wall between what they might feel inside and what they knew they could express with others. Being strict wasn’t a route to making anyone evil, it was a way to teach a person to keep their evil firmly locked up inside themselves.

You can’t guarantee their success

Book At Bedtime
© Getty

The modern parent believes that it might be possible to mould a happy, fulfilled, successful human. From this flows the minute attention to detail, from the purchase of the cot to the time-tabling of after-school activities. It is this that explains the Mandarin lessons, the French horn, the educational trips to the countryside and the ruinous tutor fees – because with all this in place, fate and failure can surely be kept at bay.

Yet the relationship between effort and return is more bizarre and more random. We cannot spare those we love the cup of human sorrow – whatever the intensity of our after-school programmes. We are always statistically most likely to give birth to mediocrities.

You will be forgotten

You take great care not to be frightening. You make silly jokes, put on funny voices, pretend to be a bear or a camel – all so as not to intimidate, so as to be approachable, the way one’s own parents were not. It should be a recipe for reciprocated love.

But weirdly, we rather like difficult people in a way, people we can’t quite read, who aren’t around so often, who are a bit scary. They hook us in – in a way the kind, stable ones never quite do. One loses authority by being natural, approachable, friendly, a bit daft, the clown who doesn’t want to scare.

An even more dispiriting thought comes to mind. Love them reliably and without fear and you will be forgotten. Be distant, intermittent, often absent and deeply volatile, and they will be obsessed with you for life.

And with these thoughts fully aired, it will be time for the kindly parent to attempt to return to sleep. It will be a long day – with the kids – tomorrow.