A common form of complexity is the sophistication of fear. Long words when short ones will do. Fancy clothes to keep the riffraff out and to give us a costume to hide behind. Most of all, the sneer of, "you...
Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success.
How your organization responds to this stress in allocating scarce resources is a crucial but often unaddressed issue. The natural bias is to respond immediately to what is in front of you. The problem is, this instinct crowds out longer term, innovative thinking.
The dream is free, but the journey isn’t. At some point, you have to make a transition from believer of the dream to buyer of the dream. No dream comes true without somebody paying for it. If you want to achieve the dream, you have to be willing to do more than just imagine the outcome. You have to sacrifice your comfort, money, time, and energy. Over the next year, what sacrifices do you anticipate needing to make in order to move closer to your dream?
In a world where vows are often left unfulfilled – where making a pledge means less than it used to – where promises seem like they’re made to be broken – it would be nice to see words come back into power, wouldn’t it? Yet, words can be twisted into any shape, so you must be careful not to be careless. Remember this when you make promises to yourself. Your promises must be backed by devoted action.
The image you have of yourself in the future depends on the actions you watch yourself take today.
Truly great men and women are not acclaimed because of what they own and earn. Nor are they admired merely on account of their talents or level of professional performance. Rather, they’re respected because of their willingness to give themselves to people and purposes that will live beyond them.
Amy Melendez's insight:
From the article:
Question to Consider In the words of Martin Luther King, Jr., "Life's most persistent and urgent question is, 'What are you doing for others?'" Reassess your dream by asking, “Who will benefit the most when it comes true?” If the answer revolves around you, then you still have some thinking to do in order to stretch your dream from selfishness to significance.
Finally, we also have to be courageous about the reason for the leadership program in the first place. If there’s a serious deficit that needs to be addressed, it’s better to be honest about it. If high performers are being put into a program to escalate promotion, then be clear about that. If the program is meant to top-grade skills for current positions, that’s fine too.
Everyone is well meaning, and this can get in the way. Too often, companies disguise, or don’t know, the real reason for the program. They worry about setting incorrect expectations. Just because a senior leader wants it doesn’t make a program meaningful. Greater transparency about why participants are selected and what the program will lead to is critical. Otherwise, there’s widespread skepticism and even frustration which foils learning every time.
The value of a life is always measured by how much of it is given away. At the end of one’s life, we celebrate the selflessness not the title, status, or accumulation. Selflessness is what makes our lives truly bigger than ourselves. If your leadership is all about you, it ends when you come to an end but if your leadership isn’t all about you, it will live beyond you.
Is there someone on your team who you’d like to coach, but resists your help? A high-performer who could reach further? A hard-worker who could grow faster? The best managers know to coach their employees, but what if someone doesn’t want your help?
..".if we’re hard-wired to empathize and consequently, to exhibit compassion to those around us, how come we don’t see evidence of this behaviour in the workplace? Why are so many workplaces suffering from a lack of human compassion, connection, and shared belonging? And perhaps more importantlyin light of the increasing demands for our time, attention and resources, why is addressing this critical to our ability to lead our organizations towards a more prosperous, stable, and thriving future?" @TanveerNaseer
Unfortunately, as we grow older, we lose touch with that internal sense of wonder and fascination because we convince ourselves that our education and life experiences have provided us with the knowledge we need to know and understand the world around us. Consequently, we’re no longer interested in discovering how others experience our world, or in the case of those in leadership positions, how those we lead experience our leadership.
Seen from this vantage point, we can now appreciate that to show our employees that we care about the realities they face in our organization – of the challenges and opportunities they see going unaddressed – requires that we rekindle our sense of curiosity about ourselves and those we lead, and tying this to our sense of empathy so that we’re now driven to do something about it.
In other words, our compassion arises from our curiosity to listen and learn, paired with our innate drive to relate to the realities of those around us.
This is why compassion is vital in today’s leadership because it’s the key to the internal driving force found within each us to understand what motivates our employees, what matters to them, and how we can connect the work they do to the shared purpose that defines why we do what we do. No doubt this is why studies have shown that compassion in the workplace leads to not only higher levels of employee engagement and job satisfaction, but lower levels of employee absenteeism and burnout.
The actions of a business are its value statement. Actions speak volumes about what really matters most – not what should matter, not what we wish mattered, but what really does matter to us. They swamp mission statements, speeches or memos, and they eclipse intentions.
Having the kind of integrity that leaves no room between what we say and what we do is really hard work. It’s much easier to follow the words of JR Ewing of the TV series Dallas, who said: “Once you lose your integrity, everything’s easy.” Lots of people have chosen this path. Others find it to be too much work to align their decisions and actions with what they claim as priorities.