Be wary of those who say, “It cannot be done”. Especially those who have not attempted any great feats. Be wary of listening to those who tell you not to try again. Especially those who speak out of discouragement and self-pity. Attempt great feats. Stand up when you fall. Be persistent. bold. Be /ˈherətik/.
The future is often viewed as something distant. Involving a journey of some sort. It is perceived as ‘that place’ we will get to and get to where certain things happen. Some of the “certain things” said to be for the future are seen a lofty.
We dismiss them as unattainable in the now because of their uhm, ‘futuristic nature’. In fact dreams and goals that seem rather lofty, perhaps unimaginable and subsequently unattainable, are excused from being achieved now and pushed into ‘the future’.
It so happens that many people, and, specifically, leaders rob themselves of opportunity to give to their enterprise and humanity significantly because they always lock away (seemingly) lofty dreams in the ‘future vault’.
Leadership is about causing change that advances teams and ultimately humanity. Locking up ideas, you know the ones that everyone, including yourself, sometimes considers ‘insane’, in the ‘future vault’ is tantamount to sabotage of your vision and those it (ought to) serves.
Leadership is about peering at the edge of the bounds of our present light to see what others are not seeing. It is about creating. If a leader sees only as much as those he leads, he is not really leading. Leadership is about seeing the future, pointing it out to others and securing it. Ideas are the foundation of shattering the status quo. The status quo must be shattered for the new to come in. That new becomes the future.
Ideas can never have significant impact for the greater if made inaccessible, even by the dreamers themselves. Locked up in the ‘future vault’.
The future vault is often the result of leaders giving in to fear. Cowardice never accomplished much but paralyze leaders and rob enterprises of achieving their vision. The ‘future vault’ is where leaders put the future on hold and give it no chance to challenge their leadership.
When leaders’ leadership is not challenged, no growth happens, the status quo is maintained and nothing new comes along. ‘New’ is ‘the future’ that we’re always hoping for.
Heretic leaders guard vision and the means of realizing it. On the other hand, the future vault, where excuses for not being bold in creating the future live, must be shattered. It is the responsibility of heretic leaders to guard against deteriorating to managers. Managers are great experts at filing.
They love record of the past and want to follow the same path, repeating what is predictable. Leaders love, start and lead change. This is how they define the future. If you are going to do anything significant, for your enterprise, for humanity, you cannot have a future vault. Be bold. Be /ˈherətik/.
We’re consuming more information than we ever did. Largely due to the fact that it is getting easier and easier to create and share. Information is increasingly more accessible. Successful leaders know information is important. The challenge, however, is identifying which information is relevant. Perhaps more than that, which information is important now? Which information will be relevant tomorrow? How can leaders be effective in identifying what information is relevant?
Knowing what information is pertinent is one of the things that will give organizations the edge over rivals. However, knowing is only the first step. Knowing the pertinent information must be followed by its appreciation. That is, for leaders to be successful, they must allow the information to speak for itself. Manipulating information or facts does not change their truth. Ignoring it does not empower, it impairs, and ultimately destroys an enterprise.
Fight the temptation to manipulate information to say what you want it to say.
Beyond identifying relevant information and what it says, you must inquire on what it means. The implications of information can be determined if the right information is being queried and it is not tainted or manipulated to preference. Dialogue in teams is important. Exploring the different possibilities of the implication of information is best done with many minds and outlooks. Reflection is key for every successful leader. They must constantly look at information to them and ask, “What does it mean?”
The value of information is in the appreciation and understanding of the implications thereof.
Inquiring minds will unlock secrets borne by information. Some of the implications of information will glare at you and others must be prodded out.
Information is only as good as your understanding of it and its implication. It’s not what you know it’s how it matters… It does not matter how much you know. What matters most is how you use what you know. It does not matter that you know until you know what what you know demands. The demands of what you know do not matter much until you act on what it all means. Only then can it make a difference.
Now that you have this information, what are you going to do with it? What does it mean for you and your enterprise?
Innovators and Early Adopters — are visionaries. They want revolutionary change, something that sets them apart qualitatively from their competitors. They are willing to take enormous risks. The early majority by contrast, have to worry about any change fitting into their complex arrangement of suppliers and distributors. “If the goal of visionaries is to make quantum leap forward, the goal of pragmatists is to make a percentage improvement – incremental, measurable predictable progress”.
The forex exchange exists to translate the value of one currency from one environment to another. I don’t really understand how they arrive at the value of US$1 being different from one place to another.
But, the fact stands; a US$1 in the U.S. does not bear the same value in South Africa. ‘Value translation’ goes beyond trading currency. One organisation will value something more than another. One person will esteem one value over another.
What does this mean?:
It means that for your organisation to have strong collaborations you must recognize the value that the other places on the same things. You must have an understanding of the ‘value priorities‘ of the other.
Thus, your communication, strategy, the very foundation of your collaboration must be sensitive to your partner organization and subsequent agreements drafted along the lines of their value.
I am not suggesting that you completely overlook your values. I’m saying for a successful collaboration or partnership you will need to be aware what some things are worth from your counterparts’ perspective.
Most partnerships fail because one overlooks that what is one dollar on their side is probably fifty cents to the other.
Thus, the premise for successful negotiations or conflict resolution is both sides stating what is important to them and determining what value of pertinent issues is on the other side of the table. This is the essence of value translation.
Translating value is what stops many in enterprise from failing to advance. The successful ones in the context of enterprises are often those who adopt the enterprises’ value as their own.
The ones who adapt only assimilate what they choose or inconveniences them the least, hence they are often considered the least.
You cannot have a genuine appreciation of someone until you are able to translate the value they place on things in their lives. You may see dogs more important than cats. Bad mouthing cats to one who likes cats will not make you the best of friends.
Relationships are often strained because one party either does not recognize the value the other places on certain things, or the other completely tramples what the other places greater value on, completely.
On a scale of ten, an organization or individual can place a ten on the worth of ‘value xy’ while another places a three on the same value. I’ve intentionally laboured everything because of the importance of this concept…
Conflict is often a result of not properly translating the value one places on something.