Arrogance of any kind is never healthy. It blindsides and destroys. It is easy to look at how other people live their lives, the decisions they make and think, “That could never be me…” Or, “I could never be that dumb or depraved…” At a safe distance from the crucible it s easy to think you are immune from failure or challenge. I thought I’d echo the words a friend said to me, “… you are not as immune as you think…”
This applies to both life and leadership. There’s the obvious; those things you know you’re about and will never compromise. These are usually things that relate to your mission and values. Though values may take a while to discover and articulate, it is easy to say where you stand when you have.
Mission and values are a rudder. They guide your life, leadership and enterprise. Clarifying them is critical. When your purpose is unclear, resources and energy are either abused or wasted. Sometimes both.
You believe many things for different reasons. It could be that you’ve heard something many times. Another reason could be that you heard from someone you respect and trust. Your own thoughts are also a source of your beliefs. Having said that, here’s why you must never believe what you think:
Perhaps I’m a dreamer. Well, at least, I have moments when my creativity dominates my mind-space. It is usually in those times I’m flooded with ideas, concepts and such. We often get ideas we cannot always act on.
A few years ago I started an ideas journal of sort. Evernote is one app I’ve found immensely helpful. It enables me to capture ideas and other thoughts in an indexable and searchable way.
In another post, (this one) I shared about a challenge I had in unlocking potential from some team members. The short of it, is that I didn’t realise they were failing to translate what a change in strategy at an enterprise level, practically meant for them. They understood the the enterprise was headed but failed to contextualize it to particular instances.
In retrospect I see that as a one of the sources of frustration they sometimes experienced was a result of not knowing what to do in their areas of responsibility. Like me, they were clueless. “Why were they so frustrated and why couldn’t I get them to go full throttle?”