Just finished watching August Rush with Ingrid.
I loved the music. Almost surreal and unrealistic that people can be moved by music in such an intense way…
Truth: I love music. Besides the sad country music, I’ve got no preferred genre; I love all beautiful music.
I’m moved intensely by music. I weep, laugh, dance. It fills me up. I engage with it in ways I fail to explain.
When we add passion to our gifts and share them, we can move people in ways we and they can’t understand. Dare. Start.
Being Moved By The Inexplicable…
Values are at the core when it comes defining identity and behaviour. They’re a matter of identity. Identity informs behaviour. This is why every leader must set and guard values.
This is nothing new. You know this, but if you’re anything like me you need the reminders.
Every enterprise is impacted by the environment it exists in. No enterprise or leader can honestly claim they’re unaffected by external factors.
The dynamics of an environment often demand some constants. Thus values must be treated as a floating foundation. They hold and keep intact organisational culture, while negotiating challenges or threats contexts present.
Thus any ‘response’ to external forces must be weighed against values. At the same time every decision made must never violate the integrity of values. Every decision made must magnify values. This is necessary for those serving the mission of organisations as well those served by the organisations.
Some difficult decision are easy to make when held up to the light of values. See and understand values as floating foundations. They hold everything together in the the midst of changing circumstance and dynamic world.
[image by USACE Europe District | cc]
Clearly defined and communicated values steer focus. Values don’t just speak into the identity of enterprises, but also the activity and resource allocation.
Values dictate not only where you need to go but also where not to go. They tell us it is fine not to act or be a particular way. They are the things that uniquely differentiate enterprises that endeavor to ‘produce’ similar ‘products’.
On another note, some institutions may declare to have the same values but are noticeably different from their counterparts.
This is also because they’re also expressed differently.bot only are values differentiators, their expression further differentiates.
Thus what needs to be focused on is:
What are your values as an organization?
These can and must never be assumed. When values are assumed by people in an organization, everyone will pull in their own direction as per understanding
The unique expression of your values.
Though values may be declared as the same as other organizations’ expression of those values is the other differentiator.
Thus, know and embrace your values unto unique expression…
There might have not been complete logic and or flow in this post but I hope my loud musings somehow made sense.
Published via Pressgram
The soul of many organisations is often compromised when its leaders want to be right all the time. Wanting to be right at all times must never come at the expense of the vision of an enterprise.
Wanting to be right all the time means no one else’s opinion, insight or wisdom counts for much. It centralizes the point of failure and success. This is not wise especially when there’s a pool of wisdom and expertise to draw from.
Continue reading “Not Who’s Right, But What’s Right”
Extracting value can go two ways… That is, you’re able to access and apply worth from something.
On the other hand is an extreme. It is where you take value out by violating what is core.
Sometimes this happens in attempts to redefine expression of vision and values.
The most dangerous “shifts” are the small; seemingly insignificant. The ones that happen at the core level.
Before you know it, you’ve shifted from what you’re about as irrelevant and pointless as decaf coffee. Be careful what you mess with ;-)
Published via Pressgram