Blinkers, Vulnerability and Growth - Further, Faster, Together

When we are deeply passionate about achieving a BHAG - be it personal or organisational - we often run the risk of being so focused on our goal that we effectively put on blinkers.  The blinkers close off our peripheral vision and we miss out on seeing those things in the wings/margins that might: a) frustrate, or b) assist, in achieving our BHAG.

The risks are greater in the non-profit world where a genuine nobility of purpose and deep-seated desire to make a difference bring an added intensity to our work that can further limit our big picuture perspective. 

This is particularly so when an organisation is on a fast growth path and the exciting new opportunities can paper over the cracks that become more apparent when the growth slows.

Going fast can be a lot of fun and highly addictive - the question is is it sustainable?  Go alone and you go fast, go together and you go far.  So if you go fast best to go fast together but then even more important that we pay attention to our peripheral vision along the way, or if we find that too hard that we at least keep our ears open to the wiser voices around us.   

We need to be able to stop and take stock from time to time - rare for yachts to get to their destination by going in a straight line - need to chop and change tack according to the weather and best not to be going too fast when you choose to change direction.    

For leaders, sometimes it is right to be right out in front, going fast, galloping along.  At other times, we need to canter, trot or walk alongside others or simply stop.  Sometimes we need to be behind bringing the stragglers back into the mob so that we all move further faster together.  Great leadership requires us a) to know when we should be out in front, alongside or behind and b) to have the discipline to change our pace to what is most appropriate for the group at any point in time. 

In the early 90s I sought to bring together a group of young leaders who would create a new vision for Australia with myself taking up a political career to "save Australia'.  At one level, the intent was noble but at another level it was grandiose, a vanity, a procrastination  I had given myself a "great and noble project" because it was much easier than addressing some more personal issues closer to home.

As a would be leader I was trying to close off the very area that would be the greatest source of my growth - my vulnerability.  No one likes being vulnerable but I have come to realise that it is in being vulnerable that real growth lies.  People deeply respect leaders who are vulnerable and honest without being self-indulgent. 

A prayer to be of service to the world is a prayer of vulnerability which paradoxically leads to feeling less vulnerable and being of greater service. 

Comments

[amy]

very interesting perspective. it sounds as if your travels and various Inspire adventures have given you plenty of food for thought.

[sj]

i found this post to be quite insightful and honest. like you i've been more keen to change the world rather than change the way i think. buddhist meditation has helped change my perspective.

[Jack Heath]

thanks SJ, appreciate your comments. J

[Hails B]

Jack!

You need to keep blogging, please do if you have the time in your ever so busy life!