Although often we do damage to ourselves through simplistic thinking, there are other times when people may seek to damage us for daring to think well.
If we think a great deal and others don't particularly like it, that is their problem, not ours. If you use your brain it's bound to create a problem for others if they are seeking to use, abuse, or control you or keep you dependent or fearful. Their hidden motive may be to discourage you from realizing the sense of personal power that is directly related to the ability to exercise good, independent thinking.
Much is invested in having us believe everything we read in newspapers and everything our government tells us. After all, if we're not thinking for ourselves, we are easy targets for control and manipulation. To keep us dependent, we are taught that it is not necessary to think that much. How many parents or teachers have told children you think too much. What a terrible thing to say to anybody. The reason we were given a brain is to think. But we live in a culture that places little value on the intellect, the ability to think well, because it is viewed different - and possibly even dangerous. For anyone who is in control, it may feel like a threat when someone else thinks independently.
The most common response to written is not that said presents anything particularly new. It is that written about were the kind of things that a lot of people have been thinking all along, but were afraid to talk about. They have found the knowledge that they are not alone - not crazy - to be of great solace in a culture that discourages thinking, ,and often candor. Indeed it takes courage to be different, to dare to be oneself. If we choose to think for ourselves, we must be braced for backlash. We risk being seen as eccentrics or malcontents. We may be presumed to be on the fringes of mainstream society, regarded as different and abnormal in the worst sense of the word. But if we dare to seek growth, we have to dare to think.
It can take a lifetime for many people to come to terms with the freedom they truly have to think for themselves. But this path to freedom is obstructed by societal myths, one of which would have us believe that once we have completed adolescence, we can't change much. In reality, we are able to change and grow throughout our lifetimes - even in the sublets ways. But it is a choice. Often it is when we meet the crises of midlife that our thinking takes off in new and independent directions. And for some, independent thinking evolves only when they are about to die. Sadly, of course, for many it never happens.
Educational edit Book Share: The Road Less Traveled and Beyond - Spiritual Growth in an Age of Anxiety - author M. Scott Peck, M.D.
To assume we know everything, and particularly something we don't really know, is, as the old saying goes, is to make an ass out of you and me.
The simplism of assumption is a way of life for some.
There are people who assume their way of thinking-
whether it's about a women's right to abortion or about prayer in schools-has to be "always right," despite any evidence to the contrary. When it involves a precarious need to preserve their own false sense of integrity and dignity, their self-image becomes cloaked in assumptions of righteousness. They can't - won't - consider alternatives. Perhaps it would feel almost like death to do so, to let go of their simplism.
Some of the most common- and often destructive - assumptions are based on stereotypes about ourselves and other people.
Stereotyping typically involves labeling and categorizing people and things in a simplistic manner, then making people and things in a simpleminded manner,
then making judgements on the basis of the assumption we attach to these categories. Such assumptions often prove to be misleading. The hero of novel 'In Heaven and Earth' starts off assuming that their will be no mystery in heaven; everything will be bland, straightforward, and clear cut. To his surprise, he finds that heaven-like earth- consists of a complex maze of surprises, twists, and turns rather than some simplistic utopia.
Many make judgements about others on the basis of labels - for example, associating liberals with bleeding hearts and conservatives with the righteously rigid.
Racial and ethnic labels are rife with often misleading assumptions about the characters of individuals who are identified with these groups.
A Jewish person's political disposition may be incorrectly perceived by some on the basis of dividing Judaism into Orthodox, Conservative, and reform camps. Used-car salesmen are judged by some to be sleazy or unscrupulous, thus undermining the reputation of the many hardworking salesmen whose character is above reproach. And their is a common assumption that anyone who openly calls himself a Christian must be a fudamentalist, or that anyone who calls himself agnostic must not be spiritually minded.
While some stereotypes may have a grain of truth to them, frequently they are too simplistic to capture the subtle differences, as well as the similarities, in making comparisons and judgements. When extreme, they may form the basis of assumptions that are used to bring about or justify potentially destructive actions.
One of the main dynamics of murder mystery, 'A Bed by the Window', is the stereotypical thinking of a young detective.
On the basis of his many assumptions,
Lieutenant Petri makes a host of errors in thinking and judgement that lead him to come perilously close to arresting the wrong person. His first assumption leads his to narrow his investigation to one female nurse simply because she had been sexually involved with the murder victim. His second assumption is believing that this women couldn't possibly of loved the victim because has was so physically deformed, even though she in fact cared deeply for him. And because more people at the nursing home had died during the shift that this nurse worked, Lieutenant Petri assumes she is a mass murderer who kills patients in the name of mercy.
One of the most cynical assumptions espoused by Lieutenant Petri also turns out to be the most blinding. He believes that people in nursing homes who are senile can never think. As a result, he dismisses subtle leads, overlooks significant clues, and neglects important aspects of his experiences in connecting with others during his investigation.
In his generic stereotype about people in nursing homes, the character is modeled after books author. Initially in his own professional career when he worked with patients in a nursing home, he wore blinders. His assumption was that nursing homes were mere dumping grounds for the living dead. Over time, what he found instead was an environment with varied depths, filled with interesting people, humor, Love, and all other aspects of human behavior. As he did through first hand experience, Lieutenant Petri eventually learns to look beyond the surface. He gradually has his eyes opened to the realization that simplistic thinking often leads us down blind alleys.
We indeed go down blind alleys when we rely strictly on assumptions, labels, and stereotypes and think about people in a simplistic way. To assume, because author writes about spirituality, that he does not have human failings would be a simplistic conclusion.
To say that someone who identifies himself as a Christian must therefor automatically be holier than all others would be an another simplistic assumption. With religion in particular, there's a tendency for many to use labels and assumptions to validate their spirituality. Some think that the denomination to which they belong must be the one and only route to realizing God. That is mistaken. God doesn't care as much about labels as She does about substance.
Labeling of people and things always has hidden liabilities.
For one, it diminishes and depletes their depth. In authors opinion, the assumption that someone who is physically beautiful is also kinder and smarter than someone who is physically deformed is only that: an assumption, not a truth.
Yet study after study done on this subject shows that most people favor those who are viewed attractive and most often attribute such benevolent qualities to them.
Many assumptions we draw from labeling keep life at the level of superficiality. We neglect to question our conclusions. It would, however, be just as simplistic to say that there's never any good reason for labeling. Scientists must recognize things to test theories and to replicate results.
Teachers must recognize that not every seventh-grader is capable of becoming a great writer. Parents must distinguish between the personal tastes and temperaments of their children if they're going to be perceptive enough to respond to the specific needs of each child. So labeling has it's purposes-limited purposes. When it's productive, it serves to help us make quick, sometimes lifesaving decisions. If you're on a street at night and being approached by a menacing stranger with a gun, it would be foolish to say, "Hm, let me analyze this before I flee."
In conclusion, we need to use labels to size up some things. There are times when we must make temporary decisions until we have more information or experience about a situation or person.
But for the most part, we tend to label for the wrong reasons.
When we use labeling to make assumptions and unjustly discriminate against others-or to make up excuses for ourselves-we infer broader qualities about a person or situation without the information necessary to support our conclusions. Sometimes, the consequences can be destructive not only to others but to ourselves.
Educational Book Share, No ownership or infringement implied: The Road Less Traveled and Beyond, Spiritual Growth in an Age of Anxiety.
King's plan: Noisy, Argumentative, and Unproductive. King's objective: No one is listening to anyone else. King's (Kingdom) goal: Global Community Death through Chaos beholden only to the self appointed king.
Emptiness: There are only three ways out of chaos. All the Ways Trump Has 'Destroyed the Norms' of American Life. One is to to revert to an even more profound community. Another is to recognize away chaos by creating committees and subcommittees; but such organization is never in and of itself "community."The Third way, often told to groups, throughout history is "into and through emptiness." Madman Across the Water With Lyrics!
If a sufficient number of members of the group hear us, what then begins to happen is a very painful, gradual process of the members emptying themselves of the barriers to communication. Darkest Hour | Clip | Reason With a Tiger The most common barriers include expectations, preconditions, prejudices, rigidly of ideology or theology, and the need to heal, convert, fix, or solve. Pirate Pete's Talk Like A Pirate Narration & Characterizations As the group enters this stage of emptiness - the most critical stage of it's learning - it looks very much like an organism that has totally lost it's way. Kaskade feat. Skylar Grey - Room For Happiness Indeed, the feeling is like dying. This is the time of Kenosis. But if the group can hang in there together - as, amazingly, occurs almost all of the time with 'Proper Leadership' - this work of kenosis or dying will "Succeed", and from it Renewal will Emerge.
Community 9 Terrible Leadership Lessons From Trump. When a group's death has been completed and it is open and empty, it enters community. Swingrowers - Healing Dance It is a kind of peace, often preceded and followed by an abundance of individual expressions of personal experiences and emotions, tears of sadness and joy. Tocadisco feat Lenart A Salomon - Get away. This is when an extraordinary amount of healing and converting begins to occur - now that no one is deliberately trying to convert or heal. From this point Community is Born. Tracy Chapman - Give Me One Reason Not every group that becomes a community follows this paradigm exactly. Communities that temporarily form in response to crisis, for example, may skip over one or more stages for the time being. And although spoken glowingly of community when barriers to communication are finally transcended, this does not by any way mean that it is all now easy. Keb' Mo' - More Than One Way Home Once community is achieved, depending on the group's goals and tasks, maintaining it will become an ongoing challenge. But the experience of having 'Grown' from the emptiness leaves a lasting imprint. And the most common emotional response to the Spirit of True Community is Joy and Love.
One of the most important 2020 truths is this: Leadership is leadership,
no matter where you go or what you do. Times change. Technology marches forward. Cultures
vary from place to place. But the true principles of leadership are constant—whether you’re
looking at the citizens of ancient Greece, the Hebrews in the Old Testament, the armies of the
last two hundred years, the rulers of modern Europe, the pastors in local churches, or the
business people of today’s global economy. Leadership principles stand the test of time. They are
irrefutable.
keep in mind four ideas:
1. The laws can be learned. Some are easier to understand and apply than others, but every
one of them can be acquired.
2. The laws can stand alone. Each law complements all the others, but you don’t need one
in order to learn another.
3. The laws carry consequences with them. Apply the laws, and people will follow you.
Violate or ignore them, and you will not be able to lead others.
4. These laws are the foundation of leadership. Once you learn the principles, you have to
practice them and apply them to your life.
TO CHANGE THE DIRECTION OF THE
ORGANIZATION, CHANGE THE LEADER.
LEADERSHIP ABILITY IS ALWAYS THE LID ON PERSONAL AND ORGANIZATIONAL
EFFECTIVENESS. IF THE LEADERSHIP IS STRONG, THE LID IS HIGH. BUT IF IT’S
NOT, THEN THE ORGANIZATION IS LIMITED. THAT’S WHY IN TIMES OF TROUBLE,
ORGANIZATIONS NATURALLY LOOK FOR NEW LEADERSHIP. WHEN THE
COUNTRY IS EXPERIENCING HARD TIMES, IT ELECTS A NEW PRESIDENT. WHEN A
COMPANY IS LOSING MONEY, IT HIRES A NEW CEO.
WHEN A CHURCH IS
FLOUNDERING, IT SEARCHES FOR A NEW SENIOR PASTOR. WHEN A SPORTS
TEAM KEEPS LOSING, IT LOOKS FOR A NEW HEAD COACH.
The relationship between leadership and effectiveness is evident in sports. For example, if
you look at professional sports organizations, the talent on the team is rarely the issue. Just about
every team has highly talented players. The leadership provided by the coach—and several key
players—makes the difference. To change the effectiveness of the team, lift up the leadership of
the coach. That’s the Law of the Lid.
A sports team with a long history of leadership and effectiveness is Notre Dame. The
school’s football teams have won more national championships than any other team in the
country. Over the years, the Fighting Irish have won more than three-fourths of all their games
(an incredible .759 winning percentage). In fact, two of their former head coaches, Knute Rockne
and Frank Leahy, have the highest winning percentages in NCAA history.
Back in the early 1980s, Notre Dame hired Gerry Faust as its head football coach. He was
following two great coaches: Ara Parseghian and Dan Devine, both of whom had won national
championships during their tenure and both of whom were eventually inducted into the National
Football Foundation Hall of Fame. Prior to coming to Notre Dame, Faust had compiled an
incredible record of 174-17-2 during his eighteen years as the head coach at Moeller High
School. His teams experienced seven undefeated seasons and won six Ohio state titles. Four
teams he coached were considered the best in the nation.
But when he arrived at Notre Dame, it didn’t take long for people to discover that he was in
over his head. As a coach and strategist, he was effective, but he didn’t have the leadership
ability necessary to make it at the college level. During his five seasons at the university, he
compiled a 30-26-1 record and winning percentage of .535, third worst in Notre Dame’s one
hundred-plus-year history of college football. Faust coached only one other college team after
that, the University of Akron, where he finished with an overall losing record of 43-53-3. He was
another casualty of the Law of the Lid.
Wherever you look, you can find smart, talented, successful people who are able to go only
so far because of the limitations of their leadership. The good news is that getting rid of the leader isn’t the only way you can raise it. To reach the highest level of
effectiveness, you have to raise the lid—If he’d been a good leader, the organization wouldn’t be in the mess it’s
in.
THE LAW OF PROCESS
LEADERSHIP DEVELOPS DAILY, NOT IN A
DAY.
The secret to success is to have spent most of ones life building their worth.
Whether stock’s values went up or down, they never sell off in thought, I’m finished
building; now it’s time to cash out.They stand firm in the long haul, for the really long haul.
He should start leading with the decency and resolve that we deserve. I’m not holding my breath.
LEADERSHIP IS LIKE INVESTING—IT
COMPOUNDS.
Although it’s true that some people are born with greater natural gifts than others, the ability
to lead is really a collection of skills, nearly all of which can be learned and improved. But that
process doesn’t happen overnight. Leadership is complicated.
It has many facets: respect,
experience, emotional strength, people skills, discipline, vision, momentum, timing—the list
goes on. As you can see, many factors that come into play in leadership are intangible. That’s
why leaders require so much seasoning to be effective.
The many aspects of leadership with clarity: LEADERS ARE LEARNERS: IN A STUDY OF NINETY TOP LEADERS FROM A VARIETY OF FIELDS, LEADERSHIP
EXPERTS WARREN BENNIS AND BURT NANUS MADE A DISCOVERY ABOUT THE
RELATIONSHIP BETWEEN GROWTH AND LEADERSHIP: “IT IS THE CAPACITY TO
DEVELOP AND IMPROVE THEIR SKILLS THAT DISTINGUISHES LEADERS FROM
THEIR FOLLOWERS.” SUCCESSFUL LEADERS ARE LEARNERS. AND THE LEARNING
PROCESS IS ONGOING, A RESULT OF SELF-DISCIPLINE AND PERSEVERANCE. THE
GOAL EACH DAY MUST BE TO GET A LITTLE BETTER, TO BUILD ON THE
PREVIOUS DAY’S PROGRESS.
THE FOUR PHASES OF LEADERSHIP
GROWTH. PHASE 1—I DON’T KNOW WHAT I DON’T KNOW. MOST PEOPLE FAIL TO RECOGNIZE THE VALUE OF LEADERSHIP. THEY BELIEVE
THAT LEADERSHIP IS ONLY FOR A FEW—FOR THE PEOPLE AT THE TOP OF THE
CORPORATE LADDER. IT’S UNFORTUNATE BECAUSE AS LONG AS A PERSON
DOESN’T KNOW WHAT HE DOESN’T KNOW, HE DOESN’T GROW. Consciousness and Competence.
PHASE 2—I KNOW WHAT I DON’T KNOW.
USUALLY AT SOME POINT IN LIFE, WE ARE PLACED IN A LEADERSHIP POSITION
ONLY TO LOOK AROUND AND DISCOVER THAT NO ONE IS FOLLOWING US.
THAT’S WHEN WE REALIZE THAT WE NEED TO LEARN HOW TO LEAD. AND OF
COURSE, THAT’S WHEN IT’S POSSIBLE FOR THE PROCESS TO START. ENGLISH
PRIME MINISTER BENJAMIN DISRAELI WISELY COMMENTED, “TO BE CONSCIOUS
THAT YOU ARE IGNORANT OF THE FACTS IS A GREAT STEP TO KNOWLEDGE.”
PHASE 3—I GROW AND KNOW AND IT STARTS TO SHOW.
WHEN YOU RECOGNIZE YOUR LACK OF SKILL AND BEGIN THE DAILY DISCIPLINE
OF PERSONAL GROWTH IN LEADERSHIP, EXCITING THINGS START TO HAPPEN.
PHASE 4—I SIMPLY GO BECAUSE OF WHAT I KNOW.
WHEN YOU’RE IN PHASE 3, YOU CAN BE PRETTY EFFECTIVE AS A LEADER, BUT
YOU HAVE TO THINK ABOUT EVERY MOVE YOU MAKE. HOWEVER, WHEN YOU
GET TO PHASE 4, YOUR ABILITY TO LEAD BECOMES ALMOST AUTOMATIC. AND
THAT’S WHEN THE PAYOFF IS LARGER THAN LIFE. BUT THE ONLY WAY TO GET
THERE IS TO OBEY THE LAW OF PROCESS AND PAY THE PRICE.
TO LEAD TOMORROW, LEARN TODAY.
LEADERSHIP IS DEVELOPED DAILY, NOT IN A DAY. THAT IS THE REALITY
DICTATED BY THE LAW OF PROCESS. BENJAMIN DISRAELI ASSERTED, “THE
SECRET OF SUCCESS IN LIFE IS FOR A MAN TO BE READY FOR HIS TIME WHEN IT
COMES.” WHAT A PERSON DOES ON A DISCIPLINED, CONSISTENT BASIS GETS
HIM READY, NO MATTER WHAT THE GOAL. Trump must remain in power to stay out of prison: Watch what he does after Senate acquits him.
While most presidents of the United States reach their peak while in office, others
continue to grow and become better leaders afterward, such as former president Jimmy Carter.
Some people questioned his ability to lead while in the White House. But in recent years,
Carter’s level of influence has continually increased. His high integrity and dedication in serving
people through Habitat for Humanity and other organizations have made his influence grow. And
now he has been recognized in Mali where he was knighted for his work eradicating Guinea
worm disease. People now are truly impressed with his life.
FIGHTING YOUR WAY UP.
THERE IS AN OLD SAYING: CHAMPIONS DON’T BECOME CHAMPIONS IN THE
RING—THEY ARE MERELY RECOGNIZED THERE. THAT’S TRUE. IF YOU WANT TO
SEE WHERE SOMEONE DEVELOPS INTO A CHAMPION, LOOK AT HIS DAILY
ROUTINE. FORMER HEAVYWEIGHT CHAMP JOE FRAZIER STATED, “YOU CAN MAP
OUT A FIGHT PLAN OR A LIFE PLAN. BUT WHEN THE ACTION STARTS, YOU’RE
DOWN TO YOUR REFLEXES.
THAT’S WHERE YOUR ROAD WORK SHOWS. IF YOU
CHEATED ON THAT IN THE DARK OF THE MORNING, YOU’RE GETTING FOUND
OUT NOW UNDER THE BRIGHT LIGHTS.” BOXING IS A GOOD ANALOGY FOR
LEADERSHIP DEVELOPMENT BECAUSE IT IS ALL ABOUT DAILY PREPARATION.
EVEN IF A PERSON HAS NATURAL TALENT, HE HAS TO PREPARE AND TRAIN TO
BECOME SUCCESSFUL.
One of this country’s greatest leaders was a fan of boxing: President Theodore Roosevelt. In
fact, one of his most famous quotes uses a boxing analogy: It is not the critic who counts, not the man who points out how the strong man stumbled, or where
the doer of deeds could have done them better. The credit belongs to the man who is actually in
the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and
comes short again and again; who knows the great enthusiasms, the great devotions, and spends
himself in a worthy cause; who, at best, knows in the end the triumph of high achievement; and
who, at the worst, if he fails, at least fails while daring greatly, so that his place shall never be
with those cold and timid souls who know neither victory nor defeat.
Roosevelt, a boxer himself, was the ultimate man of action. Not only was he an effective leader,
but he was the most flamboyant of all U.S. presidents. British historian Hugh Brogan described
him as “the ablest man to sit in the White House since Lincoln; the most vigorous since Jackson;
the most bookish since John Quincy Adams.”
NAVIGATORS SEE THE TRIP AHEAD.
LEADERS WHO NAVIGATE DO EVEN
MORE THAN CONTROL THE DIRECTION IN WHICH THEY AND THEIR PEOPLE
TRAVEL. THEY SEE THE WHOLE TRIP IN THEIR MINDS BEFORE THEY LEAVE THE
DOCK. THEY HAVE A VISION FOR THEIR DESTINATION, THEY UNDERSTAND
WHAT IT WILL TAKE TO GET THERE, THEY KNOW WHO THEY’LL NEED ON THE
TEAM TO BE SUCCESSFUL, AND THEY RECOGNIZE THE OBSTACLES LONG
BEFORE THEY APPEAR ON THE HORIZON. Why Trump can’t change, no matter what the consequences are.
LEROY EIMS, AUTHOR OF BE THE
LEADER YOU WERE MEANT TO BE, WRITES, “A LEADER IS ONE WHO SEES MORE THAN OTHERS SEE, WHO SEES FARTHER THAN OTHERS SEE, AND WHO SEES
BEFORE OTHERS DO.”
FIRST-RATE NAVIGATORS ALWAYS HAVE IN MIND THAT OTHER PEOPLE ARE
DEPENDING ON THEM AND THEIR ABILITY TO CHART A GOOD COURSE. FOR MEANING THAT ILLUSTRATES THIS IDEA. OCCASIONALLY
YOU HEAR ABOUT THE CRASH OF FOUR MILITARY PLANES FLYING TOGETHER IN
A FORMATION. THE REASON FOR THE LOSS OF ALL FOUR IS THIS: WHEN JET
FIGHTERS FLY IN GROUPS OF FOUR, ONE PILOT—THE LEADER—DESIGNATES
WHERE THE TEAM WILL FLY. THE OTHER THREE PLANES FLY ON THE LEADER’S
WING, WATCHING HIM AND FOLLOWING HIM WHEREVER HE GOES. WHATEVER
MOVES HE MAKES, THE REST OF HIS TEAM WILL MAKE ALONG WITH HIM.
THAT’S TRUE WHETHER HE SOARS IN THE CLOUDS OR SMASHES INTO A
MOUNTAINTOP.
Before leaders take their people on a journey, they go through a process in order to give the
trip the best chance of being a success: NAVIGATORS DRAW ON PAST EXPERIENCE: EVERY PAST SUCCESS AND FAILURE CAN BE A SOURCE OF INFORMATION AND
WISDOM—IF YOU ALLOW IT TO BE. SUCCESSES TEACH YOU ABOUT YOURSELF
AND WHAT YOU’RE CAPABLE OF DOING WITH YOUR PARTICULAR GIFTS AND
TALENTS. FAILURES SHOW WHAT KINDS OF WRONG ASSUMPTIONS YOU’VE
MADE AND WHERE YOUR METHODS ARE FLAWED.
IF YOU FAIL TO LEARN FROM
YOUR MISTAKES, YOU’RE GOING TO FAIL AGAIN AND AGAIN. THAT’S WHY
EFFECTIVE NAVIGATORS START WITH EXPERIENCE. BUT THEY CERTAINLY
DON’T END THERE.
NAVIGATORS LISTEN TO WHAT OTHERS HAVE TO SAY: NO MATTER HOW MUCH YOU LEARN FROM THE PAST, IT WILL NEVER TELL YOU
ALL YOU NEED TO KNOW FOR THE PRESENT. THAT’S WHY TOP-NOTCH
NAVIGATORS GATHER INFORMATION FROM MANY SOURCES. THEY GET IDEAS
FROM MEMBERS OF THEIR LEADERSHIP TEAM. THEY TALK TO THE PEOPLE IN
THEIR ORGANIZATION TO FIND OUT WHAT’S HAPPENING ON THE GRASSROOTS
LEVEL. AND THEY SPEND TIME WITH LEADERS FROM OUTSIDE THE
ORGANIZATION WHO CAN MENTOR THEM.
NAVIGATORS EXAMINE THE CONDITIONS BEFORE MAKING
COMMITMENTS: I LIKE ACTION, AND MY PERSONALITY PROMPTS ME TO BE SPONTANEOUS. ON
TOP OF THAT, I HAVE RELIABLE INTUITION WHEN IT COMES TO LEADERSHIP.
BUT I’M ALSO CONSCIOUS OF MY RESPONSIBILITIES AS A LEADER. SO BEFORE I
MAKE COMMITMENTS THAT ARE GOING TO IMPACT MY PEOPLE, I TAKE STOCK
AND THOROUGHLY THINK THINGS THROUGH. GOOD NAVIGATORS COUNT THE
COST BEFORE MAKING COMMITMENTS FOR THEMSELVES AND OTHERS.
NAVIGATORS MAKE SURE THEIR CONCLUSIONS REPRESENT BOTH
FAITH AND FACT: BEING ABLE TO NAVIGATE FOR OTHERS REQUIRES A LEADER TO POSSESS A
POSITIVE ATTITUDE. YOU’VE GOT TO HAVE FAITH THAT YOU CAN TAKE YOUR
PEOPLE ALL THE WAY. IF YOU CAN’T CONFIDENTLY MAKE THE TRIP IN YOUR
MIND, YOU’RE NOT GOING TO BE ABLE TO TAKE IT IN REAL LIFE. ON THE OTHER
HAND, YOU ALSO HAVE TO BE ABLE TO SEE THE FACTS REALISTICALLY. YOU
CAN’T MINIMIZE OBSTACLES OR RATIONALIZE YOUR CHALLENGES. IF YOU
DON’T GO IN WITH YOUR EYES WIDE OPEN, YOU’RE GOING TO GET BLINDSIDED.
AS BILL EASUM OBSERVES, “REALISTIC LEADERS ARE OBJECTIVE ENOUGH TO
MINIMIZE ILLUSIONS. THEY UNDERSTAND THAT SELF-DECEPTION CAN COST
THEM THEIR VISION.” SOMETIMES IT’S DIFFICULT BALANCING OPTIMISM AND
REALISM, INTUITION AND PLANNING, FAITH AND FACT. BUT THAT’S WHAT IT
TAKES TO BE EFFECTIVE AS A NAVIGATING LEADER.
Educational Share: THE 21 IRREFUTABLE
LAWS OF LEADERSHIP - JOHN C. MAXWELL.
