My colleagues and I focus on helping a system develop greater self-knowledge in three critical areas. Continue reading
I am reminded of a story.
An old man, very rich, was puzzled because he had three sons; the problem was that all three sons were born simultaneously, their age was the same. Otherwise,in the East, the eldest son, inherits. The problem for the old man was who was going to inherit,because all these three were of the same age.
He asked a wise man, ”What should I do?
How should I decide who should inherit?” The old wiseman gave him a certain method. The old man went home, he gave one thousand silver pieces toeach son and told them, ”Go to the market, purchase seeds of flowers.”
“You can see what is happening. There is violence even though religions have said not to kill, not to go to war, not to hurt another, to be kind, generous, tender, to open your heart to others.
Books have said it, so the books have no value at all. What is relevant is what you are. The fact is that the world is you, not as a theory but in actuality; the world, the community, the society, the culture in which you have been brought up have been built through time by man. You are the result of that, and to bring about a change in the outward structure of the established corrupt order, one must change oneself inwardly completely. This is a logical, sane, observable fact.”
– Inward Revolution: Bringing About Radical Change in the World – J. Krishnamurti Continue reading
Creating meaningful change, is how I think about leadership, be it personal or professional. It is a simple definition taught to me by a long-ago mentor, one that I find eminently accessible and relevant and immortal and most closely aligned to shibumi. (Shibumi is a Japanese word that means ‘effortless perfection’)
The first step is Karmayoga, the selfless sacrifice of works, and here the Gita’s insistence is on action. The second is Jnanayoga, the self-realisation and knowledge of the true nature of the self and the world; and here the insistence is on knowledge; but the sacrifice of works continues and the path of Works becomes one with but does not disappear into the path of Knowledge.
Organizations have been built on the notion that people must be held accountable and that someone else is in charge of doing that. This kind of thinking, more than anything else, creates and maintains parent–child conversations in the workplace that foster cultures relying on compliance rather than commitment. The idea that we are all responsible for our own commitment is radical.
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing. Continue reading
To revolt within society in order to make it a little better, to bring about certain reforms, is like the revolt of prisoners to improve their life within the prison walls; and such revolt is no revolt at all, it is just mutiny. Do you see the difference? Revolt within society is like the mutiny of prisoners who want better food, better treatment within the prison; but revolt born of understanding is an individual breaking away from society, and that is creative revolution. Continue reading