Mitchell Levy has a great project ongoing.
He is seeking to understand what is the nature of credibility of people who are thought leaders.
I was honored to be interviewed by him
Here is the Thought Leader: Credibility website. Check out the other interviews at https://www.thoughtleaderlife.com/
Now, enjoy our conversation. Thanks very much, Mitchell.
Terrence Mallick’s A Hidden Life is a story of a man who is unlike any man that I know. He is a man who is unwilling to sit in judgment of others knowing that it will cost him his life. Which it does.
We are all in transition.
However, to understand how we are, we need metaphors of transition.
Here are three that I shared with students at the Woodbury School of Business at Utah Valley University, Orem, Utah.
Failure is a way of life for many people. They try hard to succeed. But for some reason they never do.
Is their problem one of execution, of planning, of expectation, of personality or timing? Or is it a combination of all of them?
I’ve thought a lot about this over the years. In addition to the above, other factors play into what constitutes success.
There is the question of focus, of application of talent to real needs, of competence in performance, of commitment for preparation and for follow-through. Then there is the question of self-confidence.
See, all those conditions factor into success and failure. Yet, all those could be at the top-of-their-game, and still, success eludes us. The question is whether our conception of success is sufficient for the world we live in. I am increasingly convinced that we must look more deeply into these factors in order to define impact as the measure of success.
Every organization has a culture. It may be a culture of competitiveness or fear. Cultures that pit people against one another are not well-positioned to address the challenges of living in the midst of transition. Most of these organizations are starved for leadership. For leadership is not simply what the senior executives may do. Rather, leadership is how people function within the context of their work. This means that the culture of the company is not a corporate initiative passed down to employees. It is rather how the company functions as a network of relationships.
Since the publication of my book, I have come to speak of these relationships as “a persistent, residual culture of values.” The values persist because they reside in the relationships of the people of the organization. As I commented to a woman who works in a company that is struggling in the midst of its own transition, “A company is not defined by its tragedies, but by the persistent, residual culture of the network of relationships that exists within the company.” To have this kind of culture requires creating a culture for leadership.
This is the fourth of four posts of excerpts from my book, Circle of Impact: Taking Personal Initiative To Ignite Change. These posts are about the transition that I see taking place within organizations in particular, and global society in general. If you or your business is in transition, you may find that many of the ideas and tactics that you used to manage change are no longer effective. You need not only a different perspective but new tools for living in the midst of a global transition of unprecedented proportions.