Lately we have been convulsed by the breakdown of the system and in many cases of some of the pillars that support our society. This entails mourning, for the loss, the pain of what was left behind and mobilizes intrinsic changes in the way of seeing things. They are changes that convulse, disorient, shake, but that later lead to a new reality... and as in any crisis and law of chaos, then comes order. It is a sense of urgency and we are faced with an imminent reality that catches us by surprise, due to not having taken precautions in advance and with high sights.
Time is valuable and what happens in our societies can be easily replicated in companies.
Is it really necessary to act in a “reactive” way and wait for the threats to be so imminent that they paralyze us, making hasty decisions and then regretting what was not done with anticipation and measure? Where is the analytical thinking that perceives, observes, listens and questions repetitively, allowing in this way to perceive in advance the required changes or the external tendencies that threaten our organizations?
We must be able to see beyond...leaving behind biased and limiting, short-term and immediate benefit views, in order to perceive that what is true, what endures, is built by having a broader vision of things, with a greater purpose. But this requires certain skills, such as the ability to permanently analyze and listen…empathically
We are facing a great opportunity to reformulate and rethink how to re-build our organizations with a new look, changing paradigms. We can reformulate the vision of companies and the values that support it, in order to co-exist with the environment, but this requires a new leadership style that leads it and knows how to guide companies in this direction.
We require in our leading organizations that they are willing to rethink what is established, that they manage to overcome fears, and are willing to leave behind the conventionalisms of the structures that have led organizations to not be permeable enough to incorporate the necessary changes; new work cultures where what prevails is the ability to be permanently questioning the status quo" and integrating, in the deepest sense of the word, the power to “hear” and see the signals: internal to the organization, external and individual.
Such leaders will require the ability to lead at a higher level of consciousness and collective consciousness. This is where the question arises as to whether we really have these leaders in our organizations or whether we have the necessary structures to foster their development.
This should open a space to evaluate the current contracting methods, in which said skills should prevail. critical thinking more than technical knowledge, experience more than studies, encourage meritocracy… celebrating it actively and openly, emphasizing the education of those who make up the organizations and generating the necessary spaces for creation so that they can germinate.
The road is always hard to get to the top and we know that the great ones, those who go far, it is not because they have 'inherited' it in one way or another. Those who truly succeed are those in which courage, tenacity, perseverance, discipline and passion prevail to challenge and create.
Let us value and promote those skills that will allow us to build the organizations and societies of tomorrow, let us open the space for re-creation, incorporating what has already been learned (validated learning) And let's not let fear stop us.
