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The Universal Inner Structure of Leaders

At the outset you can pin these down to some definitive qualities such as courage to decide, will power to persist, initiative to be a self starter, knowledge of self, ability to deal with people, and knowledge of the job to reach selflessness based on an ideal or vision.

All these are well taken and must exist in varying proportions in a leader. This discourse is set to comprehend the universal inner structure of a leader as out lined in Bhagwad Geeta.

The key is the characteristic inner structure of a leader that should harmonise his thoughts, words and deeds. A leader who can achieve this ubiquitous synergy in this universal inner structure rises above the mill of the run leaders. He can operate from a level of self confidence borne out of his character to achieve the impossible. He can dispassionately and objectively observe the world around him in a holistic manner and initiate his thoughts to spur significant changes in the organisation.

Such leaders are above petty politicking at the work place and can operate under conditions of ambiguity and uncertainty to evolve cogent answers to complex work problems. Once this universal structure is in place, rest becomes a natural function of this trait. Such leaders develop the courage to walk the edge, have strong will power, can deal effectively with people and develop ideal visions for their organisations and the people.

Somehow in our quest for money, name or fame we disturb the fine balance required to develop this inner quality. That is when the doom begins and despite good short term results we sacrifice the long term sustainable leadership position


Hungry for Change

Ayn Rand's sign.

Challenging the Change

Progressive organisations are disruptive and eager to lead change. The hunger is evident by each member attempting to operate along future paradigms in a dynamic environment. Instead of chasing  change, they are always one step ahead of the change.

This requires a hunger generated by disruptive,collaborative and inspirational leadership which is always charting routes along the edge. They take risks and accept mistakes. To these organisations beating the status quo is a daily activity by generating multiple options to lead their organisations where none have dared before. These organisation might appear chaotic and somewhat dysfunctional from a distance but up close each member is a power house capable of transforming change itself.

The capitalistic theories of Ayn Rand have undergone a metamorphosis since Atlas Shrugged, driven by transformational and interdependent theories of today’s networked environments. While intellectual property remains an issue to contend with, the environment for growth is driven by businesses beyond borders. Each entrepreneur, who is hungry for change, can innovate  in a seamless environment of growth. Protecting intellect has been replaced by sharing intellect to multiply the resultant vector. The Web 2 environment has created seamless opportunities and provided growth avenues along the vast expanse of the blue oceans.

There is space in the blue oceans for those who are willing to walk on the edge and take risks. For others, it is business as usual.

This is a presentation we did some time back…things have changed since but not the hunger for change