From 600+ conversations with the world’s leading thinkers.
I personally want to throw up every time I hear some completely senseless and baseless statement like 'we need more of Europe, not less'. It means nothing, and those slogans simply drive people crazy – It goes to show the intellectual vacuousness of the people who say them.
When you put a prize out there, you legitimise the pursuit of something which is often pretty audacious. Legitimacy also brings about renewed focus and vigour on the problem at hand- it's a little like the context of a 4 minute mile… nobody thought it was possible until it was achieved.
If someone is commanding in their presence, it directly correlates to how a group judges their skill level! Someone who is commanding in presence is often followed over someone who is far more effective but who is quiet, hesitant, or timid.
The only way for you to discover something new is to acknowledge the ocean of ignorance in which you are just an island. Experts have a problem with that – they want to get prizes, and get recognised by their colleagues and peers as being very smart. So, when something new comes along... an anomaly... it often gets dismissed for the sake of reputation management.
The most successful organisations I've met over the years have a very-strong senses of culture (even from start-up stage). This isn't the soft process of drafting a mission statement for your website, but genuinely understanding the type of personality you want your company to have.
You need clarity of vision and purpose. You need to know the reason you're there at that surgical table with a knife in your hand. You have to be clear that you are using these sophisticated tools (tools which can cause a lot of harm) to fundamentally and primarily help that entity, that child in front of you. That mindset provides the energy and focus needed to carry out the task.
To understand this better, let's travel back in time, focusing on the evolution of corporate America as an example. The initial major corporations were family businesses, constructed with the intent of longevity and continuity. They were built to be bequeathed, akin to the great establishments in India such as Tata, and even in Japan. The emphasis wasn't merely on scaling to sell, but on nurturing the business to be transferred across generations.
I know when this is coming because people at the club stop talking about the future. That is a big sign. When I see that the Arc is on the decline I start looking for a new Club!
Just because a decision doesn't work out doesn't mean it was the wrong decision. If it was based on the best available information at the time, it was still a sound choice.
I believe that culture isn't a continuous act. We talk about strategizing. We don't just talk about our strategy. I believe that we also need to review our culture, maybe not as much as our strategy, but at key points of a company changing. It is essential to also look at how we are working together.
Serendipity is about active luck, it's about the luck we create for ourselves and how we imbue meaning into the unexpected. Our reaction to unexpected moments can determine what happens in the future; that's a big component of what we perceive as 'luck.'
Too often I feel there is also a search for 'the next' Steve Jobs or Joanna Shields. These are extraordinary people and yet I believe we should not treat entrepreneurialism as requiring a narrow checklist of certain characteristics. The key both in the US and the UK is to have hand-raisers – people who want to take a chance, and get involved.