The ultimate test of leadership is not in moments of comfort but where the organization stands at times of challenges and extreme duress. The boundaries which divide winning and losing are at best narrow and vague. At those times of stress, no one will have clear visibility on how to navigate out of the troubled waters but a leader must rely on intuition and his articulation of clarity of vision and purpose.
2008 to the first half of 2009 presented a difficult window to many businesses and the whirlwind of uncertainties and dried sales pipelines raised issues of sustainability of our business. The slow down in business coupled with a bleak macro-economic environment was no consolation until we finally secured the tender for our Singapore casino’s recruitment. A lesson I learned from a SVP from the casino is that every game is a game of equal chance. Every bet is as uncertain as the last. Our business and organization sustainability is as good as the next 6-12 months of business pipeline and for so long as we continue to flip every card, we shall have every chance to win or lose for so long as we bet with a long view. As leader, we are focused on winning in the short term by building and strengthening the organization for the long term. No leader can focus only on short sighted actions and short term fixes.
To inspire, a leader must be a dealer and wheeler of hopes and craftsman of dreams. Naturally, the actions of the leader must inspire others to dream more, to learn more, to do more and to achieve more than they set out for themselves. In the absence of clearly defined goals, we may become strangely fixated to performing daily acts of mediocrity and trivia.
The future inevitably belong to those who believe in the beauty of their dreams and a leader should craft that dream and let the team stand tall on his shoulder so that they can see the further shores.
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