ART of CRITICAL Critiquing

"You cannot teach a person anything; you can only help him find it within himself." ~

Galileo Gallilei

Thinking outside the box is never easy, nor is it merely a reflection of mental brightness. To leave your psychological comfort zone and explore "solutions in the unknown world on the outside requires large measures of mental agility, boldness, and  creativity – and/or an  inspirational leader who makes life in the old box so uncomfortable that getting out is the only option. 

The future rests in those willing to inspire themselves and in the process inspires others…. A Leader within.

The feedback process runs into many lines of thought which if mastered one can become a constructed thinker and deliverer too.

The bylines run into many adjectives which you would find in this note.

IN-PERSON

Even though we have the access of all types of technologies in today’s world, still In-Person form of communication will always be regarded as the best form of communication for a receiver/ communicator since she/he can understand verbal and nob-verbal cues.

Research findings tell us verbal communication is just 35% but nonverbal communication is 65% [Facial expressions, Tone of voice, Movement, Appearance, Eye contact, Gestures, Posture.]  

INFORMATION

Giver of the Feedback should be based on facts, Information presented as valuable evidence to the Receiver.

TIMELY

Effectiveness of any Feedback depends on its timely delivery, only then the Receiver can correlate incidence with feedback.

CLARIFY

One should never forget the INTENT of any action called feedback. Therefore it is the duty of the Giver of the Feedback to clarify as to how the Feedback can be beneficial to the Receiver.

KEEP YOUR WORD.

Always yes always keep your word, is an underlined area for any feedback. Be alert based on facts and Information provided by the Receiver at all times.

RESPONSIVE

It is the duty of the Giver of the Feedback to be responsive, every action has an equal and opposite reaction. Etiquette is that communications should always be Open and never Closed ended.

CONSTRUCTIVE

A constructive Feedback will always allow the Receiver to be positive and will help in his behavioral improvement.

BALANCED

Maintaining the right balance is critical in the Feedback process. Emotional overturn would otherwise always come in the Feedback which may not be intended.

ALERT

The Giver should be alert at all times of the feedback process so that the Receiver can respond appropriately.

LISTEN

The most important trait of any Feedback is to be a patient Listener first

FEELINGS

The respect for each other’s feelings is critical for both the Giver and the Receiver of the feedback process.

EMOTIONAL

The bases of being emotional by both the Giver and the Receiver, is always based on facts.

EMPATHISE

To give critical Feedback one has to be prepared to see one’s self in the shoes of the Receiver.

DEFENSIVE

Actually there is no need for the Giver to be defensive because one is always doing her/his duty; Feedback in these conditions will only be in the interest of the Receiver, which she/he should know.

ANGER

It is but natural sometimes both the Giver of the Feedback or the Receiver to be angry, but to control one’s anger would always benefit in an open dialog for the process to complete.

CALM

Calmness of the mind will always help in the process the Feedback especially from the side of the Receiver in a positive manner.

VISIBILITY - Is not an option ...

        Everyone is a leader in her or his organization. Even if you don't hold a titled leadership position, such as supervisor, manager, human resource director, or CEO, you still have many opportunities every day through your actions and behaviour to model "leadership" qualities. In fact, all employees must be able and willing to assume a leadership role when the need arises, regardless of their job title. That is why many organizations have eliminated titles like foreman, supervisor, and department manager to reinforce the belief that each employee is a contributing member of the team with leadership potential and opportunities depending on the task at hand.

If you don't see yourself as having leadership qualities, then you'll miss many opportunities to demonstrate your added value to your employer, co-workers, and customers. You will also be undermining yourself, because if you're not confident of your leadership potential, then why should anyone else be? Being a leader simply means you are willing to teach and support others, be a positive role model, and be ready to serve as well as lead when necessary and appropriate. Effective leaders can be found at every level in an organization. Even if you work under someone else's leadership, you can still be a leader in your ideas and attitudes about your job.

While it may be true that some people seem to fall into the role of leader more easily than others, it is possible for most of us to develop the abilities that will help us take charge, motivate others, and make good decisions. Below are some of the top qualities leaders possess.

1. Leaders are Trustworthy and Act with Integrity

In today's business environment where teamwork is crucial, there can be no doubt that all employees must be able to be trusted by their managers, co-workers, and customers. For example, good leaders do not criticize their co-workers behind their backs, and they don't take credit that belongs to everyone on the team. Instead, they build trust by openly admitting their mistakes rather than blaming others. They give credit where credit is due, and they help others celebrate their successes. Leaders build trust with customers and co-workers by acting with integrity. They make sure their words and actions are congruent all the time, not just when it's convenient. They can be counted on to do what is fair and right.

2. Leaders are High Achievers who Strive for Excellence

Many employers who talk about their employees' leadership abilities mention words like "perseverance" and "determination." Leaders keep working to be the best they can be. They stay focused on their goals, but they keep things in perspective and realize that there is always room for improvement. They continually strive to learn more about themselves and their jobs. They integrate excellence into every task. Do you see yourself as a hard worker-as a star performer? Even though you may not own the organization, do you own a sense of pride in your work and your ability to contribute? Do you see yourself striving to outperform others and set new standards of excellence for your department and your organization? A good leader must have a strong desire to be the best by providing outstanding customer service and working hard to create an excellent, cohesive, and productive workforce. Even if they don't succeed at the task, leaders keep working at it.

3. Leaders Make Others Feel Important and Valued

Leaders value other people's worth and opinions and take the time to let them know they are important. They take the time to pay someone a compliment and keep criticisms, complaints, and negative comments short and sweet. They also make both their co-workers and customers feel important by asking questions, listening, and tuning in to their needs. They realize that such questions as, "Do you need some help?" and "Do you want me to listen for your phone while you take a break?" demonstrate their ability to tune into others' needs as well as their own. In your leadership role, how generous are you with positive words and actions? Are you committed to helping others feel better about themselves? Do you value people and their ideas? Making others feel important and valuable could help make you invaluable to your organization.

4. Leaders are Willing to Serve Others

To some people, serving others may seem like the role of a subordinate, not a leader. But in fact, a good leader believes in service to others. If that sounds contradictory, think of words such as "cooperate," "help," "work collectively," and "share" because they more accurately reflect the true nature of service to others. Organizations need employees who are willing to help each other, not whine and complain saying, "That's not my job." The future will demand that people learn new skills outside their area of expertise and use them to support other team members, even when it's "not their job." Are you willing to do what is needed even if it doesn't fall under your specific job description? Leaders support their co-workers when it counts, not just when it's convenient.

5. Leaders are Relationship Builders

An effective leader knows how to build good relationships so that individuals care more about the good of the entire team than about themselves and their own personal glory. In the workplace, employers need employees who can "run with the ball" by themselves when necessary, as well as build and maintain good team relationships. Do you work actively to build good team relationships? Hopefully so, because it is an important part of being an effective leader. Equally important are good relationships with clients and customers. In today's world, many companies do business with people they barely know, sometimes people they've never met. But the most successful and rewarding transactions, more often than not, involve parties who have developed a solid business relationship. Good leaders understand the importance of building good relationships with their colleagues and their customers.

6. Leaders Communicate Effectively

Every CEO, manager, human resource director, employer, and employee must be able to state what they need, want, or prefer with confidence and in a manner that is clear, honest, and forthright. But good leaders must go even further. They must be able to interpret the needs, wants, and preferences of their colleagues and customers to create a cooperative and successful work environment. Effective communication is the cement that binds an organization together. It is the foundation upon which successful teamwork and good customer relationships are built. It is no accident that employees who can communicate effectively and assertively soon find themselves in leadership roles.

While leadership may come naturally for some, for others developing strong leadership skills takes thought, practice, and hard work. But it's definitely worth the effort, because these skills will benefit all of your personal and professional relationships. 

Leadership skills are life skills, being a good leader is a 24-hour a day job 

Today's organizations need employees who are ready and willing to lead at a moment's notice. Mine and Your leadership skills and abilities will help determine our present and future employability.

Becoming a millionaire is it different than learning how to drive a car

Leadership - Business

When you set yourself a big new goal in an area you’re unfamiliar with, you’re going to go through an initial phase of complete and utter confusion. There’s nothing wrong with this. In fact, one should be delighted. It means one is doing things right. But it’s not always comfortable.

1. Put up with temporary disorganization.

If you want to know whether you’re in a state of confused goal-building, there’s one way to tell: take a look at your desk. It’ll be an absolute mess. The confusion of this stage is always reflected in the confusion of your work space. Because you’re trying out different ideas and gathering lots of information, you’ll have odds and ends of notes, scraps of paper with ideas on, half-started plans, bullet lists of things to do. Don’t worry. This is totally normal. Just make sure you have a clear out frequently and don’t lose some of the great seedling ideas hidden in there.

2. Learn to live with frustration.

Along with confusion, the early stage of goal-building is also accompanied with frustration. Well, why are you surprised? If you want something and don’t see a quick and easy way to get it, you’re bound to feel frustrated. That’s OK. It’s just your inner child – who always got what it wanted when it wanted it – having a tantrum. The grown-up version has to be a little more restrained. Like Thomas Edison who calmly, patiently and without frustration, carried out over 1000 failed experiments before he discovered the right way to build a light bulb.

3. Grow roots.

I know you may not believe me, but the state of confusion is the most important stage of goal-building. This is the stage that determines whether you’re going to succeed or not. You may not believe that. In fact, you may long for a bit of clear daylight where everything is routine, not chaos, orderly not muddled, and plain sailing instead of hitting your head against endless brick walls. But, listen. Think of yourself as a plant that’s just been sown. How magnificent a specimen you’re going to be isn’t determined by above-ground growth, but by below-ground roots.

4. Keep asking.

“What’s The Lesson Here?”. Many people who go through the early stages of goal-building measure their progress by how much they’re advancing towards their goal. Don’t do that. After all, if you’re putting down roots, you’re probably advancing in all directions except the ones you’ll be finally moving in. Instead, measure your progress by what you’re learning. When you can learn from every day’s confusion and frustration, you’re making huge leaps forward. Not just in your knowledge and skills, but in your personal strength. That’s why writer Trevor Bentley describes the stage of confusion as “the height of wisdom”.

5. Keep your morale high.

If this all sounds too easy, take heart. Having been through many states of confusion and frustration on the route to my goals, I know exactly how it feels. Some days it feels like treading treacle. The rest of the world seems to be getting on with their lives while you’re stuck in no man’s land. All you want to do is give up and settle for something easier. Well, that’s OK… for a brief spell. But don’t give up. If you feel down – and it’s almost certain you will from time to time – give your morale a boost. Slow down. Chill out. Find some successes. And know with absolute certainty that one day soon you’ll come out of the state of confusion and be within reach of your goal.

6. Let the creative process work.

Getting through confusion is inevitable if you stick with it. Why? Because your creative brain will work it out for you. Imagine that your brain is an exact replica of the mess on your desk. Lots of bits of information all not connected. While your desk won’t do anything about it, your brain will. It will try to find connections between all the dead ends. That’s why sooner or later, and often in an unguarded moment when you’re not expecting it, things will suddenly fall into place. That’s when you’ll get a eureka moment, an “ah-ah” insight, and a shaft of clear light that means you’re coming out of confusion. Someone once said that trying to reach a big goal – like making a million pounds (dollars, rupees…) – was no different from learning how to drive a car or play a musical instrument. It’s about learning to do something you couldn’t do before. The goal may be different in each case but the process is the same. 99 out of 100 people who start the process give up when confusion clouds their way. Why not be the 1 who doesn’t?

Moral:

Any information must be checked on three parameters Truthfulness, Goodness, and Usefulness.

Inspire Trust the Leadership Coin

Business / Leadership

“Trustworthy leaders enjoy the benefits of seeing employees stretching more, pushing more limits, and volunteering more. When leaders create a high trust environment that is consistent over time, collaboration increases and organizations leap forward. That’s what a high trust environment can bring to you and your organization.”
Zigarmi

Trust needs some serious repair these days.

The cumulative effects of big corporate trust busters such as Enron, Lehman Brothers Holdings Inc. and WorldCom, and the self-centred greed of some Wall Street firms have brought in cynicism and destroyed the confidence of simple people.

As a result, rebuilding trust has become a top priority for companies that are looking to break out of the negativity that has become pervasive in many organizations.

“What’s in it for me” attitude robs an organization of the best that employees have to offer especially during these times. When employees perceive that the organization or its leaders are less truthful and forthcoming, employees become unwilling to contribute their positive energy or make any commitments to their organization’s well-being beyond the absolute minimum.

“One of the things I learnt when I was negotiating was that until I changed myself I could not change others.” - Nelson Mandela 

The Four Areas of TRUST needed by Leaders of Today…

Leaders looking to turn around things in their organization need to take a hard look in the mirror and examine their own behaviours; are they being trustworthy? Is there transparency and honesty with their people at all levels of the organization?

As Zigarmi explains, “By using the Able, Believable, Connected and Dependable (ABCD) model we can help people create action plans in order to repair damaged relationships where trust has been broken.”

{I}

ABLE is about demonstrating competence.

1.  Do the leaders know how to get the job done?

2.  Are they able to produce results?

3.  Do they have the skills to make things happen—including knowing the organization and equipping people with the resources and information they need to get their job done?

{II}

BELIEVABLE means acting with integrity.

1.       Leaders have to be honest in their dealings with people.

2.       In practical terms, this means creating and following fair processes.

3.       People need to feel that they are being treated equitably.

4.       It doesn't necessarily mean that everyone has to be treated the same way in all circumstances, but it does mean that people are being treated appropriately and justly based on their own unique circumstances.

5.       Believability is also about acting in a consistent, values-driven manner that reassures employees that they can rely on their leaders.

{III}

CONNECTED is about demonstrating care and concern for other people.

1.  It means focusing on people and identifying their needs.

2.  It is supported by good communication skills.

3.  Leaders need to openly share information about the organization and about themselves.

4.  This allows the leader to be seen as more of a real person that a follower can identify with.

5.  When people share a little bit of information about themselves, it creates a sense of connection.

{IV}

DEPENDABLE is about reliably following through on what the leaders say that they are going to do. It means being accountable for their actions and being responsive to the needs of others so if leaders promise something they must follow through.

It also requires being organized and predictable so that people can see that the leaders have things in order and are able to follow through on their promises.

Employees want to give their best:

It is learnt in many cases that when people believe that they are working for trustworthy leaders, they are willing to invest their talents in making a difference in an organization. Those people who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.

“Treating people with respect will gain one wide acceptance and improve the business.” - Tao Zhu Gong 500BC

Also rightly said by Jack Welch in the one ‘P’ and a ‘4Es’ of Leadership

I look for “People” who exude Optimism

“Energy” {enthusiasm & a Zest for Life}

“Energize” {those around them}

“Edge” {ability to make tough calls}

“Execute” {ability to make it happen}

All this can only happen if people have the Trust they require from a Leader.

Granulating the Organization –

Loosing Spectrum of Leadership

Business / Leadership

Keep in Watch ‘The Early signs'

Lack of Leadership Skills:

Fuzzy Vision / High Bureaucracy / Poor Idea and Knowledge Management / Lack of Initiative / Poor Vertical Communication / Poor Cross-functional Collaboration / Poor Teamwork / Discouraging Culture.

Lack of Leadership Skills: - Fear of change, Leaders lack entrepreneurial spirit, Leadership style on the part of management is either too directive or too hands-off, Managers do not lead and don't manage change, they just administrate and micromanage, Weak leadership development programs.

Fuzzy Vision:  - Corporate vision and mission don't inspire people, Lack of strategic alignment, People don't know where the organization is going and what it is trying to achieve in the future.

High Bureaucracy: - Bureaucratic organizational structures with too many layers, High boundaries between management layers, Slow decision making, Too close monitoring of things and subordinates, Too many tools and documents discouraging creative thinking, Bureaucracy is tolerated.

Poor Idea and Knowledge Management: - Cross-pollination of ideas is not facilitated, No creativity, Idea and knowledge management strategies and systems "know-it-all" attitude,"not invented here" syndrome.

Lack of Initiative: - Employees are not empowered, Poor motivation and encouragement, People do not feel their contributions make a difference, Management fails to engage the organization effectively, People work defensively and not creatively, They do their job, and nothing more.

Poor Vertical Communication: - People have no clue of the big picture and do not feel that their contributions are important, Too much uncertainty, People don't know what top-managers are thinking and planning.

Poor Cross-functional Collaboration: - Functional mindset, Lack of cross-functional goals and cross-functional collaboration spirit, Functional, no enterprise-wide business process management, No cross-functional management committees, Lack of or powerless cross-functional teams.

Poor Teamwork: - No organizational commitment to team culture, Lack of shared and worthwhile goals, Weak team leaders, Team members who don't want to play as part of a team are tolerated, Teams are too large, Lack of shared rewards.

Discouraging Culture: - Corporate culture does not inspire people, No shared values, Employees are not energized, Lack of trust, Blame culture, Focus on problems Not opportunities, People don't have fun at work, Diversity is not celebrated, Failures are not tolerated, People lose confidence in their leaders and systems.

Leader IN You Start with Yourself!!

Be an example of what is wanted – you are the only thing in the system that you can absolutely change Learn from everyday events, treat every situation as an opportunity to learn and to gain some new choices and flexibility, Don't rely just on the feedback you receive, solicit feedback actively, Increase flexibility in your thinking and your actions.

Trust versus Credibility - Credibility is intellectual, Trust is visceral

"Learning without thought is labour lost; thought without learning is perilous.

Real knowledge is to know the extent of one's ignorance."

Want your Sales to Sing …

Business / Leadership

Before any company can sell its product efficiently, the entire organization needs to learn how customers will acquire and use your product, thereafter modify the product, marketing, and sales approach accordingly. Realise this that the more you talk to your customers, the more product and market problems you solve, the more productive your sales staff will be. 

It's too late getting involved in sales strategy when you notice a gap between what you think your people should be selling and what they actually are selling this is what shows in research.

For this a company essentially needs to know the sales learning process, which involves all parts of the company from the executives to the engineers to all the departments of the company. On the engineering side, the learning curve in, business involves discovering what product features may be incomplete, and how well it interfaces with consumers.  Market learning includes figuring out how to properly position the product, find its true niche, and prove that it will provide the return on investment promised. For the sales force, the task is to hammer out the general guidelines for identifying, communicating with, and selling to any customer. It's a process some of the more established companies also have had to deal with. "When you finish product development, you actually have to go through a market development cycle." The information gathered through the sales learning curve period incrementally improves a products start up process, positioning, and only then the sales model is complete. By now the time to break even will be a little further out, but the cash to break even will be much less. The concept of the sales learning curve is proving to be a blessing to all new product launches and development strategies therefore understand what your consumer wants, desires and only then ask him to bless your product which by now should be a little above their expectations.

A myriad of studies, articles, and research papers all support the concept that employee engagement is a critical driver of organizational productivity, profitability, and customer loyalty and conclude that an engaged, motivated, and empowered workforce is far more likely to work at optimal levels than one that is dispassionate, de-motivated, and un-empowered.

“Opportunity is missed by most people because it is dressed in overalls and looks like work.” Hence as long as we know how to manage the ‘work’ we would be on our path of glory. -Thomas A. Edison

Leaders Inspire - 21st Century

Business / Leadership

While the particulars of every case vary, Kotter has identified eight critical stages of successful change management. Mismanaging any one of these steps can undermine an otherwise well-conceived vision. These identified eight change paths can be addressed as in order are :

Establish a Sense of Urgency - Examine market and competitive realities, Identify and discuss crises, potential crises, or major opportunities.

Form a Powerful Guiding Coalition - Assemble a group with enough power to lead the change effort, Encourage the group to work as a team.

Create a Vision - Create a vision to help direct the change effort, Develop strategies for achieving that vision. Communicate the Vision - Use every vehicle possible to communicate the new vision and strategies, Teach new behaviors by the example of the guiding coalition.

Empower Others to Act on the Vision - Get rid of obstacles to change, Change systems or structures that seriously undermine the vision, Encourage risk-taking and non traditional ideas, activities, and actions.

Plan for and Create Short-Term Wins - Plan for visible performance improvements, Create those improvements, Recognize and reward employees involved in the improvements.

Consolidate Improvements and Produce Still More Change - Use increased credibility to change systems, structures, and policies that don't fit the vision, Hire, promote, and develop employees who can implement the vision, Reinvigorate the process with new projects, themes, and change agents.

Institutionalize New Approaches - Articulate the connections between the new behaviours and organizational success, Develop the means to ensure leadership development and succession.

In all Constructive Transformation is the key word.

"Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there."

– John Kotter

The following is inscribed on the tomb of an Anglican Bishop in Westminster Abby (1100 A.D.) …

When I was young and free and my imagination had no limits, I dreamed of changing the world. As I grew older and wiser, I discovered the world would not change, so I shortened my sights somewhat and decided to change only my country. But it, too, seemed immovable. As I grew into my twilight years, in one last desperate attempt, I settled for changing only my family, those closest to me, but alas, they would have none of it. And now, as I lie on my deathbed, I suddenly realize: If I had only changed myself first, then by example I would have changed my family. From their inspiration and encouragement, I would then have been able to better my country, and who knows, I may have even changed the world.

The Leadership approach –

Choose to be a Lion or an Elephant

Business / leadership

The story of the Elephant when he was King:
In a particular legend from Zimbabwe, begins to hint at why the elephant is an appropriate symbol of leadership to create sustainability.

     One year in Southern Africa, drought struck. The rains failed and the animals soon ran short of water. One by one, the water holes began to dry up and their plight became very serious. Such was their distress that King Elephant called a council of all the animals where they were all invited to come up with suggestions. Having listened to their ideas, he decided that their short-term solution to the lack of drinking water was to dig a large, new well in the nearby river bed. The water table had dropped drastically and the animals had to work night and day without resting. King Elephant worked hardest of all using his enormous tusks to dig deep into the river bed, while the others carried away the soil, mouthful by mouthful. Eventually Elephant reached water and the animals rejoiced, praising the strength and hard work of their wise king. Then the King Elephant made rules about the water hole so that the water should be shared equally and everyone could quench their thirst. He decided that the animals could only come and drink at sunrise and sunset.

    And then there was a twist to the story, one member the Lion disobeyed the rules and crept down in the middle of the night to drink his fill. He also had a bath and muddied the water. Then, in an attempt to discredit Elephant and usurp his throne, he gathered up some mud and smeared it on sleeping Elephant's feet. Fortunately, Lion's plan was neither well thought out nor cleverly executed. Not only did he forget to clean the mud off of his own paws, but his tracks were the only fresh spoor at the water hole. Lion was banished from Elephant's kingdom and King Elephant retained the trust of his subjects and reigned over them for a long time. The rains returned and life was good.

    Then many years later one day the old Elephant died, he was the most respected animal in the land. The Lion now had his chance and proclaimed himself to be King of the Beasts. After his takeover many things changed and the animals of the bush were no longer ruled by a fair and just leader. There was much grumbling and you would often overhear statements such as: "If only things were like they used to be, when Elephant was King!"

The Story ends in a sad note .. What if, in our modern society, Lion was no longer king? What if Elephant was king once more?

According to the theme of this article, let us now explore some of the Elephant traits in more detail.

    Elephants are not predators. They are complete vegetarians living from the land, not off their fellow-creatures. They have no natural enemies other than humans and are seldom seen in violent encounters with other species. In fact, bush-lore has it that despite their tremendous size, elephants in the wild go out of their way not to harm any other animals in their path, no matter how small.

    As a rule, the elephant's relationship to other species and Nature is highly cooperative and symbiotic. For example, elephants often provide the lifeline that other animals need in the dry bush land by digging for water, or enlarging existing water holes. Their eating habits, which often appear destructive, simultaneously open up the forest canopy to allow young growth better access to the sunlight and make previously inaccessible vegetation more widely available to other species.

   They also fertilise and distribute the seeds of a large variety of plants, earning them the nickname of 'gardeners'. Not only are they the plumbers and gardeners of the wild, they are also the road-builders, leaving a vast network of trails that give other creatures pathways through sometimes dense habitat. Elephants' cooperation with humans is also legendary, from the storybook tales of Tarzan and Mowgli, to the real life war-elephants of Hannibal and the hardworking domesticated animals of India and Africa.

    Is it easy to create wider accountability in the present world we live in, businesses need to learn survival tactics not by tactics to kill or hunt but by the capacity to identify, nurture and sustain cooperative relationships. Like an elephant, this behaviour among the dominant countries or companies will be a must because of their great size and power in the modern world.

Some of the Traits of these Gentle Giants : Icon of Leadership, Master of Survival, Benefactors of Cooperation, Inspirers of Greatness, Leaders of Compassion, Champions of Communication, Keepers of Wisdom.

Some Traits of the present King of the jungle : Lion-like people or institutions or nations stand in marked contrast. Although proving themselves to be extremely innovative and flexible when dealing with highly visible threats constituting typical fight-or-flight situations, they have a very poor radar system when it comes to picking up and responding to more fundamental, invisible changes over long periods of time. For example, the modern capitalist corporation, especially the multinational, is for the most part less than 100 years old and already it is threatening to destroy the very social and ecological fabric on which it depends.

    Having spent many years in the corporate world, I believe that experience is a better teacher and the ability to unlearn and relearn with the humbling attitude is the key to success in the real world.

The former President of India Dr. APJ Abdul Kalam once said, "A Leader Should Know How to Manage Failure, Learning gives creativity, Creativity leads to thinking, Thinking provides knowledge, Knowledge makes you great and Peace comes from strength because strength respects strength." In a recent interview to Wharton Dr. APJ Abdul Kalam among India's best-known scientists before he became the country's President said, "one of the important lessons I learned in the space and missile program was not just how to handle success but how to deal with failure. I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience."

As the world looks back to the road ahead, nothing could ring more true today than Alvin Toffler's prophesy: "The illiterate of the twenty-first century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."

We are going to need to learn, what it means to survive epochs, and symbolic ice ages, and the mighty elephant can lead the way.