The Ability Test
The only guarantee of your vision is how you maintain your balance when all the surrounding context becomes transient.
During a trip on the Nile, Pharaoh Kheops wanted at all costs to test his sons' abilities to navigate and made them row. He told his sons: "Who knows how to navigate a boat proves his ability to govern a country. Both require skills, steadfastness and firmness."
The ability of leading people is similar to sailing a boat. No matter how trivial it may seem at first sight, sailing it is not at all that simple. If you walk for the first time in a boat, you could barely make it start, and then, more likely, you would spin around in a circle or you will move very slowly. However, with time, if you practice, if you learn how to use the rows and how to synchronize your arms’ movements, you will be able to navigate in the proposed direction more easily.
If you are at the beginning of the road, and you do not know how to lead people in your chosen direction, probably you do not have the skills. Even so, you do not have to worry. It is normal at first to be unhandy. Be convinced that very few leaders have a born talent; most of them build their talent through time. Only by practicing day by day you will be able to develop the skills and the abilities of an effective leadership.
Does the assumption of risk associated with the transfer of prerogatives appear for you as an effect of a determinism formed by repeated voluntary experiences?
Just as a good helmsman stops his ship or makes it turn, in order to avoid dangerous whirlpools that the oarsmen do not sight - so the potential of your leadership, not to diminish, and that your influence to continue growing through the medium of others, you must first adjust your attitude adequately, to change what does not work and to be cautious. Manage well your inner resources and skills, coordinate better your practices so that to feel that you make progress. Remember that your progress contributes to the progress of others.
There is nothing easy, neither impossible. Obtaining a high level of performance requires a continuous and sustained effort. If you dedicate yourself permanently to study and professional development, in time you will develop the necessary abilities to work efficiently with people and to lead them. Certainly, you must prove the ability of winning people to your side. And you can acquire skills over time, through practice and exercise.
On an untrodden road, power does not belong to the one who advances the fastest, but to the one who maintains the balance between vision and action, over the longest possible distance.
The transfer of prerogatives is due to the significant example of determinism created in various voluntary activities when you daringly advance on a path never before taken learning to keep your balance on as long a distance as possible. First, the balance between what it is worth for you to do and what you can do, then the balance between what you are and what you want to show to the world.
Determinism manifests itself in the conditions of the existence of a bond of causality between the actions you take in favor of someone and your appreciative judgements based on the knowledge and skills you have, between your tendencies of autonomy and the tendencies of calling upon someone else in situations in which you can make a decision yourself.
Or, as the dictionary says, determinism is a concept according to which causality identifies with necessity, excluding randomness.
The way in which you maintain your balance in any situation determines the value of the time you control through the will with which you approach a daring ascent.
The Ability Test begins with the experiencing of an event of the type "First Look", to which you take part in from a position of curiosity, and is finalized with the opportunity of an event of the type "Stay in Balance" to which you must declare yourself capable. Therefore, adjust your attitude and practices to your own creative potential so that the synchronization between intention and action acquires coherence and transformative force.
In short, leadership must be a dynamic process, based on motivation, and should not be transformed into a duplicate that is valid only on the current day of your "exmination". For your leadership to take shape and to have a long-term validity, you need to adjust your attitude and practices adequately to your own potential to produce results, even in the absence of examiners.
* Note: Guy Rachet - Keops and The Great Piramid, Publishing House Lucman, 2004.
