The Healers
Provide continuity to your leadership, ordering your practices into a mosaic to form an accurate picture of performance.
The last patient was a little girl of only 10 years old, accompanied by her mother. She was complaining of chest pains and in the heart area. She was breathing heavily, coughing and choking from time to time. She could not sleep all night. Her mother was very worried, thought she has tuberculosis.
The little girl laid down on the bed at the doctor’s request. Impatiently, she orderly and nervously waited for the doctor's verdict.
The doctor examined her carefully at a glance and then slowly touched her chest with his right hand.
- Does it hurt over here?
- No.
Then the doctor moved his hand a little lower, to her stomach.
- How about here?
- Yes, said the little girl starting to cry and with a shaking voice.
The doctor put on his stethoscope and listened to her heart and lungs. Finally, he gave the verdict. The girl had nothing wrong with her heart or lungs, but the pain came from colitis and spread towards her thorax, causing respiratory problems and coughing. The doctor gave her a simple treatment which proved to be effective.
Leadership: Do you confirm your participation in a "cause of pain" event through an attitude of understanding the side-effects caused by a greater vulnerability to the factor: "am I the only one who can fill this gap?"
Trying to make the company work in such harsh times resembles a lot with a doctor's attempt to offer a patient the suitable treatment, more or less complex, and then to follow his evolution until complete healing. The more skillful and closer to people you are, the more you will be able to find a suitable treatment, so that they would regain their performances, and the company would regain and maintain its "health".
As a leader, the company's destiny rests in your hands. Even if its chances of survival are minimal, even if nobody believes in a miracle any more, you must try your best to find the best solution in order to save it. However, the first step in this direction it is obviously the careful and competent consultation. Being able to see what the company "suffers from", to notice the details and establish its staff situation, and then, depending on the symptoms, the gravity of the illness, to give the appropriate treatment.
A cause of pain that can feed another moving hypostasis is the opportunity of finding yourself again in a similar situation in which the one next to you was put when you feel that you have to act in some way, but the context forces you to let things follow their course without being able to change anything.
Just as diagnosis is the most important component of the activity carried on doctors, so determining their ability to organize and carry out an action necessary to achieve a performance is the most important component of your leadership and your efficiency mainly reflects that leader. The best leaders heal their organizations from their problems by indicating the most effective treatments.
Placing on a high position doesn't ensure your full success. You only gain success only if you are able to take the company to a front level and keep it there. The people depend on you, on your dexterity and ability to lead, and they put all their hopes in you. If you are not always attentive and careful with them, always prepared to give them a helping hand, always very professional, if you don't take care of them and the company at all times, and if you are not always focused on the objective, you will not have such great performances. As a leader, you must be able to make a change in every person at the level of the entire organization, so it would increase its powers.
The gap that only you are able to fill so that people can figure out what the appropriate "cards" are for them is the effect of manifesting the sense of guilt that gains significance when you are willing to get involved in their struggle, but you cannot win.
With what do you fill this gap? With the transformation of a defeat into a victory !
Do you try to raise the leadership to its true greatness by accepting and using a kitsch?
Leadership, old-established in international vocabulary, designates exactly a science built on fair and sufficiently clarified intentions, that have a well-defined purpose in the concrete framework of existence of the individual or the company, and reinforces on facts concerning the jurisdiction of he who engages voluntarily in the fight against „the disease" that causes a low rate of professional success.
Kitsch, the substitute for art, which has become a real threat to leadership instead of the genuine art of loving the experience in the field (which gives man the chance to bring significant contribution to the life of the company), can produce up to a certain point – to the uninitiated – a feeling somewhat similar to that specific to the original.
It leads to a strange situation, when reporting leadership to the true art is made in the light of an extract of surrogates, which only alienate him from his true purpose and understanding. Resorting to performance evaluation criteria, unfit to true science, which promises only what can be achieved, notwithstanding the competence of those who lead.
A disturbing confusion of values takes place in the relationship between believing and knowing, between understanding and interpreting. And the inconsistency in interfering on the existing problems and solving them based on the aspects observed in practice becomes alarming. Therefore, the checks over the fulfillment of duties specific to a certain position and the appreciation of the true value of the leader become so necessary.
Experts can be found today in the position to assess the functional status of a company using intuition or at random, an obscure production of diagnoses, solutions and procedures set out in a general form. In fact, the surrogate is a placebo effect product, consumed and managed without a prior "consultation", in the absence of the genuine product.
But leadership cannot be raised to his true greatness by accepting and using kitsch, be it good or bad, an imitation of kitsch itself.
Leadership is the exception you need to point out to a report on your attitude towards life that confirms the rule: "you only have one chance to make a first impression with your erudition."
Try to always experience the challenge of transforming a man’s existence, without failing to choose the best option to maximize the impetus to continue the path towards change.
Conclusion: All the practices and methods that you use, together, are forming a mosaic image that defines your overall leadership, respectively of your efficiency. The more you manage to prescribe recipes for "recovery" that have long-term positive effects, the more grows and the level of your performance, and even more you will improve your relationships with others.
Provide continuity to your leadership, ordering your practices into a mosaic to form an accurate picture of performance.
