Last weekend, we went to the local corn maze sponsored by our electric provider in our region. The family event was a big hit, probably close to a 100 people came out with their kids.

We did the rounds which seemed unending at the beginning but there were those ramps, which are regarded as observation decks for someone who needed to have an aerial view of their location vis-à-vis the nearest exit.

The apps won't do and the navigational signs can be confusing.

The shortcuts made by walkers can also be misleading.

You can hear the sounds from the exits/sides but the sounds wont tell you much. 

A quick ascent to the ramps solved the problem.

What are you doing to provide clarity which leads to ease and sense of confidence within your organization?

What perspective do you provide when everyone is operating on their 'little corner' and being overly protective of their turfs?

What higher view can you present to solve the issues of myopic perspectives and routine reflexes in decision-making?

Who provides those ramps to elevate your discussion into strategic and transformational conversations that you wouldn't want to miss? 

The higher view could be a better view. 

I was in an agri-show a few weeks ago and there, I met Ray.

Ray was the herd dog that was herding five ducks in a show to demonstrate how dogs can be good shepherd with proper training.

The ducks went into different obstacle challenges with Ray not barking once, but pre-empting the ducks' movements, nudging them to take a certain direction, and lastly, blocking their way so that they have no choice but to take the challenge.

It was a great experience to learn and see how Ray was a patient, methodical, and strategic herd.

I likened this to leaders who are trying their best to show their followers the way.

Through nudges, incentives and rewards, pre-emptions, and strategic blocks, leader fine-tune their styles to suit the temperaments of their team, the objectives at hand, and the process they had to be girded on. 

Herding is a process that requires high relational quotient. if your team doesn't trust you, your herding is scorned and ridiculed. 

Your attempts to pre-empt and redirect will be taken in contempt and mistaken to be self-serving.

Your nudges and subtle reminders will be ignored.

Like Ray, you don't need to bark to show them the way.

​Your subtle gestures are loud enough to warrant paying attention. 

You have to ask yourself, regularly, this question: Why are you successful?

What are the causes of your success?

Success could mean growth, self-improvement, societal contribution or impact, legacy, building and nurturing something that will last, financial gain, security, worldwide appeal, etc. whatever that is.

The Whys of success will encourage you to look deeper into the patterns: 

The mindset that propelled that;

The right behaviours you used;

The attitude exercised; 

When you're successful once, you can replicate it many times over.

The method of arriving at that could be modified or changed according to your bandwidth, market response, or external factors such as cooperation or approval of others. 

A lot of experts would say, that you need to give yourself the permission to be successful.

A lot of people doesn't know even that they're successful.

They keep on going in circles comparing themselves with others and undermining their own gifts and inherent advantages. 

When I get asked this question, I always go back to the beginning when I was starting.

The journey is worth every step and is far greater than the momentary thrills of those moments.

The key to success is when to know you're successful and hone in on those areas that led you down that path and never let it go.