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May 2024
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SUSTAINABLE FUTURES1/7/2021 The talk about sustainability has often been centered around the triple-bottom lines: economic, environmental, and social gains.
For once, let's veer away from this construct to look at what we are doing in training, building up, and strengthening the future of the on-purpose sectors we currently inhabit. We need to have more people working on the pipeline--- ensuring that a new provocative, insightful, and well-intuited individuals get to the next level of leadership. We have the tools in our disposal to make it happen. With the trifecta of design, data, and technology, the potentials are vast and almost limitless. We have sent humans on the moon. We can do better now than in the last 50 years. We need our retirees to act as mentors and guides to show us what we could be working on, lessons learned, and things we can avoid if we are paying more attention to what matters most. We need more people connecting, bridging, and sense-making our present, immediate future, and long-term futures. This means that there's enough analytics, curation, and regurgitation by everyone for everyone. Yet, we remain lost and sometimes confused, as to where these advances are leading us to and how we can invest in critical infrastructures to bring us to our desired destination. For me, sustainable futures is all about building the next generation which is you and me and everyone that is concerned about our societies, our planet, and our economies. We can't rest on our leaders, present and future to tell us what to do and lead us boldly. Strong followership will be growing, enabling leaders to take on a symbolic and muted roles instead. We are the strong followers
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SEE WHAT HAPPENS1/4/2021 In 2002, I got a rejection from a fellowship program which would have enabled me to have an international education.
Nevertheless, the same organization accepted me into their fellowship program in 2015 besting 500 other applicants vying for the prestigious placement. In 2010, I got a rejection from a job application, noting that I was the second best but they had to choose a more qualified, Canadian-born applicant. In less than three months, the Director got back to me and inquired if I found the job already and would like to offer a better position. In 2015, I got an offer for a consultancy with a firm knowing that I have both two senior associates /contacts invoking my name into the project. In less than a month, I got the contract. Six months, I made the connections not knowing where these may lead. In 2019, I got another offer after an exploratory conversation with the head officer of an organization. In 2020, I got two offers of publishing contract after three months of selling the book idea. You cannot second guess your next move as an impact leader. You have a set of information in your hand that you can use to move forward with confidence. Use your best judgement knowing that things may come around, or may not. The test for this is: were you all in or half-heartedly into the game? This year, be all in and see what happens. Uncertainty is the mother of ingenuity.
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BAD EXEMPLARS1/1/2021 Politicians travelling during the holidays set very bad examples. If they can't heed the directive, then how are we, ordinary mortals can believe these leaders every time they open their mouths and make another directive.
If your organization says something else, but no one believes it, you are inviting a cognitive dissonance. What you do is far more effective than what is said in the memos or in talk in the cafeteria halls and weekly meetings. I was once in a meeting where the supervisor once said, "Be thankful that you have a job." This was after hearing what we think about the current state of uncertainty gripping the whole organization in terms of budget cuts, staff lay-offs, and internal conflicts. It's like the blind leading the blind. You can't get any assurance or clarity from someone who doesn't and couldn't lead. Well, she wasn't able to stay for another term. |