A post by Seth Godin reminded me of how many times we work hard to be the best in our field and as we work our way forward, heads cluttered by books, strategies, meetings, conferences etc., we forget our substance.
Rarely can one person reach the sought after spot of being the best on the field. The best trainer, the best manager, the best CEO, the best guitar player, the best parent…
As we all have the same tools at our disposal, the task of being the best can become a lifelong obsession.
But how about substance? Why not be one of the best and differentiate yourself through other skills. Why not be one of the best managers and a promising writer? A great trainer and a fun-to-listen-to guitar player? It’s more fun when you encounter something more than a living bag of tools.
“Creativity is not some exotic, optional extra,” says the author of Out of Minds: Learning to be Creative. “It’s a strategic issue.”I’ve always believed that we all have these immense natural talents–we don’t all know what they are and we have to discover them. Very often organizations are inflexible because there is too little communication between functions; they are too segregated. A lot of people in organizations are disengaged–there’s a lot of research to show that. They turn part of themselves off when they get to work.There was a report published in the fall by IBM called Capitalizing on Complexity. It was based on a survey of 3,000 CEOs of for-profit companies, non-profits, social entrepreneurship and public sectors from around the world asking what’s on their minds. What was interesting about it was that this year the CEOs said they had three overall priorities. The first priority was running organizations that can respond to complexity because the world is getting more complex every day. Second was how to run organizations that are adaptable and resilient to these changes. But the top priority was how to promote creativity in organizations.
via Ken Robinson On The Principles Of Creative Leadership | Fast Company.