The imitation of success

BouresliThroughout the diverse walks of life we are taught to raise our hand for presence and participation – as we enter the corporate world we are challenged – remaining in silent mode is an approach viewed and tested to target excellence revealing competitiveness among other individuals in the business or on a macro level viewing the competition amongst organizations. Whether publishing an idea or launching a new product/ project or revealing change in all context and meaning.

Silence plays a huge role in effecting one’s traits and interactions unconsciously, the length of conversations, screening of context and duration of messages. Interesting observations emerge as the C-Suite acts as a powerful hub and players in the field become driven by the fear of being unable to deliver excellence according to the market values. Yet we observe that excellence defined originally portrays a different context rather than projected. By transforming into an intellectual mode of silence, assessing productivity through means and measures encouraging the authoritarian power – paralysis and contradictions heavily influence actions generated towards crafted scenarios leading to “the imitation of success.” The human mind deliberately changes gears to a different psychology based on contradicting interpretations fading from the realistic objectives designed to achieve positive engagement as once intended.

Today’s NEO leaders elevate into diverse and multi- functional roles either within their corporation as well as in external entities depending on their personal interests towards their community, society, or penetrating a legacy overseen globally by partnering with other platforms in order to create that enriching experience of recognition. The standards of succession through observing the drivers of the business have changed tremendously as the influence of the quality and sense of urgency related to risk they encounter. The transformation today is greater than WWII and the times of unpredictability and ambiguity we experience either through changes effecting the business performance or identity and value entitled to the perception once defined as a “Vision” has been disrupted with the pace and quality of life we face realistically.

Therefore, the focus and context sold as once upon a time ‘Success’ remains challenged today by leaders, are they able to define the measures of their success realistically?

Which is followed by another aspect do we have the ability to interact with others confidently through publishing our thoughts without being drained with lines of communication representing ambiguous targets?

Addressing relevancy to the scene of dysfunctional situations we live through where leaders aim to develop and prosper into the zone of anticipation and unknown realities through adapting to the silent treatment, actually works to their disadvantage without providing clear analysis that broadens better:

* Human capital
* Social capital
* Financial capital
*Economical capital

In order, to achieve a mind-set for leaders driven towards challenging their capabilities it is important to embed critical thinking – trial and error process. The emerging behaviors reflected which people interpret and act upon should be immediately distinguished to support leaders in achieving a sustainable decision making process resembling the strength of their personal knowledge mastery to solidify the aims of anchoring a long time legacy. Leaders often eliminate the continuous alignment mental cycle that is responsible for maintaining thoughts in parallel with sensible actions resulting in shared decisions. For this cycle to succeed leaders should invest in spending more time through the reflection phase – to enable purposeful forecasting and anticipation through reflecting to relax from crossing over the limits of contradiction which disrupts an improved process of powerful decision making.

The pace of competition through the vast integrated methods of communication have enabled people to extensively change at a speed where minimal effort is left to execute transformation that is reliable- proto typing provoked the era of stability and tolerance.

What is expected and how to cope accordingly is heavily relied on adaptive anticipation as mentioned previously. Silence on the other hand has enabled leaders to play trial and error but maintain a poker image that does not enhance their legacy longevity but otherwise focuses on achieving higher capabilities without sufficiently realizing their real -time performance. Therefore, the competitive advantage approach created delivering the ambiguous interpretations reveling the ‘imitation of success’ evolution happens to reflect the incorrect sense of commitment within leaders. Unfortunately, these results cause them to lose the proper means of communication to develop and prosper in their business accordingly.

By Nada Bouresli

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