A Quote by Justin Welby
Put not your trust in new leaders, better systems, new organisations or regulatory reorganisation. They may well be good and necessary, but will to some degree fail.
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Leaders trust their guts. "Intuition" is one of those good words that has gotten a bad rap. For some reason, intuition has become a "soft" notion. Garbage! Intuition is the new physics. It's an Einsteinian, seven-sense, practical way to make tough decisions. Bottom line, circa 2001 to 2010: The crazier the times are, the more important it is for leaders to develop and to trust their intuition.
More important than the material issue . . . the opening of a new, high frontier will challenge the best that is in us . . . the new lands waiting to be built in space will give us new freedom to search for better governments, social systems, and ways of life.
Do not, brethren, put your trust in man though he be a bishop, an apostle, or a president. If you do, they will fail you at some time or place; they will do wrong or seem to, and your support be gone.
There's a new Mozart, a new Miles Davis, a new Misty Copeland, a new Matisse potentially languishing in a math class somewhere. If we fail to introduce them to art, we fail humanity.
The more severe the pain or illness, the more severe will be the necessary changes. These may involve breaking bad habits, or acquiring some new and better ones.
It's not that we need to form new organizations. It's simply that we have to awaken to new ways of thinking. I believe it makes no sense to spend a lot of time attacking the current realities. It is time to create the new models that have in them the complexity that makes the older systems obsolete. And to the extent that we can do that, and do that quickly, I think we can provide what will be necessary for a major breakthrough for the future.
Some learning and talent professionals, together with some organisations, are finding it a challenge to make changes from these age-old HR and learning practices. However, it is inevitable that they will need to adopt new ways of learning to support new ways of working sooner rather than later.
When you set about your composing, it may be necessary for your ease, and better distillation of wit, to put on your worst clothes, and the worse the better; for an author, like a limbeck, will yield the better for having a rag about him: besides that, I have observed a gardener cut the outward rind of a tree (which is the surtout of it) to make it bear well; and this is a natural account of the usual poverty of poets, and is an argument why wits, of all men living, ought to be ill clad.
You have to continuously fail. You fail at something, then you get over it, then you fail some more. And after you fail, there's always something new there. And that something new can be really interesting.
No matter what may be happening today, God has good things in store for your future! It may not be easy to see now, but God has already lined up a new beginning, new friendships and new opportunities for you.
We have entered a new and different world-richly interconnected and radically multicentric-in which the traditional holders of power have to move over and make room for new stakeholders, new players, and new leaders of many kinds. Nobody in Charge, drawing on the learnings of a wise and widely experienced public executive, offers some priceless insights into how things have changed, where they are now, and where we may be going next in this bewildering terrain.
New habits make new horizons. Silently and imperceptibly you are forming habits which will ultimately determine the degree of your happiness and success. Closely guard the quality of your thoughts, that they may lead to right habits and thence to right living. Recognize and use such supreme qualities as courage, faith, humility, loyalty, temperance, and integrity.
It cannot suffice to invent new machines, new regulations, new institutions. It is necessary to change and improve our understanding of the true purpose of what we are and what we do in the world. Only such a new understanding will allow us to develop new models of behavior, new scales of values and goals, and thereby invest the global regulations, treaties and institutions with a new spirit and meaning.
To begin with, our knowledge grows in spots. The spots may be large or small, but the knowledge ever grows all over... What you first gain from them is probably a small amount of new information, a few new definitions, or distinctions, or points of view. But while these special ideas are being added, the rest of your knowledge stands still, and only gradually will you 'line up' your previous opinions with the novelties I am trying to instil, and modify to some slight degree their mass.
You will have to put aside some things in your life, habits, ideas, ways of seeing life. You will have to learn new things, and then new things and then new things - forever.
Every new level of growth we hope to experience as leaders calls for a new level of change. You cannot have one without the other. If you want to be a better leader, get ready to make some trades.
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