The 21st Century – No Mercy for Waiting

In my previous post, I wrote about a Leader who had used the skill of Storytelling to increase his influence in the organization. In our dialogue about his achievements, he said something very important for leaders using Story:

“We cannot wait to tell a Story until its 100% complete. You miss the power in the unfolding of the Story.”

It is clear to me that there was a larger issue behind his advice. While it is true that some personality types make decisions at a different pace than others – because they want to get it right – this is not about personality types … or even decision making.

It is about risk. It is about trust. It is about fear.

I work with leaders of all personality types and from many cultures. The culture I refer to here is that of the organization … and of our society at large (where work is concerned). In some organizations, the hesitation to take opportunity is many times a result of the inverse relationship between risk and trust. The higher the perceived organizational risk the lower the trust as perceived by the individual.

Remember that perception is reality in the mind of the perceiver – because perceptions are formed from the observation of consistent behavior (and rewards or lack of rewards in the environment). When we consistently see people hammered for failing – not getting it exactly right the first time – we tend to move cautiously forward, if we move at all.

And this is fear.  And fear plays itself out in a false assumption that everything has to be perfect before we can move forward. This fear fosters waiting.

“To wait for all the evidence is to finally recognize it through a competitor’s product.”
– David Whyte in Crossing the Unkown Sea – Work as a Pilgrimage of Identity

This entry was posted in Confidence by Jeff Brunson. Bookmark the permalink.

About Jeff Brunson

In this whirling 21st Century the individual needs to embrace the authentic self and confidently leverage the energy and power found there. As we entered the 21st Century, I became more concerned about what leaders like you needed for successful influence and personal fulfillment. As we move deeper into this challenging 21st Century, I’m more convinced than ever that the core of my work is in helping individual leaders remember who they are − a trueness. It is about confidence found in your authenticity.

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