79 STASHED IDEAS
A first step is leaders' intent toward something greater than personal success. The intent may result from an intrinsic motivation to leave a positive legacy, or they may be compelled by investors, employees, or outside pressure such as governments.
But intent is not enough. Issuing a new purpose, sympathy, and compassion are only helpful if a company proactively designs the future they want to work toward. Given that futures will be bleak if design continues to ignore the environment, more companies should consider a planet-centred design.
Leaders, employees, customers, shareholders, and citizens are looking to achieve new levels of success that is wider, deeper, and more sustaining.
This creates an uncommon opportunity for companies that don't operate by default - they don't continue in the tried-and-tested or dabble around the edges. With clarity and intention, companies can design their future.
Companies prefer to plan for the next quarter or year. This leads to minor improvements of 3% or 5%.
The liberating thing about future design is that companies can try on multiple futures. Each future design should be a fully rounded picture of what the company is doing, how it's operating, how it works with communities and the planet, and how shareholders benefit.
LaMarr filed a patent with co-inventor George Antheil. It aimed to protect their war-time invention for radio communications to 'hop' from one frequency to another, preventing the Nazis from detecting the Allied torpedoes.
She never received any compensation for her ideas even though the U.S. military has publicly acknowledged her frequency-hopping patent and contribution to technology.
LaMarr's work as an inventor was barely publicized in the 1940s.
Historically, women have been positioned in the media with a one-dimensional framework created from a males perspective. Women were valued for their physicality, not for their ability to think or invent. LaMarr was beautiful and a brilliant inventor. Her entrepreneurial efforts to produce and direct films in the 1940s were also not encouraged. It has taken decades to give her credit for the inventor that she was.
Hedy LaMarr is most known for her roles in the 1940s Oscar-nominated films 'Algiers' and 'Sampson and Delilah."
But her technical mind is really her greatest legacy. She filed a patent in 1941 for frequency-hopping technology that became a precursor to the secure wi-fi, GPS, and Bluetooth used by billions worldwide.
The assumption of Mastery is that people wish to get better at what they do as long as they care about it.
The carrot and stick method does work, but it was created for a very different era and totally different circumstances.
Purpose leverage the human desire of being part of something bigger .
We reach purpose while:
Rewards usually offer a short-term boost. But the effect wears off, and the negative consequence of them remain: they reduce a person’s longer-term motivation to continue the project.
When money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity.
It means having a choice in what you do and being-self driven.
People are naturally wired to be-self driven. When they have the freedom to pick what they work on (tasks), when they work on it (time), how they attain it (technique) and who they work with (team), they perform much better due to the sense of autonomy.
An oversimplified understanding of what it means to be transparent can prevent your growth and limit your influence. When we feel out of our comfort zone, we can often use authenticity as an excuse for sticking with what's comfortable.
For example, a promotion into a leadership role can leave you feeling unsure of yourself. If you believe in superficial transparency, you may disclose all your insecurities to your company, and in the process, lose credibility with people.
Negative feedback given to leaders is often about style and not about their skills or expertise. Negative feedback can then feel like a threat to their ability.
However, if they rationalize their behaviour and think their style is unchangeable, it may eventually lead to their undoing.
Leadership growth usually means shifting from having good ideas to pitching them to diverse stakeholders. Inexperienced leaders, especially true-to-selfers, often find the process of getting buy-in artificial and political because they think their work should stand on its own merits.
Until we see growth as a way of extending our reach and increasing our impact, we will have trouble feeling authentic when expressing our strengths to influential people.
There are two ways in which leaders develop their personal styles:
Without the benefit of an external perspective we get from experimenting with new leadership behaviours, habitual patterns of thought fence us in.