Time to read: 2 mins
I have been building on the habit of writing daily. Not only to write, but to write with risk.
It’s easy enough to first learn about a topic and then write about it, but there is very little risk in that. You know that it won’t fail, because the ideas that you are presenting have worked before (for the previous author). When you are regurgitating ideas that are not your own, chances are no one will say that you are wrong.
What’s harder to do is to think and reflect and come up with your own idea, link that to other ideas, examine the reality of the world and then challenge them.
To come up with your own conclusions and not look for something that has already been done and proven is a risk… In essence, this is what it means to lead.
When we do anything to stand out and introduce something that is different from the norm, we stray from the herd and become vulnerable and an easy target. This is not only true of writing but for any other endeavours that we choose to follow.
Followers and leaders
When we follow, there is no fear of being rejected or being called a fraud and there is some comfort in that. Leaders, on the other hand, are constantly fighting off the lizard brain. They work along the edge and try to push the boundaries.
The boundaries are around what is perceived to be our ‘safety zone’ (i.e. what is good enough’) and our ‘comfort zone’ (what we are willing to do). Think about that last sentence for a minute before reading on.
The amazing Cynthia Carroll
I recently finished reading Seth Godin’s book The Icarus Deception. In the appendix, Seth told the story of Cynthia Carroll, the first female CEO and the first non-South African to head the 100 year old company, Anglo American, a multibillion dollar major mining company that employs over 150,000 staff. As one of her first act as CEO, she visited the Rustenburg mine.
Cynthia found out about the dangerous work conditions (where on average 40 employees die a year) and opted to shut down the mine for 9 weeks; a mine that was the most profitable platinum mine in the world. After a multiyear battle with unions, government and other mining companies, a year later, fatalities dropped by half.
Cynthia (illustrated above) did something that no other CEO before her had ever done, she shared stats, provided options and made herself vulnerable. She pushed the boundaries of what is good enough and what she and Anglo America were willing to do.
When to lead
It’s important to understand that we don’t need to be a leader in every aspect of our lives (nor should you try). But there are times and places when you should:
- When you have the passion
- When you have the expertise on a particular subject and
- When it’s your duty to do so.
Leading is risky, it’s sometimes scary and can be painful, but as we have seen in Cynthia’s case, anything that is worthwhile, anything that will make a real difference and anything that creates a lasting change will involve some level of risk (most of the time, it’s on a personal level).
But when we have a noble enough cause, trying and failing is not such a big deal and the risks that were once seen as obstacles, after moving forward, are now viewed as trivial.