A Vigilant Leader?

We are all vulnerable to missing many signals not only due to our limited attention, competing priorities, lack of time and curiosity, but mostly because of restrictive and tropophobic dominant hierarchies.

All leaders would like to become more vigilant and pick up signals of potential opportunities and threats before anyone else and also to become proactive rather than reactive. Yet, this is simply not possible within a restrictive and tropophobic dominant hierarchy because this pervasive organizational structure was deliberately designed to restrict human behavior by a command-and-control-top-down approach where people are paid to obey and not to think.

Despite decades of “cultural transformations” based on a myriad of ingenious money-making schemes by the big four consulting companies, very little has changed and only at the phenotypic level, i.e., on the outside. Inside, however, the pervasive restrictive and tropophobic dominant hierarchy remains intact. Although, thanks to Covid forcing companies to adopt remote work, some of the restrictiveness and tropophobia has been eliminated. Yet, the restrictive dominant hierarchy remains mostly intact.

Nano Tools?

Fancy names are only that, fancy, but make no difference at all. What’s the difference between those companies that have been able to foresee an opportunity and those who missed so many?

The answer is not vigilance, because you can be very vigilant but looking in the wrong direction.