Everything happens for a reason.
But contrary to what most of us think, we have more control on the “reason” than we like to admit. The reason is not something external, something that others or circumstances impose on us, something that we are forced to accept.
The reason is a narrative.
And we control the narrative.
The worst mistake a manager can make is taking decisions as if everyone would be like them, think like them, adhere to their same set of values and principles, care as much as them, earn as much as them.
Shifting perspective and accepting that others have different views seems to be one of the biggest challenges when you are in a position of power.
When something important ends, there are two ways to react.
One is to look within. Figure out why it ended, try and build resilience, be in touch with your own feelings and pain, imagine a way forward.
One is to look outside. Look for distractions, focus on someone or something to blame, numb feelings and pain with temporary rewards, move frantically in the moment.
Most often, the two coexist. But you can’t really move forward until you have spent a good deal of time in the first state.
We are human beings. Not because we merely are, but because we aim at figuring out who we are, what we stand for, what our essence and purpose are.
We are human doings. Not because we are productive, but because we aim at pursuing our essence and purpose.
And we are human connectings. Not because we are around others, but because we aim at spreading our essence and purpose, while at the same time being influenced by others essence and purpose.
One thing is not true without the others.
When you are under pressure, mistakes happen.
Luckily, not all mistakes will cost you $100 billion. And most importantly, you are the one deciding what pressure to bow to. Not everything is worth pursuing, not all chances are worth taking, not all competitors are worth following.
Sometimes the wise response is to slow down and let go. It’s always a viable option.
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