Addictions come in many shapes and sizes. In some cases, addictions can happen almost overnight. Other addictions subtly happen over time. So it goes with income and stability. Leaders void of a specific understanding of their core, are very likely to fall into this unstable stability. It is easy for income and stability to become defined by what a leader has, as well as the lens through which a leader defines who they are.
Levels of income, and the appetite for more, can drive a leader’s perception of stability. In the absence of a leader’s connection to their core, income and stability become welded together. And when they do, it can weigh down their leadership and become a heavy load for any leader to carry.
In an society defined by economics, the core of any leader becomes all the more critical for creating healthy stability. Share your thoughts with us below!
The Company that kept on Giving!!
I worked for a small company that had less than 35 mill. Per year in sales and the owners treated it like their personal piggy bank which it was. They milked it for everything they could. One of the principals even had a very nice company car a Maerati Turismo.
What they failed to realize was as they grew it would become necessary to promote their company by promoting their brand with the companies they sold. If they failed to do that retails would rise and eventually get them. When that occurs Private Label Products will sneak in like Pac Man and grab their market share.
The leaders were addicted to their life of Luxury items, cars, jet shares, beach condos, and their position in the community. They should have been addicted to protecting the Gold Mine.
HI John!
Thanks for the message. Here’s what popped into my head…
Matthew 6:24
No man can serve two masters: for either he will hate the one, and love the other; or else he will hold to the one, and despise the other. Ye cannot serve God and mammon.
Have a great day!
Jeff
Long ago, Management Consultant Stan Davis wrote what I thought to be a seminal paper that suggested that the context of something is what defines its meaning. Leaders, he wrote, don’t know what they don’t know, and the only way they can find out is to ask the right questions. One of the right questions, based on your thoughts here, John, is, “What is REALLY important to me?” In other words, what are my core values and is my behavior congruent with them?
Jack Bigelow