The Vision Pioneers Blog

by Miriam Garvi

I am one of those who have been following Barack Obama’s rise to power with interest. Especially, I am intrigued by how a simple electoral message consisting of one single word seems to be touching the right cord with so many people out there:

CHANGE

Thanks to the political and rhetorical strategy that has brought Obama to power, change is becoming synonymous with progress, i.e. with the belief that things will inevitably be better if only they are different.

But where is this change taking us?

It is quite evident that changes are occurring both on national and global levels. Climate change, terrorism, a financial system in collapse, massive unemployment on the way are all reports of threats to our existence. And amidst such perceived anxiety, a desperate call for strong leadership emerges.

This year’s G20 summit has been quick to respond, displaying an unprecedented spirit of global cooperation, coordination and collaboration, as the U.S. joins ranks with the EU, and even Russia calls for strong leadership on the global level. As emphasized by Obama at the press conference following the summit, “We all have responsibilities to work together.” And these days such responsibilities are summarized in a global deal to boost world growth, a tantalizing vision that should take us away from the insecurities of a «boom and bust economy» towards globally sustainable economic growth.

There is nothing new about the human mechanism that turns towards strong leadership in order to dampen anxiety. Our responsibilities, to paraphrase Obama, are not to abdicate our own freedom of action, placing our salvation in the hands of those people behind the scenes pulling the strings of influence on the global arena. Our responsibilities are not to buy into an enticing vision of a New World Order, putting all our trust in the panaceas offered by our world leaders without considering what costs will have to be paid in the process. This has been done before, and the result was oppression, genocide, and world war.

What good is change, if it comes at the cost of freedom? We cannot sell out our freedom to a change agency as it promises to take us out of the crisis, only to realize the price of it once there is no turning back.

As change agents, the opportunity is ours to bring about the kind of change that leads to meaningful prosperity. It is time to recognize that greed as a motor for prosperity has faltered. No longer can prosperity be narrowly defined as economic wealth. I have seen leprous people in Africa much happier than people in the West. Meaning, not dollars and cents, is the currency that motivates people to change the world for the better.

by Miriam Garvi

Of all the research interviews I have done, one particular conversation still stands out in my mind. A serial entrepreneur, founder of a VC company and keynote speaker at many a growth event described himself as an «enlightened despot» whose leadership style was based on a fondness for what he called «doers» - meaning people who would execute strategy. Needless to add that in his world there were clear boundaries between «thinkers» and «doers», between the elite who could read the strategic game and lay out the next move and those who were to implement decisions and report back on their effect.

In other words, any real thinking should only be done by those behind the scenes?

As I was tracing the origins of the venture capital phenomenon, I became aware of how easily something is labeled «the solution», endorsed by those institutions which will give it credibility, and of the strong impact that such labeling will have on business and policies (see chapter 7 in my dissertation).

It is interesting to note how little attention is given to understanding a problem and the real causes of observed symptoms in favour of cure-all remedies. The promotion of microcredits, laureated with a Nobel peace price, illustrates this trend in a different setting.

Are cure-alls becoming the new religion? As long as someone is conveniently labeling the solution no one is asking us to think for ourselves. We are urged to buy into «inconvenient truths» and endorse whatever is promoted as the next panacea for growth, world poverty or for saving the planet.

But if we choose to put our faith in ideas and technologies that are placed on a pedestal, we will inevitably be deceived. Because real solutions demand that we go beyond the symptoms and ask ourselves why a particular choice is important and what goals are fulfilled in the process.

There is no easy way out for true progress.

by Miriam Garvi

Last night I was listening to a seminar on modern leadership and the importance of setting magnetic goals.

Nowadays we look to the world of elite sports for leadership guidance and inspiration, a world where years of hard work and training are directed towards that single moment where everything must come together in an outstanding performance. So much of leadership practice seems to be bent on «pumping up our emotions», trying to create a positive emotional balance so as to motivate people to achieve pre-set targets.

When business is defined as climbing new peaks, then what we need from leadership really is quite simple: making people believe in the attainability of the seemingly unattainable and motivating people to stretch themselves so as to reach that target. With the help of visualization techniques and positive thinking, it becomes a matter of pumping up emotions as we push for new records.

But where is the guidance in the emotional magnetism of «feel good» targets? Such coaching cannot help us find the right direction, but it can boost our performance once we know where we want to go.

As I wrote in my previous post Sheltered moments, true progress can never be achieved unless we know the whys of where we are heading. And it requires the kind of dedication to a vision that transcends the volatility of our emotions, where people are committed to making a difference even in the face of adversity because they value the sense of meaning that is generated in the engagement.

by Miriam Garvi

For some time now there has been much talk about a knowledge economy where the intellectual and creative capabilities of human beings are a key resource.

When people are our main resource, then communication really becomes our main problem. So much time and energy is wasted on miscommunication and pseudo-conflicts simply because of a basic misconception that other people tend to think the same way I do and that their minds work like mine. And so it is tempting to breed a culture where everybody takes care of their own business just for the sake of avoiding all the non-constructive friction.

Leaving an era of industrialism behind has far-reaching implications for our ways-of-thinking, notably in terms of leadership and management. It challenges us to find effective ways of interacting so as to bring out the gold in the people around us.

It is time to bring an individual perspective to our ways of leadership and management. Only by viewing human beings not as aggregates but as individuals can we start thinking progressively about how to put in place organic structures that will allow people to flourish.

by Miriam Garvi

How rare yet precious it is to find a moment of quietness in-between the pressures and expectations of everyday life.

I often find myself wondering where we find room for contemplation and reflection in our hectic everyday lives. It seems that on most arenas we find ourselves in motion, caught in the urge to move things forward. But do we know where we are heading and do we know where we really want to go?

There are so many messages out there pushing the fear buttons; fear of standing alone, fear of a tainted reputation, fear of loss of investors’ confidence, fear of saturating markets, fear of loss of competitiveness etc. Juggling all these pressures and expectations makes it very difficult not to lose track of what really matters, as we are thrust into the mainstream direction.

Once in awhile there is that rare but precious moment where we are sheltered from all the noise of what we ought to do and how things ought to be done. And in that sheltered moment we may rediscover the freedom of thinking anew. True progress can never be achieved unless we know the whys of where we are heading, unless we step back and contemplate the future.

…

“The leader sees work as part of a larger mission - make a better society for all (institution builder).”

- Georges F. Doriot

(find book here)

by Miriam Garvi

Earlier this week I was in Norway doing research for a book project I’ve been working on. Among the people I met was an elderly couple who had spent most of their working lives pioneering hospital care in the mountain areas of Taiwan.

They told me the story of how what is today a modern teaching hospital started with one man who took it upon himself to set up a small ‘treatment center’ of bamboo huts even though he had no other resources than his own drive and determination to do what was needed.

Today taking a professional stance often translates into arm’s length involvement. But then we forget something fundamental: one person’s dedication may be all it takes to set something in motion that can have a strong impact once it comes to fruition.