Solitude for actions, solitude for change & solitude of power
Solitude has different functionalities depending on the situation of a context. The leader’s final price to be paid is having an absolute solitude of power.
Leaders can share, listen, discuss or participate in any way but, at the end, those who have full responsibility for results, are alone. They have to make a decision that has to work.
The elements that integrate the maximal strategy when dealing with the solitude of power are:
1) The need of self-fulfillment of the leaders which allows them to apprehend the final picture of the achievements.
2) The capacity of dealing in an adapted way with the environment making them be perceived as influential individuals.
3) The self-criticism which is defined by their capacity of doing things “today better than yesterday”.
These elements allow leaders to face the solitude for actions.
The minimum strategy is what allows producing the necessary changes to ensure the results that depend on the capacity of a leader. The elements that integrate the minimum strategy are:
1) The capacity of leaders to find their internal power in solitude which means that they have to have the necessary self-confidence and will to assume a responsibility.
2) The capacity to dominate the environment or strictly follow another leader.
3) Accept the critics from the environment produced by the changes that are necessary to be introduced.
Leadership implies doing the necessary changes to ensure that the actions produce results.
This is self-evident when a football match is being coached. But it is also evident in business organizations when there is a strict performance management process.
Peter Belohlavek
NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org
