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Destiny?

In February of 2010 I wrote an article entitled Victim of Changes where I explored three contrasting perspectives of how one views positive and negative events as they relate to the broader context of their life.

Since then, I’ve recently discovered a trend; those who say that “everything happens for a reason” has experienced some significant pain or trauma.  While I am sure there are exceptions to this claim, I can’t think of a reason why someone would use this phrase if they had not gone through this type of experience.

From my perspective, it’s an interesting contradiction – by causing pain, God has, in some respect, prompted (forced?) these individuals to believe in him (or at least in some higher authority or plan).  This, I think, has always been a struggle for me.

I mention this particular phrase primarily because it resurfaced the other day in a lunch meeting with a past colleague.  Later on, that comment prompted me to think about what has happened and where I am in my life today.

But is this where I am “supposed” to be? “Supposed” assumes there is a predestined path for me (and for others).

For argument’s sake, if there was truly such a path, does emotion still play a role?  For example, if adversity strikes, does it benefit you (or anyone for that matter) to feel sad or angry about it?  If adversity was part of “the plan” it ultimately doesn’t matter what you feel about it – “it just is.”

Think about it. If you truly believe that there is a higher authority and that “everything happens for a reason” then at some level, negative emotion should not exist in your life.  If something bad should happen to you, “that’s life!” and you should quickly (and naturally) move on to the next chapter, next relationship, etc. void of any negative emotion or lingering concerns / doubt.

At some level it’s a utopian existence.  After all, in this frame of mind you’ll feel good all the time!  (“it’s part of the plan!”)  But of course, the emotional disconnect will be there; when unfortunate events occur, your lack of emotion may prompt the question “Do you even care?” to which you’ll naturally reply “Care about what?”

Using the phrase “everything happens for a reason” is a logical response to a nebulous, confusing and sometimes painful life path.  It’s another example of why the human dynamic is so complex; using logic to rationalize the unexplained, but subsequently claiming that “logic” has no place in one’s life – i.e. “life planning is meaningless”, “don’t analyze, just enjoy ..”, etc.

I can, of course, see the partial foolishness in this argument.  One is going to feel certain emotions regardless of their belief in a higher authority or “master plan.”  And, at some level, you almost have to believe that there is a predefined destiny for you.  Not believing this in some capacity can result in emotional and physical stagnation.

As of me, history will dissuade me from using this particular phrase, but my replacement belief is a combination of the following:

  1. Anything is possible.
  2. A belief in oneself is perhaps the most important religion of them all.

My personal leadership philosophy

My personal leadership philosophy focuses on empowerment and setting people up for success.

Empowerment means that a person has specific responsibility over a particular area or effort / project, and that everyone has a clear understanding of her/his role.  This latter piece plays a significant role in setting them up for success.

In contrast, leveraging people to simply “help out” with a particular task is ill-suited for true long-term growth.  I encourage people to not just “help out”, but to “take ownership” over a specific deliverable and ensure that all aspects of that deliverable are analyzed and managed accordingly.

(The key precursor to doing this is to analyze the problem at a high-level and partition accordingly.  Utilizing a “divide and conquer” strategy is key.)

Another aspect to this leadership philosophy is to leverage an individuals strengths AND interests.  For example, if an associate excels at requirements analysis but loathes the activity, it’s not going to be in either party’s interest to put that person in that particular role.  You might be empowering them, but you are not setting them up for success.

From a managerial perspective, I focus more heavily on “foundational” elements before empowering associates to take on new tasks / assignments.  One of these foundational elements focuses on valuesWhat an associate values will play a significant role in helping them choose one direction over another.

For example, if an associate values “harmonious relationships” over “advancement”, it’s likely that the associate will be happier in a group with a good team dynamic than vs. being promoted within a team  lacking such a dynamic.

Once a person’s value assessment is complete (there should be 10 core values), a formal “talent builder” and “skills assessment” should be next on the agenda.  This will help the associate refine their current tasks to align with their interests, and it can also help guide the associate towards a new role if there is existing misalignment.

It’s only after these two steps where both short-term and long-term plans can be formulated.  Once this is performed, then the leadership principles discussed earlier can be applied.