When one understands the significant difference between lead generation and relationship building, they position themselves in such a way as to take “the addition impacts of lead generation and amplify them with the multiplication impacts”. A true relationship with the right person can establish more opportunities for us than all of our lead generation activities combined. We have to focus on building genuine relationships. We have to focus at the exclusion of wasting energy on lead generation. Nobody wants to be a lead, but everyone enjoys being a trusted friend.
There is much talk about leading from the front, this observation is valuable when one considers that a leader must be in the trenches with his team. But one should consider the importance of leading from behind. Great leaders lead through their team. They support them. Leaders place their team in the front when it comes to credit, they place themselves in front when it comes to risk.
Life is a cycle of cycles. We seem to prefer to freeze our self in the most desirable phase of such cycles. We attach our true identity to this desirable phase; we say, “I am.” all the other aspects of the cycle are exceptions. This is a deception and while momentarily satisfying, it blinds us to the truth about ourselves.
In a triad of concepts, the major leg can typically be folded into a dyad. I use the triad form of conceptual thinking only when it’s necessary to achieve the greater clarity. I think we often work through one framework, but wisdom sometimes comes through the application of multiple frameworks. The application of dyads and triads to the same concept allows me to see it through different perspectives. If possible, I need to change perspective and even change dimensions. In this way I am able to apprehend more deeply essence.
In 1792 BC the Amorite chief of Babylon died. He was replaced by a son, Hammurabi. This new leader was trapped between two major kingdoms: Rim-sin and Shamashi-adad.
Hammurabi was not strong enough to fight either city, so he patiently prepared. "He bided his time, building canals and temples, reinforcing cities." In effect, he quietly strengthened his center.
When the time was right, he edged towards the margins of Rim-sin's kingdom. There he captured a smaller, less-important city, while being careful not to threaten the heart of Rim-sin's kingdom. Next, he forged alliances with Rim-sin's enemy, Shamashi-adad. Then he quietly waited.
In the end, Hammurabi conquered the entire region, defeating both his enemies and his allies - whereupon he only intensified his efforts to strengthen his center: Hammurabi unified the kingdom with a detailed set of laws, and then he established control of the shipping routes, requiring a royal passport at key checkpoints.
The lesson for me is this: Strengthen the center first. I can only engage in two activities: I can increase output or I can increase capacity (for output). There will be times, when I must quietly wait for opportunity. It is best, in those times, to focus on increased capacity.
The medium changes the message. We may wish it were not so but that does not help. One must be sensitive to how the medium necessarily contextualizes the message. This is why, for instance, trying to take the transcript of a lecture and turning it into a book is so difficult. The medium is grafted into the message.
When you disconnect the CEO from the marketer, you have two different operations taking place. This is why thinkers like Drucker realized that marketing is a responsibility of the CEO (Drucker rightly connected innovation and marketing). The CEO must bring parity between what the marketer says and what the business is. So, the CEO must understand (and guard) the business' value proposition, and then enable its effective communication. Ultimately, the CEO must guarantee alignment between the claim and the reality.
At the heart of understanding is multiplicity of perspective. To understand a great man, one must see the world through his eyes, see him through his peer's eyes, and see his work through history's eyes.
When one is trying to improve results, they should keep in mind a sort of geometrical relationship. In my mind I visualize two dimensions at an angle. They represent the concept of “more” or of “better”. In many cases the only way to improve results is to perform more of the key activities or to perform those activities better. The distinction provides a useful x, y axis in which to analyze all of your efforts. Sometimes doing more keeps you from realizing that you need to do better. Sometimes doing better keeps you from realizing that you could do more.
To build a great organization, the leader must develop an effective team that knows how to engage in a "thorough process." This is a strength that could become a weakness. This thorough process can be an impediment. Deliberation may become delay. The leader needs to understand when a thorough process is unnecessary. The key is this: We are after the right answer. “Thorough process” is a means to that end. In situations where risk can be properly controlled, the leader may engage in a simpler way to get to the right answer. In the end, the leader will be judged by the right answer, not the beauty of the process.