through practice we create
universal flow in spring dew
smiling fierce truth
through practice we create
universal flow in spring dew
smiling fierce truth
I wrote this poem as a young South African in the early 80’s. It feels as applicable to the entire planet today.
Like dirt – my
To a time
Before all this
Amidst the smoke
Of a conscience
The stark white
Of a soul
Lost in time
“Get a job, boy!”
Pains at bay
Whilst your brain
Of the system
Dug your grave
Of your race
Yet the pain
Of my smile
At the absolute
Of a comic
As the storm
Over the country
I should call
Still – life
For the privileged
In the safety
We live in a world surrounded by terror and unrest. The immediate agony of disease, displacement and starvation pervades. Technological advancements bring economic uncertainty to many disengaged workers.
70 years ago Sir John Gorton, who went on to be Prime Minister of Australia, spoke of a similar world. Surrounded by so much intolerance I believe his advice echoes across the ages. May he inspire all of us to be fiercer with ourselves, with our relationships and the world around us. May we never be complacent. May we be brave and not accept injustice, wherever and however we find it.
Hear his words and be watchful: –
“We cannot expect to make a new and better world as a result of the exercise of brute military force. We can only expect to achieve the kind of world we want by the use of brains and effort during peace.”
“We must raise the spiritual standard of living so that we may get a spirit of service to the community and so that we may live together without hate, even though we may differ on the best road to reach our objectives.”
“Tomorrow we must carry on again. And the tasks which lie in front of us are immense and urgent as never before.”
“What can we do? Individually, it may not be much. But we can at least all think on the problems which are in front of us and be ready to act on our thoughts if the opportunity arises. We can try to reason out how we may best provide a full and satisfactory life for all our citizens. We can practise tolerance and understanding. And we can be ready always to defend against attacks, either from within or without, the political freedom, the measure of freed which we already have.”
“It will be hard. It will mean a constant effort from all of us. Build a world in which meanness and poverty, tyranny and hate, have no existence.”
– Sir John Gorton, Mystic Park Hall, April 3rd 1946.
We dare not fail ourselves. We dare not see the chance to improve our world wasted.
Every single one of you reading this has the power to affect change. In fact, many of you have already demonstrated, in your unique ways, the power to lead massive change.
I implore you to step up, to break free from your daily busyness. Accept my challenge to make a commitment within 24 hours of reading this and join me on this quest.
The quick ratio measures the ability of a company to pay its current liabilities when they become due only from quick assets, which for the purposes of this liquidity test are defined as assets that can quickly be converted into cash within 90 days. [Hey, I do remember something from time as a trainee accountant in 1983!]
In today’s climate of almost pervasive digital transformation initiatives I questioned in a recent post whether such activities were working. Could they be measured yet?
The argument against is that innovation and change takes time to percolate. Perhaps, but that is a cop out. There is the equivalent of the quick ratio that can be used to test if a transformation activity is on track. A digital transformation can have many moving parts, and depending on the size and scope of such an undertaking it can be difficult to pin down exactly what is its end game.
This is where the quick ratio comes in. Can you quickly, within the first 90 days of its commencement, poll senior executives in a company and come up with a common view, lingua franca and cohesive support front for a digital transformation initiative? If not, then the initial dissidence and inertial dampeners that emerge as a result of not singing from the same transformation hymn sheet will grow exponentially during the course of the ensuing months. The resultant friction may well prevent such an initiative from achieving its desired result.
One of the sharpest analysts I’ve had the pleasure to work with, Gartner’s Mary Mesaglio, has posited a step by step Quick and Dirty Transformation Test for Executives.
At EXOscalr we want to support the next generation of entrepreneurs and are offering a limited number of slots for early stage entrepreneurs to work with us.
As part of our support, we will significantly reduce our rates for one on one coaching with entrepreneurs and will also work with peer groups made up of a maximum of 3 synergistic entrepreneurs.
To qualify your current business must be pre-Series A funding. You could be anywhere on the spectrum between exiting your current role to do a start up through to being close to raising your Series A venture capital round. Our logic is that Series A is enough of an inflection point for us to have a full business conversation that doesn’t necessarily require EXOscalr subsidising you by reducing our fees.
EXOscalr is a strategy, growth and wisdom coaching company. We help CEOs and their teams deal with the internal entrepreneurship rollercoaster, supporting the growth they need to exponentially improve their performance and their life.
Ping firstname.lastname@example.org to find out more about the opportunity to work with us.
When I was at Gartner my colleagues and I advised many companies to focus on innovation and digital transformation as a core mechanism for achieving growth. It is fantastic to see so many companies in so many industry sectors seizing on this.
So why are business leaders still up at night?
What is your number one fear?
“Will it work?”
How do you know that all this change, this innovation and digital transformation activity, will deliver on your greatest business need – growth. Without this change and growth, you fear your company will be in grave jeopardy.
Overcoming the Fear Panoply by Crossing the Threshold
This overarching fear keeping you up at night is an existential one, the fear of becoming obsolete.
One moment you are.
The next you are gone.
Perhaps remembered for doing some great things, but more likely forgotten as quickly as a shoreline sandcastle washed away on a relentless tide.
Perhaps an even worse fate awaits, that of being remembered for not having reacted to an obvious, changing situation. Forever known as the company that got blindsided before it could change.
This is the fear that is being exploited to drive you to take up the change mantle.
“Innovate or die”
Given that your company does not operate in isolation your fear of becoming obsolete is exacerbated by two competitively-driven, change-related fears. The overarching one is the fear of not growing. This is a foundational fear. Growth is seen as the marker for continued relevance, for being able to stave off obsolescence.
This logic drives the second of these fears, that of missing out. This fear is predicated upon the thinking that if your company continuously misses out on opportunities for growth it will accelerate the early onset of obsolescence.
The fear of not growing and of missing out have become key drivers for companies initiating digital transformation and innovation programs. But to do so they require sufficient change impetus in order to overcome the fear of making mistakes.
No company wants to waste its valuable resources or suffer the loss of face that results from failure. Failure, particularly continued or massive failure, can also lead to obsolescence.
The tension between tackling change and the fear of making mistakes has been reduced somewhat by the startup-inspired hypothesis that failure is not in and of itself so bad as it provides fuel for learning.
Be that as it may, in order for your company to successfully undertake digital transformation and innovation it must sufficiently cross the obsolescence threshold.
This threshold is crossed when your company’s fear of becoming obsolete is driven more by the fear of not growing and missing out than the opposing fear of making mistakes.
This is an important distinction as the nature of your company’s digital transformation and innovation initiatives is predicated on the velocity at which your organization crosses the obsolescence threshold.
Ultimately, the success of such initiatives will be determined by what type of digital transformation and innovation your company undertakes. Depending on the groundswell of industry change within which your company is encapsulated, these initiatives need to have more or less impetus to succeed.
Too little activity that matures too slowly produces lacklustre results. This is a level one transformation failure.
Too much activity that matures too fast leads to burn out. This is a level two transformation failure.
Both levels of failure can be fatal for your company and it is crucial to find the right transformation cadence.
Currently there is sufficient impetus in the fear of becoming obsolete and enough of a herd mentality in most industry sectors for many companies to be initiating a digital transformation and innovation program.
And this leads to the pivotal question. How do they know these programs will work?
Is there a commodifying effect at work? If everyone is innovating and has a lab in Silicon Valley what does this mean? Does it reduce the effect of such activities to a common baseline? Do you then need to be even more disruptive or more of a digital business? What do you change, what should stay the same?
Are there warning signals such a program is working or not working? What are the leading and lagging indicators? How can you spot these and course correct before it is too late?
How can we help?
The EXOscalr team brings 30 years of digital transformation and innovation wisdom to give you peace of mind.
We ruthlessly analyse your capabilities, we benchmark your activities against our success modelling and we give you discrete, honest advice on what is working and what isn’t.
We then double down and guide you to be fiercer with yourself, your people and in your activities so that you can eradicate this panoply of fears.
EXOscalr is entering a new phase of growth and we are excited to be seeking a VP of Business Development & Growth.
Details of the role are below.
Serious enquiries (including resume and covering letter) can be addressed to our CEO, Rand Leeb-du Toit at email@example.com.
Please no recruitment companies, or lead generation service providers.
We are looking for a senior business development professional for a Vice President role. The person will be responsible for sourcing and closing coaching and advisory clients, with a particular focus on the roles of CEO and Chief Digital Officer. You need not be based in any specific geographical location, however we are seeking a Silicon Valley-style Get Stuff Done mentality.
– Generate revenue by selling EXOscalr’s coaching and advisory services
– Develop a sales strategy designed to achieve set revenue targets
– Build and maintain relationships with corporate executives in CEO and Chief Digital Officer roles across a range of industry sectors, company sizes and geographies
– Develop and maintain a robust pipeline of qualified prospects
– Book consistent prospect meetings and follow up until clients are closed
– Develop a working knowledge of the issues CEOs and Chief Digital Officers face
– Develop a strong knowledge and understanding of the competitive landscape and be able to effectively articulate the EXOscalr value proposition
– Provide client/prospect feedback.
– 10+ years of sales experience to senior executives, ideally selling six figure coaching and advisory packages
– Hunter, with a get stuff done mentality, able to be autonomous and generate significant new business
– Demonstrated ability to communicate effectively and persuasively, both verbally and textually
– Broad based knowledge of the sales process from lead generation to relationship management
– Mature communicator capable of handling high-profile clients
– Demonstrated ability to work in a team atmosphere
– A desire to work in a fast-paced entrepreneurial environment
– Prepared to back themselves.
We are geographically agnostic and so you may be based anywhere on the planet provided you have excellent Internet connectivity and have a Silicon Valley-style Get Stuff Done mentality.
Professional Training and Coaching, Management Consulting, Venture Capital & Private Equity
Sales, Business Development, Growth
We empower leaders to be fierce with themselves, in their relationships and in their business particularly around disruptive innovation, growth and making a difference.
Last week I had the pleasure of talking with the students of the Bachelor of Science Advanced – Global Challenges at Monash University, Melbourne. This is a one of a kind degree in Australia as it combines a science degree with training in leadership, persuasive communication, entrepreneurship, policy, ethics and corporate social responsibility.
My session was titled Wisdom through Ferocity. I led the group through my journey from lawyer, serial entrepreneur and venture guy to wisdom guide and leadership coach. And then just as they were getting comfortable we dived into a self-inquiry workshop designed to get them to really think.
This is what some of the participants had to say:
* “Though provoking and intimidating – self discovery isn’t easy!”
* “Great dialogue about the importance of a ‘wisdom society’.”
* “How rich this conversation was. Thanks for the insights.”
* “You ask the really tough questions and a rich conversation unfolds.”
* “Thank you for challenging me to find my soul work and to focus on big things that create change.”
* “Awesome dialogue exploring the deeper sense of self and who we truly are!”
I hope that this sparked an ongoing conversation amongst a group of people who may well turn into some of our next world leaders. I am also excited to see how they develop their own wisdom practices over the ensuing years.
I plan on rolling the self-inquiry workshop out more broadly to companies and believe it would make a fantastic keynote catalyzer for strategic retreats and executive offsites.
One of the students asked to interview me and this resulted in me honing my thinking which I’ve set out in a Q&A below:
Are we unconsciously conscious?
Both negative and positive emotions are processed by the unconscious brain, not because as Freud believed they are repressed, but because the observable affects of these emotions are expressed so rapidly and automatically that they take place beneath conscious awareness.
The unconscious and conscious are part of a cohesive and very active brain|mind operating system (OS) that assesses life experiences and responds according to the system’s programming.
This OS operates in service of an individual person’s life management and its overarching value metric is energy efficiency. It parses any decision against past reinforced learning. This parsing leads to the unconscious part of the brain|mind OS automatically enacting what it already knows, unless there is a conscious intervention.
Assuming the OS programming is optimal, flow is an extremely powerful state to achieve, because in flow one can circumvent the need to interact with the conscious completely. In flow we lose the sense of self and become one with our environment reacting to it fluidly.
When viewed against the backdrop of a cohesive OS we realise that the concept of self is not a necessary construct for effective operation, nor does a distinct self exist. In contrast we can view self-organisation more as auto-organisation, without the requirement for some centralised self-driven agency.
This individual OS is capable of interacting relationally with the OS of other individuals to form an effected individual and collective response.
How does wisdom fit into the mix?
The overarching goal of attaining higher levels of wisdom it to produce more harmonic alignment – be that within ourselves, within our teams, our companies, our societies, our planet and the universe.
Wisdom dictates that the more we learn about our unconscious forces the better equipped we will be to deal with and, when there are issues, treat, the behavioural and emotional situations we find ourselves in. Through wisdom we can reprogram our OS.
One of the key objectives of a wisdom practice is to be able to insert an interstitial between emotion and affect in order to steer an individual’s response to a situation towards a more positive outcome.
The purpose of a wisdom-practice is to optimise this learning for the benefit of that individual and the broader collectives they are a part of. Ultimately wisdom should contribute to a universal OS. Many of the rules we have currently within our brain|mind OS are not in harmony with this broader universal OS and by gaining higher levels of wisdom practice we can do our part to produce more harmonic alignment.
What is the difference between being an advisor and a wisdom guide?
Previously my work was as an expert, an advisor and analyst. I was conducting my own pattern recognition across vast areas of technological and trend development and then interpreting and communicating this to others. Clients came to me for advice. This was a lean forward activity for me, while my clients mostly listened, took the advice on board and then acted upon it. By contrast much of my work today is about guiding and coaching people to have their epiphanies, to get them to access what they already know but haven’t yet processed and to harness their super powers. This is a lean back role in which I let the atmosphere come to me – I often hear the meaning between the lines and I listen for the music behind the words. This open and empathetic channelling approach empowers me to resonate with my client’s affective cadence and ask the right -and many times, the hard – questions to steer the conversation for my client’s benefit.
Why is wisdom important to our future?
We are moving aware from conscious operation in much of our external environment – autonomous vehicles, smart machines, AI, chatbots etc. As this trend picks up pace the perceived need for us to interact consciously (I say ‘perceived’, because we mainly use our unconscious to control the current systems) will reduce significantly.
This is a window for us to become more attuned to our unconscious, for us to let go and for us to rewire our OS to be more connected with the universal OS. This window will close if we instead retreat from controlling our environment to losing ourselves in VR which is a very real threat.
This window is important because we are in the early stages of shifting from a knowledge-centric society into a wisdom society. We have witnessed the beginnings of this shift over the past 16 years.
Through my near-death experience I had incredibly vivid visions of societies being built up and crumbling, civilizations evolving and devolving. I believe that for a very long time (many thousands and thousands of years) we have been in a devolving cycle, but we are now in the early stages of an ascendancy from a time of darkness and confusion into a time of light and collective wisdom. The pace of this ascendancy is contingent on a proactive approach. If we do nothing and rail against this natural cycle we may evolve very slowly and not achieve our full potential before the cycle shifts again. It is up to us to catalyze and accelerate this ascendancy.
Why Be Fierce?
This mantra is designed to remind us that we can reprogram our behaviour patterns away from simply accepting our programmed response to situations and towards finding a better, more attuned path. Aim more for an internal ferocity than an external viciousness.
Thanks for reading and continue to
Rand Leeb-du Toit
EXOscalr provides a wisdom practice to both Fortune 500 CEOs, CDOs and high growth leaders.
We focus on wisdom through ferocity. We guide our clients to be fierce and invest their time and resources wisely by considering future trends, competitive pressures, growth demands, innovation and corporate venturing capabilities and their own data.
My personal wisdom guidance is derived from a mix of over 30 years of business experience and the unique personal insights that ensued from my sudden cardiac death.
I read all my email at firstname.lastname@example.org and I’m also at +1-650-529-4181 and +1-646-480-0205. Feel free to reach out.
Please share this newsletter on your social networks or via email. If you received this from a friend, you can subscribe (or unsubscribe) here: http://eepurl.com/bxGzD1