Being a fast follower is a good strategy; it allows you to take in the lessons from those who have tried and failed first. It is even a strategy that enables you to become a leader from public’s eyes.
But the challenge for the fast follower who gained leadership status is falling into the trap of thinking they are the leader. Their skills in curating what they learnt from the mavericks, scaling what was small and bringing things to market fast, are not going to be suited for what is required to take real leadership: influencing the market, uncovering innovation from their own values and principles.
They may have to pivot at some point when they’ve outcompeted all those whom they were fast-following.
This might be the first time tears have welled in my eyes as I read a news article. I was moved, perhaps, by the judge’s humanity. There was so much latent grief embedded in the case itself: the unreconciled relationship, unexpressed emotions, pent-up difficulties, and struggles that weren’t understood.
How different would the world be if we brought more of our humanity to our work, our relationships and our lives?
Amongst Christians, perhaps even non-Christians, people know of this story about Jesus feeding of five thousand. And this really large scale miracle work probably pushed His name out far and wide during those times.
What I realised is how that story about God feeding many with a little (that was a small gift) isn’t something new. In 2 Kings 4, through Elisha, God brought about a small miracle of multiplying food for men.
“Then a man came from Baal Shalisha, and brought the man of God bread of the firstfruits, twenty loaves of barley bread, and newly ripened grain in his knapsack. And he said, “Give it to the people, that they may eat.” But his servant said, “What? Shall I set this before one hundred men?” He said again, “Give it to the people, that they may eat; for thus says the Lord: ‘They shall eat and have some left over.’ ” So he set it before them; and they ate and had some left over, according to the word of the Lord.” – II Kings 4:42-44 NKJV
My heart was moved after reading this passage, realising how much Jesus was even amplifying some of the grace shown to Israel by God in earlier episodes. The feeding of the five thousand in my mind now is no longer just about Jesus’ compassion and provision. It is another imprint of God’s unchanging love for His people through the ages.
Jesus’ ministry during the 3 years when He was active really amazing brings out the person of God within a short time. To say He lived and fulfilled scriptures was one thing, but when you really study the scriptures further, it just amazes you how much Jesus truly did that. And even more so, that life was one that taught and enriched our understanding of God.
Having the desire to emulate Christ is good, but it cannot be done without understanding. And the only proper way to gain understanding besides living out life and experiencing it, is through the word of God.
Charlie Munger once said of the legal profession that it was very much like a pie-eating contest where the winner gets to eat more pie.
I laughed at that.
Because many other professions are the same. The capable staff gets more work to do; and having proven himself, gets promoted into handling more responsibilities.
But for most part, workaholics love their pie.
And to a large extent, for some, they don’t care about winning or losing at pie-eating. What matters to them is they get to eat pie.
Maybe that appreciation for work is what we need. Not to obsess so much over the winning or losing but instead, focus on the pie. And when the pie is no longer tasty, you quit. Because there wasn’t so much at stake to begin with.
Someone asked whether God forgives every single sin conceivable or possible. Most likely, the person asking the question thinks of ‘sin’ as some immoral, atrocious deed. As Christians, we see sin as inherently a rebellion against God and His order.
So, I’d answer that God, indeed, can forgive every single sin. And He has shown that by sending Christ to die on the cross. He made Christ pay the price for every sin.
The follow-on question, of course, is, “So why isn’t everyone saved?”
That is because I’d continue, “Every sin is forgiven, but not every sinner is repentant.”
The modern narrative about wrong-doing and forgiveness is such that forgiveness is an antidote against resentment, as if the forgiveness is for the victim or recipient of the wrongdoing, rather than the wrongdoer. And then that’s it; we say nothing about the wrong-doer or the part he/she has. Apologies? Making a restitution? What if that is beyond the person? The very least is repentance. Repentance is an appreciation of what sin constitutes, acknowledgement of culpability, and recognising the forgiveness for what it is, and subsequently being liberated from the guilt.
There are lots of excuses to choose from for a business to avoid the sustainability pressures upon them. Especially those who doesn’t want to have anything to do with activities that are not geared towards generating profits. One of them is the lack of standards in terms of what constitutes being sustainable.
And so the wheel turns and regulators churn out a whole bunch of different kinds of standards: CSRD, TCFD, GRI, CDP, SASB, UN SDGs – and all of them are basically reporting standards.
Technically they don’t tell you exactly what being a sustainable business is about; but they do emphasize some aspects and bring to fore different aspects of the business that may not be captured in more traditional business disclosures.
Nevertheless, no one is going to be able to tell you what is the ‘sustainability standard’ threshold that marks your business as being sustainable. There are ways to look good in each of those disclosure standards of course – and businesses sure knows how to cherry-pick the ones. The whole industry could even gear up to pander to that kind of work.
Yet at the heart of building a sustainable business is really considering the relationship of the business with everything else other than profits. And only you as the leader, the business owner, the manager, the employee can make decisions that determine how sustainable the business it. The metrics that you care about will naturally be tailored to your business.
You don’t have to wait for some regulators or the ‘market’ to make up their mind.
I was listening to this episode of John Dickson’s Undeceptions Podcast, in which he and his guests discuss Guilt. With sin being a vital part of the Christian faith, it is unsurprising that a Christian podcast will explore this topic of guilt. What is surprising to me is that the culture of victimhood that we find ourselves in today is so intertwined with the sense of guilt that is ever-present in our lives. I say it as though it’s a statement of truth, but don’t take my word here for it.
Playing the victim has become so much more acceptable, so it has become a way to avoid culpability. If you’re the victim, it’s hard to be in the wrong; in fact, you’ve probably been wronged by some perpetrator – whether it is the system or some rules and process that didn’t have you in mind or just someone else! Moreover, we are now more conscious of the ‘victim-blaming’ behaviours, so it is all the more advantageous to identify oneself with and as the victim.
Yet in trying to stave off our guilt about the conditions of life that we might have to go through, the sense that we did not live the best life we could have, we might also take away our agency. When you cast yourself as the victim, you’re just someone subject to others and everything else.
What if we don’t have to be the victim to be non-guilty?
There is a fair bit of stress that is associated with uncertainty and we know it. Yet modernity gives us a lot of tools to prepare, and make certain bits of the future which only makes us crave for more control and perhaps heighten our expectations that the uncertainty can be eliminated.
So part of our stress now comes from the expectation of certainty. We no longer how to enjoy flexibility, and embrace the dynamism that exists in uncertainty. And then when everything is under control, we find ourselves bored, craving for some kind of variation and so on.
As the aspects of work that has complete certainty slowly gets outsourced to computers, robots and perhaps even artificial intelligence, we are going to be getting the harder bits of work. The ones that require us to actually embrace uncertainty; the type that involves no one knowing the answer. We need to regain our ability to think and solve problems bit by bit as opposed to treating everything as though there has to be a right answer and we have to get it right.
The only time you have to say something is a feature, not a bug, is when it appears to be a flaw. The notion behind this idea is that there was an intention. That aspect of a software, or product design, or service experience was not supposed to be a flaw but an intentional part of the design. It assumes there was an intention, some objective being served.
The reason people might think it was a bug could be because:
They had different objectives from that of the way the product designer had imagined the objectives of their users to be
They were not the target audience of the product/service
They were forcefully making a product fit their needs
They did not know how to use the product – which could reflect badly on the UI design or the UI of whatever instructions needed
The product had a poor product-market fit
The product designers were giving excuses for themselves
There isn’t supposed to be a debate whether something is a feature or a bug. It should always be resolved by the one who had designed the product/service. If it was a result of something being overlooked, it is a bug, and pointing out that it could be a feature is just an excuse.
You bought an expensive foie gras meal and paid for it but can’t finish it. So who foots the bill?
If you finish it and get sick as a result? Is the doctor’s fee part of your foie gras bill?
If you don’t finish, and it goes into a food waste heap that requires public subsidy to manage and clean up, are the taxpayers footing your bill?
Would knowing all that change your decision to buy that foie gras meal?
What if you knew the future path of your choices? Who would you allow to foot the bill? How far ahead would you care about the consequences of your actions?
This is a story about externalities, cost and consequences. Who should care? Who should we care for? How much should we care? No one teaches us all these? We have to work them out and make decisions.
