This time of year we tend to subject ourselves to tough review. We zero in on our practices and tendencies and resolve to take up new, positive habits--and, more importantly, to break the bad. It can be a productive exercise if approached with a clear eye and dedicated follow-through. My question: why don't we subject our institutions to the same ritualistic rigor?
A few months ago, in one of our Centered Leadership learning sessions, a Latin American executive approached me with an insight that had deeply affected him. “In our transformation meetings,” he said, “we always talk about how they have to change. I realize I have to change myself first if I want them to change. Why should they change? They have to see me changed. But we haven’t done that because we spend all our time talking about them.”
On weekdays when I am at home, and not travelling, I get up early, get connected to the rest of the organisation through mails and calls, do an hour of yoga, and then drive to the office, arriving there around 10:00 a.m. I usually work until 8:00 p.m. and then head home to my family.
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