Reflection on Fullness

“Full potential requires the proper habits”

If I say that the human factor is fundamental to corporate development and competitiveness, I won’t be revealing anything new. It’s something any business owner or executive is well aware of. However, examples of “absent leadership”—which we might also call “classic management”—are far more common than those of exemplary leadership. Understanding personal profiles and fostering their development is on very few corporate agendas, and even fewer consider it a high priority.
In an increasingly technological world, we might think that "smart" tools will help us stay in business. However, we forget that so-called "intelligence" is nothing more than an algorithm—spectacular, but ultimately just a sequence of computer code—that requires human talent to contribute effectively to business competitiveness. To all the business leaders listening to me, let me emphasize that technology is indispensable, but as a tool, not a solution itself.
For example, take a simple sales chart. Depending on who analyzes it, some will draw valuable conclusions for decision-making processes. However, with the same data, others see nothing but numbers. Even if we "buy" complementary intelligence to extract valid criteria for decision-making, it will only be useful if we can understand it. Otherwise, we will be unable to act on it because very few business leaders make decisions based on assumptions they do not understand.
And here lies the great paradox: for something to bring us enough innovation to remain competitive, it must necessarily be disruptive. But, quite simply, we may not be able to understand what it offers us.

Insight

In conclusion, we can say that, of the vast universe that represents human beings, the most valuable aspect of business competitiveness is their vision. The more capable someone is of understanding the highly complex and disruptive, the greater the chances that our business will remain competitive.
Assuming this principle, we must consider the next step: to either develop this capability or hire it already developed.
A large corporation will likely prefer to hire employees who already possess the ability to understand complexity and bring a disruptive vision to the decision-making process. However, most small and medium-sized businesses cannot afford this luxury, if only for cost reasons.
Therefore, the most reasonable option for companies unable to acquire fully developed talent and skills (in terms of insight) will be to implement development programs tailored to their specific needs.
At this stage, another dilemma arises: What are the appropriate talents and skills? To answer this question, corporate leaders must prioritize one critical task above all: consistent alignment with success. But what does it mean?

Consistent alignment with success

To ensure the success of our business while minimizing risks, we can only do so by learning from other businesses that are already highly successful. However, to truly learn—and not just think we’ve learned—we must make an effort to break free from our preconceptions and strive to see what they show or explain to us through their perspective, not our own. This is the real challenge every business leader must face.
Many businesses excel for a while but fail to sustain their success. Do we want that to be our pattern? Or would we rather learn from sustained success?
In any case, when we have the opportunity—better yet, the privilege—to learn from those we consider benchmarks, will we be able to truly understand what they are teaching us or will we filter it through our perspective, thereby losing the ability to discern what is truly relevant?

Overcoming this initial barrier requires proper preparation, but the journey doesn’t end there. To truly understand something highly disruptive, we must approach it with unwavering consistency and precision. Even the most attentive first explanation will demand perseverance and careful exploration to uncover its full meaning.

What is the proper preparation?

Of course, whenever possible, we should read and study the material presented to us. However, let us remember that the more disruptive and innovative a concept is, the less documentation will likely be available on it.
The key lies in our habits—the behaviors we internalize and perform almost unconsciously—because these shape the essence of our criteria and ultimately define our perspective on things.
For example, if we make a genuine effort to be positive individuals, our mindset will naturally adopt a positive approach to resolving the complexities we face. Similarly, if we approach a new concept without preconceived expectations, we eliminate one of the greatest biases that hinder our understanding.
These are just two brief examples of what we must strive to develop, which, in the syncplexity universe, we refer to as 'executiveness.'
In fact, being an exemplary leader who inspires pride and motivation or seeing beyond the obvious is simply a matter of adopting the right habits. By doing so, an individual can achieve their full potential both individually and collectively, contributing the most to business competitiveness.
In other words, no matter how valuable the knowledge we gain, it holds little power unless we consistently and habitually put it into action.