Dunes in the Mohave Desert are formed by wind but don’t resemble the wind. If I tried to describe wind by observing only the dunes how long would it take me?

So take these three real world examples and apply your own powers of deduction. Decide where the opportunity might reside.

  • A young COO, who is talented enough to ultimately grow and scale a very large company, works with an owner who has been unwilling to share authority.
  • A company with an exceptionally low long-term return on capital that continues to expand through debt.
  • Four unprofitable stores, lead by a very talented above store manager, who has great long-term leadership potential.

If you allow your brain to free flow, all kinds of possible opportunities emerge, but a leader that lives within these dilemmas may not have the ability to see them clearly. Why?

Upon his return from a 21 day ocean crossing adventure, Steve, one of my CEO peer group members, shared an insight when he said, “At my height I am able to see about 12 miles in any direction and that’s my limit.”

Over time, working in the company instead of working on it limits perspective. This is one reason why scaling and growing a privately owned company is so challenging and that’s why Steve meets with CEO peers each month. Becoming a long-term leader requires that you traverse many thresholds beyond your current horizon.

A threshold describes the magnitude or intensity that must be exceeded for a certain reaction, result, or condition to occur. Each example above invites the company owner into a threshold that any trained observer could probably see. So why is it difficult for these owners to move forward?

People have three core attachments: Safety and Security, Power and Control, and Affirmation and Affection. It’s perfectly normal for us to need all of these to some degree, but to grow and scale, a leader must break free from their blinding influence.

Scaling and growing means taking the risk of asking one very important question, “What are my attachments and who can help me see clearly?” In the first example above, an attachment to Power and Control is being challenged and in the second and third, Affirmation and Affection.

The relationship between risk and reward is well established as “nothing ventured nothing gained”, which is usually associated with money. Today, I am talking about the value of challenging your life.

The energy, attention, and structure required to shift from working in the company, to working on the company is significant. Each of these examples points to a very personal attachment that blocks a threshold for these real world leaders, and yet they choose to traverse their threshold. These leaders inspire me – they are amazing!

I’d love to know your thoughts?


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