A hierarchy isn’t responsive enough to change. I’m still trying to get people to do occasionally what I ask. And if I was successful, maybe we wouldn’t have the right kind of company.
“I am not satisfied.” This is the mantra of the leader. As a leader, you are never satisfied with the present, because in your head you can see a better future, and the friction between the “what is” and the “what could be” burns you, stirs you up, propels you forward. This is leadership.
If we want things to stay as they are, things will have to change.
Consider the life of Winston Churchill. He was born in 1874. Men still lived who had fought Napoleon. Ulysses S. Grant was in his second term as the American president and Karl Marx was just then in the British Library writing the Communist Manifesto. Mark Twain had written none of the books for which he had become famous. Electricity, radio, television, and telephones were still unknown and only the year before Yale, Princeton, Columbia, and Rutgets universities had met to draw up the first rules for a new game. It was called “football.”
When Churchill died ninety years later in 1965, men had orbited the earth, walked in space, and sent a probe to the surface of Venus. An automobile had already driven over six hundred miles per hour and sex-change operations had been successfully performed. Nuclear power had already come of age. Lyndon Johnson was the American president at that time and though he was considered an elderly man, he had been born when Churchill was already thirty-four. The year Churchill died, the Queen of England gave the Order of British Empire to the Beatles. It was an honor Churchill had also received, yet for a far different contribution in a far different age.
How does one life absorb such change? What must it do to one’s moorings, to that sense of connection to the flow of time and how a man experiences the rhythms of the world? Clearly, this was an ever-present challenge in Churchill’s life and it frequently filled his thoughts: “I wonder often whether any other generation has seen such astounding revolutions of data and values as those through which we have lived. Scarcely anything material or established which I was brought up to believe was permanent and vital, has lasted. Everything I was sure or taught to be sure was impossible, has happened.”
The real fault is to have faults and not try to mend them.
You must be the change you want to see in the world.
Hayek said we needed to think of the world more as gardeners tending a garden and less as architects trying to build some system.
If man is not to do more harm than good in his efforts to improve the social order, he will have to learn that in this, as in all other fields where essential complexity of an organized kind prevails, he cannot acquire the full knowledge which would make mastery of the events possible. He will therefore have to use what knowledge he can achieve, not to shape the results as the craftsman shapes his handiwork, but rather to cultivate a growth by providing the appropriate environment, in the manner in which the gardener does this for his plants.
Change is perhaps the pseudonym of God when He did not want to sign.