An amazing thing is happening in my world. Really good competent people are moving into key positions or blossoming within their current roles, and the synergies are astounding. It’s as if the universe of possibilities is opening up, and for me the excitement is palpable.
Awareness of this phenomenon seems to be spreading. Several of my colleagues have a brightened energy, as if resonating to the new landscape of possibilities. They find themselves developing new opportunities for growth and collaboration while mentoring and supporting those around them. It’s as if by simply honoring their commitments and relationships, their worlds are expanding, in turn generating new benefits and possibilities that continue to grow and intersect. Yet at the same time, many others remain completely outside of this phenomenon, seemingly unable to detect or tap into the sea of potential that surrounds them. And when framed against the vibrancy of their peers, their negativity emerges in stark relief, leaving them virtually in the dark with little sense of hope or clarity.
For me this dichotomy has become so pronounced that I can literally sort colleagues into these categories- bright or dark. But increasingly, I’m convinced that this distinction is neither permanent nor unavoidable. Instead, at virtually any moment it is possible for individuals to flip the switch, activating their potential to thrive in this new landscape.
But before they can brighten, they must first recognize that the landscape has indeed profoundly changed. From my vantage point the new vista it is defined by complexity, uncertainty, and a dearth of the core elements that many of us have come to expect and need. Clearly defined and meaningful goals and expectations, guaranteed security, and appreciation and support have long been viewed as key ingredients for professional fulfillment and success, but are now, at best, temporary luxuries, and no longer foundations on which to build careers.
Understanding this important distinction can prevent feelings of victimization that can result in in ego-driven decision making and the train-wrecks that eventually follow. By acknowledging the new landscape and accepting the inherent flux, we can reinterpret voids in leadership as opportunities for ownership, and lack of resources as platforms for innovation. In transforming apparent deficits into spaces for movement, we can get ourselves unstuck in virtually any role or situation while making important contributions that in turn will propel our growth.
But how do we fill such voids amidst the uncertainty that defines our workspace? This is where the notion of generative thinking becomes critical. By overriding our default tendencies to avoid additional work and assign blame to others, and allowing ourselves to think, design, and add value, we can begin to stretch the spaces around us and expand the realm of possibilities. Although doing so will not release us from the expectations that are set by those above us, we can begin to see them as minimum expectations and no longer defining constraints, allowing us to ensure our value while serving as a springboard for growth and fulfillment.