There’s a business case for feeling. This week, I blurted (I do blurt), this:
“I’d rather work with a business leader that doesn’t quite know what they’re doing – but that really feels it. Than someone who knows exactly what they’re doing – but doesn’t feel it.”
Similarly, if all a business is interested in is making money, I get bored with that.
Similarly, if someone offered me a book of precisely what to do to (robotically) make a million dollars (dollars somehow sounds sexier than pounds so I’m saying dollars) – I wouldn’t want it.
All this makes sense to me, because there’s a business case for feeling. If you feel it, you can make them feel it too. And if they feel it, you don’t really have to persuade. You just storytell around the journey. And if the change you want to make matters, and you’re patient, you should be OK.
So I do stand by this:
“I’d rather work with a business leader that doesn’t quite know what they’re doing – but they really feel it. Than someone who knows exactly what they’re doing – but doesn’t feel it.”