Skip to main content

Not quite the one



You are not quite the one you used to be. (You have changed a lot.)

It could mean either ways. Expectational or Aspirational.

One way is where you fall short of expectations. You not being able to evolve with my needs or probably not moving along with changing times. The experience or the touch which you once had seems to be missing. Chances are you are not even aware. The ambience or environment in which you operate could be the same to you. But to an eye outside it's old and outdated, out of sync with times. The one reminiscent of the namesake you used to be. The milestones have been moved forward. What you are looking at may be memoirs of a time bygone.

The other is aspirational. The one of you having raised the bar higher. Taking it a notch further where I aspire to be and even willing to be a part of it. Here I see you as adaptable and dynamic. Getting others to be one like you. Keeping up with the times. Moving the milestones along with times. They are not just memoirs of times bygone rather a roadmap of things to come. Things you never knew one could aspire to be.

The one with expectations demands that you to create value. The one with aspirations sees you create value propositions. 

Which one are you when someone says you are not quite the one you used to be.

Comments

Popular posts from this blog

The 70+ Hour Work Week Debate: An Intentional Grab for Attention or a Serious Commentary?

The recent debates surrounding the idea of a 70+ hour work week have sparked intense reactions, drawing both applause and criticism. While some view it as a badge of honor for high achievers, others see it as an outdated notion that glorifies burnout. But a deeper question emerges: is this debate merely a deliberate attempt to grab eyeballs and enjoy a fleeting hour of glory? In today’s media-driven world, controversial statements often gain disproportionate attention, flooding news feeds and capturing the public’s imagination. Leaders making such proclamations may find themselves in the limelight, relishing the buzz around their bold, albeit polarizing, remarks. But at what cost does this attention come? The Underlying Risks and Downsides The glorification of excessive work hours raises several pressing concerns: Burnout Culture : Does endorsing 70+ hour work weeks perpetuate a culture where exhaustion is equated with success? How does this impact mental health and well-be...

Day 19 - The Power of Multidisciplinary Approach

In an era of specialization, many of the world's most successful people advocate for a broader, more holistic view—one that embraces a multidisciplinary approach to life. This approach involves combining knowledge and skills from various fields, leading to better problem-solving, creativity, and adaptability. Think of a Renaissance person like Leonardo da Vinci, whose expertise spanned art, science, and engineering, shaping innovation for centuries. Today, the importance of a multidisciplinary mindset has become even more crucial in navigating the complexities of modern life. The Impact of a Multidisciplinary Approach David Epstein’s book, Range: Why Generalists Triumph in a Specialized World, provides compelling arguments for why those who explore a wide variety of interests often outperform their more specialized peers in the long run. Epstein highlights examples from sports, business, and science, showing that people who dip their toes into different fields are often...

Emotions in Business - Fear: The Good Side

Fear is often painted as the villain in the business world—the force that holds us back from taking risks, making bold decisions, or stepping into uncharted territory. But what if we’ve misunderstood fear all along? Fear, when harnessed correctly, is not a weakness; it’s a powerful signal. It tells us what matters, sharpens our instincts, and forces us to prepare better. From startups to Fortune 500 companies, understanding fear can be the difference between reckless decisions and calculated risks. Fear and Decision-Making Fear plays a crucial role in business decisions. A CEO contemplating an acquisition fears overpaying or making a wrong strategic move. An entrepreneur fears market rejection. A salesperson fears losing a big deal. But these fears, when analyzed, can guide better decision-making. Instead of dismissing fear, we must ask: What is this fear telling me? Is it highlighting a blind spot? Is it pushing me to prepare better? Successful leaders don’t eliminate f...