Jambali the Wealth GiverAre you ready for abundance?by Brett Krkosska This tale of five young travellers in search of wealth and wisdom illuminates the perils awaiting those who seek riches. The five young men gathered close around the fire. The day-long trek across the arid high plains had left them weary and discouraged. Was this journey an act of otherwise sane men? Certainly the elders could not be mistrusted. Their constant ramblings about the man called Jambali filled the air almost daily. They said he was a man of immense wealth and wisdom. A man who freely dispensed both to any who sought it. Yet many had travelled to the eastern mountains in search of this man, and all had returned weeks later with nothing to show but callused feet. Was it all just a wistful tale; a fantasy concocted to give the people of their desperately poor village a reason to hope? This was the question that plagued the five travellers as they bedded down for the night, their hearts full of hope and their heads full of doubt. The sun rose to find only four travellers remaining; the fifth having let doubt win over. His note by the ashes of the fire implored the four to push on, but he had returned to the village, unable to pursue a journey that held no promise. And so the four travellers hiked throughout the morning and reached the tree line of the eastern slopes by mid-day. It was a welcome escape from the relentless heat of the desert sun. They had not walked more than 100 yards beneath the shade of the trees, when they happened across an old woman. They told the woman of their quest to find a man called Jambali, and asked if she knew where to find him. She exclaimed that they were indeed fortunate, for he was a nomad and was camped for the day just over the next rise. She bid them caution however, as he was not fond of unannounced strangers to his camp. Thanking the old woman, they hastily made their way to the rise and thereupon did devise a plan. One of them would ascend the rise to investigate the layout of the camp and then report back to the others. In this way they could best decide upon a method of entering the camp. They elected a scout, and he ascended the rise while the others anxiously waited. After a short time the scout returned looking forlorn and discouraged. He announced to the others that he did not see the camp of a wealthy man, rather was it the camp of a pauper. He spoke of a man dressed in rags and a tent of simple design. And then this traveller did proclaim their journey a fool’s adventure, and he marched back into the desert with a heavy heart. The remaining three travellers were not so easily dissuaded. One was elected and he ascended the rise to scout the camp. He shortly returned with a puzzling report. Not only was this man without wealth, but he was also crazy. He told of a man standing in front of his tent waving his arms wildly in the air, screaming obscenities at an unseen demon. And as before, this traveller also proclaimed their journey a fool’s adventure, and marched back into the desert… with a perplexed heart. The remaining two travellers had not come this far to give up so easily. One of the pair ascended the rise, only to quickly return shaking with fear. He exclaimed that the man was indeed acting crazy, but not because of an unseen demon, rather because there was a tiger crouched in the trees ready to devour the man. This traveller hastily declared their journey a fool’s adventure, and hurried back into the desert… with a fearful heart. The last traveller began his ascent. He reached the top and peered into the camp. He too witnessed a tiger of great ferocity, but he put his fear aside and decided to help the man defeat the beast. He quickly fashioned a makeshift spear using a dry branch sharpened with his hunting knife. He ran down the hill and jumped between the man and the snarling tiger. He readied his weapon and was on the verge of thrusting it into the beast, when the man suddenly let out a shrill whistle and grabbed the spear from the traveller’s hands. The tiger abruptly ceased its attack, then trotted over to stand next to the man. Obviously, a cruel trick had been played upon the traveller. Distraught over what had just transpired, the traveller demanded an explanation. The man explained that the old woman had seen the four travellers approaching from the desert, and had warned him of their arrival. He explained that his antics were designed to invite only the most sturdy of heart into his camp. The man went on to introduce himself as Jambali the Wealth-Giver. He invited the traveller to sit beside him and tell of his journey. The traveller did so, explaining that the trip had began with five, of which he was the only one remaining. He went on to tell Jambali about his people’s belief that all who visited him would receive wealth and wisdom. Jambali told the traveller that his people’s belief was true, but that before wealth can be possessed, one must first have the wisdom to own it. Jambali explained, “The first traveller gave up on the first night. He did not want to work at acquiring wealth.” “The second traveller saw a poor man’s camp. He had not the vision to perceive wealth among ordinary things.” “The third traveller witnessed a crazy man. He had not the vision to perceive wealth among non-ordinary things.” “The fourth traveler witnessed a man-eating tiger. He was not ready for wealth because he had not the courage to overcome fear.” Jambali watched as the traveller digested these words. They were powerful words that sank deep into the traveller’s heart. Then, suddenly and without notice, the traveler rose to his feet and thanked Jambali for these wealth-giving secrets. He was overwhelmed with exhilaration at the wisdom he had just received, and could barely contain his desire to depart for the village with news of his good fortune on this journey. He quickly bade Jambali farewell and promised he would tell his people what he had learned. And so, this traveller did declare the journey a success, and he trotted into the desert with a glad heart. As the traveller disappeared from sight, Jambali strode into his tent and filled a ruby-rimmed cup to overflowing with a dark, red wine. He drank largely, allowing the warm liquid to both caress and exhilarate his senses. A drop escaped from the corner of his mouth and momentarily danced upon his chin, as if unsure of which direction to fall before relinquishing its hold to the ground below. Jambali tossed the cup, gestured loudly to the barren desert which had swallowed the travellers, and dispensed his last bit of wisdom, “And the fifth traveler was ready to receive wealth, yet received none, because he did not ask for it.” ABOUT THE AUTHOR: Brett Krkosska provides how-to advice on family and home-based work issues. Get start-up guidance, business ideas and inspiration at http://HomeBizTools.com . Become a subscriber for a fresh and original perspective on today’s business issues: mailto:enews@homebiztools.com |
Category Archives: Articles
Einstein, The Universe and Leadership
Article by Brent Filson
Ever since serving a hitch in the military, I have been nagged by the question that’s been hanging around leadership since time immemorial: How can some leaders persuade people to believe in them and follow them and other leaders can’t? But it wasn’t the military that provided me with a framework to answer that question. It was Albert Einstein and his quest for the unified field theory of the universe.
Einstein is well known for his special and general theories of relativity, two of the crowning intellectual achievements of the 20th century. But what he is not so well known for is a magnificent quest that he carried on for some 30 years — and ultimately failed in. That was his quest for a unified field theory of the universe. And it was a quest that inspired me, in my small way, to find an answer to the leadership question.
Einstein’s special theory combined space and time into a single concept known as the space-time continuum. He spent the rest of his life failing to develop a unified field theory that incorporated gravity into the electromagnetic field. But it wasn’t his trying to solve the conundrums of physics that inspired me. It was his trying to unify the grand forces of the universe that’s so compelling.
Just as there are grand forces driving the activities of the universe, I’m convinced that there are grand forces driving the activities of leadership. Whether we are talking about small or large organizations, organizations of butchers, bakers or candlestick makers, the same leadership forces — leadership laws, if you will — apply. Or at least that I was my theory, that was my quest: to find the laws of leadership, if they did indeed exist, and then show how those laws can be applied in any organizational challenge. In short, we can have a “unified field theory of leadership.”
I won’t go into the details of how I came to develop the theory — only that after a quest of several decades, working with leaders of all stripes, I developed what I call the Unified Field Theory of Leadership Success. I’m certainly not unifying such grand concepts as gravity and the electromagnetic field; but my theory, in its small way, has helped many leaders around the world raise their leadership effectiveness to much higher levels.
Here then is the Unified Field Theory of Leadership Success. It is not magic dust to transform you into a great leader. It is instead a polestar to guide and help you invigorate your leadership and communication efforts.
The UFTLS is expressed as a series of four propositions.
- Business success happens when people get results. Clearly, this is not some strange, UFO- like concept. Instead, it is a BFO a Blinding Flash of the Obvious. Yet obvious or not, it is ignored by many leaders
- too many leaders. Too many leaders focus on enabling such drivers as quality initiatives, re-engineering projects, and cost-cutting programs
- at the expense of the people who must animate those drivers. For instance, I know of a company that is engaged in the fourth major restructuring in the past half dozen years.
- Three of those initiatives have failed, mainly because they ignored the human/leadership aspect. In fact, I propose that the new initiative is doomed to fail too.
It’s obvious why: instead of being driven by a compelling market strategy, strong products, or a vision of marketplace leadership, this new restructuring is being driven by a new computer system! The officers are restructuring the company primarily to better employ that system, not to better employ people for results. I dare say the light that they may perceive to be at the end of the tunnel will turn out in truth to be a search party looking for survivors.
Leaders do nothing more important than have people get results. Another seemingly obvious statement. Yet when I give talks to leaders around the world, and ask them, “What is the most important thing you do as a leader?” some 95 percent of them give every answer but this one. This is the only right answer.
Understand the power in the seeming passiveness of “have.” Leaders cannot get results by themselves. They need others to help get those results. Today, with speed, flexibility, and teamwork being driving competitiveness, the control-freak order-leader who must tyrannize and micro manage can’t compete against the leader who can build and motivate teams to get results. In short, the leader who can “have” others get results.
The best way to have people get results is not to order them but to motivate them. Like leadership purpose, motivation is another concept that is misunderstood by many leaders. If we misunderstand the concept of motivation, how in the world can we motivate anybody to do anything? Here are the four “eternal truths” of motivation:
- Motivation is not something people think or feel but what they physically do. Only when people take physical action can they in truth be defined as “motivated.
- Motivation is not something we can do to anyone. We as leaders can only communicate. The people we want to motivate must motivate themselves. The motivatee and the motivator are always the same person.
- Motivation is driven by emotion. In fact, the words emotion and motivation come from the same Latin root, meaning “to move.” When we want to move people, motivate people, to take action, we engage their emotions.
- Motivation happens best when it is triggered by face-to-face speech.
We lead well only when the people we lead are leading well. Let’s throw out the old concept of leadership. That concept is based on the idea of “followership”
— successful leaders being the ones who got people to follow them. Baloney! Today, the speed and scope of change in the marketplace demand a new vision of leadership, leadership that can not only deal with that change but actually speed it up and make opportunities of it. That vision is this fourth proposition. How many times have we heard this seeming praise, “They’re such great leaders, they can’t be replaced!”
Within the terms of the new leadership dynamics, those “great, irreplaceable leaders” are in truth poor leaders that should be gotten rid of! If the leader’s function is to have others get results, then the best way is not simply to motivate them but to motivate them to lead others to get those results. When we challenge our leaders to truly lead, we change their world and ours. Only then are we leading well.
Those are the four propositions of the Unified Field Theory of Leadership Success. Einstein failed in his quest for a unified field theory; but the success or failure of this Theory of Leadership rests with you. Put it into action. Guided by its ideas, develop strategies, processes, and leadership skills.
When you do, I can’t promise that you will develop an e=mc2-like revelation, but you will start on the road to being a better leader. Because the four propositions do provide defining differences between leaders. Those differences are not as grand as the differences between gravity and electromagnetic fields, but they can help you do that very simple, down-to-earth thing that your career, that any career, rests on: lead.
Contact Information:
Brent Filson
Founder & President
The Filson Leadership Group, Inc.
413-458-4403
http://www.actionleadership.com/
