Yearning to Achieve

People wish to accomplish something that is personally relevant to their lives.

And, in case it turns out to be something which benefits others, so much good going for it.

The inherent yearning to achieve is what distinguishes winners from losers.

May be it is not the right way to differentiate winners and losers. May be the right way to qualify the folks who have a constant internal urge to excel and achieve something is different – it could be that such folks have focus on doing something in life which is meaningful and fulfilling – not only to them and their immediate family, but to others impacted by them as well.

One clear example is a business leader who builds and grows businesses, constantly focused on generating value to his/her own company and to the clients of his/her business. And, more than that, offer a business livelihood of meaningful value to the employees of the business.

Only such leaders are recognized almost forever, endorsed, and valued highly in business life. Employees and customers remember a leader who has taken a very personal interest in developing everyone around, in the interest of the business and at the same time, with a personal dedication in developing people and relationships which go with people.

It is rare these days to find such leaders. They come and go with such regularity, especially at the top levels, that employees and clients start to consider such folks as “distant” and “not necessarily impactful”, and as a “necessity of corporate life”. This is a pity, as only leaders who could maintain a constant presence can build businesses and impact people positively. They are not approached by clients just for some extra help or intervention when needed. They are involved in co-creation of business value to both sides.

Same thing with employees – if a leader is unable to devote time to his/her employees, that is the single biggest mistake he or she can commit. Notwithstanding the paucity of time, a business leader always ensures more than adequate time to address employee problems and office issues, develop people, implement critical training programs, and mentor high potential employees. As one goes up in the company hierarchy, it becomes all the more crucial to spend at least one-third of available time on employee development issues and succession planning for critical roles in the organization.

This aspect is taken so lightly in most organizations – only lip service is provided, while the issues burn at the back. For an organization focused on sustainability for the very long run, there is a need to balance growth with human resource development, as business cannot be automated to run with robots unfortunately. There are many examples of such great organizations which have achieved a finely crafted balance between financial metrics and human issues, and still achieved superior business results.

The urge to achieve that is present in an individual is therefore to be celebrated. Without that, there is no progress and no achievement. The need to develop and nurture an inner drive focused on a meaningful achievement in life is not taught in business schools – it erupts from within.

Think about it !


Vijay Srinivasan
2nd December 2012


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