Poetry is a street fighter. It has sharp elbows. It can look after itself. Poetry can't be used for manipulation; it's why you never see good poetry in advertising.
David WhyteRead
One of the great difficulties as you rise up through an organisation is that your prior competencies are exploded and broken apart by the territory you've been promoted into: the field of human identity.
Interpretation
As you advance in an organization, your previous skills may become irrelevant due to new challenges involving human relationships and identity.
David Whyte highlights a common challenge leaders face when they ascend within an organization: the skills and competencies that helped them succeed in their previous roles may not necessarily apply in their new positions. The transition to higher levels of leadership often requires a deeper understanding of human dynamics and identity, which can be significantly different from technical or operational expertise.
In practice
In a leadership seminar focused on career advancement.
Poetry is a street fighter. It has sharp elbows. It can look after itself. Poetry can't be used for manipulation; it's why you never see good poetry in advertising.
Poetry is often the art of overhearing yourself say things you didn't know you knew. It is a learned skill to force yourself to articulate your life, your present world or your possibilities for the future.
By definition, poetry works with qualities and dynamics that mainstream society is reluctant to face head-on. It's an interesting phenomenon that by necessity, poetry is just below the radar.
The price of our vitality is the sum of all our fears
The severest test of work today, is not of our strategies, but of our imaginations and identities.
We learn, grow and become compassionate and generous as much through exile as homecoming, as much through loss as gain, as much through giving things away as in receiving what we believe to be our due.
In government institutions and in teaching, you need to inspire confidence. To achieve credibility, you have to very clearly explain what you are doing and why. The same principles apply to businesses.
A leader may be the most knowledgeable person in the world, but if the players on his team cannot translate that knowledge into action, it means nothing.
There is small risk a general will be regarded with contempt by those he leads, if, whatever he may have to preach, he shows himself best able to perform.
If I can't get the captains to respond appropriately and show the leadership I expect, how is anyone else going to respond?
On a film set, there are runners who are 19, it's their first job, but to me they're as important as anybody else because if they don't do their job then nobody else can. So I don't think anybody should be treated disrespectfully or as if they're of a lower status.
I used to feel that I had to be dictatorial in order to be respected, but after I did a couple of TV movies, I began to see that authority came with the job. So I began to relax and let more people into the process, and my work really improved.
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