3.13 The Law Of Attraction: Commitment to the Future


    EGL Newsletter Volume 3.13

    We are continuing with our series that highlights the Law of Attraction in use through Five Transformational Competencies for Leadership. Again, this is discussing how the things a leader thinks about and talks about creates, or manifests, the physical reality around them and how to use that force to fabricate an amazing future. We use this framework to provide some order to the process of leadership, allowing the leader to focus on the things that make the most difference with their time and efforts. These competencies, by themselves, can make a really big difference in the success of a leader. To get a huge difference, we also work at a deeper level of how we create our environment, our present, and our future. It is not only what we do every day, but how we think about it, plan it, and talk about. It is how we actually feel about the things that are going on in our life that determines what comes to us or does not.

    The basis of this conversation is the Law of Attraction. Simply put, this law states that what we think about becomes our reality. Sounds simple enough, right? Well, it is simple. All we have to do is become conscious of the reality we create through our thoughts and words. This is the deepest and most spiritually connected piece of work for the leader. Now, it is not enough to just know what it is that you are thinking about. A true leader, in first leading their own path, will take the brave step of taking absolute responsibility for their own thoughts and consequently their own circumstances. From there, that leader will begin to create a new future.

    As well as knowing your thoughts as a leader, you must also know your feelings. In the largest sense we are really only concerned with two sets emotions here: love and trust, or fear and doubt. Understanding how you can create a different path depending on the emotional state you are in supercharges your ability to lead.

    Today’s article talks about the second competency, Commitment to the Future. While we call this the action part of transformation, it literally refers to the conscious act of starting to live out your vision of the future. I once saw one of my teachers at an event celebrating the end of a long development process. He was in his late 70’s at the time, jitterbugging away at 2 am. I was inspired and thought to myself, I want to be dancing like that when I am that age. It later occurred to me, when would I start? If I’m not dancing now, what are the odds that I will be in 30 years? Commitment means starting to dance now, today, rather than later, someday.

    So, take a few minutes, take some notes, and change your life – right now.

    Commit to the Future (Action)

    Beyond imagining the future and what is possible, our transformational leaders take their own action to immediately “step into” that picture and begin to live it as soon as they possibly can. These leaders do not stand by and point into the future, they move to the future and beckon others to join them.

    This commitment amounts to the leader’s moving quickly away from the current state to more clearly resemble the picture of the future they espouse. They walk their talk and live the image they present. Moreover, they strongly and supportively coach others to do the same. They turn imagination to reality through aligning all parts of their lives with the future.

    It is profoundly different to talk about “the then and there” of change, or to create the “here and now” of a change. The first puts the change into the future, where it can be contingent or conditional on some other events. The second makes changing a concrete reality, anchoring it in the present.

    Here’s a simple example of how this works. In our story, our mythical leader, Joe, has taken the stance of moving the business from a technology focus to a customer focus. After working to get clear about the vision and beginning to communicate it, the leader turns immediately to the first place change needs to occur – himself. Joe sits down and makes an honest evaluation of how he is currently spending his time relative to the new vision. He immediately identifies all the things he can start doing immediately to begin living out the vision. Then, he identifies all the things he needs to stop doing immediately to disengage from the current state. Of course, he does this with integrity, identifying critical stakeholders and finding transition plans for things that must continue for some time. Most importantly, he immediately commits as much of his time as possible to the vision. From there, Joe now begins to engage employees and others in a dialogue about doing the same themselves. Joe now stands in the future and brings people along to join him.

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