We want YOU as the new ....

WHAT? OUR CEO FIRED?

WHAT? OUR CEO FIRED?

Everyone was bewildered. It came as a big surprise. The chairman has just introduced the name of the new CEO over the intranet. It happened a week after the announcement of the most profitable year in a decade.  

Yes, a flash photo of reality in numerous high-profile companies. Do you recall the news from last year, AP Moller-Maersk, Novo Nordisk, e.g., Globally the same Coca-Cola, TEVA, a lot of banks, etc.?

The board felt that the former CEO did not act on, how to counter the disruption, which grows in strength from all directions. Despite the right results, it was too short-sighted.

The board needed a plan: How to upgrade the business model? How to grow managers practicing leadership? How to replace authority with a social network?  How to develop leaders to replace “knowing it all” Bosses? Too many questions and no satisfying answers.

There were four people left in the meeting room; John IT, Carl CCO, Hannah CFO and Michael TeamLeader.

John was very scared, “Michael, why a new CEO? Everyone has worked hard to make last year result – now all in vain. What is going on? I don’t understand this.”

“John, our situation is dire.” He looked at John and continued, “today the competitive intensiveness in our industry is far more disruptive than 30 years ago, and our company can soon end up in a hurricane.”

Hannah drilled the facts. “The probability for that a corporation like ours fail miserably within ten years is 80%. Up from 5% during the last disruptive tide the mid-1980s.”

Carl, “True. Then it was GE, with Jack Welch in the driver seat, who fought against the tide.” “Yes,” added Hannah, “but it was a global phenomenon, IBM, Disney World, Chrysler and much more were on the brink of bankruptcy.”

“Huge companies?” Carl, visibly surprised. “But in our case, is not about good or bad managers. It is about identifying and developing leaders who have the future in front and center, who evolves a practice of leadership that reflects reality. That is how I see it.”

How can we effectively counter the disruption?

Michael agreed, “Why don’t we take the lead, and present for the new CEO a draft, how to grow the business, cultivate the organization, to counter the disruption. How to involve everyone in the organization? Identify who can make a valuable difference, and then let them contribute?”

“Your idea Carl, how to turn our top-team into a “Team of TeamLeaders” in a carefully designed network, aiming at a purpose – larger than life?” and continued, “Do you remember our discussions around this last year?”

“Yes” replied Carl, “TeamLeaders strategic positioned across the business, with self-extending responsibility. Where every team consists of a fluent number of teammates, with crystal clear result expectations, mastery competences, high capacity and who contributes to the cohesion. But do you think, that this will have a fair chance?”

Hannah, “I think so if it is a given that all of us is highly engaged, free to exercise initiatives, and innovate, express opinions, and even disagree with our leaders. Then it will work, I am sure it will.”

John, “Yea, and if everyone has the liberty to place themselves where they can make the greatest contribution, and live a balanced life? Then I am with you.” Michael added further, “As a Leader of TeamLeaders you would be happy to make a new year speech, “Thank you so much for doing all of the things I never asked you to do.”

Hannah, “Simple. When you lead the best team of the company, then you must be the best TeamLeader” and finished. “That is a call for transformation. Travel into the unknown. What a terrific idea!”

We want YOU as the new ....

MBL – An Executive Master of Business Leadership Certificate

INVITATION TO THE TRUTH

The evolution of the world is exponential, and the next 30-year we will find ourselves at the steepest part of the curve, at high speed with situations volatile and complex. We see the future at high speed and complicated because we neither know, have the ability nor the competences to respond with precision.

The truth, take it to heart.

Companies do not compete. Leaders do. The high-potential-leaders of the future see, find and make use of things and methods, that we cannot imagine today. They will create, new social values, new work patterns, and design and work in inspiratory, stimulating, intelligent ecosystems, supported by high-quality advanced digitization.

Furthermore, new guys will come in, not highly educated, with big dreams they are about to materialize. They are leaders who have a self-extending capability to seek out great challenges innovative experiences, learn and train everyone including customers to love what they do. They will be the successful leaders of the future. That statement holds true, and it will not fail.

The non-surprising consequence will be that the most intelligent leaders of today will invest energy and time to correctly[1] identify the high-potential-leaders, who shall take on and lead a business beyond survival [2]. They shall prepare young high-potential-leaders to operate a business leading people in unknown territories, with changes at increasing volatility, in surprising directions with overwhelming strength.

There is only one true way to do that.

Back to the roots of leadership. When you take good care of the roots, flowers will blossom, and fruits will grow with no extra efforts. The roots have the answers, of what it takes to live a fruitful life, beyond survival, as a leader of the future.

Are you a High-Potential-Leader or want to become one? Or are you the leader of young talents, that you want to see blossom and grow, respond to challenges with qualified ability, and deliver great achievements. Please, then sign-up, and we will train the “roots” of fruitful leadership. You will see how they flourish on the first day back at work, leading everything from a platform beyond survival.

THE WILL TO LEAD

SIGN UP for the coming training at www.kfandersen.com/booking

Enjoy the training in either: Denmark, Dubai or Hong Kong.

Do you have a question? SMS +45 4042 9017, or e-mail swa@kfandersen.com

For KF Andersen Leadership Academy

Siegfried W. Andersen

Founder & CEO. MBL.

[1] https://news.gallup.com/businessjournal/167975/why-great-managers-rare.aspx

[2] McKinsey. October 2013. The-strategic-yardstick-you-can’t-afford-to-ignore.

LEAD IN TRIUMPH

The Will to Lead

Let our parents be full of joy and proudness when telling their friends where we work and what we do. 

Grow of the business through the growth of people.

When you want to take results to a higher level, you first have to bring your own and your peoples’ consciousness to a higher level. Second, scale whatever you want. Become the creator of limitless outcomes effortless executed. How a business flourish, reveals leaders ability to listen to the roots, and their willingness to learn from waltzing with reality:

  1. Be your customers best supplier.
  2. Be your team best player/leader.
  3. Be your suppliers best customer.
  4. Be your investors best investment.

Companies do not compete – top executive teams do. Companies do not die – top executives implement a plan they haven’t prepared. Which makes us discuss low potential leaders versus high potential leaders. Low potential leaders always hesitate and play “who is right and who is wrong.” High potential leaders are Game Changers. They decide, and get things done right away focusing “what is the right thing to do.” They know instinctively that Return-On-Executive-Time ROET matters quite a bit.

The dilemma is not a dilemma. It is a distortion of judgment.

Seek, find and grow unruly young high-potential-leaders who feel stuck in the system, or maybe who are in the wrong job? Should you let them move on, or make them stay longer? How do you decide that? Have they stopped growing? Did they pick up some new skills or ethical behavior? What have you done lately for them?

Can we conclude that your business is not increasing, at the speed you want? You are not delivering, neither double revenue nor double profit and no increase in share price? Reaching an extreme M/B ratio do to brand intangibles, is over the cliff and vertical down into the abyss, right?

So, what is the right thing to do Growing People?

As a High-potential-Leader, you ought to practice more High-Quality-Consciousness and do “what is the right thing to do?” At the “The Will to Lead” we will open a door for you slightly, so you can get a glimpse, hear the sound of buzzing ideas, smell the coffee, and feel the heat becoming a great leader. It is not as difficult as you think – qualify! You are ready and more than willing. Right?

The Law of Requisite Variety[1] point the direction, show the way, and uncover why flexibility, alignment, and adaptability are essential attitudes and behaviors for success as a leader; “The only way you can get absolute control over your life is to be more flexible than your environment.” That counts for any situation you might experience in your entire life. And it ought to encourage you to take the lead in any case everywhere. It is, of course, a demanding challenge, to be more flexible, and gain a broader variety of competencies, as anyone else. It is a challenge every High-Potential-Leader face daily, more now than in the past, and it will be even more in the future.

It is also the reason why everybody working for an outstanding company has to change and fit themselves consistently to keep their learning+1, and action repertoire+1, intact. That illustrates why adversity is a blessing. Few leaders align themselves with that fact. However, the elitarian leaders are seeking tirelessly for improvement all over the placed, with a committing attitude “The best achievement delivered ever will be the next!”

Situations where small differences in performance (1/100 of a second in the one-mile sprint in athletic) lead to an extrinsic reward which is known as “Winners-Take-All” effect.” See Vilfredo Pareto’s “The 1% Rule [2].” Elite leaders understand that practice of persistently slight improvements in performance, attitudes, and behaviors. It will lead to scalable advantages especially when they are repeated time and again aiming persistently enhancing their capability.

That is yet a reason why the elitarian practicing leadership is so relevant, and by the way, well different from any universal business school teaching. Leaders who do the right things consistently are more likely to maintain a slight difference that accumulates, and it will develop disproportionate significant attention and advantages over time. Remember, Return-On-Executive-Time is essential for you.

It is not difficult to achieve an influential position. You need to explore, experiment, learn and execute, what it takes to be slightly better than anyone else – at a broad sample of multiple dimensions, at work, at home, and any other places[3]. We call this polymath leadership, which is an essential prerequisite for being innovative, and perceived as a High-Potential-Leader.

“The Will to Lead” points the direction and show you how to maintain a slight difference today, tomorrow, and the day after that. When you repeat this process of being “better and different” by just a little bit over and over again, thanks to Winner-Take-All effects, each small step of progress delivers outsized attention and rewards, and you end up becoming very visible, your name pops up every time executives discuss challenging tasks to be solved and provided. Latest then nobody can afford not to know you – The Law of Attraction – your presence works like a magnet. When that happens, you have to dismantle your ego and replace it with prudence and modesty, tenacity and kindness. Furthermore, this we also train.

“On a Monday morning, right after training, you arrive one hour earlier than usual, with a long to-do list. Dressed up with your new insight ready to Change the Business Game.”

Do not let past experiences decide your present, that attitude will ultimately destroy your future.

[1] https://en.wikipedia.org/wiki/Variety_(cybernetics)

[2] https://www.mckinsey.com/dan-obrien

[3] https://jamesclear.com/the-1-percent-rule

For KF Andersen Leadership Academy – Siegfried W Andersen. Founder CEO.

The Definition of Success

The Definition of success

The idea of success is very profound and intensified, and it has to reflect responsibility.

We consider a human successful when one has reached a certain level of a balanced life striving to become a magnificent human being, combined with a certain level of knowledge about oneself and the world.

Live socially with dignity, materialistic one is prosperous, and one earns the love of one’s family and friends, and earn respect in the society.

Then and only then one can be considered a successful human, one who radiates something that feeds hope, inspires our imagination, ignites our intuition, and stirs our emotions.

For KF Andersen Leadership Academy

Siegfried W Andersen – Founder

A Call for Transformation

https://www.nyse.com/index.

A CALL FOR TRANSFORMATION

Ride the megatrends of disruption. Scan your company’s economic-profit performance, and uncover whether you beat the market or not. Then drill into the timeless strategic discussion of why you make money.

Hannah and John still in the meeting room. “Hannah, please tell me more about GE. How brutal was the disruption in the 1980s and what did Jack Welch do to win over the tide?”

“We don’t need to go back in time, we can just watch what is going on right now, just as we sit here and talk.” Hannah opened up her I-Phone, went into the American stock exchange NYSE switched the phone to the PPP screen and showed this screen: https://www.nyse.com/index.

And she continued. “Take a close look at this. Jack Welch got his CEO-job in 1981. That was right after the second oil crisis 1979, which turned, supply & demand entirely upside down.  Every production company faced devastating overcapacity.”

“Jack Welch made people face the brutal reality, without any sugar coating and made clear the necessity for drastic changes. These changes went on for ten years. The mantra was “Either fix the unprofitable businesses, sell or close them” and so he did.”

“After that followed ten years of literally limitless growth. The new mantra was “Growing the business by growing people: customers, managers and employees, suppliers and shareholders.” The share price went into the sky. Jack Welch retired in 2001.”

“He wrote a couple of books. They became the Bibel for a new Business Religion and the source of a huge mistake. 99% of the readers became “believers” convinced that this was the ultimate right way to lead a company, as a great leader.”

“Readers did not understand, that Jack Welch is not a “believer,” he is a “seeker.” What he did was to make the business processes fluent, flexible and adaptable, individual performance limitless and business achievements borderless. What characterizes Jack Welch’s leadership trait, is his ability to align the business towards reality, month by month, twenty years in a row. That is him in a nutshell. His successors and 99% of everyone else got a wrong perception. See the curve after 2001.”

“But Hannah” interrupted John, “at my MBA everyone ended up being believers of “Jack’s Way of Leadership.” All of us wanted to be like him. But I see your point. The interpreters got it wrong.”

“Exactly, people in bunches got blinkers and a tunnel view. But I promise you Jack Welch is not like that. He always took the steepest path, and still do. While all his followers took the shortcut simplifying everything.”

“Oil Crisis, Financial Crisis or disruption is all the same sourdough. If we do not continually align our business towards reality, seeking opportunities, we will run an 80% risk to end where GE is right now, the cliff next to the abyss.” Hannah finished up.

Wisdom in Leadership

Download the post

 

What? Our CEO Fired?

WHAT, OUR CEO FIRED?

Everyone was bewildered. It came as a big surprise. The chairman has just introduced the name of the new CEO over the intranet. It came a week after the announcement of the most profitable year in a decade.   

Yes, a flash photo of reality in numerous high-profile companies. Do you recall the news from last year, AP Moller-Maersk, Novo Nordisk, e.g., Globally the same Coca-Cola, TEVA, a lot of banks, etc.?

The board felt that the former CEO did not act on, how to counter the disruption, which grows in strength from all directions. Despite the good results, it was too short-sighted.

The board needed a plan. How to upgrade the business model? How to grow managers practicing leadership? Furthermore, how to replace authority with a social network? Finally how to develop leaders to replace “knowing it all” Bosses? Too many questions and no satisfying answers.

There were four people left in the meeting room; John IT, Carl CCO, Hannah CFO and Michael TeamLeader.

John was very scared, “Michael, why a new CEO? Everyone has worked hard to make last year result – now all in vain. What is going on? I simply don’t understand this.”

“John, our situation is dire.” He looked at John and continued, “today the competitive intensiveness in our industry is far more disruptive than 30 years ago, and our company can soon end up in a hurricane.”

Hannah drilled the facts. “The probability for a corporation like ours to fail miserably within ten years is 80%. Up from 5% during the last disruptive tide in the mid-1980s.”

Carl, “True. Then it was GE, with Jack Welch in the driver seat, who countered the tide.”

“Yes,” added Hannah, “but it was a global phenomenon, IBM, Disney World, Chrysler and much more were on the brink of bankruptcy.”

“Huge companies?” Carl, visibly surprised. “But in our case, is not about good or bad managers. It is about identifying and developing leaders who have the future in front and center, evolving a practice of leadership that is aligned with reality. That is how I see it.”

How can we effectively counter the disruption?

Michael agreed, “Why don’t we take the lead, and present for the new CEO a draft, how to grow the business, cultivate the organization, to counter the disruption. How to involve everyone across the organization, who can make a valuable difference, and then let them contribute?”

“Carl your idea, how to turn our top-team into a “Team of TeamLeaders” in a carefully designed network, aiming at a great purpose – larger than life?” and continued, “Do you remember our discussions around this last year?”

“Yes” replied Carl, “TeamLeaders strategic positioned across the business, with self-extending responsibility. Where every team consists of a fluent number of teammates, with crystal clear result expectations, mastery competences, high capacity and who contributes to the cohesion. But do you think, that this will have a fair chance?”

Hannah, “I think so if it is a given that all of us is highly engaged, free to exercise initiatives, and innovate, express opinions, and even disagree with our leaders. Then it will work, I am sure it will.”

John, “Yea, and if everyone has the liberty to place themselves where they can make the greatest contribution, and live a balanced life? Then I am with you.” Michael added further, “As a Leader of TeamLeaders you would be happy to make a new year speech, “Thank you so much for doing all the things I never asked you to do.”

Hannah, “Simple. When you lead the best team of the company, then you must be the best TeamLeader” and finished. “That is a call for a transformation. Travel into the unknown. What a terrific idea!”

Wisdom in Leadership

Download the post

 

BLESSED ARE THOSE

BLESSED ARE THOSE WHO TAKE THE INITIATIVE

You are born to create your life and strive further.

Expand your action space as much as you can, fulfilling the hottest ambitions of your teams.

Success always calls for greater generosity. Most people lost in the shadow of their identity, treat success and progress as an occasion for greater greed. 

You, Michael, have together with your team, just successfully finished a long lasting big project of great value to all. Therefore, you invited your team to dinner to celebrate a job well done.
A teammate who strengthens cohesion and boosts outcomes will increase his-her chance to get rewarded, and get your undivided attention – also in public, sitting next to you. As a part of your job, you are supposed to point at talented people.
During the dinner, at a quiet moment, one of your teammates John turned to you asking:
“Would you be upset, Michael, if I ask you something I really need to know?”
“Highly unlikely” you answered. “In fact, I would be troubled if you didn’t.”
“Tell me then: Did I ever refuse to help you when you asked me for help?”
“You? Of course not.”
“And have I ever been slow to answer your call, or deliver expected results.”
“No, never,” I assured John.
“Or neglected to do anything you ordered?”
“No, not at all. I have always been happy with your engagement.” You testified.
“Whatever you asked me to do, I always went all-in, did I not.”
“Absolutely.”
“Then why, Michael, why have you singled out Carl sitting next to you, as a talent, and not me?”

The question came as no surprise.
“Shall I really tell you?” you asked, ready to treat John to a few questions on your own.
“Please do, Michael.”
“You won’t be shaken if I tell you the plain truth?”
“No, Michael. The truth holds no terror for a teammate like me.”
You had your points ready, so well was you acquainted with the virtue of your talented teammates.
“All right, John,” you began, “unlike you, Carl never waits to be called. Carl has a knack for showing up whenever I need him. Sometimes when I ask Carl to do something, he replies, that he had already finished it the day before, because he knew I would ask. Carl contributes with not only what all of us expect him to do, but also anything else he thinks will bring our team closer to our goals. When something special has to be asked, of other departments, Carl suggest the best way to appeal to their best interests. Sometimes Carl can express my deepest thoughts better than I can myself, and he’s happier about my success as team leader, as I am.”
“Thank you so much, Michael,” said John humbly, “how glad I am that I asked! Only one thing puzzles me: How can I demonstrate that my happiness in your success is even greater than his?”

 

Wisdom in Leadership by Siegfried W. Andersen. www.kfandersen.com. E-mail ngl@kfandersen.com or SMS +45 4042 9017

Become a GAME CHANGER

BECOME A GAME CHANGER

What practice qualifies you to become a part of the elite leader’s universe? The will to lead, opens a door slightly, so you can get a glimpse, hear the wage sound of buzzing ideas, smell the coffee, and feel the heat.

It is not as difficult as you think – but qualify! 

Keep it simple turn your second level high potentials into a GAME CHANGER. By asking them to do the following;

START

Meet up energized with a to-do list, one hour earlier than anyone else, and go home, when the job is done, and the to-do-list for the day – finished.  Never waste your time discussing “politics-film-football” at the coffee machine. Train your talent to watch, how any adversity and change is a blessing. Train and be helpful to everyone, accommodating and involving. Show up the next day, and go back to;

START

This behavior and attitude will make talented people extremely visible in three months, and it holds the potential to take these talented people wherever they want. But do they want?

You know;  Why do people play Monopoly? – To WIN!  Why do people play soccer? – To WIN!  Why do people play golf? – To WIN!  What game are you playing? And why? Switch your emotions “OFF” and your brain “ON” – to WIN!  What game do you think we are playing here? And why? – If you ask for a second guess – you are out of the talent game.

Become a GAME CHANGER, be the BEST and WIN! That is where all the fun is hidden. Anything else is intuitive logic self-deception.

NEXT

2018 January 3rd

Present – for the high-potential’s – a “Contribution Plan – 2018”, with a minimum result expectations of 500% ROPC – Return On People Cost. People Costs is the individuals part of their departments cost picture, salary, bonus, pension, flight tickets, car, office, pens, cleaning, e.g., including the training fee USD 5,500 less a 20% discount = USD 4,400. That is your price!

If it is a YES to accept this, let them SIGN UP here www.kfandersen.com/booking

CONTINUE THE TRAINING

If it is a NO.  Go to START and allow the potential to continue with the new energizing contribution style.  Be intensified and energize your talented people.

Please let me hear about your experiences. SMS +45 4042 9017 or send me an e-mail ngl@kfandersen.com – mid-January 2018.

The Will to Lead

  1. SINGAPORE           January 15th-19th, and again in
  2. NEW YORK CITY  January 29th – February 2nd.

Watch out http://kfandersen.com/the-will-to-lead/

Trainer Siegfried W Andersen. MBL.

Do you know someone who deserves/ needs to attend this energizing program?

All the best to you from Siegfried W. Andersen. MBL. Founder & CEO.

Elitarian leaders in a competitive situation

THE PRACTICE OF AN ELITARIAN LEADER

Elitarian leaders in a competitive situation.

My insight tells me, that being an elitarian leader in a competitive situation, you have to train intensively to improve your competencies and capabilities. Capable means that you have a high energy level are mentally balanced and an excellent communicator, which is needed to energize, build trust and persuade others.

The margin between a good and an elitarian practice is narrower than you believe. What begins as a slight extremity over the competition, compounds with each additional round. Standing out as a success in one round improves your odds of succeeding the next. Each extra round further cements your status as exceptional.

How does an elitarian leader, a world-class team, and an outlier organization enjoy to be lucky time after time on a progressive scale? It all ends up as the highest echelon of being, either an elitarian leader, or an elitarian team-leader, or an elitarian business leader.

In the beginning, you only need to be slightly better than your competition, but if you can plan and make a small improvement today and again tomorrow and the day after that, just a little bit better every day, over and over again. After three months – a half a year you will stand out as exceptional.

So, what do you do? You meet up one hour earlier than others. Go home one hour later than others. Never waste your time discussing “politics.” Always accept change as a blessing. Still be helpful, accommodating and involving.

Training yourself this kind of leadership will make your extremely visible, and it holds the potential to take you to the top of any organization rapidly.

The other side of the same coin

If people in a dense competitive situation, are overloaded, less competent, or incapable, they will feel stressed, drained of energy, and frustrated.  The challenge for them is that they try to compensate their stress by enhancing their desires and promises, instead of improving their competences and capability. 

The next step come and join us

Open elitarian leadership training programs – globally, book your seat at www.kfandersen.com/booking

  1. Singapore – MBL1 – The Will to Lead. January 15th – 19th.
  2. New York City – MBL1 – The will to Lead, January 29th – February 2nd

The majority of participants who have been through all three of our: MBL – Master of Business Leadership elitarian training programs MBL1 – MBL2 –  MBL3 have achieved a respectable legacy, decades before their peers.

Were you looking for this? Do you want more info? Please let me know, SMS or call +45 4042 9017, or e-mail ngl@kfandersen.com

For KF Andersen Leadership Academy

Siegfried W. Andersen, MBL.
Founder & CEO

 

I double apologize. This is my first Podcast, and it is written and spoken in a very local European dialect called Danish.

Min første Podcast

Niels Vium inviterede mig med i sin podcast, hvor vi fik snakket om Next Generation Leadership, fordelene ved at have et koncept samt hvordan man skal træne det at lede sig selv.

Lyt her: http://viuminspires.dk/mindcast-058-m-siegfried-andersen-fa-et-koncept-og-laer-lede-dig-selv/

En stor og dybtfølt tak til Niels Vium – www.viuminspires.dk. Følg ham han er intelligent. Beviset kendes på, at han ikke vil indrømme det. Uden Niels utrættelige indsats var potcast’n ikke blevet til noget. Tak til dig Niels, og en tak til Anne Skare der skubbede mig i din retning. Storslået og storsindet. Tak.

Derefter kom jeg til at tænke på at skrive et og andet der kunne  matche det som Niels Vium og jeg talte om. Det blev til det nedenstående. Vær så god det er til fri afbenyttelse.

Er du et fjols, eller er du intelligent?

Du kan iagttage forskellen mellem et fjols og et intelligent menneske derved, at et intelligent menneske er bevidst om hvor fjollet han/hun er. Det er et fjols ikke, for ham er alle de andre nogle fjolser. Han tager selv giften, og forventer at vi andre falder døde om. Hvor intelligent er det lige?

Men det gør ikke så meget, for begge dele er tillært og trænet i barndommen og i teenager årene. Så det kan laves om – opgraderes til den sidste ny version – når du er klar, det vil sige, senest når du er fyldt 20 år, eller tidligst når du har lært at tænke selv. Da er du typisk 12 år.

Til gengæld skal du være færdig med rydde op på ”harddisken” og installere den nye og bedre version af dig selv, inden du fylder 30 år, og selv har fået børn. Ellers nedarves 60% alle dine fjollede og ubrugelige overbevisninger, meninger og adfærd til den næste generation, præcis sådan som det skete for dig. Med mindre, at dine forældre lod være med at blande sig i DIN opvækst.

Du har sikkert på et eller andet tidspunkt studeret bruger manualen til din mobil telefon, eller dit nye fjernsyn, bil eller hvad det nu er, men har du nogensinde studeret “bruger manualen” til dig? Slået op i indholdsfortegnelsen og fundet “hvordan du bliver et godt og intelligent menneske?” Måske fulgte bruger manualen ikke med da dine forældre fik dig? Dermed blev hele din opvækst et eksperiment på godt og ondt, og i mange situationer en ren gættekonkurrence, næsten ligesom at spille i lotto. Om du er intelligent, da ved du, at du blev til en nitte, og derfor skal kæmpe og arbejde dig til storhed. Succes kommer først langt senere. Er du et fjols, da er du overbevist om, at alt det gode i tilværelsen enten er eksporteret til Gud i himlen, eller outsourcet til varmere og venligere himmelstrøg.

Har du nogensinde tænkt på hvor meget større din uvidenhed er, i forhold til den såkaldte viden som du fik presset ned over ørene gennem din barndom. For det meste var det antagelser udmøntet som en tro, hvilket netop ikke er viden.

I mange af de små hjem i Danmark er familier rige på alt muligt undtaget ilt, så mange børn i din barndom voksede op i et iltfattigt hjem, med et klaver i stuen og en Audi i garagen. Du kan sige dig selv, hvad det betyder for udviklingen af din hjerne, at vokse op i et iltfattigt hjem. Vokseværk får dermed en ganske særlig betydning.

Dersom det netop NU endelig er gået op for dig hvem du er, og indset at du har alt for mange udsigtsløse, ubrugelige, eller nedslående tanker, eller sågar kyniske holdninger, da kan du tage det som et udtryk for, at du er endog meget intelligent.  Derfor beslutter du dig nu for, at det skal være slut, og du indleder prompte en dramatisk udvikling af DIT liv. Du beslutter dig for at tage ledelsen af dig selv og dit liv. Uden ydre indblanding. Nej – lad de andre være i fred! Du bliver en fremragende rollemodel og det er alt rigeligt.

Når du dertil lægger, alt det du ikke har nogen som helst viden om.  Og du bliver opmærksom på, at der virkeligt er mange ting i din tilværelse som du ikke aner noget som helst om; hvordan man bager et brød, hvordan livet opstår, hvordan et træ laver sig selv med blade og det hele, hvordan ved græs hvordan man skal lave sig selv til græs, ditto blomster, et sandkorn, eller for den videnskabelige sags skyld et atom. Da er det jo nok et udtryk for at du kan lære uendeligt meget mere, end det du allerede har lært. Og dertil kommer at du skal være social, omgængelig, etisk, moralsk, have integritet osv. Der er åbenbart ganske mange ting og begreber som du som et udgangspunkt ved for lidt om. Dette niveau af selvindsigt, opmærksomhed og opfattelse er ret enestående. Da kan du tage det som et udtryk for at du må være meget intelligent.

Hvordan bør du da begå dig i verden? Tænk over det. Husk at du er fyldt 12 år, så du kan godt tænke selv.

Lad mig komme med et par hint.  Hvad med at øve dig på at være et mild og forsigtig menneske, med en lille dosis glæde, med at være respektfuldhed og udvise kærlighed overfor alt og alle du møder på din vej gennem livet. Er det en mulighed? Noget som du kan bruge?

Hvis ikke med kærlighed, da i det mindste med lidt ærefrygt, fordi du simpelthen ikke indtil nu har evnet at fatte hvor storslået og fantastisk al ting i denne verden er.

Hvis du bare bidrager med en lille indsats af ovenstående og går gennem livet på denne måde, da vil du ikke kunne undgå at blive til noget stort. Du behøver ikke engang, at blive instrueret af en ”sandsiger/ske”. Det vil ske helt af sig selv.

Tager du dertil en teskefuld ydmyghed, helst på fastende hjerte, straks du vågner, og med et lille anerkendende nik forundres over al den storhed som du møder hver andet minut fra du vågner til du falder i søvn, da vil dine nærmeste mærke at der er noget i gære.

Et lille anerkendende nik, det være sig din ægtefælle og børn, din familie, naboer, dine venner, kolleger, din bil – cykel eller dine sko, bjergene, kornmarkerne, træerne, ilten du indånder, vandet du drikker, maden du spiser og 1.000 vis af andre ting, inklusive når du ser dig selv i spejlet, når du er ude at køre, når du arbejder, alt hvad du gør, det du udtrykker overfor andre og alt det som du deltager i. Og i det hele taget, lad det blive den måde du lever på.

Da vil dette uundgåeligt sikre din succes i livet uanset hvor du ender. Beder du mig om at udstede en skriftlig garanti derpå. Får du den hermed.

Om ikke andet så lyt til den potcast. Synes du at det jeg siger er noget opblæst fjolleri, da er jeg helt enig med dig, for jeg er i virkeligheden ikke særlig intelligent.

Fortæller du mig, at det er genialt, da må jeg bryde sammen og tilstå, at den geniale må være dig og ikke mig. For jeg har blot flyttet rundt på en masse ord, som du alle kendte i forvejen. Vær så venlig, at lade mig det vide dersom dette er forkert.

Alle mennesker er dejlige mennesker. En gang i mellem møder man én, der lader som om han ikke er et dejligt menneske, men det skal du ikke tro på.

Danmark, 2017. Oktober den 25.
MED GARANTI
Siegfried W. Andersen