Leadership and Longing


If you want to build a ship, don't herd people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea. - Antoine de Saint-Exupery


I love this quote, for two reasons...
1. It's true..
2. you can't teach longing like this, it has to be inside of you...
We can find what we long for (it's going to be right in line with our core motivators...)

...you have to affix yourself to that...

Here's what may be a controversial view.

We are born into the world with longing.

In other words, our desires, fears and deepest meaning will always come into alignment with who we are as unique individuals.

In the world today, I see most leadership attempting to herd people together along the lines of their own desires, fears and longing.

Vision as we know it in leadership is seldom shared. Perhaps the "means" of the vision, to do our duty, our work, our job and be rewarded enough so we can pursue what we really want out of life.

In October and November 2005, Salary.com invited a cross-section of individual employees and business representatives from across the United States to participate in its 2005/2006 Employee Satisfaction and Retention Survey. A total of 373 company representatives (Human Resources professionals) and 13,592 individuals were included in the survey results. The final report is available in PDF format. Simply download the report from our site:

2005/2006 National Salary Budget Survey

The survey asked questions of both employees and employers and yielded surprising and often conflicting results. A majority of employees (65%) expect to be looking for a job in the next three months. It should therefore come as no surprise that many employees plan to intensify their job search. Employers, however, dramatically underestimate the degree to which their employees have already gone in looking for a new employer. Keeping employees satisfied and at their jobs may be even harder than employers anticipate.

The Human Resource perception of the reasons employees stay at a job and why they leave differ from the reasons employees cite. This could leave employers with costly retention plans or programs that don’t address employee’s primary needs.

Unfortunately sometimes even the employees themselves are misguided when it comes to what they need. A large proportion of employees who are considering leaving because they are underpaid may actually be over-paid or over-titled.

Here are the ten key findings we learned from our 2005/2006 Employee Job Satisfaction and Retention Survey

1. 65% of employees plan on looking for a new job in the next 3 months. (page 4)

2. Employees are more committed to their job searches than their employers anticipate. (page 5)

3. Gender differences only appear in reasons for staying—not reasons for leaving. (page 6)

4. Lower paid employees are 66% more likely to look for a new job than highly paid employees. (page 7)

5. Satisfaction varies by level and tenure. (page 8)

6. Employers underestimate the retention value of managers, commute and working hours. (page 9)

7. Employees leave organizations for reasons different from why they stay. (page 10)

8. It costs employers more to replace employees than it would to keep them. (page 11)

9. A 10% salary increase makes up for most shortcomings. (page 12)

10. Many employees think they’re underpaid when they’re not. (page 13)

Longing for Vision?

I must admit at this point, as we have fully embraced in the developed world, the aspect of the individual, what's next I can't say. We have locked ourselves into a merry go-round which will not allow most Americans at least to climb off without sustaining a good deal of injury.

The longing I suppose is for it to continue...and the vision is of something which never could exist. From the Oregon Trail In 2006.

Until then,

Still time to reach my inner circle….

Purchase my new book in private launch: http://www.cprforthesoul.com/private