|you can't have one |
without the other
But it seems to me these younger people, while definitely bright, eager and wide-eyed (which is what we want in young people!) are wandering around without guides to actually show them how to read the complex maps, to negotiate the terrain, to maneuver the pitfalls. So for all their wide-eyed enthusiasm and sharpness, these young people are themselves still blind. For corporations to calculatingly disallow those who would be mentors to contribute to opening the eyes of these young Turks is, in effect, a sure way for businesses to gouge out whatever eyesight they have left. Granted, we have to assume and hope that the younger generations will learn to see -- they always do -- but at what cost right now? And what, exactly, will these people be seeing when they don't have a clear view of how what came before matters, and so too, in what direction and to what end will these new corporate leaders actually lead our society?
I have to admit, I was never much for history in school and I was never much for sitting around listening to stories my grandparents told about the olden days. But in business, I was mentored in such a way that as a business executive, the mission came naturally to me to know what and who happened in the past and what the results were of such, in order to cultivate a long view for the future, to avoid the mistakes, to embrace the new, to stay sharp, to be flexible. I think there’s power in being able to flex between the past and the present, to stretch to the future. That’s called vision. How corporations have become so afraid of that sort of vision, so wary of the value of people with that vision, I don’t know. As far back as Homer, though, people in power have feared the visionary, the soothsayer. There are many who may well tell me to go back to reading my Homer and leave the matter of business to others now. Well, so be it. I’ll be the one downloading Homer onto my Smartphone, ok?
(c) emma d dryden, drydenbks LLC