Ya, kita hidup di sekitar banyak orang lainnya dan itu lah 'kotak' yang mengekang kita. Bukan UUD, kepres, aturan menteri, atau KUHP yang bisa dengan kuat mengekang "kebebasan" seseorang. Lidah banyakk orang lainnya yang membuat satu manusia bisa membunuh dirinya sendiri karena perasaan bersalah atau perasaan malu, dan harus aku katakan, lidah banyak orang itu, terutama lidah kebanyakan orang Indonesia, tajam dan busuk semua. I'm sorry to say..
Aku percaya,
membuat keputusan aneh, berbeda dengan 'kebanyakan orang lainnya', atau bahkan membuat mereka marah akan keputusan itu sehingga mulut kotor, tajam, dan kasar itu akan berkicau dan menjatuhkan keputusan itu. Orang-orang yang mampu bertahan dan tetap yakin dengan keputusannya lah yang akan menjadi orang besar dan sukses.
Satu contoh adalah dari artikel di bawah ini,
contoh lainnya Steve Jobs, Bill Gates, Mark Zuckerberg, Albert Einstein, dan Muhammad SAW.
Ketika seseorang memutuskan berhenti kuliah, atau tidak akan kuliah, apa yang orang banyak lain katakan??
--> Mau jadi apa lo? Tukang ojek? Supir angkot? Tukang angkat barang? Zaman sekarang gak kuliah gak ada tempat coy. Lu kudu kuliah biar dapat kerja dan hidup enak.
Kebanyakan akan mencaci maki, menjatuhkan semangatnya, mengata-ngatai yang intinya: saat ini semua orang harus kuliah agar DAPAT kerja.
Selesai kuliah, toh, mereka juga hilir mudik naik ojek/angkot dan mengangkat barang (CV dll) kemana-mana biar DAPAT kerja.
Sedangkan si Tukang Ojek, karena tidak kuliah, 4 tahun dia fokus jadi tukang ojek, simpan uang, pinjam koperasi, dan akhirnya punya usaha 'OJEK' dan punya 100 motor untuk digunakan oleh karyawannya.
Sekarang, siapa yang menyalahkan siapa?? si Tukan Ojek, dia MENCIPTAKAN lapangan kerja untuk 100 orang, bukan MENCARI kerja...
My point is,
memang benar kita hidup diantara masyarakat, orang banyak. Mereka punya aturan-aturan yang berguna untuk menata kehidupan bersama. Namun, itu bukan batas untuk diri kita berkembang melampaui batas itu dan MENCIPTAKAN aturan (norma) yang lebih baik.
Jangan biarkan lingkungan yang membentuk kita, tapi kehadiran kita dilingkungan itu seharusnya membuat lingkungan menjadi lebih baik.
Mungkin tidak mudah, mungkin butuh waktu, dan mungkin banyak badai kata-kata yang akan menyerang keyakinan kita. Tapi tidak ada salahnya kita mencoba bertahan, dari pada terbawa arus.
Aliran sungai ujung-ujungnya akan sampai ke laut juga. Jika kita ikut 'arus' kebanyakan orang, ujung-ujungnya kita akan sampai pada tujuan yang sama. Baik dan/atau buruknya tujuan itu tidak akan berubah.
Tapi, jika kita bertahan, arus sungainya dibelokkan, kita bisa menciptakan kebaikan lebih seperti untuk irigasi, pengairan lahan kering, dsb.
"Most people in the world respond to the universe – I prefer to create it", kata Alex Malley pada artikel di bawah ini.
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Just as my errant ways saw me forced to take an unplanned vacation from the classroom when I was at school, throughout my professional career I have been a difficult employee to manage. Ambitious, full of ideas and unafraid to share my opinion, I had a hard time adapting to the traditional professional environment with its usual pitfalls of hierarchy and structure.
It won’t be a surprise for you to hear therefore that my early career was littered with bosses issuing constructive criticism as explicit as it was consistent. ‘You’ll never advance your career or be an effective leader if you don’t learn how to better work with people,' they’d tell me.
I understood this intuitively at the time - but I also knew that I could not just switch off my independent nature. And, in all honestly, I did not want to. Compromising who I inherently was in order to get ahead just did not seem worth it. So it was a puzzling time in my life as I weighed up my future priorities.
Fast forward to today and I am the chief executive of a global business responsible for managing the very same kind of team, hierarchy, and processes that I struggled with just a relatively short time ago.
So how does a suspended school boy end up running an organisation with more 150,000 members in 127 countries? What lessons do I bring from my professional life to my current role?
- I have always maintained an independent spirit, trusted my instincts. Most people in the world respond to the universe – I prefer to create it. Today I spend a lot of time encouraging others to do the same. I believe it is an important part of my responsibilities to empower and facilitate independent flare and ideas to create a culture where individuals don’t feel held back by rank, their team or position.
- I believe in the power of a collective vision fueled by independent spirit. It’s about being unafraid of pioneering new ways of doing things. I want people to genuinely believe in the vision for our business, and I feel this belief often comes when their own ideas, whether used or not, have formed part of the journey to get there. Creating an environment where people have the ability to share their ideas, no matter where they sit within the business, often times results in greater productivity, draws out the best in people and provokes a more inspired culture.
- Some leaders bottle-up their real personalities because they believe it is necessary to develop a persona that matches an existing culture or expectation. I believe that while a leadership position often brings with it a level of self-regulation, particularly as you embed yourself in a new role, it is important not to over-regulate to the point of being inauthentic. Most of us can pick a fraud a mile off. Who wants to follow someone pretending to be someone else? Leadership is not a popularity contest. I have no issue with anyone criticizing my behavior, personality, or approach because I am genuinely doing what I feel is best for the business and the people that rely on me. And I am being myself while I do it. Your staff need and want to trust you are the real deal.
- Finally, you have got to be self-aware. It may sound obvious, but having a firm grasp on how your reactions and interactions impact others is imperative. This applies to people at all levels in their career, but even more so for people in leadership positions. We’re all human and sometimes we don’t manage a particular situation as well as we might have liked. But what may seem like an isolated ripple of wayward management could swell into a tidal wave of misgivings in the minds of those you have affected. It is due to this that I truly believe leaders can not afford to have an off-day.
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