For peak leadership performance it is imperative that the CEO brings perspective, independent thinking and qualitative experience into a synthetic whole.

Perspective means a vantage point above the system which includes the strategic environment as well as the company and its internal systems; independent thinking means the ability to connect the dots others can’t. Once these are in place we can talk about qualitative experience as opposed to one that is largely based on routine.

It’s easy to see that there is a hierarchical relationship between the qualities of perspective, thinking and experience in that there is no experience without independent thinking and vertical perspective and there is no independent thinking without vertical perspective. Perspective is defined by world views.

Today there is a uniform world view represented by the majority, which essentially makes independent thinking impossible and churns out almost exclusively quantitative experiences.

This uniform world view gave birth to the conventional career path: rise from the bottom to the top. The prerequisite for entering this path is to have the same world view, in the course of “rising” any remaining trace of independent thinking is liquidated and routine is pervasive even in the highest echelons of “leadership”.

I am only aware of one exception: entrepreneurship when the founder launches, builds, aligns and sets limits(!) to the organization based on an authentic innate vision.

If there is any compromise on any of the main principles, leadership is lost.

Also: as we can see, vertical perspective, independent thinking and qualitative experience are closely related with perspective/world view being the foundation.

This means for example that if the proverbial visionary founder/ceo has built up a successful company, he’ll have to recognize the exact point in time when he has to stop growth (set limits). If growth continues “indefinitely”, it means that his perspective has been compromised: it has been adjusted to purely quantitative considerations; we can no longer talk about leadership.

Radical, eh?! A child can draw the conclusions. So what’s the point in making this point?

Simple: to provide perspective.

With the right perspective acknowledged and “internalized” qualitative elements maybe introduced even into public companies, not to mention startups or mid sized businesses… who knows: some businesses may take leadership positions, going against the mass.

Even one drop of quality makes a huge difference.

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