Skip to main content

Why we need brakes in life

Not my own, but I edited ever so slightly - but a great share ::

"Why do we have brakes in a car"? Varied answers were received, like, "To stop", "To reduce speed", "To avoid collision" etc., but the best answer was, "To enable you to drive faster" Give it a thought. It's true but seldom such smart out of box thinking is done, much less appreciated. For a moment assume you have no brakes in your car then how fast will you drive your car?! It's because of brakes that we can dare to accelerate, dare to go fast and reach destinations we desire. At various points in life, we find our parents, teachers, mentors & friends etc. questioning your progress, direction or decision. We consider them as irritants or consider such inquiries as "brakes" to our ongoing work. But, remember, it's because of such questions (read periodical brakes) that you have managed to reach where you are today. Without brakes, you could have skid, lost direction or gone astray or met with an unfortunate accident !!!. Learn to appreciate the 'brakes' in your life. Use them wisely...

Comments

Popular posts from this blog

The Hidden Risks of "Long Term Contracts" and How Modern Enterprises Can Protect Themselves - A Perspective from a Global CIO

 The Hidden Risks of "Long Term Contracts" and How Modern Enterprises Can Protect Themselves  - A Perspective from a Global CIO Long term contracts promise stability and predictability. They look neat in proposals and reassuring in boardrooms. Yet in practice they often become rigid, expensive and fundamentally one sided commitments that fail to adapt to real world change. After leading enterprise technology and transformation programs across multiple continents, my experience has been consistent. Long term contracts usually favour the vendor unless the organisation manages them intelligently, fearlessly and with a clear understanding of value. This article brings together practical lessons from industry, academic principles of contract management, risk management frameworks and lived experience from the CIO seat. The goal is simple. To help organisations protect themselves and create contracts that stay relevant, balanced and value driven throughout their life. Why Long Ter...

The Little Prince and the Lost Pouch of Wonders

The Little Prince and the Lost Pouch of Wonders Once upon a time I found myself on a flight that felt almost like one of those quiet journeys the Little Prince takes across the stars. I had with me a small pouch that held my own little universe of everyday essentials. Chargers for my phone and Mac. A power bank. AirPods. Jabra earsets. Wired earphones. A writing pen. etc. All the things that quietly keep life running. At the start of the flight I slipped the pouch into the seat pocket. I was half awake and half listening to some audio and eventually drifted into a nap. It reminded me of how the Little Prince would sit quietly and think about life and his rose and everything that mattered to him. When we landed I automatically stood up and took my bag from the overhead bin. Habit took over. Tiredness also had a role. And the seat pocket blended so completely with the cabin decor that the pouch might as well have been invisible. I usually never place anything there and that routine worke...
💎  The Evolution of CXOs: From Pretenders to Powerhouses Fake CXOs Characteristics: Have the title but lack the substance; rely heavily on jargon and buzzwords. Role: Often blend in just enough to avoid detection but falter when the tech talk gets real. Fraud IT Directors Characteristics: Possess the title, suit, and swagger, but it’s all smoke and mirrors. Role: Depend on meaningless graphs and presentations; disappear when things go wrong. Accidental CXOs Characteristics: Ended up in the role by sheer accident, often with little to no relevant experience. Role: Cause more problems than they solve, often managing tasks far beyond their expertise. Novice CXOs Characteristics: Fresh-faced and eager but inexperienced. Role: Still learning the ropes and often relegated to minor tasks like tech support for home Wi-Fi. Little CXOs with Small Remits Characteristics: Have the title but oversee very small IT operations. Role: Manage minor decisions like printer upgrades; limited...