Leadership Transitions – From Buenos Aires to Papacy !

Leadership Transitions

Pope Francis is close to completing his first 45 days as the leader of the worldwide Catholic Church, already half way thru the 90 day ordeal his mettle is passing thru the litmus test of transition. Clearly active on the scribe’s desks with his many “Firsts” – he has sure raised the inquisitiveness of many a minds, including mine.

Corroborating Michael Watkins work on transitions, My curiosity is taking the liberty to opinionate on Pope Francis progression and effectiveness of his actions [read transition strategy].

Assessing the health of world faith and in particular his role as the head of the Papacy – clearly it classified for a “Realignment” [Ref: STaRS]. Realignment which meant reenergizing a previously successful oraganisation that now faces problem. And surely 2 grave I would think of –
1. Being relevant – Weakening of Catholicism in the U.S. and Europe , Inclusiveness for diversity.
2. Governance – existing dysfunctional curial government and its many tainted scandal.

Clearly the immediate challenge he had to deal with is to convince his curia that change is necessary – and indeed getting them to take the first steps of making change happen. Second, build on the significant pockets of strengths while carefully restructuring the top team while refocusing the organisation.

Some actions he has taken in the last 30 days like appointing an international council of eight cardinals to advise him in reforming the Catholic Church, shunning the luxurious associated with the papacy even deciding to continue staying in a suite in the Vatican hotel instead of moving into the papal apartment and even the recent – bonus withdrawal for the Vatican staff.

Even some of his actions on inclusions are clearly sending an important message for realignment . Like, On the first Holy Thursday following his election Francis washed and kissed the feet of 12 juvenile offenders, ages 14–21, at Rome’s Casal del Marmo detention facility, telling them the ritual of foot washing is a sign that he is at their service. According to church experts, this was the first time that a pope has included women in this ritual (there were 2 women and 10 men).

On April 3, 2013, during the weekly general audience in St. Peter’s Basilica, Francis spoke out about the “fundamental importance” of women in the Roman Catholic Church, stressing that they have a special role in terms of spreading the faith, and that they were the “first witnesses” of the resurrection. According to a report from Vatican Radio, this is the third time in one week that the pope has included the subject of women in the church in his addresses.

The message is loud and clear – be prepared to move away from tradition if you want to continue to be relevant. Personally I think that Francis has got his transition strategy right, Making Slower but more deliberate moves. Making Few but important changes , Shifting the organisation mindset from denial to awareness.

Signing off with popular Latin saying
“di immortales virtutem approbare, non adhibere debent”
We may expect the gods to approve virtue, but not to endow us with it

Good Job Francis

Is it in the nature of leaders to breed followers

For Argument sakes –  “Leader only breed followers, they don’t allow of other leaders to emerge, they like it this way “.

Think about it , reflect back at some of the leaders you have worked with , how many of them were indeed more interested in establishing themselves as a leader in the process encouraging and breeding followers.

• Do leaders get into the act of self preservation ?
• Do they rub off their own insecurities to others ?
• Do they not allow for creating of leaders under them?

Let’s examine this ,Leaders like to stay in front of the pack, direct, guide, support remove hindrances. From the leader’s point of view it is clear sailing because the pack is behind him/her and in front is only the challenge of the project. A good leader knows the pack will support him/her when the going gets rough.

It’s a bigger problem, a larger problem of the society. Society breeds followers not leaders. Social rules are a test for a person to be a leader. It’s the unspoken rules which determines his/her aptitude and ultimately points him/her in a suitable and accepted direction. Out of the masses only few true leaders emerge. A person with charisma, strength and determination who is willing to grasp the challenge at hand and wrestle it into submission. [Is trait theory indeed the first act of filtration?].

So how does it become counterintuitive  ?

Let’s face it, a leader cannot expand his/her experience without some risk. Each forward step includes the possibility of one step back so, striving for success also contains the possibility of failure. This is not a bad thing, it is only in the experience one may achieve at all. Success or failure each contains wisdom in their discovery. The incentive to try lies in the reward of the result.

Many people will not try anything new like change jobs or move to a new location or even make a decision on their own. They are followers and they like the comfort in letting someone else make the choices for them. The world needs followers to do the tedious functions that would bore leaders. Creative people can’t follow they have to step out ahead of the pack and take control. They strive for the challenge and excitement of the project. They are the movers and shakers that are innovative in nature and unsettled in demeanor. They strive for change and are at home with challenge.

And it is from them that a new leader emerges.

The Solution

You see, the real problem with  a leader doing all the work is that you preclude the development of others. So, the solution to this problem is to select multiple people to take on the detailed technical tasks that you previously completed. Then, using all of your proper delegation skills: teach the skill, assign the task, and follow-up with the task completion, providing corrections as necessary.

What’s happening is that 1) you aren’t performing the task, 2) you are still involved in the work activity, 3) someone is growing and developing, and 4) you are leading.

What should be then a leader’s measure of success: – Rather than being evaluated on what you personally accomplish, as a leader you should be evaluated on the number of future leaders you develop. This will have a positive impact on the amount your team accomplishes and the way people feel about working with you as a leader will exponentially improve.

So are you a leader who breeds followers or do you breed leaders ??

Gods of management

The British management writer, Charles Handy, classified organisational culture by the power of individuals’ roles and functions within an organisation. He identified four archetypes:

1. ZEUS or Club Culture. Power is concentrated in the hands of one individual, the top boss. Control radiates from the centre’s use of personal contacts over procedures. The most powerful person dominates the decision making process. Proximity to the boss is vitally important as he frequently uses his network of friendships and old boys. Decisions are made quickly, but their quality depends almost entirely on Zeus and his inner circle. The Club culture’s administration is small as are its costs. Investment banks and brokerage firms reflect organisations with a dominant club culture.

2. APOLLO or Role Culture. A strong role culture places a premium on order and efficiency. Power is hierarchical and clearly defined in the company’s job descriptions. Decision making occurs at the top of the bureaucracy. An apollonian response to a change in the environment generally starts by ignoring changes in circumstances, and by relying on the existing set of routines. Life insurance companies reflect an Apollonian organisation.

3. ATHENS or Task Culture. Power is derived from the expertise required to complete a task or project. The work, itself, is the leading principle of coordination. Decision making occurs through meritocracies. Employees move frequently from one project or group to another. Task culture fosters a high level of adaptation and innovation by emphasising talent, youth and team problem-solving, although excessive individual independence can lead to irresponsibility. Task cultures are expensive organisations that require highly paid experts driven to analyse organisational problems in depth. High cost drives organisations to construct routines and adopt a greater Apollonian work mode. Task cultures are often short lived. Ad agencies and consultancies reflect a dominant Athenian culture.

4. DIONYSIUS or Existential Culture. Organisations exist for individuals to achieve their goals. Employees see themselves as independent professionals who have temporarily lent their services or skills to the organisation. Management is considered an unnecessary counterweight and given the lowest status. Decision making occurs by consent of the professionals. The Dionysius culture can lead to poisonous, ideological wars among its professionals. Universities and professional service firms reflect the dominant Dionysian culture.

Handy had no preference for any of the four archetypes since they co-exit in most organisations. To reflect his point of view, he named the four cultures after ancient Greek gods who were worshipped simultaneously.

The Handy model helps consultants and managers become aware of the different cultures within the client organisation. Effective interventions must aim at striking a balance between the four cultures while remaining faithful to an organisation’s dominant culture.

 

General von Moltke’s Value Matrix

I discovered an interesting conceptual view on how military staff was classified by General von Moltke’s Value Matrix:

“There are only four types of officer. First, there are the lazy, stupid ones. Leave them alone, they do no harm…Second, there are the hard- working, intelligent ones. They make excellent staff officers, ensuring that every detail is properly considered. Third, there are the hard- working, stupid ones. These people are a menace and must be fired at once. They create irrelevant work for everybody. Finally, there are the intelligent, lazy ones. They are suited for the highest office.

General Erich Von Manstein (1887-1973) on the German Officer Corps”

If we transfer this into our world, it would look something like this:

• Smart + Lazy: Innovative type that does not rush into things. He figures out the easiest way to accomplish a goal. Has a strategic mind and long-term view. Is a good leader.
  
• Smart + Active: Follows opportunities as they arise in realtime. A manager type. His intelligence is sometimes diluted being confused by too many parallel things and lack of discipline to focus. Gets lots of stuff done. Not a great leader.
  
• Stupid + Lazy: Follows orders. Does not show too much own initiative. Operative administration type. Often inherits value created by the Smart-Actives. Does no harm on teams. Performs in a consistent predictable manner.
  
• Stupid + Active: Dangerous type. Does not follow orders, makes mistakes and pursues his own agenda. Default behaviour is to act in absence of skill. Causes all kinds of trouble.
  

I’m sure, while reading, you already thought about some of your colleagues to be a good fit into one of the 4 categories ;).

Lion taming – How to lead your Boss

     There is plenty of literature and training available on how to lead your team. However there is remarkably little on an equally key skill – how to lead your boss.

 

Bosses are constantly told to listen to their subordinates and criticized when they don’t but it’s just as important for engaged managers to be confident and assertive with their bosses and push back when required – to support their boss in achieving his or her objectives. This rarely happens because it’s easier to simply whine and paint the boss as a dangerous, unpredictable lion who will tear you to shreds if you bring him or her bad news or an alternative point of view.

But maybe we can learn something useful from lion tamers. They’re locked up in a cage with a lion in a hugely vulnerable situation but somehow manage to operate confidently and effectively. What are their secrets?

1. Feed the lion: Lion tamers feed the lion themselves so the lion associates the provision of food with the lion tamer. What is the food your lion needs? For some it’s performance, for some it’s regular updates, for others alignment with a pet agenda. Needless to say lion tamers keep their lion well fed before they enter the cage. And they do not whinge about the fact that they need to feed the lion in order to do their job. They see it as an integral part of the job.

2. Put the lion on a pedestal: Lions are always kept on a high stool so that they rarely experience the lion tamer looking down on them from a higher position. This allows them to feel dominant and secure. Respect your lion and learn from the parts you can look upto. If you focus on their shortcomings then you’re tempted into the cardinal lion taming sin of looking down at them and making them feel threatened. You do so at your own peril.

3. Never corner a lion: Cages are circular so that a tamer never inadvertently has a lion in a corner feeling threatened. If it does it’s likely to attack. In a circular cage if a tamer accidentally gets too close for comfort the lion can simply walk around the circle to a more comfortable distance. If the tamer is too far the lion won’t move at all. By keeping the right distance between himself and the lion the tamer is able to manipulate the lion to move to exactly the spot he wants. If you have any feedback to provide your boss – give it in private. Don’t corner him in public.

4. Direct the lion’s attention:
The crack of the whip is used to direct the attention of the lion (especially away from the tamer’s body!). It is NEVER used to hit the lion. If a tamer even accidently hits a lion he is likely to end up mangled beyond recognition. Pay attention to what works in directing your lion’s attention to the area you need him to focus on.

5. Look the lion in the eye: You need to respect your lion but respect yourself too. Lions can literally smell fear through the pheromes excreted in ‘scared sweat’. They are far more likely to attack if the tamer shows fear. Bosses appreciate confident employees as long as they see them as focusing on contribution rather than rebellion. Handle your boss with respect but remember – you have something important to contribute too. It’s why the company hired you.

And if you get all this right your lion will jump through hoops of fire for you and you can both turn to the audience, bow and receive your standing ovations.

If you decide to remain in the ring then you need to be willing to put in the effort and concentration required to work with lions because if you don’t – sooner or later – you’re lunch.

Leaders must be decisive

One of the most frustrating moments at work is having to work
with an indecisive leader, one who keeps postponing decisions
in the hope that someone else will make that decision or that
the problem will simply disappear. We find such leaders
particularly in the civil service or in large organizations with
strong union backing. These officers are promoted by virtue
of their seniority and while they are comfortable taking
instructions, most are hopeless when they have to be the ones
issuing instructions. Not everybody can make a good leader
as leadership requires a different skill set and a high degree of
responsibility and accountability. It may be something that
the people at the helm of the organizations do not want to
admit to, maybe because they themselves benefited from the
system and have to maintain it to preserve their position and
authority.

Story:

The Miller, His Son, and Their Ass

(Illus by Arthur Rackham)

A Miller and his son were driving their Ass to a neighboring fair
to sell him. They had not gone far when they met with a troop of
women collected round a well, talking and laughing. “Look there,”
cried one of them, “did you ever see such fellows, to be trudging
along the road on foot when they might ride?” The old man
hearing this, quickly made his son mount the Ass, and continued
to walk along merrily by his side.

Presently they came up to a group of old men in earnest debate.
“There,” said one of them, “it proves what I was a-saying.
What respect is shown to old age in these days? Do you see
that idle lad riding while his old father has to walk? Get down,
you young scapegrace, and let the old man rest his weary limbs.”
Upon this the old man made his son dismount, and got up himself.

In this manner they had not proceeded far when they met a
company of women and children. “Why, you lazy old fellow,”
cried several tongues at once, “how can you ride upon the
beast, while that poor little lad there can hardly keep pace
by the side of you?” The good-natured Miller immediately
took up his son behind him.

They had now almost reached the town. “Pray, honest friend,”
said a citizen, “is that Ass your own?” “Yes,” replied the old man.
“O, one would not have thought so,” said the other, “by the way
you load him. Why, you two fellows are better able to carry the
poor beast than he you.” “Anything to please you,” said the old
man; “we can but try.”

So, alighting with his son, they tied the legs of the Ass together
and with the help of a pole endeavored to carry him on their
shoulders over a bridge near the entrance to the town. This
entertaining sight brought the people in crowds to laugh at it,
till the Ass, not liking the noise nor the strange handling that
he was subject to, broke the cords that bound him and,
tumbling off the pole, fell into the river.

Upon this, the old man, vexed and ashamed, made the best of
his way home again, convinced that by endeavoring to please
everybody he had pleased nobody, and lost his Ass in the
bargain.

Moral:

Try to please all and you end up pleasing none

 

Models and Theories in Leadership

Leadership Traits

Leadership theories that attempt to identify the common traits possessed by successful leaders. These traits included:

·         Adaptable to situations

·         Alert to social environment

·         Ambitious and achievement oriented

·         Assertive

·         Cooperative

·         Decisive

·         Dependable

·         Dominant (desire to influence others)

·         Energetic (high activity level)

·         Persistent

·         Self-confident

·         Tolerant of stress

·         Willing to assume responsibility

However the list is ever growing and no definitive list is possible

Leadership Styles and Behaviours

A different perspective to trait theory for leadership is to consider what leaders actually do as opposed to their underlying characteristics. A number of models and theories have been put forward to explore this.

T. McGregor (1906-1964) postulated that managers tend to make two different assumptions about human nature. These views he explored in his theory X and theory Y:

Theory X 1.       The average human being has an inherent dislike of work and will avoid it if he or she can. 2.       Because of this human characteristic, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organisational objectives. 3.       The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.

Theory Y 1.       The expenditure of physical and mental effort in work is as natural as play or rest. 2.       External control and threat of punishment are not the only means for brining about effort toward organisational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed. 3.       Commitment to objectives is a function of the rewards associated with their achievement. 4.       The average human being learns, under proper conditions, not only to accept responsibility but to seek it. 5.       The capacity to exercise a relatively high degree of imagination. Ingenuity, and creativity in the solution of organisational problems is widely, not narrowly, distributed I the population. 6.       Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilised.

Other studies were carried out to identify successful leadership behaviours, including studies at Ohio State University and Michigan University, following on from this research two studies of particular note were by Gary M. Yukl and by Robert Blake and Jane Mounton.

Ohio State University Research

A series of studies at the University indicated that two behavioural dimensions play a significant role in successful leadership. Those dimensions are:

Consideration – (friendship, mutual trust, respect and warmth)

Initiating Structure – (organises and defines relationships or roles, establishes well-defined patterns of organisation, channels of communication, and ways of getting jobs done.)



University of Michigan Research 

Studies carried at the university revealed two similar aspects of leadership style that correlate with effectiveness:

Employee Orientation – (the human-relations aspect, in which employees are viewed as human beings with individual, personal needs)

Production Orientation – (Stress on production and the technical aspects of the job, with employees viewed as the means of getting the work done.

Gary M. Yukl felt that there was a void in existing descriptions of leader behaviour. They did not provide specific guidelines for behaviour in varying situations. He and his colleagues isolated eleven leadership behaviours which fall into four broad categories:

Building Relationships 1.       Networking 2.       Supporting 3.       Managing conflict

Influencing People 4.       Motivating 5.       Recognising and rewarding

Making Decisions 6.       Planning and organising 7.       Problem solving 8.       Consulting and delegating

Giving / Seeking Information 9.       Monitoring operations and environment 10.   Informing 11.   Clarifying roles

The Leadership Grid

Robert Blake and Jane Mouton developed another theory called the Leadership Grid, focusing on production/relationship orientations uncovered in the Ohio State and Michigan University studies. They went a little further by creating a grid based on Leaders’ concern for people (relationships) and production (tasks). It theory suggest there is a best way to lead people the 9,9 way.

The Major Leadership Grid Styles

1,1        Impoverished management. Often referred to as Laissez-faire leadership. Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts. They do just enough to get by. 1,9        Country Club management. Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentrate on being well liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy. (This is a soft Theory X approach and not a sound human relations approach.) 9,1        Authority-Compliance. Managers in this position have great concern for production and little concern for people. They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary. 5,5        Organisation Man Management. Often termed middle-of-the-road leadership. Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production, but they are not committed. 9+9      Paternalistic “father knows best” management. A style in which reward is promised for compliance and punishment threatened for non-compliance Opp Opportunistic “what’s in it for me” management. In which the style utilised depends on which style the leader feels will return him or her the greatest self-benefit. 9,9        Team Management. This style of leadership is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment. They are flexible and responsive to change, and they understand the need to change.

Contingency Approaches

Contingency theories propose that fro any given situation there is a best way to manage. Contingency theories go beyond situational approaches, which observe that all factors must be considered when leadership decisions are to be made. Contingency theories attempt to isolate the key factors that must be considered and to indicate how to manage when those key factors are present.

The continuum of Leadership Behaviour

The model put forward by Robert Tannenbaum and Warren H. Schmidt framed leadership in terms of choices managers may make regarding subordinates’ participation in decision making.

The actions shown at the left side of the continuum are relatively authoritarian; those at the right side are relatively participative. The manager’s choices depend on three factors:

1.       Forces in the manager: The manager’s value system, confidence in subordinates, leadership inclinations, and feelings of security in an uncertain situation. 2.       Forces in the subordinate: Expectations, need for independence, readiness to assume decision-making responsibility, tolerance for ambiguity in task definition, interest in the problem, ability to understand and identify with the goals of the organisation, and knowledge and experience to deal with the problem. 3.       Forces in the situation: Type of organisation, effectiveness of the group, the problem itself (the task), and time pressure.

Fielder’s Contingency Model

In this model leadership is effective when the leader’s style is appropriate to the situation, as determined by three principal factors:

1.       Leader-member relations: The nature of the interpersonal relationship between leader and follower, expressed in terms of good through poor, with qualifying modifiers attached as necessary. It is obvious that the leader’s personality and the personalities of subordinates play important roles in this variable. 2.       Task structure: The nature of the subordinate’s task, described as structured or unstructured, associated with the amount of creative freedom allowed the subordinate to accomplish the task, and how the task is defined. 3.       Position power: The degree to which the position itself enables the leader to get the group members to comply with and accept his or her direction and leadership

Path-Goal Theory

A leadership theory that focuses on the need for leaders to make rewards contingent on the accomplishment of objectives and to aid group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. According to the goal-path theory there are four primary styles of leadership:

1.       Directive Leadership: The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it. 2.       Supportive Leadership: The leader displays personal concern for subordinates. This includes being friendly to subordinates and sensitive to their needs. 3.       Achievement-oriented Leadership: The leader emphasises the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well. 4.       Participative Leadership: The leader consults with subordinates about work, task goals, and paths to resolve goals. This leadership style involves sharing information as well as consulting with subordinates before making decisions.

The Path-Goal Model

Action Centred Leadership

A model proposed by John Adair (1973) argued that it is not who you are but what you do which establishes you as a leader. A leader needs to balance the needs of the task, the team and the individual, shown clearly in the diagram below in his 3 circle model. The effective leader carries out the functions and demonstrates the behaviours appropriate to the circles, varying the level according to the needs of the situation.  The leader whilst balancing the three circles, sits in his/her helicopter above the process, ensuring the best possible overview of what is happening.

Leaders Behaviour under Task ·         Providing clear Objectives ·         Providing appropriate procedures ·         Ensuring there is evidence of progress ·         Ensuring avoidance of digression ·         Ensuring deadlines are met Leaders Behaviour under Team ·         Commitment ·         Trust & Openness ·         Sense of purpose ·         Stability ·         Cohesion ·         Success ·         Fun Leaders Behaviour under Individual ·         To be included ·         To make a contribution ·         To be respected ·         To receive Feedback ·         To feel safe ·         To grow

The Leaders Blueprint

KEY ACTION		TASK	TEAM	INDIVIDUAL
Define Objectives		Identify Tasks and Constraints	Hold team meetings Share Commitment	Clarify Objectives Gain Acceptance
PLAN	Gather Information	Consider options Check resources	Consult Encourage Ideas Develop Suggestions Assess skills
	Decide	Prioritise Time scales Standards	Structure	Allocate Jobs Delegate Set targets
Brief		Clarify Objectives Describe plan	Explain decisions Listen Answer questions Enthuse Check understanding
Monitor Support		Assess Progress Maintain standards	Co-ordinate Reconcile conflict Recognise effort	Advise/Praise Assist/Reassure Counsel Discipline
Evaluate		Summarise Progress Review Objectives Re-plan Objectives if necessary	Recognise and gain from Success Learn from Mistakes	Appraise Performance
			Guide and Train Give Praise

Ref : http://www.stewart-associates.co.uk/leadership-models.aspx

The Five Types of Multipliers and Diminishers

There are many ways to stifle the creativity and smarts of your team, just as there are lots of ways to get the most out of people. To assess your leadership style, take the survey at www.multipliersbook.com .

Diminishers

The Empire Builder : Hoards resources and underutilizes talent

The Tyrant : Creates a tense environment that suppresses people’s thinking and capabilities

The Know-It-All : Gives directives that demonstrate how much he or she knows

The Decision Maker : Makes centralized, abrupt decisions that confuse the organization

The Micro-manager : Drives results through his or her personal involvement

Multipliers

The Talent Magnet : Attracts talented people and uses them to their highest potential

The Liberator : Creates an intense environment that requires people’s best thinking and work

The Challenger : Defines an opportunity that causes people to stretch their thinking and behaviors

The Debate Maker : Drives sound decisions by cultivating rigorous debate among team members

The Investor : Gives other people ownership of results and invests in their success

 

Which one are you ?

Cheers !!

Heena

6 Ps to success

Not limited to Entrepreneur, any person who wants success to kiss his feet should follow :

1. Passion – about his work / job / project / idea

2. Performance – consistent working

3. Perseverance – just keep doing, what you think you can

4. Personality – lead & influence people

5. People – find, trust & assign jobs to like minded people

6. Perspective – Broad vision & finding new add-ons to project / job

Cheers!
Heena

A Rollercoaster Ride

Have you ever been on a rollercoaster? Well I have been on plenty and find them the best rides when in an amusement park , some of the best rides I have been on are in Sentosa in Singapore and the Universal Studios in Florida. I guess God has been very kind to me and decided to make me experience this fun for a little longer time and create a rollercoaster ride especially designed for me in my life. So this amusement park (i.e.) my life has been very interesting in the last few months J.

This high speed rollercoaster could not have been more interesting , unlike the high tech roller coasters which have a well designed safety net , belts and gears , this one particular leaves the individual to find his / her own protection mechanism so that it’s your responsibility that you are still hanging on between the inverted spirals and lighting speed.

In a traditional roller coaster you generally keep your eyes open which allows you to anticipate the next turn and the possible impacts they could have on you , thus you are well prepared and your reflexes work accurately. Interestingly in the roller coaster of life you surely have no clue as to how things will be like in the coming future and the so called future comes soon enough and leaves you with little preparation and you are caught off guard. Wanna experience what it is? Next time go on a roller coaster with your eyes closed and you will know what I am speaking.

Finally in the traditional rollercoaster you know there is an end and there will be a Photo finish moment catching you in the weirdest of expression and allowing you a hearty laugh for you had decided to have a little fun in this weird way… J

While in the rollercoaster of life you surely don’t know when will it end , and doubt the circumstances be described as a the high or the low.. or if there is any more of the highs or lows to be reached… but as they say enjoy the ride there surely will be a photo finish moment too.… and lots to laugh about later J

   
 

Cheers !!

Heena

   
 

PS : After a long time went to Birla Mandir and found lot of strength to hold-on and play the game. There sure is a referee to give the yellow or red card when it gets too rough. After all the “Hand of God” is not there in football alone.

Reminds me of a nice song.

https://hverma.wordpress.com/my-favorite-songs/zindagi-ka-safar/