Your belief in scarcity could sabotage your success
One of management’s most limiting worldviews is the idea that the world is one of scarcity. Actually it is more accurate to say the world is one of plenty.
As business people, nearly everything that we have learnt and all our training has been how to succeed in a world of scarcity. I have just looked up my Canterbury University Stage 3 Economics text and the very definition of Economics: “The study of society’s allocation of scarce resources.” It’s about how we divide up what we already have rather than how we can create more for everybody. It’s about how we cut the pie rather than how we create a bigger pie. It’s about diminishing returns rather than increasing returns. We have grown up thinking that wealth comes from Land, Labour and Capital; those that have lots are wealthy, those with little are poor. Right?
Wrong! In today’s world this is faulty thinking. We need a new working theory of Economics, the old one no longer explains what we see happening.
Today successful managers focus on intangible assets: knowledge, relationships, emotional, reputation, time and brand; that are abundant and really matter, because they make up about 95% of the market value in most organisations and become even stronger the more they are used. Other managers focus on tangible assets (balance sheet items) that make up only 5% of the market value of most organisations.
Each of these intangible assets are based on human energy. Success comes to those who view people as energy fields: (physical energy, intellectual energy, emotional energy and spiritual energy), that are deeper and stronger than most managers understand.
They also view their organisations as energy fields, more than the sum of the energy fields of the people concerned because the spaces in between people are not empty they are jammed-packed with energy that has the potential to create workplaces of heaven or hell.
Virtual Group shows managers that they are so much more than they think they are; and shows managers that the people they manage are so much more than most managers think they are. It shows how to tap into this energy in a positive way by helping people access a huge unsailed ocean of potential, sufficient to change people and change organisations.
Virtual Group’s first priority is to work on individual beliefs (Emergence, Strengths, Genius Factor, and Connections), because we have found that nothing else will change until individual beliefs change.
Bruce Holland
As business people, nearly everything that we have learnt and all our training has been how to succeed in a world of scarcity. I have just looked up my Canterbury University Stage 3 Economics text and the very definition of Economics: “The study of society’s allocation of scarce resources.” It’s about how we divide up what we already have rather than how we can create more for everybody. It’s about how we cut the pie rather than how we create a bigger pie. It’s about diminishing returns rather than increasing returns. We have grown up thinking that wealth comes from Land, Labour and Capital; those that have lots are wealthy, those with little are poor. Right?
Wrong! In today’s world this is faulty thinking. We need a new working theory of Economics, the old one no longer explains what we see happening.
Today successful managers focus on intangible assets: knowledge, relationships, emotional, reputation, time and brand; that are abundant and really matter, because they make up about 95% of the market value in most organisations and become even stronger the more they are used. Other managers focus on tangible assets (balance sheet items) that make up only 5% of the market value of most organisations.
Each of these intangible assets are based on human energy. Success comes to those who view people as energy fields: (physical energy, intellectual energy, emotional energy and spiritual energy), that are deeper and stronger than most managers understand.
They also view their organisations as energy fields, more than the sum of the energy fields of the people concerned because the spaces in between people are not empty they are jammed-packed with energy that has the potential to create workplaces of heaven or hell.
Virtual Group shows managers that they are so much more than they think they are; and shows managers that the people they manage are so much more than most managers think they are. It shows how to tap into this energy in a positive way by helping people access a huge unsailed ocean of potential, sufficient to change people and change organisations.
Virtual Group’s first priority is to work on individual beliefs (Emergence, Strengths, Genius Factor, and Connections), because we have found that nothing else will change until individual beliefs change.
Bruce Holland