A young student completed their schooling.
Fortunately, they had a career plan.
But unfortunately, it involved becoming an accountant.
Fortunately, they could add and subtract.
But unfortunately, so could Excel.
Fortunately, they knew how to use Excel.
But unfortunately, so did the auditors.
Foretunately they became an auditor.
But unfortunately, so did the robots…
Redemption involves two important things – feeling a need to redeem yourself (combining awareness, self reflection and urgency). And transforming from negative to positive (becoming something better).
Redemption is about thinking & doing not thinking & being. You can be your own judge of how much redemption is enough. You can look to others to judge. Or take a balanced approach.
Feeling a need to redeem yourself has at least one positive indicator. It typically follows some kind of situation that tested you – one that allowed you to gain experience and grow from it and further develop your character.
How is redemption related to personal flexibility? Redemption is about why, where and when. Personal flexibility is about how. If you can develop personal flexibility, you can increase your chances of redeeming yourself at a later date, when that need arises. That said, be flexible on how you do good. Don’t be flexible in blurring good and bad together. Don’t be flexible in how many ways you can be bad either.
Finally, is there such a thing as too much redemption? This might be relevant to some people working in the not for profit sector, working as volunteers, or being a parent. Where feeling the need to redeem yourself is driven by guilt, but then you discover that the more you redeem, the harder it seems to shed the guilt you feel, you have to then impose limits and boundaries. Or risk losing your sanity. This blogger’s counsel is to take advice from those you trust & respect. And listen to the voice of reason within yourself too.
Having Flexibility on the outside and the (business) brand at the core makes sense for organisations wanting their clients to experience their own unique version of the brand. Caterers, publishers, movie makers & evangelical religious leaders take this approach. Their clients might say, ‘I don’t know what I want, but I’ll pay good money (and invest my soul) when I see it.’ The brand values are a molten core, radiating outwards into the client experience. Consistency where it exists, isn’t across the client base. But across the repeat experience of a given client.
Then there are organisations who put Flexibility at the heart and wear their brand on the outside. You can’t think of their brand without valuing the innate flexibility within it. The likes of Google, Wikipedia, hospital groups, research-led universities and legal systems take this approach. Their customers might say, ‘what insights can my interaction with this brand reveal?’ There is consistency of experience across the user base. But if the product evolves, a given customer’s experience may vary over time.
So what does this tell us? Creating a sustainable brand is necessary. Figuring out whether to put Business Flexibility at its centre, or on its surface, is what makes your brand sufficient.
It probably works for personal flexibility too.