Kurzweil leaves these nuggets if someone is paying attention. An excellent thinking technique. I’ve personally developed a somewhat crude version of it. So I was pleasantly surprised to find this.
Excerpt from this youtube video.
“Not sleeping is counter-productive, in the short term. In fact sleep is a actually a very creative time.. Iassign myself a problem before I go to sleep every night. I find myself dreaming about it. I revisit that in the morning when I am halfway between conscious and being still in the dream. And kind of at least do lucid dreaming, when I access the dream ideas. That’s when I kind of begin to make sense out of them.
And with that technique I can come up with whole new inventions or ideas. Insights into different problems and challenges.
It’s a very creative time.
You are not really getting anywhere by staying up all night.
… But if you are having a good party then it’s different. It’s worth staying up"
A visual depiction of what Kurzweil is saying.
There are many different kinds of Leaders. They possess a combination of different strengths that make them the type of leader that they really are.
However, this idea just came to me the other day.
I think, relying on a single leader to lead throughout the entirety of the operation. That might not be an ideal approach during all the different phases of a venture’s existence.
I say this because I have personally witnessed how:
This type of a leader will keep throwing something at the wall to see if it sticks. But they will introspectively slow down all interactions that happen during that process to really figure out what is going on in that construct. But that, they will do this really quickly.
Their intent is to always figure out how something works and more importantly, why something that they are vested in, does not work. Their process is messy. But give it time, a system, adequate amount of chances, mentorship and this leader will bloom.
This type of a leader is a natural rebel. They are dissatisfied with the status quo.
These type of leaders have a much higher propensity for helping change the world. They get others to buy into their vision. They engineer ideas, continually dream of disruption and they throw one heck of a party.
They provide themselves the authority to form conclusions, make decisions and act. However they go through that process a number of times, they test and retest their hypothesis to ensure that their decisions would contribute towards overall operational stability. They know how to balance process vs innovation. They are always mindful of the fact that you cannot fall into the process trap and thus end up killing innovation as an unthought-of consequence. The stabilizer is good at forming relationships, finding and capitalizing upon newer opportunities, is astute and great at guiding the venture towards calmer seas.
Maximizers can experience an enormous amount of trouble dealing with non-linear, chaotic, messy disruptions. When they find themselves in such a situation, maybe they should seek help from an activator, who is very good at making sense out of chaos.
That being said, this is the rarest amongst the already rare breed of good entrepreneurs. Maximizers are the ideal candidates for leading ventures that eventually help launch economies of scale. Great maximizers are relentless when it comes to the diversification of their revenue streams. Generally they create institutions that last a very long time.
It’d be pretty rare if a single leader possessed all three of these characteristics. But it happens. I think it might be more common for any leader to possess 2 out of the 3 characteristics. And when they do, they either find someone who would possess and compliment the area that they are lacking in. Or that they would form an entire team to be able to fill that gap.
In an era of increasingly complexity, leaders would have to rely upon others, in order to run the operations during the different phases of venture’s existence. Don’t try and do something that you are not good at, specifically during a time when a lot is at stake. Ideally, every venture would cultivate these three types of leaders from the get go. And from time to time, they’d have to pull the activator from the party to ask them what should be done.