Once upon a time a company had an idea - an idea whose direction was generally contrary to the overall company's market. This company made their idea wildly successful, as the great sages of the company built systems and processes to effectively implement the company's idea. But the great sages became trapped by their systems, because they required so much of their hands-on manual effort and control to execute successfully.
Enter our hero. Early in our hero's career, a few great sages invited our hero to become part of this company's idea. They did this by inviting our hero into their office and explaining the reports they needed to systematize and automate their manual systems. The great sages also explained that having these reports in place would free them to continue implementing the company's idea.
The great sages took their time with our hero, explaining why the reports were important and badly needed, and how the reports fit into supporting the company's idea. They always took time to answer our hero's questions and concerns about the reports.
These reports solved certain problems with supporting the company's idea, and freed the great sages to pursue supporting the company's idea further. This led to building robust systems, and led to freedom for many to further implement the company's idea. Over time our hero became a great sage at the company, one who would be free to enlist others and further implement the company's idea.
But after the years of work successfully implementing the company's idea, our hero was still not free.
There were certain functions in the systems that required only our hero. Our hero had willingly executed these functions because our hero believed strongly in the company's idea. And when there were problems with the systems requiring corrective action, our hero was there to the rescue nearly ever single time.
Over the years our hero grew to be responsible for executing more than double the number of functions than was originally intended. The company's great sages became used to the excellent service of our hero, and cheered our hero on all the way. Our hero had been invited to become part of the company's idea, but instead our hero had unwittingly been self-installed as a key cog in the systems implementing the idea. Under this arrangement, our hero could not be free.
When our hero finally realized the situation, our hero took corrective action. Our hero systematized and automated greater and faster than ever before - freeing our hero, and many others, from having to execute the functions that our hero solely used to perform.
But by this time, the company hit some turbulent times, lost sight of its idea, and lost one-third of its people. The company was no longer interested in inviting people to become part of its idea. But people were still needed to handle exceptions and support the company's idea using the systems the great sages and our hero had put in place. And without these people, our hero could not be free.
Our hero realized that at this point the only way to achieve true freedom to pursue the company's idea was by freeing himself from the company. And so our hero, exhausted but thoroughly grateful for the experience, moved on from the company.
Has your organization invited you to become part of its idea? Have you become stuck in the execution of your organization's systems like our hero was? Can you see a way to systematize and automate to free yourself, before moving on becomes the only path to freedom?
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- Our Hero
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