• HAVE YOU DEVELOPED ‘AUTOLYCUS SYNDROME’?
Article by; Joe effah-nkyi.
In Shakespeare’s winter’s tale, Autolycus was a principal character in that classical fiction that was considered a ‘thief’ and therefore a marginal man. He is described as “snapper up of unconsidered trifles”. Transposing this classical conception into contemporary scheme of strategic change leadership framework explains how some people easily spot ‘trifles’, i.e. perceived unimportant ideas or trivialities in the scheme of activities, but is able to harness or ‘massage’ these to create business empires out of virtually nothing or optimally develop them successfully.
On the contrary, how others similarly spot these ‘trifles’ and eventually seize them but may have little or no use for them. Hypothetically, ideas could be likened to keeping precious jewels in the open unprotected, or conversely hanging expensive clothing on the drying lines in the open without adequate security. It stands the possibility of being misappropriated. Having Autolycus syndrome is all about changing the status quo positively to achieving the impracticality.
Incontrovertibly, persons with this type of syndrome have the ability to take risk in order to actualize set goals and aspirations. According to Brian Wallace and C.C Ridgeway in their masterpiece “LEADERSHIP FOR STRATEGIC CHANGE”, leaders who identify the ‘trifles’ will be those who, in an ambiguous environment, have the capability to spot differences, to determine the patterns in unconnected data, and thus to perceive the factors that are relevant.
These potential leaders are those that possess the multiple attributes of assertiveness, proactiveness, and with speed of response passionately snatch that beautiful but unprotected idea from the ‘hedge’ and harnesses it to the optimum, even before the person who initially perceived it recognizes its value and worth. They take the indispensable risk because the danger is that they may be ‘caught’.
INNATE QUALITIES OF AUTOLYCUS SYNDROME
Since the days of old, many great leaders have emerged and that by their actions and inactions have conspicuously demonstrated some intrinsic qualities of Autolycus syndrome.
From the biblical point of view, young David, realizing that the entire armies of Israel were stuck deep in the trenches at the battle of Elah with the Philistines, trembling to devise subtle strategy to avoid the herculean body mass of intimidating Goliath foresaw that a potential opportunity was imminent to seize his moment. David appeared at a time where a new generation of strategic change leadership and creativity was urgently needed in the land of Israel to call off the bluff and tantrums, vilifications and vituperations of the Philistines, but more specifically the ruthless Goliath.
Within the spiritual and physical realm, he perceived himself ascending to the top echelon of strategic leadership of the entire kingdom of Israel once he succeeded to subdue and exterminate awesome Goliath. Conspicuously, the reality here is that, the entire army of Israel could not spot the potential ‘trifle’ visibly at their disposal; young David spotted difference and for that matter ‘factors that are relevant’. He had the vision and spiritual insight to determine the patterns in unconnected data. The above scenario accentuates the fact that even in the sphere of business; it takes extreme meditation to see through chaotic situations to cause a shift in paradigm.
David discovered the novel use for this great opportunity surreptitiously staring before him and with the speed of response, seized it without hesitation. Explicitly, Goliath was eventually exterminated to set the stage for absolute liberation of the Kingdom of Israel. David took an undeterred risk to achieve this heroic exploit since he could have easily been disintegrated into fragments by dominant Goliath.
Empirically, potential leaders with Autolycus syndrome fundamentally do not only think within and outside-the-box for realization of set goals and aspirations, but rather goes the extra kilometers to ‘stir’ the ‘ box’ to stimulate cost-effective outcomes.
THE GHANAIAN CHANGE LEADERSHIP PERSPECTIVE
With the benefit of hindsight; in the Ghanaian educational landscape, HND graduates were hitherto confronted with the challenge of acquiring university degrees, decades ago. The educational policy at the time was overly conservative that it does not tolerate reforms, at least in those highly challenging times. Consequently, when Professor Stephen Adei took over the reigns of governance at GIMPA, he visibly spotted the ‘trifle’ and as a result ‘factors that are relevant’ to cause comprehensive paradigm shift in the realm of education in this regard. As a typical strategic change leader that he is, he challenged the status quo. He expeditiously seized the opportunity and courageously introduced top-up programs for HND graduates seeking admission at GIMPA. Today, HND top-up program remains widely acclaimed and has become a functional core component in the country’s tertiary institutions as well as revolutionized the educational system. Virtually every degree awarding institution in Ghana and even beyond has replicated this strategic ingenuity.
Irrefutably, it takes individuals with the trait to challenge the status quo and the dynamics of a given situation. It is all about the ability to take risk for one to arrive at a preconceived ‘destination’. Brian Wallace and CC Ridgeway further averred that, strategic leaders spot ideas that others do not and they make public the ideas that others might not understand or appreciate.
Obviously, having Autolycus syndrome could impact on a potential leader to possibly turn the insurmountable into optimal effects. Decades ago, JJ Rawlings was relatively unknown flying officer who burst onto the Ghanaian political landscape by storm. Taking advantage of the chaotic environment amid alleged massive pervasion of corruption in the governance system, the deterioration of governance structures, surging level of inflation coupled with abysmal performance of the then regime, he rapidly seized the yawning opportunity arising from the alleged deep-seated flaws permeating through the system and with the speed of response took the reigns of government. Obviously, it was a highly risk taking adventure considering precarious state of affairs that usually characterizes military regimes within polities. Incidentally, the name Rawlings continues to reverberate across the globe. Whether he was able to deliver on his mandate or vice versa is a different ball game altogether.
In Ghana, there are substantial numbers of personalities who could undoubtedly be deemed as strategic change leaders that have succeeded in the corporate world because of perhaps such innate qualities. Some names could be made mentioned of Hon. Kennedy Adjapong, the MP of newly created Assin central, who grasped the opportunity to establish a viable juice factory within his constituency at a time where harvested oranges could not access instantaneous sustainable market; this apart from putting up the largest cold storage facility in Tema in terms of tonnage capacity.
The CEO of Zoomlion-Ghana, Dr. Adjepong, another notable strategic change leader who has succeeded to seize gaping opportunities to cause over-all paradigm shift in waste management and innumerable enterprises. As we speak now, sovereignties are teeming in to tap into his rich idea and vast experiences.
Togbui Afede, who is connected with Azogli Power and the Millennium tourist project at La-Accra, is a name that cannot be gloss over when it comes to risk taking ability for actualization of cherished ambitions. He seized the opportunity to venture into the energy sector at a time where energy generation was the sole preserve of the central government.
Lately, the RLG communication chief in the personality of Mr. Roland Agambire, is defying all odds to bring total and absolute transformation not only to Ghana but Africa in its entirety, through his perceived audacious establishment of a grandiose technology hub; a project which ostensibly would be the first of its kind on the continent when completed.
Evidently, there is one common similarity shaping the successes of these personalities, i.e. the ability to promptly identify ideas, configure them and finally take risk to objectify set goals and targets. Of course, there are many entities out there that inherently have this type of trait. Unfortunately, they sit on the ‘fence’ purposelessly; failing to spot copious ‘trifles’ hovering around them, to their dismay. Without the needed compulsion, commitment, determination as well as tenacity of purpose, actualizing one’s defined intentions could become a mirage.
Brian and Ridgeway concluded that, although a leader may be able to spot, seize and make public an idea, the maximum opportunity for a breakthrough will usually occur when that leader is also a facilitator who has created an organizational climate where upward and lateral challenge is encouraged and risk is rewarded.
PERCEIVED REWARDS
Certainly, the trait enables enterprises to develop into formidable force to resolutely dictate the pace within the internal and external competitive market environment. This is because these enterprises confidently foresee into the future what their competitors do not anticipate. They are daring and refused to acknowledge the negativity associated with embarking upon risk-taking missions in terms of exploring new markets, product differentiation, product development or holistic diversification of company’s core values. Because of this inherent quality, the enterprises set visions and aspirations are achieved more quickly as compared to their counterparts within the same market environment; this therefore vividly explains the critical reason surrounding both domestic and global market hegemony by smart individuals as well as corporate entities.
Having Autolycus syndrome propels individuals or organizations into instant stardom or prominence. It ensures radical metamorphoses of supposedly new and existing enterprise into robust business giant. Subsequently, the trait improves one’s core competencies to advance the prospects of a given organization through formulating cutting-edge solutions to attain over-all market and corporate leadership. Ultimately, it props up inconsequential ideas into huge conglomerates as well as improving leadership paradigms.
JOE EFFAH-NKYI, CEO-Uni-states shipping ag. Ltd.- Tema
HOLDS EXECUTIVE MASTER’S IN GOVERNANCE AND LEADERSHIP, (EMGL)-GIMPA
(0244 250922)
unistates2000@yahoo.com
