Captured and Kept

What does the future hold? Will it end well?

Touch has drawn the right people into the organisation. Integration of Ways has settled them in, and now the relationship can grow into the higher levels.

Because trust is established on all sides, Strategic Purpose can be attained in the working together towards major goals and outcomes. The relationship is not as vulnerable to offense anymore because there is trust. It is very important at this time to give people the scope and freedom to work within their unique talent, as this is where they will make the greatest contribution.

At this level, and even more so in the next 2 levels (Ultimate Productivity and Personally Invested Stakeholders/Shareholders), authority, governance and stewardship become very important.

  • Authority refers to delegated power, “the permission to do”, to take on new projects/work on behalf of the organisation. Any employee can only be in authority if s/he is under authority in the organisational ranks – this is true up to the highest level. Even CEOs are accountable to investors and the Board.
  • Governance is the way in which one exercises his/her authority. In every position there is a degree of authority, and the excellence with which you execute will open opportunities for growth. How you work with people and overall reliability in the doing is as important as the technical brilliance with which the job is done.
  • Stewardship refers to the way a person takes care of that which is given to him/her. The more you are entrusted with, the greater the requirement to handle it with care. A careless attitude to the work, a constant critical attitude towards the leadership, divisiveness and the likes need to be checked otherwise opportunities for growth will be stumped.

These levels of functioning require maturity, making allowances for other peoples’ and ones’ own weaknesses and mistakes, to deliver on the vision.


Some key points to remember:

  • In a time of change and adapting you need to give your leader space to make mistakes. This is so important to remember in these days dealing with the COVID19 pandemic.
  • Everything we accomplish in life is through relationships. Even specialists need to work with others for inputs. Recognise the value of connections and respect people.
  • You don’t always need to be the leader: if your gift is serving you can still do it so powerfully that you rise to the very top. Both are needed and in learning to work together and respecting each others’ position and expertise everyone wins.
  • Leaders, allow others to make decisions so they can grow.
  • Share the vision often and clearly – it often takes many repetitions before people ‘get it’, and even once they did you want to make sure everyone stays on track.


Having successfully worked together with Strategic Intentions the relationship can move to Ultimate Productivity.  The second highest level of functioning, where working together and reaching for stretch goals have moulded individuals and teams so they are now able to flow together so effectively that impossible challenges become do-able.

There is great personal satisfaction and reward because every participant has the opportunity to be more and do more than they could ever do on their own.

The things achieved at this level has lasting impact in the world and the people involved in it. Here belong new inventions successfully rolled out commercially. It often delivers great financial benefit to the organisation, but goes beyond just the money.

Going from ultimate productivity to the level of Personally Invested Shareholders/Stakeholders is often your greatest test, and all the strength developed in the relationship will be challenged for durability and depth.

Not restricted to the biggest shareholders only, here we find even minority shareholders and/or stakeholders who are personally committed to, and deeply invested, in the success of the team and the organisation. In the South African context consider Adrian Gore, co-founder of Discovery – with the vision to build an organisation that would benefit many; he now holds only 8% shares in the company yet he still drives its’ success.

This level of relationship holds great power in the Boardroom.

In many ways the biggest self-sacrifice for the common good happens here, and with great trust comes great responsibility. But it also the most rewarding level of relationship, and has the potential for the greatest financial gain for company and individual.

It is this level where organisations build to last – for generations to come.


I conclude with this thought: some people are called to the organisation for a long time, others through the organisation as a transient resource. There is a place for both.

Once you have identified those with whom to build for the future it makes sense to invest heavily in them. Give them opportunities to grow, further education, financial rewards, invest personal time to coach and develop them to achieve that highest level of relationship.

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