Discover why being your best at your best can move talent and workplaces from complacency to continuous improvement, excellence, cooperation and meaningful impact.
I believe that if we can instil the mindset of “being your best at your best” in our talent and workplaces, we can shift:
– from the comfort of complacency to the hunger for continuous improvement;
– from mediocrity to excellence;
– from unhealthy competition to meaningful cooperation.
I have received comments questioning why, at EALIGER Group, we focus on the critical few in our solutions when we have the capabilities to do much more.
From a survival perspective, the question makes sense. Resources are scarce. The economy is challenging. Access to markets is not always easy.
I understand that perspective because I have lived it.
There was a time when I wondered whether returning to employment might be the better option because I knew there were things I could do. While looking for employment, I was asked:
“You can do this. Why don’t you apply for it?”
My response was:
“I have convictions that are heavier than my pocket can ever be. A reverence that no lack can match.”
That statement has continued to challenge me.
So, what is our alignment at EALIGER Group?
It is not simply about finding a niche, because people, businesses and organisations at different levels need what we offer.
It is also not about being known for only one thing because consistency and positioning, while important, do not always pay the bills. Sometimes, they can become a box that limits the very capability we are meant to use.
John Maxwell’s distinction between success and significance has challenged my thinking considerably.
A person or business can be successful without necessarily being significant.
For me, significance is not about having a bigger appetite, bigger platform or deeper pockets.
It is about deeper convictions and positive impact.
This is what I believe:
What you do should be inspired by something bigger than yourself. The return on investment should also make your soul smile.
What you offer should align with your body, mind and soul. It should not require you to compromise the principles upon which you are founded.
Know who your Provider is, rather than becoming consumed by where your provision comes from. Because some opportunities can become provisions that are actually misalignments, detours or compromises.
Pursue fruitfulness, not merely achievement. A qualification, promotion, title or opportunity can be an entry point, but transformation is the deeper fruit. I believe inner work is a seed that bears fruit that remains.
And then there is alignment.
I have seen organisations receive funding, opportunities or access and immediately jump on the boat because it is affordable, available, strategically attractive, earns government scores, pacifies employees or satisfies a board.
But without a longer-term plan or genuine alignment, the question eventually becomes:
What did this really produce?
For both the provider and the employer, there should be an aftertaste—something that moves beyond responsibility into accountability.
So, I keep coming back to one question:
Why do it if it is not:
- grounded in integrity and truth;
- beneficial and valuable;
- aligned with our values and convictions;
- reflective of responsible and accountable leadership; and
- contributing to a legacy we can be proud to reap or leave?
This is why EALIGER Group does not seek to do everything we can do.
We seek to do what we are convicted and equipped to do well, meaningfully and fruitfully.
Our work remains centred around:
- Coaching for Fruitfulness
- Speaking for Conversations that Transform
- Culture-Inspired Programmes
- Continuous Improvement for Productivity, People & Performance
Because our purpose is bigger than simply delivering services.
We are about:
Creating Meaning Together. Cultivating Fulfilled Lives. Contributing to Prospering Communities.
And for us this is what “being your best at your best” really means:
Not doing everything you can but, investing your attention, capability and resources in what you can do best, and what is worthy of your best.
Because the question is not only, “What can I do?”
It is:
