Clarity of Sight




Clarity of Sight by Mohau Molefe

For a leader, the ability to see things as they truly are is a crucial element in being the one ‘infront’. Some people might call this a sixth sense, discernment, etc. To me it simply is seeing exactly what is happening. This is for me is very important. Leadership requires that a leader should know what the current status is so that he can assuredly decide on what needs to take place.

Those who are blessed with actual sight, take the ability to see for granted at times. It however is such a crucial element. Seeing is not a mere act of opening our eyes and lights, camera. NO! This gift is far more than that. This sensory ability is actually a skill that has been honed since birth, through identifying shapes, movement, colour, objects, storing all sightings and then using those as reference. As the years go by, all these records you then use on a daily basis and also attach more detail. So when you were young, you could recognise a building being in the form of the house. One day you have a trip and you see another building, a different kind of building, not like all the houses you have being seeing, but with other ‘houses’ ontop, or so it seemed. Your system then accepts the difference and logs this image, labelling it as a different structure, something but maybe not a house. Then one day you get into a similar multiple storey building and see people working in it and you record that. As time goes you see other building shapes, with glass, 20 storeys high, twin towers, with bridges between and your data sets expand, giving you a greater database for reference.

You never get confused when you pick up differences, because you are now learning to accept form, space, shape, height. You start to compare, differentiate, etc. Your sight even at first glance, references to your database and tells you what it is you have just seen, without you having full sight of what you see. But you remain unfazed because your years of sightings now fill in many gaps, blurred portions, etc, of what you saw, that you are comfortable in your confidence that you have clarity. You are becoming so skilled that you can clearly make note of what you at a quick sighting have seen, even if around that item, there could have been distracting things you saw (e.g. cars driving past, people, mist, etc). I need to emphasise that the visual need not have been perfectly clear as a visual, however with the partial visual and your database, you know what you have seen. Blurred vision, but clear sight, in your mind.Clarity of sight.

I go into this depth of a descriptive because this is really important. The one who is infront over the years gains experience on things, occurrences, outcomes, interactions, etc. These he records and has as data for future reference. As he develops in his leadership, similar things continue to take place. Based on his previous encounters, he is able to reference to all these and say ‘I have had a similar encounter, or know of someone who has had a similar encounter, or read about’, etc. He is then in a position, without ‘full visual’ able to understand what is happening and the status of the moment. Though different, but the same.Blurred vision, but clear sight, in his mind.Clarity of sight.

This is very important. As much as we see physically, we also ‘see’ as a leader. This sight needs to be clear enough, removing all distraction so that the leader knows what is before him. Because there isn’t always an opportunity to look again, a leader must have perspective, the art of three dimension. The leader must then be able to use clarity of sight, to be able to put on a two dimensional surface a three dimensional sighting (being able to clearly allow the next person to see the length, breadth and height of what the leader has seen), but with a clear sight as the leader has.

An example: over the years I have had the privilege of formulating strategy for social entrepreneurship initiatives (from my early days as a young person). This has involved some events which have resulted in disturbance of preparation where a key decision maker can stall a vital step in the process of realising the desired outcome. As I have learnt that such gate-keepers require tactic in interacting with them, when a decision maker in a recent social entrepreneurship initiative was about to become a roadblock, I immediately saw signs of what was happening. Now I did not have full detail of what was about to happen, but I had encountered similar situations. Now as a leader of previous initiatives, I had been through struggles to resolve these and when this was starting to take the same form, I immediately was able to pick it up and clearly tell those who I was working with what was actually happening. That is clarity of sight and also the art of three dimension.

You see, excuse the pun, but those I was working with had never seen what I was seeing and the effects thereof. However as I knew what was actually happening, I could then in simple terms tell them what was really taking place, saving all of us the arduous task of hitting a serious roadblock and having to exert a lot of energy to resolve. Instead appropriate action was taken and the matter was resolved with greater ease, not simple, but far simpler had I not clarity of sight. Blurred vision, but clear sight.


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