Power is often defined as simply the ability to act, but power can be quite complicated. Many people want it, but not all who have it know what to do with it. Some abuse it, while others use it quite constructively. We’ve all heard the old adage that power corrupts and absolute power corrupts absolutely. Being a leader/manager comes with a certain amount of power, so it’s your responsibility to understand it and use it in a manner that will optimize the results of your efforts.
There are two kinds of power that are worth considering by anyone in a leadership position: positional power and personal power (Reardon 2001). Lets take a look at both.
Reardon (2001, p. 150) defines positional power as having to do with “how much formal power people perceive you to have”. Reardon further states that positional power comes in a variety of forms – status, visibility, centrality, relevance, job cachet, and autonomy. This suggests that one doesn’t necessarily have to be in management to enjoy some form of positional power.
Although your management position automatically affords you some level of power, the other factors can contribute considerably. While your current position is what it is, what you do with it is up to you. Being visible and involved* will contribute to the way others see you in a much more favorable way than being secluded and appearing non-interested would. Pay attention to the power that your current position gives you and what you’re actively and consciously doing with it.
Personal power refers to “traits and skills that make people influential” (Reardon, 2001, p. 165). Some achieve personal power through the means of expertise, dedication, or positive impression, while others rely on having the right amount of confidence or skillfully mirroring those in power. Regardless of which personal power traits or skills we utilize, the end goal is the same – to influence those around us in ways that will benefit us.
Do you have skills and expertise? Do people see you as committed and dedicated? Do you project confidence? Do you empower others? These are all very important questions as they are a crucial part of personal power. Take the time to examine your answers and formulate your plan of action.
Keep in mind that whether considering positional or personal power, you have the ability to affect it in your favor. You actions affect others’ perceptions of you. Those perceptions, in turn, will contribute to how much power they believe you to have.
*Being involved is not the same as micro-managing.
Reardon, K.K. (2001). The Secret Handshake: Mastering The Politics Of The Business Inner Circle. New York: Doubleday.
Sunday, October 4, 2009
Thursday, October 1, 2009
Coaching and developing others
Coaching and developing others is one of the many responsibilities that fall upon your shoulders as a leader. It’s also an important part of growing a successful business. Effective leadership involves commitment to coach and develop employees at all levels – empowering them to make strong decisions whenever situations require it (Cohen & Tichy, 1997). This is the exact opposite of micromanagement, which is a waste of both time and energy. The more capable and confident the employees, the better a company’s chances of success. The more commitment leaders show to their employees by taking the time to coach and develop them, the more they’ll get back from their people in return. The concept is incredibly straightforward – what you get from your employees is directly related to the efforts that you put into them. It’s a simple positive correlation. Of course it’s easier said than done, but it’s well worth the effort. Taking the time to develop leaders at all levels strengthens a company tremendously.
Successful leaders have to not only be willing to coach and develop others, but be passionate about it as well. They must be able to inspire and lead by example – two crucial concepts that we’ve already discussed. Coaching and developing others is a multi-faceted and involving undertaking. It requires planning and balancing. A good coach must have the ability to listen and to make accurate assessments. Her knowledge and experience should offer guidance without interference or being overbearing. A coach must have the ability to help another person to stretch themselves beyond their perceived limits.
Where do you measure up? Do you have what it takes to effectively coach and develop your employees? How often do you take the time to do it? Take some initial assessments, formulate a plan, and develop your company’s leadership forces.
Cohen, E., & Tichy, N. (1997). How leaders develop leaders. Training & Development Journal, 51, p. 58-72.
Successful leaders have to not only be willing to coach and develop others, but be passionate about it as well. They must be able to inspire and lead by example – two crucial concepts that we’ve already discussed. Coaching and developing others is a multi-faceted and involving undertaking. It requires planning and balancing. A good coach must have the ability to listen and to make accurate assessments. Her knowledge and experience should offer guidance without interference or being overbearing. A coach must have the ability to help another person to stretch themselves beyond their perceived limits.
Where do you measure up? Do you have what it takes to effectively coach and develop your employees? How often do you take the time to do it? Take some initial assessments, formulate a plan, and develop your company’s leadership forces.
Cohen, E., & Tichy, N. (1997). How leaders develop leaders. Training & Development Journal, 51, p. 58-72.
Wednesday, September 30, 2009
What’s in a vision?
When facing change one of the most important elements is having a clear vision. The lack of one can have disastrous effects. Think about your goals. How do you see the end results? Your vision must be clear and well defined, and it should only take you a few minutes to communicate it to others. Make it short, sweet and to the point – and yes, interesting. At the end of the presentation (of your ideas) it should be obvious that your audience understands and that their own interest has been provoked.
But before a vision can inspire and be shared by others, it has to inspire you – the leader. Your vision must be in harmony with your own values, and you must be willing to set an example with your own actions. This goes back to the idea of walking the walk rather than telling people to do as you say, not as you do. It’s your task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision. If others see your passion and enthusiasm, they’re going to get curious. This curiosity provides you with the opportunity to share your vision with others, hopefully inspiring them and enlisting their help in achieving that vision.
But before a vision can inspire and be shared by others, it has to inspire you – the leader. Your vision must be in harmony with your own values, and you must be willing to set an example with your own actions. This goes back to the idea of walking the walk rather than telling people to do as you say, not as you do. It’s your task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision. If others see your passion and enthusiasm, they’re going to get curious. This curiosity provides you with the opportunity to share your vision with others, hopefully inspiring them and enlisting their help in achieving that vision.
Tuesday, September 29, 2009
Keeping great employees
There have been countless changes brought on by the recent economic turmoil. Many companies have resorted to drastic changes in their attempts to survive. Not all were able to survive. Cutbacks and layoffs sent ripples of fear and uncertainty around the globe. And those who still have jobs are grateful to have them.
Being grateful to have a job is not the same as being happy with the job and the company. Once the current economic situation improves (and it will) and people feel more comfortable making any kind of moves (and they will), it’s very likely that some of those unhappy souls will dare to make some serious changes – yes, quit. Are you prepared to lose some of your talent? Can you afford it?
So how will you keep your employees? How will you ensure that they’re happy – especially in an environment riddled with cuts and raise freezes? It’s quite simple.
Let us assume that you already know that while people work for a paycheck, they need more. Feeling valued and appreciated makes a tremendous difference. But is that enough? Times are tough and work is stressful. Now more than ever employees need to be able to connect with others at work. Give them a way to share their joys, fears, and concerns – a safe place to vent and express themselves – and you’ll be helping to build a community, stronger teams, and more loyal employees. Having a sense of belonging inspires people to stick around in good times and in bad.
So what are some ways to strengthen your teams and inspire your employees to stay? It doesn’t have to be complicated. Organizing lunches to bring people together over food and corporate sports teams are oldies but goodies. But why not take it up a notch? Support networks and work-related/professional clubs are a great way for people who have something in common to connect. Hobby and interest groups can be engaging and a great deal of fun. Online networking and blogging have become such a large part of today’s culture. Why not make them part of the company’s culture. They can offer so many ways for people to connect. They can be as formal or informal as you want them to be, but it’s a good idea to offer more than one way for people to connect.
Put on your thinking cap and come up with some of your own ideas. Remember to lead by example and inspire others to participate. Most importantly, have some fun doing it.
Being grateful to have a job is not the same as being happy with the job and the company. Once the current economic situation improves (and it will) and people feel more comfortable making any kind of moves (and they will), it’s very likely that some of those unhappy souls will dare to make some serious changes – yes, quit. Are you prepared to lose some of your talent? Can you afford it?
So how will you keep your employees? How will you ensure that they’re happy – especially in an environment riddled with cuts and raise freezes? It’s quite simple.
Let us assume that you already know that while people work for a paycheck, they need more. Feeling valued and appreciated makes a tremendous difference. But is that enough? Times are tough and work is stressful. Now more than ever employees need to be able to connect with others at work. Give them a way to share their joys, fears, and concerns – a safe place to vent and express themselves – and you’ll be helping to build a community, stronger teams, and more loyal employees. Having a sense of belonging inspires people to stick around in good times and in bad.
So what are some ways to strengthen your teams and inspire your employees to stay? It doesn’t have to be complicated. Organizing lunches to bring people together over food and corporate sports teams are oldies but goodies. But why not take it up a notch? Support networks and work-related/professional clubs are a great way for people who have something in common to connect. Hobby and interest groups can be engaging and a great deal of fun. Online networking and blogging have become such a large part of today’s culture. Why not make them part of the company’s culture. They can offer so many ways for people to connect. They can be as formal or informal as you want them to be, but it’s a good idea to offer more than one way for people to connect.
Put on your thinking cap and come up with some of your own ideas. Remember to lead by example and inspire others to participate. Most importantly, have some fun doing it.
Sunday, September 27, 2009
Leading by example
“Do as I say, not as I do.” How well do people respond to that seemingly simple sentence? How well did you respond as a child? As an adult? As children we felt disappointment at hearing those words. As adults, that disappointment can easily morph into resentment.
Put yourself in a position of having to follow a leader who sends the message of do as I say, not as I do. Whether he actually says those words, or conveys the message with actions (or lack thereof), your response will be the same. Why should you follow a leader who doesn’t walk the walk? Would you find yourself questioning his ability to lead? How much respect would you have for him?
If you want your employees to take you seriously, all of these questions are worth asking as you examine your own position and leadership skills. Do you invite your employees to follow you as their leader by leading by example? Do you have their respect? Do you treat them as capable professionals, or as children who should simply do as you say, not as you do?
Set an example for others and inspire them to do what you want them to do by doing the right things yourself. It’ll be easier to get your employees on your team, and having their respect will make it simpler to be a more effective leader. Remember that your success as a leader is a work in progress, but it’s in your hands nonetheless. Learn from your mistakes and search for opportunities to improve yourself every day.
Put yourself in a position of having to follow a leader who sends the message of do as I say, not as I do. Whether he actually says those words, or conveys the message with actions (or lack thereof), your response will be the same. Why should you follow a leader who doesn’t walk the walk? Would you find yourself questioning his ability to lead? How much respect would you have for him?
If you want your employees to take you seriously, all of these questions are worth asking as you examine your own position and leadership skills. Do you invite your employees to follow you as their leader by leading by example? Do you have their respect? Do you treat them as capable professionals, or as children who should simply do as you say, not as you do?
Set an example for others and inspire them to do what you want them to do by doing the right things yourself. It’ll be easier to get your employees on your team, and having their respect will make it simpler to be a more effective leader. Remember that your success as a leader is a work in progress, but it’s in your hands nonetheless. Learn from your mistakes and search for opportunities to improve yourself every day.
Thursday, September 24, 2009
A Shared Vision – in practice
I’m inspired by people who have extraordinary psychology. They’re the ones who know that the only limits are those which we impose upon ourselves. They don’t accept being told that something is impossible, and they definitely think outside the box and leave their comfort zones. These are people who are led by their dreams and visions, and make things happen with their persistency.
Kouzes and Posner (2002) suggest that before we can inspire others, we have to envision a future that inspires us. We must personally believe in something and be inspired ourselves before taking on the challenge of helping others see the possibilities. Providing meaning and purpose can help others create an exciting vision. That leads to self-motivation which offers far greater results than any external motives.
Two people who come to mind when thinking about inspiration is Anthony Robbins and Mahatma Gandhi. Both are extraordinary in their own ways, led by the strength of their beliefs and visions. Their achievements speak for themselves – both men have transcended limits of all sorts. Who inspires you? What do you do to be more like them?
The second part of creating a shared vision is enlisting others by developing a shared sense of destiny (Kouzes and Posner, 2002). It’s the leader’s task to show others how their own interests are aligned with the shared vision. Kouzes and Posner point out that leadership is everyone’s business. It’s not left exclusively to those in management positions. Being inspired by future possibilities and helping others to see themselves as part of a shared vision is part of being an effective leader.
Martin Luther King is an excellent example of a visionary leader. It’s obvious that he examined the past and used it to determine the kind of future he wanted. His values and beliefs seemed well established, providing a passionate vision about an exciting future. He listened to others and spoke from the heart. His words united the masses inspiring them to fight for a common cause, sharing a vision. He wasn’t just someone in a leadership position, Dr. King was affected by the same issues as were the people he lead to fight for freedom.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
Kouzes and Posner (2002) suggest that before we can inspire others, we have to envision a future that inspires us. We must personally believe in something and be inspired ourselves before taking on the challenge of helping others see the possibilities. Providing meaning and purpose can help others create an exciting vision. That leads to self-motivation which offers far greater results than any external motives.
Two people who come to mind when thinking about inspiration is Anthony Robbins and Mahatma Gandhi. Both are extraordinary in their own ways, led by the strength of their beliefs and visions. Their achievements speak for themselves – both men have transcended limits of all sorts. Who inspires you? What do you do to be more like them?
The second part of creating a shared vision is enlisting others by developing a shared sense of destiny (Kouzes and Posner, 2002). It’s the leader’s task to show others how their own interests are aligned with the shared vision. Kouzes and Posner point out that leadership is everyone’s business. It’s not left exclusively to those in management positions. Being inspired by future possibilities and helping others to see themselves as part of a shared vision is part of being an effective leader.
Martin Luther King is an excellent example of a visionary leader. It’s obvious that he examined the past and used it to determine the kind of future he wanted. His values and beliefs seemed well established, providing a passionate vision about an exciting future. He listened to others and spoke from the heart. His words united the masses inspiring them to fight for a common cause, sharing a vision. He wasn’t just someone in a leadership position, Dr. King was affected by the same issues as were the people he lead to fight for freedom.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
Wednesday, September 23, 2009
Model the Way – in practice
Kouzes and Posner (2002) stress two key commitments as being part of Modeling the Way – one of five practices of exemplary leadership. The first is finding one’s voice, where a leader must fully understand her values and beliefs, for they are what drives, empowers, guides, and motivates behaviors. The second commitment is setting the example by aligning one’s actions with the shared values. A good leader will practice what she preaches.
Although you may be outspoken and have no trouble finding your voice, there may still be room for improvement in this area. There are times when words must be chosen with even more care than usual. Delicate situations may call for skilled diplomacy, and verbal mistakes may be costly. Think about this -- words can inspire men to give up their lives; words can also destroy the one who speaks them. Pay attention to your words.
The second commitment requires us to align our actions and values in order to set a good example for the others. Part of being a good leader is not asking anyone else to do something that your wouldn’t be willing to do yourself. It is this kind of commitment and drive that will motivate others to do their best. Wherever there’s good leadership, there’s commitment, shared values, integrity, determination, drive, and hard work. These qualities seem to evoke trust, commitment, and dedication from others.
Modeling the way is one of the ways to develop exemplary leadership. When properly executed, good leadership skills bring success. A skilled leader knows her values and is able to convey them to others. Beyond that, she is able to align her own actions with the team’s shared values fostering trust, cooperation, and unity.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
Although you may be outspoken and have no trouble finding your voice, there may still be room for improvement in this area. There are times when words must be chosen with even more care than usual. Delicate situations may call for skilled diplomacy, and verbal mistakes may be costly. Think about this -- words can inspire men to give up their lives; words can also destroy the one who speaks them. Pay attention to your words.
The second commitment requires us to align our actions and values in order to set a good example for the others. Part of being a good leader is not asking anyone else to do something that your wouldn’t be willing to do yourself. It is this kind of commitment and drive that will motivate others to do their best. Wherever there’s good leadership, there’s commitment, shared values, integrity, determination, drive, and hard work. These qualities seem to evoke trust, commitment, and dedication from others.
Modeling the way is one of the ways to develop exemplary leadership. When properly executed, good leadership skills bring success. A skilled leader knows her values and is able to convey them to others. Beyond that, she is able to align her own actions with the team’s shared values fostering trust, cooperation, and unity.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
Tuesday, September 22, 2009
What’s your leadership plan?
A recent one of my posts discussed the importance of finding a balance between your leadership and management skills. Just as important is having a plan of how you will achieve being a great manager/leader. How will you manage in a way that gets the job done on time and within budget, while empowering and inspiring your employees? Do you have a plan? Dreams are a start, intentions are nice, goals are better, but having a solid plan is what will help you to get there. As you devise your plan to achieve your goals, consider incorporating Kouzes and Posner’s (2002) five practices:
1. Model the Way:
Model the way by keeping your values clear and by aligning your actions with those values. Set an example for others with your own actions. People are much more receptive to the idea of modeling behavior rather than being instructed to do as they’re told.
2. Inspire a Shared Vision:
Share your vision of an exciting future with others, and enlist them to share in that vision by presenting shared objectives. In order to excite others about the future, make sure they’re on the same page as you are and make them a part of it.
3. Challenge the Process:
Search for new opportunities and rely on your team to bring up new ideas. Risk taking and pushing past one’s comfort zone in order to find new opportunities is part of successful business. It can be a lot easier when you have a team of people that you can trust on your side. Always strive for bigger and better things and you’ll inspire those around you to do the same.
4. Enable Others to Act:
Empower others by enabling them to act and foster collaboration by promoting cooperative goals. Continue to build trust among the team, by conducting yourself in a way that will encourage others’ trust in you. Enabling others to act may be easier when your team consists of people that you like and have known for a while. You may have to put more effort into this part of leadership when your team is made up of new people or employees that you find problematic. It’s your responsibility to figure this out and set an example.
5. Encourage the Heart:
Remember to encourage the heart by recognizing others’ contributions. Find reasons to celebrate small wins to strengthen the community’s spirit. Being stingy with praise simply because people are already getting a paycheck to do their job is one of the surest ways to kill morale. While I’m not suggesting handing out gold stars to everyone who shows up, make sure that your employees feel appreciated and are recognized for good work and efforts.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
1. Model the Way:
Model the way by keeping your values clear and by aligning your actions with those values. Set an example for others with your own actions. People are much more receptive to the idea of modeling behavior rather than being instructed to do as they’re told.
2. Inspire a Shared Vision:
Share your vision of an exciting future with others, and enlist them to share in that vision by presenting shared objectives. In order to excite others about the future, make sure they’re on the same page as you are and make them a part of it.
3. Challenge the Process:
Search for new opportunities and rely on your team to bring up new ideas. Risk taking and pushing past one’s comfort zone in order to find new opportunities is part of successful business. It can be a lot easier when you have a team of people that you can trust on your side. Always strive for bigger and better things and you’ll inspire those around you to do the same.
4. Enable Others to Act:
Empower others by enabling them to act and foster collaboration by promoting cooperative goals. Continue to build trust among the team, by conducting yourself in a way that will encourage others’ trust in you. Enabling others to act may be easier when your team consists of people that you like and have known for a while. You may have to put more effort into this part of leadership when your team is made up of new people or employees that you find problematic. It’s your responsibility to figure this out and set an example.
5. Encourage the Heart:
Remember to encourage the heart by recognizing others’ contributions. Find reasons to celebrate small wins to strengthen the community’s spirit. Being stingy with praise simply because people are already getting a paycheck to do their job is one of the surest ways to kill morale. While I’m not suggesting handing out gold stars to everyone who shows up, make sure that your employees feel appreciated and are recognized for good work and efforts.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass, A Wiley Company.
Monday, September 21, 2009
Leaders and managers
A while back I found a story on businessweek.com, which spoke of Brian Alger, a Toronto-area entrepreneur who bought the Pop Shoppe – a chain of soda stores, which operated most successfully in the 1970s. At its peak, the Pop Shoppe was selling 1 million bottles a day at over 1000 locations across Canada. Its product was a discount soda, which could be purchased in cases of 24 bottles where the consumers could mix and match the different flavors to their liking. The Pop Shoppe closed in 1983.
When Alger decided to bring back the Pop Shoppe, he considered the different options. As a manager, he had to examine the many alternatives and make decisions regarding the potential success of the business. He scrutinized the idea of re-opening the Pop Shoppe stores, but decided against it because today’s consumers prefer the convenience of buying their soft drinks at the same store where they get the rest of their groceries. Alger realized that placing the product on the same shelves with the multitude of other sodas would result in failure since the big companies can sell their products for less.
He decided to sell his product using the nostalgia card. Available at various stores, his soda would be a treat, which could bring back the childhood memories for the many who enjoyed it years ago. The retro appeal would attract today’s youth. Since it would be seen as more of a special treat, the higher price would be acceptable to consumers. Alger also decided to keep the original recipe formula to ensure that favorite flavors would taste just as good as they did so long ago. Additionally, he decided to keep the label on the bottle simple and understated. This would make it stand out from today’s busy soda labels. This is another way to play the nostalgia and retro cards.
I’ve chosen to share this story with you because it demonstrates the various responsibilities a manager faces while making business decisions. It also underlines the necessity to have some sort of vision of a direction for the business – clearly a task for a leader. Finally, although the story doesn’t get into any details about Alger working with a team of people, it stands to reason that his journey included placing himself in a leadership role.
Reflect on your own journey as a manager and examine how much of your daily efforts include being a leader. Once you have a better understanding of that ratio, you can tweak and adjust it to better fit it to specific situations.
http://www.businessweek.com/innovate/content/dec2005/id20051216_985463.htm?chan=sb
When Alger decided to bring back the Pop Shoppe, he considered the different options. As a manager, he had to examine the many alternatives and make decisions regarding the potential success of the business. He scrutinized the idea of re-opening the Pop Shoppe stores, but decided against it because today’s consumers prefer the convenience of buying their soft drinks at the same store where they get the rest of their groceries. Alger realized that placing the product on the same shelves with the multitude of other sodas would result in failure since the big companies can sell their products for less.
He decided to sell his product using the nostalgia card. Available at various stores, his soda would be a treat, which could bring back the childhood memories for the many who enjoyed it years ago. The retro appeal would attract today’s youth. Since it would be seen as more of a special treat, the higher price would be acceptable to consumers. Alger also decided to keep the original recipe formula to ensure that favorite flavors would taste just as good as they did so long ago. Additionally, he decided to keep the label on the bottle simple and understated. This would make it stand out from today’s busy soda labels. This is another way to play the nostalgia and retro cards.
I’ve chosen to share this story with you because it demonstrates the various responsibilities a manager faces while making business decisions. It also underlines the necessity to have some sort of vision of a direction for the business – clearly a task for a leader. Finally, although the story doesn’t get into any details about Alger working with a team of people, it stands to reason that his journey included placing himself in a leadership role.
Reflect on your own journey as a manager and examine how much of your daily efforts include being a leader. Once you have a better understanding of that ratio, you can tweak and adjust it to better fit it to specific situations.
http://www.businessweek.com/innovate/content/dec2005/id20051216_985463.htm?chan=sb
Sunday, September 20, 2009
Avoiding potential pitfalls of change
Change is not only inevitable, it’s essential to our success in business. When facing a change one of the most important elements is to have a clear vision. The lack of one can have disastrous effects. A vision must be not only clear but also well defined. It should only take a few minutes to communicate it to others. At the end of the presentation it should indicate their understanding and provoke their interest. Before a vision can inspire and be shared by others, it has to inspire the leader. It must be in harmony with the leader’s own values, and he must be willing to set an example with his own actions. It’s the leader’s task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision.
One way for an able leader to avoid the potential pitfalls of change is to always be aware of what’s going on around him. A good way of doing that is to listen. A good leader knows that observing and listening to others can provide valuable information. This information can prove crucial when dealing with change. Another way for a skilled leader to avoid the hazards of change is to look for new opportunities and be willing to take risks for the sake of change. In other words, a good leader knows that change is not only inevitable, but necessary for growth and survival, so he looks for change.
One way for an able leader to avoid the potential pitfalls of change is to always be aware of what’s going on around him. A good way of doing that is to listen. A good leader knows that observing and listening to others can provide valuable information. This information can prove crucial when dealing with change. Another way for a skilled leader to avoid the hazards of change is to look for new opportunities and be willing to take risks for the sake of change. In other words, a good leader knows that change is not only inevitable, but necessary for growth and survival, so he looks for change.
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