{"id":6542,"date":"2025-02-03T17:19:11","date_gmt":"2025-02-03T16:19:11","guid":{"rendered":"https:\/\/www.retorika.fr\/2025\/02\/03\/the-lighthouse-and-the-captain-a-modern-fable-for-managers-and-leaders\/"},"modified":"2025-10-24T15:43:56","modified_gmt":"2025-10-24T13:43:56","slug":"the-lighthouse-and-the-captain-a-modern-fable-for-managers-and-leaders","status":"publish","type":"post","link":"https:\/\/www.retorika.fr\/en\/2025\/02\/03\/the-lighthouse-and-the-captain-a-modern-fable-for-managers-and-leaders\/","title":{"rendered":"The lighthouse and the captain: a modern fable for managers and leaders"},"content":{"rendered":"\t\t
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The lighthouse and the captain <\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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A modern fable for managers and leaders<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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By Virgil Benyayer<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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When a story sheds more light than a theory<\/h2>

Like La Fontaine’s Fables, some stories are far more effective at conveying management lessons<\/strong> than long theories. During my training and coaching sessions, I particularly like to tell the story of the lighthouse and the captain. It’s a simple metaphor that often helps to overcome professional or personal blockages. <\/p>

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The story of the lighthouse and the captain<\/h2>

One foggy morning, a fishing boat returns to port, loaded with fish. Exhausted after an exhausting night, the captain longs to return to dry land. But his path is suddenly blocked by another unknown vessel. <\/p>

A tense conversation begins over the radio:<\/p>

“- We are approaching at high speed, please turn east as quickly as possible.”<\/p>

“- No, it’s up to you to go around me to starboard.”<\/p>

“- I REPEAT: WE ARE APPROACHING AT HIGH SPEED, STAND BACK!”<\/p>

“- Impossible, it’s up to you to change course.”<\/p>

Mad with exasperation and fatigue, the captain launched into a tirade of insults worthy of Captain Haddock, demanding that the damned boat deign to make way for him.<\/p>

“- BACHIBOUZOUK DE TONNERRE DE BREST, STEP BACK NOW!<\/p>

“- But I can’t move, I’m the lighthouse keeper…”<\/p>

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Morality for managers<\/h2>

At this point, my participants smile, without always feeling concerned. Until I ask them: <\/p>

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Have you ever been exasperated by the immobility of your employees, service providers or customers?<\/strong><\/em><\/p>

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The lesson is simple: sometimes the problem isn’t other people, but our own analysis.<\/p>

Some obstacles can’t be moved.
Instead of insisting on impossible change, we must learn to adapt our trajectory.<\/p>

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Being a leader means recognizing when it’s your turn to get around a difficulty, rather than trying to make it go away.<\/h4>

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Introspection and managerial agility<\/h2>

A good manager should always start by asking himself:<\/p>