Category: Wise Leadership

Day 11

Day 11

It’s already late! And we’re supposed to have had an extra hour to make us get to bed early. It was dark by the time I got back from a walk and shop and it was only 6.45pm. This was after an afternoon of home-admin: financial planning, an insurance claim for overseas travel postponed due to COVID-19, and other bits of “shallow work” that take time, but need to be done.

Not that financial planning is shallow work. It’s most definitely not. I’m giving serious thought to the changing environment – following my Barefoot Investor* rulebook – and devoting deep work time to it as described in Cal Newport’s book* of the same name.

There’s an awful lot out there right now, that we can’t control, but as I’ve said earlier in on the Lockdown I consider that this is a great time to focus in on ourselves using Windfulness and what is truly important to us. In my experience, narrowing my focus in a way that brings meaning to the things I can control reduces anxiety, and increases my life contentment (or satisfaction – you can choose the work that suits you here).

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Much of what we can’t control is the strong alarm soundings everywhere – the flashing red news site banners (did you know that the colour red raises anxiety) – and strong opinions on the Lockdown in Social Media and the Media generally. It does nothing for me to read much of it. That’s not to say I don’t keep myself informed or that I do have opinions on some matters but can I control it? No. Essentially, no one person can, so I refuse to unnecessarily bother worrying about it, if it’s upsetting for some reason.

This is why I endeavour to remain upbeat and in good humour about the current events. I consider I am much more use to those that need me and rely on me for support – family, team, colleagues.  I’m well aware there are thousands of personal tragedies, directly or indirectly related to COVID-19 and I have empathy for those impacted. But I refuse to let it get me personally down.

And about those opinions we’ve all been reading (that’s most news items in case you hadn’t noticed!). Well, what if you didn’t have an opinion? Is that acceptable? In his book The Art of the Good LIfe, Rolf Dobelli says that it can be immensely liberating not to have an opinion on something. My son Thomas, who’s a great reader, put me onto this and I agree. For example, I don’t have an opinion on either the Cannabis or End of Life reform legislation that are going to a referendum.  I hope I get one when the time comes! But it’s freedom – my most important value – and like Marie Kondo does with your house, you can do it with your mind.

Take the Lockdown time to do some deep work, clean out the shallow work and home clutter that are getting in the way, free yourself of unnecessary opinion, and focus on facts, not on-line windups.

That’s me for the next 17 days at least!

Happy working week 3 (can we call it that? Why not)

Stephen

*There’s no financial or other advice implied or provided here of course. These are just my personal reflections only.

Day 3

Day 3

The weekend! I heard the weather forecast and wondered whether we could do without it. Does it even matter now?

A walk (yep the weather matters!) – got the sweats up today –  chats to family and friends, although not face-to-face. The roads were quiet, but not completely clear, although I got this shot of one of the busiest roads in New Zealand on my walk. The prison in the background. Every hardship in perspective.

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I started a new audiobook – Getting Things Done – by David Allen on my son Thomas‘ recommendation. As the world changes we all need to find new ways of working and finding fulfilment.

I broke my Facebook Amnesty – a tool from my last book – Deep Work by Cal Newport which has unexpectedly prepared me for my Home-D. Unsurprisingly, Facebook hasn’t changed, but the mood seemed to be of compliance with the new emergency lockdown and almost unfettered power to the police. Questions about approach appeared to burst bubbles (not the home bubble I hope!) of reverence to those in power. It worries me that there is so little critical thinking on where we’re going. I’m not saying we’re not doing the right thing, but in Leadership, embracing all alternative viewpoints provides a richness in decision making. Think Appreciative Inquiry, Strategic Thinking, Ladder of Inference and BXT. When we embrace views contrary to ours we do our best.

I obsessed slightly about the rates of COVID-19 infection and impacts. Cases went up in New Zealand as expected, by about the same as the day before, although the numbers in ICU doubled – from 1 to 2. Global cases passed 600,000 with deaths at 27,500 and those in serious or critical condition at 23,500. Ninety-five percent of cases still active are in mild condition.  Italy and Spain have extraordinary large numbers of deaths per million of population (151 and 110), then there’s a group in the 20s and 30s (France, Iran, Netherlands, Belgium, and Switzerland), a few countries with rates of 5 – 10 per million and the bulk well below.

Practiced some Windfulness today on my walk – focussing on the surroundings and stillness, although there were plenty of people out exercising. I used the time to bring my thoughts in closer, to focus on what I can control and lead. It helped.

Anxietyometer: Started higher today, but down after the walk and focussed mindfulness.

Season 3 of Ozark is out! 

Stephen

 

 

Enabling lies

Enabling lies

I drafted this blog a week ago after it bubbling for quite a while. I couldn’t quite get it right. I thought I had something to say that I felt was important but I couldn’t frame it quite right – maybe that’s another blog! So here goes.

I’ve been thinking a bit about lies lately. We hear cries of “fake news” nowadays, sometimes by politicians under pressure. In George Orwell’s 1984, the “truth” is re-written to reflect what the government wants its citizens to believe. And at a certain level, it seems they did.

At a much more granular level, for many of us, facing lies, or even telling lies, won’t usually be about momentous events. But in leadership, it can matter a lot.

But maybe there’s two people in that lie. The liar, and us, the enabler?

How often do we accept things said to or around us, that we know to be untrue, possibly then even advancing a conversation on the basis of the lies? Reasonably often in my observation.

iStock-479774396.jpgI’ve been on an invigorating three day course with PwC in Melbourne these last three days. It’s been a course about bringing the best of humanity, technology and business to life for our clients.  One of the speakers was Kirk Docker, the producer of an Australian television series “You can’t ask that”. He showed us a clip of interviewing a random man at a mall. The man started off joking about eating “past use by” chicken, then quickly talked about his traumatic upbringing which had lead him to a life on the streets.  “When did you lose your innocence” Kirk asked. “When I was about 8”, and was let down, said the interviewee. “What did the hard life as an 8-year-old teach you?” asked Kirk.

“That everyone lies. That’s what I learned. Everyone lies.”

A lie that is ignored runs the risk of being a platform for action or inaction. In leadership if you are authentic with a clear moral compass, it should be unacceptable to lie. It should also be unacceptable to let it pass.

Do you enable?

Stephen

 

 

10 years on

10 years on

Jas and I launched the Authentic Leadership Programme on 15 November 2009. It feels very cool to be back where we started with that “night before Christmas” feeling before the last day of the latest cohort, 10 years on, almost to the day.

There’s plenty that different – it’s modular, we focus more on our Ethical Compass and Legacy than we did at the start, some things have gone, plenty has been refreshed – but one thing has grown real legs this time around.

Authenticity. The deep level of engagement and self reflection has gone to another level this time. The participants have done so much good work on themselves over the months since we set off. At tonight’s dinner it was incredibly rewarding to us as facilitators to see the changes and growth in each and every one participant.

iStock-498310812.jpgI’ve always felt we have a great leadership programme. From today, I’m certain we have a great authentic leadership programme. Facilitating in leadership development is a mirror of our own leadership (well at least I hope so but others can judge!). We ask coaching questions, we role model, we’re attentive, we don’t micro-manage, we go where we need to go (called agile of course but I like the clarity of the many words version), we try new things out, but most importantly on this programme, we hold the space.

The activity on a programme tilts from time to time, participants question themselves and the content, stakeholders want more or different content, and new materials are asked for in a constant search for refinement. And much of that happens, but the magic of this Programme I reckon is holding a firm, but relaxed course throughout and not letting anything faze you.

So, in the morning, there’s a unique opportunity for the participants to interact with senior leaders to share their insights and engage in an authentic leadership conversation.  Managers and others will be watching on. The description of it all sounds tense and built up, like a show. Something that could faze you.

But it’s not, and shouldn’t be based on what we’ve seen so far.  What we saw on the Programme today was an extraordinary display of leadership up close and personal in the group. Everyone has been just like we all are with someone you trust – vulnerable and authentic.

Jas and I reflected this evening that our work is done for this group. They’re ready to look to the stars and fly. And we’re looking forward to seeing it on display tomorrow, together.

Afterwards, our leaders won’t be the participants on a programme any more.

And with great satisfaction, they won’t need to be.

Stephen