Tag: Leadership Insights

Inside Out

When I hang the clothes on my clothes horse, much to the disdain of any casual observers, they go on the line, like, well they just go there. Often inside out. When it’s all done and dried, then they are sorted and folded. They’re pretty and neat then, you’ll be pleased to know. Ordered.

Being someone how leaves the possibilities open it can mean last minute activities to get ready. Like having slightly wet socks drying on my car’s parcel shelf on the way out to Waitakere Estate yesterday. So at least now I look okay on the outside – well no-one has told me otherwise yet!

Eckhart Tolle tells us about life having an inner purpose and an outer purpose. Outer purpose concerns doing, and is secondary. Inner purpose, on the other hand concerns our Being and is primary. He says  “No matter how active we are, how much effort we make, out state of consciousness creates our world, and if there is no change on that inner lever, no amount of action will make any difference.”

It’s a year today that we started the first Authentic Leadership Course in the same room I am writing this blog. Even more than then, I believe that our authenticity is the key to leadership, organisational and business strength. And happiness. We have well-developed processes, great exercises and exceptional people that work with me. Our participants, like those before them want to make changes. Sometimes quickly. Identification of opportunities and issues early is fantastic and 24 hours into the programme, we’re seeing this already.

But changes happen from the Inside. Start there and change your being. Otherwise, it’s inside out. And you’ll have action, but it’ll be temporary.

We’ll spend the week feeling a bit mixed up at times, a bit disordered and the participants will feel at times that there’s lots to do in such a short time.  But a week of it and we’ll be clean and dry and suddenly, sometime unexpectedly, we’ll crinkle it all out and be ready for action.  

Stephen

Letting go to make it stronger

My son Tim has just turned 18, like one minute ago. So I went downstairs and wished him “Happy Birthday” and a big man kiss on the cheek. He’s still young in many respects and lovely with it. When he went to bed he said “I’m just going to play on the computer for a bit ok?”.  I said that was okay, but only until midnight, at which time it will be your choice. We laughed.

It’s been a really big year – he’s grown from boy to man, nearly done with school, worked at a cattery and now accepted into Unitec. It was a proud Dad that wrote on his card this evening.

And you know what, with all that he’s happier than ever. You can feel the hope, anticipation and satisfaction of achieving what seemed like the impossible even only a year ago. And there will be many more challenges, and I hope there will be. That’s how we grow and remain happy.

I let go a little bit in the early hours of this morning. And he grew a little more for it. He’s stronger and we’re stronger.

Dad

 

Defensive Force

Watching Seinfeld tonight Elaine was bemoaning the fact that she wasn’t seen as responsible enough to babysit a friend’s child. “Who wants to be responsible” responded Jerry Seinfeld “Whenever anything goes wrong the first thing they ask is who is responsible”.

It’s a question that has exercised the mind of the auditor general:  why did four Defence Force officers falsely claim allowances while on secondment to the UN. Listening to interviews on the radio on the way to my run this evening I heard “they’ve been disciplined”, “won’t happen again” and “they only claimed what they were entitled to remember” several times. What I didn’t hear was mention of culture and values that the auditor general had identified as underlying causes of the falsities.

At times of crisis, the leaders of any organisation will need to adopt a command and control leadership style, where directions are given and acted upon without question. The Defence business while on operations surely fits into this camp. But what about the rest of the time? Can the culture switch as required or is there just one culture?

We get glimpses of  an organisation’s culture through stuff that pops out externally – staff retention, how problems are dealt with, choices people make about where to work and statements from leaders are the sorts of things where we can pick up clues. So when its said that the culture and values caused the environment that gave rise to the false claims what culture are we talking about? Is this the culture that requires obedience to superior officers in all circumstances, even when illegal?

On the one hand you need to have officers able to unquestioningly respond to orders. But outside of operations you need to have a culture that allows questioning, coaching and responsibility for ones own actions. Sounds like a big challenge.

So when I listened to the radio tonight I heard all the things that one might expect with the organisation top-down rule book approach to “make things happen”.  “I will ensure that it doesn’t happen again”. That’s a fine aim, but you won’t if you don’t change the culture. And you won’t change the culture by doing treating the problem with the same culture that caused it. That dreadful defensiveness that uses rules and structures to avoid the potential embarrassment of having to explore the root causes that the auditor general identified.

So who is responsible? Is that even the right question? I believe that in leadership discovery we need to start with self. You won’t be acting without integrity and blind unquestioning if you’re authentic. But if your leadership paridigm is about finding new ways to control and strategise then you’re not even scratching the surface – you’re still on the command and control, but with fancy words.

Leadership discovery of authenticity. It’s the best defence against a culture that is not right, and the most sustainable way to embed real change.

That’s got a lot of force to it I reckon.

Stephen

Refresh

I hope that the people who interacted with us during Leadership Week both at our workshops or the many that I am grateful passed by this blog and the Centre’s site took something away.  If they did, I hope that something grows. Discovering my leadership happens at many levels as I was reminded again today by my friend Dr Vikram Murthy.  We can now see on MRI examinations much of what we previously estimated through observations and testing. It’s a bit like knowing the world is round by looking at it from space. Not that long ago we humans thought it was flat, but slowly the thinking developed and we established that it was, well you know the rest! These developments in Neuroscience are  incredibly exciting. The neuroscientist Sam Harris has put forward the proposition that the determination of our values can also be from a scientific basis. More on all this another day.

Last week was both exhilarating and tiring. Exhilarating as I watched eyes opened to values, authenticity and leadership discovery. These were eyes that might not ordinarily get to go on a course. Tiring because, I’m proud to say, I gave it all at our workshops. To do less would have just been work. Add shop to work and I’m away!

I see my diary has another authenticity workshop this week at the ATEM Aotearoa Conference. Fortunately for me I was playing around with the AUT HR system and got myself some leave yesterday (strange but true) and I spent time refreshing.  We all need to refresh and now I’m ready for more.

That we can continually discover things about ourselves and our leadership is the most exciting part of it all. When we think it’s done and dusted, then I reckon that’s when we’re done and dusted. But today I feel like it’s just starting again.

Bring it on!