Leadership Courage

I found a great quote today. "With courage you will dare to take risks, have the strength to be compassionate and the wisdom to be humble. Courage is the foundation of integrity." Keshavan Nair. I have to say I love this quote because it is the opposite of the way we usually think and talk about courage.

Courage is a big, blustery thing. Courage helps us stand up to the bullies of life. Heros have courage, not ordinary people. Courage is what is needed to do really Big Things like rescue a person in distress or save the corporation from bankruptcy. Courage is about leaping tall buildings and running faster than speeding bullets. Courage is what Leaders have - definitely with a capital L.

In my opinion those ideas about leadership are linked to the idea of Leadership as something that only special people can achieve, Leadership as ordained or only belonging to a special group of people, to the ones with the special titles.

But Nair’s quote points us in another direction. Look at all the words in this quote. Dare to risk, that sounds like the big blustery idea of courage and our traditional ideas of leadership. Strength and wisdom are words we use to describe leaders, but compassion and humility? Not the traditional words. Add them all together and the concept of courage becomes a little less blustery, but a great deal richer. Courage doesn’t take us over the tall buildings, but into conversation with others in a way that teaches us empathy and compassion. Courage may help us risk being humble enough to ask a question or let another lead rather than trusting only ourselves to complete the task.

Compassion and humility, in my opinion these are critical to effective leadership and Keshavan Nair reminds us that they are not easily lived, that it takes courage.

What other non-traditional traits or behaviors do you believe are essential for leaders? Where do you need courage to be the most effective leader possible? I hope you’ll share your answers with me.

Best wishes,

Gage

*Keshavan Nair was born in Patalia, India, and as a young man began his study of Gandhi. Educated in the British and American systems, Nair had a background in Eastern philosophy and religion, engineering, and decision and risk analysis. He was a corporate executive and served on the faculties of Ohio State University and the Indian Institute of Technology in Kampur, India. Nair passed away in 2002

"You can not lead where you do not go." Don Ward

A couple of weeks ago, I attended a professional conference and presented a program there. I hadn’t submitted a proposal in some time, but decided that I needed to start again. I’ve realized that if I’m tired of sitting through ‘sit and listen’ presentations on the same old topics, I need to step out there and do something different. So I submitted a proposal to present ‘The Leadership Dance’ even though there was a possibility that no one would show up or like it if they did.

I’ve mentioned this workshop before (Stepped On Anyone’s Toes Lately) and in its full form it takes at least an hour and a half. I only had 60 minutes which meant I would not be able to do the full workshop. Instead I started by explaining the history of the workshop and its purpose of creating an opportunity for participants to experience the partnership aspect of leadership. I explained kinesthetic learning (briefly, it is learning by doing rather than by listening or reading). Kinesthetic learning is an appropriate style for this workshop since there is really only one way to learn to be an effective leader and that's by actually practicing leadership. Then I told them that they were the brave group who would choose to attend a session with the words lively, interactive, and dance in the description and asked them to move the chairs back against the walls.

There was a fair amount of nervous laughter at this point and one person actually left the room, but the rest stayed and were good enough sports to give it a try - though one person told me later he had been pretty resistant to the idea at first. For the next 30 minutes we had a dance lesson and each person had a chance to serve as a leader and as a follower and then we talked about their experiences. Based on their comments and evaluations, participants both enjoyed the session and learned something, so it was a successful endeavor.

I share this story for two reasons. First, when you do something that is unusual, you take the chance that some people will be resistant to the idea. However, while some people will walk away from the opportunity presented, others will hang in there. Of course, those who hang in there may not like it. But that's no reason to refrain from taking the chance. If we can just get past our fear that we'll look foolish or that people won't understand what we're trying to do, our possibilities to be creative, to teach, to lead will expand immensely.

This is, of course, the second reason to share this story. Some participants said they gained a new understanding of leading and following. Others commented that they would now try to find creative ways to do their work. Still others asked for further information about the exercises in the larger workshop. In other words, they were engaged in learning. I've presented the Leadership Dance many times to a wide variety of groups, some of which were very surprised by what they were expected to do. But as one person told me, they may joke about having had to dance, but they remember it and that's more than usually happens after a speech. Learning something new often requires the learner to be a bit uncomfortable; seems only fair that the teacher ought to be a bit uncomfortable sometimes too.

So what are you not doing because it's a bit risky? Is there a time or a place when you might just risk testing out that new way of doing things? After all, a significant part of leading is asking a group to go someplace or do something new; shouldn't leaders be willing to try something new as well?

Take care,

Gage

Forgiveness in the Leadership Dance

One of the skills we talk about with new supervisors or committee chairs is the skill of delegation. It can be one of the toughest things we have to do as leaders – to acknowledge that we alone are not responsible for the success of our organizational endeavors. We truly can’t do it all. We have to depend on others. In our leadership dance, we have to let go of our partner’s hand and trust that they know the steps.

When we delegate, we are not only handing off a task, we are sharing the responsibility and we have to trust in another’s ability and their willingness to do what is needed to complete that task. When we delegate, we have to be willing to allow for different ideas about the best way to accomplish the task, we have to be willing to give the other person space to be creative, and we have to be willing to understand that mistakes may happen.

Understanding that mistakes will happen is important for leaders, but it is also necessary for every member of a group. Michael McCullough, professor of psychology at the University of Miami puts it this way, “…one of the ingredients you have to have to get individuals to cooperate with each other is a tolerance for mistakes.” I had never really thought of it this way before, but it makes sense, doesn’t it?

McCullough goes on to say, “Sometimes I’m going to let you down….And if you take each of those mistakes as the last word about my cooperative disposition, you might just give up and so no cooperation gets done. So, really our ability to cooperate with each other and make things happen that we can’t do on our own is undergirded by an ability to forgive each other for occasional defects and mistakes.”*

Therefore, as leaders not only do we need to learn to delegate, we need to pay attention to the way we respond to mistakes, and we need to foster a willingness among all members of the group to tolerate mistakes - the mistakes of others, their own mistakes and those of the leader. On the other hand, we also need to set high standards for performance and hold people accountable for poor performance. Yet another paradox in our leadership dance: We have to find ways to lead our partners to excellence while understanding that they may make missteps along the way. Accountability and forgiveness - two challenging, contradictory, and essential skills we all need for the leadership dance.

Take care,

Gage

*quote from Einstein's God: Conversations about Science and the Human Spirit, by Krista Tippett. I heard it this morning on Tippett’s NPR show ‘Speaking of Faith.’

"One hundred percent of the shots you don't take, don't go in." Wayne Gretzky

As I write this, I’m listening to a CD by Susan Boyle. In case you don’t remember, she is the woman who became a YouTube sensation after she blew everyone away on Britain’s Got Talent. It’s a fitting CD to listen to now since I had the idea today to write on the subject of risk-taking.

What is risky varies for each of us – I can speak in front of a large audience with no qualms. I can perform a ballroom dance in front of friends or strangers without hesitation. Sing a solo anywhere outside of the car, no way! As I listen to this soaring voice through the speakers, I think of Ms. Boyle standing in front of an audience prepared to laugh at her because of her looks. I don’t know if she saw it as a risk or not when she stepped out on that stage, and some might say she had little to lose, but at the very least she was risking her dream. When you think about it that is not a little risk at all!

Where are you in your ability to take risks, large or small? Both creativity and leadership are risky ventures. Both require us to imagine a different reality for ourselves, our department, or our organization and then to step out onto one kind of stage or another and try to make change happen. Once we try to make a change, we have risked failure. We have also risked success which sometimes is even scarier! To be a creative leader – one who can envision another way and help move the change forward – we have to take risks.

To undertake this leadership task, it helps to have a clear understanding of our willingness to risk, our tolerance for the messiness and conflict of any change effort, and our ability to help others. We also need to have an appreciation for those factors as experienced by others who will be impacted. Perhaps most important, we need to have an ability to stick it out through the entire process until we truly know whether or not we have succeeded. Change takes time and we need to be committed to a longer time frame than we might be used to. Just think about your New Year’s resolutions if you aren’t sure what I mean! (FYI, I Googled “change efforts” and the first listing was entitled “Leading Change: Why transformation efforts fail”. http://www.power-projects.com/LeadingChange.pdf)

Susan Boyle risked her dream and now has a number one CD to her credit and it has sold over three million copies. What dream or idea do you have? What change can you envision for yourself or your organization? What’s stopping you from giving it a try? Is your assessment of the risk accurate? Find a trusted friend or colleague and talk with them about it. For most of us the risk is not as big as we might imagine. I had the idea to do a blog for quite a while, but I wouldn’t start. I told myself it would take too much time, but it was really more about the risk of looking foolish. What if no one reads it? Well, I finally figured out no one could read it if I didn’t write it and so I started. Some people are reading, a few are kind enough to tell me they enjoy it and get something useful. And now I have a few followers who are people I don’t even know! (Welcome to each of you!) And all I had to do was step out onto this stage and see what happened. Turns out to be quite fun and not scary at all.

So - what risks are you avoiding? Maybe there’s a small one you can try and see what good things might happen. And then why not use the comment section to share your story, so we can all share your good news.

Good luck,

Gage

Planning vs. Creativity

For years I was a planner; planning is my natural tendency, but my work also required orderly thinking and the ability to manage and design processes. It was important for me to know that I was going to end at point X and to know all of the steps along the way. Then I began to read Julia Cameron’s The Artist’s Way. As I read this book and others I began to broaden my definition of creativity and to understand how the need to plan every detail got in the way of my creativity on two levels.

A breakthrough came when I had the notion for the Creative Leadership Workshop. I had this cool idea for a 12 week workshop for students modeled on The Artist’s Way, but with a different purpose. I wanted to find a way to combine what I was learning about creativity with leadership. It was early August and classes started in just a couple of weeks, so I could work on it during the fall semester and offer the sessions in the spring.

And that’s when I had the truly radical idea that instead of waiting I could do it now! Of course, the planner part of me kicked in with all the reasons that it wouldn’t work to do it this semester, but for once I ignored them. I sketched out the basic ideas and went back to the office ready to try it. So I invited a group of students to participate and 20 of them were brave or crazy enough to give it try. When we started, I had an outline of what we would do though I had no idea which things would work and which were too crazy. The workshop turned out to be an incredible experience and the list of things we all learned is much too long to share here, but part of the reason it worked so well was because there was room for new ideas as we went along. It’s also true that my idea of success was much too limited for what really happened.

So that was the first level of learning – it’s possible for things to work without a plan. Having the outline but not the plan allowed for more learning than I could have imagined.

The second level came when I offered the workshop again. I’ve offered the full workshop three other times, once for staff and twice more for students. The staff group was a great event, but the second and third sessions of the student version were never as amazing as the first. I think it was because I now had a lesson plan; I was reaching for a specific result now. I had told the first group that we were making it up together and that they were part of the creative process so they approached it in that way. It was a truly participative experience. Not having a complete plan allowed others the freedom to be creative too.

Creativity – it takes an odd mix of planning, freedom, openness to other’s ideas and to the possibilities of the moment. So what event might you chose not to plan?

"The community stagnates without the impulse of the individual..."

"The community stagnates without the impulse of the individual. The impulse dies away without the sympathy of the community." William James


This past week, a group of staff came together to put on a talent show for UTSA. Some people might see such an event as frivolous, not worth people’s time and yet this gathering was important for the organization in two ways.

In thinking about what happened, I have come to understand it as an act of leadership on the part of the participants. I doubt any of them decided to be part of the talent show to be leaders or even thought of it as leadership. But I see leadership occurring on two levels. One element of leadership is the ability to take a risk. We would usually define risk taking as trying a new program or idea, or making a significant change, or any number of highly difficult and major actions.

So how does participating in a talent show constitute a risk? To my way of thinking, and I was a participant last year, one of the toughest audiences to perform for is a group of peers and colleagues from one’s work organization. No matter how confident you are in your talent, there’s always the possibility of looking foolish and looking foolish in front of supervisors and perhaps the people we supervise is an unpleasant idea for anyone. I think this fits the definition of taking a risk.

The other reason I see this as leadership is due to one of the results of their actions. By their willingness to take this risk and perform in the talent show, they created a shared experience for members of the organization. I believe that shared experience leads to community and a sense of community makes it more possible for individuals to come together around shared ideas, values and purposes. All of these ways of working together help us solve the problems we face, help us bring our different perspectives into the mix and help us bring the best of everyone into our work.

And so Friday afternoon, several hundred people took the time from work to go to a talent show. Seems a frivolous event. Many people chose not to go, perhaps thinking it was not worth leaving the work of the organization. However, people were in fact exercising leadership. By engaging in the leadership and by coming together in community, they made a difference.

Leadership and community. Two important elements for an organization. Two critical aspects for making a difference in an organization. Two fundamental ways to help individuals celebrate the human spirit in our organizations. Two ways to help all of us have a better experience in our work life. All that from a talent show. That’s not frivolous at all.

And yes, some of the participants were also dancing,

Gage