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Archive for May, 2015
Callan…Coffee…Contemplation for the Week of May 18th
May 18, 2015 | No Comments »
Intrinsic Value
I was fortunate as a Marine to have spent so much time in a vocation anchored in meaning. One rarely joins a vocation for material gain; the calling is generally of more intrinsic value. And what an ultimate gift this is, because a life spent in pursuit of intrinsic value is so much richer and rewarding than one devoted purely to material gain. If leaders can build their groups around a center of meaning and elevated purpose, they will then construct a sturdy bulwark protecting their people from becoming dependent on ego gratification metrics like money, popularity, stature, esteem, or other thin veils of ego reinforcement. Equally, groups rooted in intrinsic value gain incredible fortitude over time, equally protecting them from negative headwinds like fear, jealousy, spite, infighting, and small mindedness. For groups founded on intrinsic value, the payoff isn’t monetary, it is in the currency of satisfaction, gratitude, thankfulness, and mutual respect for having toiled, and jointly sacrificed, for something good in and of itself.
A Reclaimed Vocabulary
There are classic words such as reverence, vocation, dignity, sacrifice, honor, and submission, which have fallen somewhat out of vogue in our modern world. I am not entirely sure why that’s the case, but I sense it has something to do with the decades-long march we’ve been on to elevate the self. A culture valuing “doing whatever makes you feel good” doesn’t have much use for words that have nothing to do with feeling good. Some would say; these are just words, what does it matter if they’ve become dormant? I’d reply: It means a lot. The words we use reflect our values and our collective conscious, and they illuminate the qualities towards which we aspire. When our language is pregnant with heroic words, terms demanding personal accountability, we tend to aim higher and establish a standard truly capable of producing heroic ambition, real wisdom, and yes–humility. So, it is time to reclaim our heroic voice, reclaim the language of leadership, and modernize that language in accord with our times.
The Largeness of Small Acts
We mistakenly associate leadership with magnitude; wrongly believing we lead only when we have the right rank or position or when the stakes are high. But a closer examination of history and human enterprise proves this assumption false. Great progress, and real change, are accomplished via small, localized actions and often by unexpected people being accountable for their space and time. Small acts and faithful leaders are the real engines of progress. If we learn to master our space–to be the right leader for this right time–then we can develop the inner discipline to make a real difference. Greatness, we find, is not determined by the magnitude of the challenge but through the quality of response. See a problem; fix it. See a person who needs help; reach out your hand. See an opportunity for growth; exploit it. Hear notes of discord; harmonize them. We simply can’t climb large peaks unless we start with small steps.
Ends and Means
Leadership and management are essentially the interplay of Ends and Means. Leadership is art of end states; how we exert positive influence, create resonance, and inspire others to move towards the future. Leadership is akin to alchemy; the artful cultivation of raw materials and the gradual conversion of this raw ingredient into gold. Management, on the other hand, deals with means. Management is like a catalyst; gaining higher levels of productivity and production right here and now. A leader’s disposition is essentially “heads up” with a viewpoint outward toward the horizon, whereas a manager’s disposition is generally “heads down” with a viewpoint to the needs of the moment. Each person is at one both a leader and a manager; we lead people and we manage things. And in this duality we must be able to balance within us the passion of the leader and the pragmatism of the manager. We must be afire about end states yet at the same time coolly deliberate about the means. Ends invigorate our souls; means focus our minds.
High Endeavor
Let’s face it—work conceived only as function can be a grueling slog. A purely transactional work climate, where I get a dollar’s effort for a dollar’s pay, quickly becomes a wasteland experience for everyone because it is devoid of transcendent purpose. The reality is, the functionality of work is what it is; we can’t dramatically alter the nature of repetitive processes and procedures. But we can do a great deal about the ethos and climate in which these functions take place. Therefore, a leader’s sacred obligation is to create a culture of high endeavor; a sense of elevated meaning that likewise elevates peoples’ experience for, and commitment to, the Why of our work. Think of it; most companies focus only on the What of work, and occasionally, the How. However, a rare few go one step further: They devote energy to understanding and articulating the Why. Imbedded in the Why is meaning, purpose, and unifying intentionality from which excellence rises and champions are born. Want to be great? Start with Why, and set your peoples’ sights on high endeavor.
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Callan…Coffee…Contemplation for the Week of May 11th
May 11, 2015 | No Comments »
Different Questions
In pursuit of excellence we mostly focus on seeking the right answers. As a result, most leadership training is devoted to simply providing the student with lists; here’s the top 10 traits, over there are the 5 prized qualities, and over there the 6 keys to such and such. I believe a better method is to focus on the right questions. If we focus on the right questions and force ourselves to wrestle with the imbedded truth, then, and only then, can we appropriate truth for ourselves. Not only do we need to seek the right questions, we need a different set of questions. What does life ask of me? What problem am I asked to deal with? What are my own unique conditions asking me to do? Instead of focusing on what will someday make us successful or happy, leaders need to ask questions placing them squarely in the here and now, and squarely confronting challenges and opportunities of this time and place. I call this, mastering your space. Excellence is a summons; a call to act in accord with the essential needs of the day. And as such, the most vital question is this: Will we hear, and respond today, to this summons?
Three Shadows
Too often on our journey towards leadership excellence we forget the hard truth that our someday is actually being determined by today. What we do each day will ultimately determine the strength and quality of our character and our group. Daily decisions, lifetime impact. To remind myself of this truth, I created an image of a silhouetted person who casts three distinct shadows. One shadow I labeled Seeing. Each day we must see ourselves as leaders, see the world as leaders do, and see what life calls on us to do that day. The second shadow I labeled Acting. Each day we must act in accord with our character, aligning inner purpose and outer behavior, and act on whatever task is laid before us to do. The third shadow I labeled Giving. Each day we must commit to mentoring and coaching those we lead. We must give away our gold to strengthen the next generation of responsible citizens and able leaders. If all leaders could daily cast these three shadows–seeing, acting, and giving–then we’d find excellence being sown in places far and wide, and across arcs of time short and long. Daily decision, lifetime impact.
What You Do Versus Who You Are
We often mistake leadership with management. This is why, despite the enormity of leadership information available today, many people remain confused and, ultimately, become disillusioned, by what they see masquerading as leadership in the workplace. How can we simplify and clarify? First, leadership is not management; we lead people and manage things. Second, leadership is a master craft, akin to art, music, dance, poetry, etc. A master painter picks up her paintbrush; painting is not simply something she does, she is a painter. A sculptor picks up his chisel; sculpting is not simply something he does, he is a sculptor. A leader steps into a room and purposely engages other people; leading isn’t simply something she does, she is a leader. Leading is who you are. Leading is a way of life, a vocation. Leading is a calling to be something of value greater than self. Such callings require submission to purposes higher than mere functions or tactics. Vocations require us to move beyond private happiness and demands faithfulness to the work laid at our feet and people placed in our care.
A Rigorous Life
An elemental memory of my life as a Marine was the forced march. In the Corps, the forced march is a time-tested ritual to cultivate within individuals, and equally, groups, virtues such as resilience, fortitude, industriousness, and esprit. The forced march viewed functionally is about conditioning and getting from point A to B. But in a grander sense, it is much more. Enduring the crucible of the march is alchemic; it unifies, galvanizes, and calls forth a sturdier steel than had previously existed in the participants. All my life I have witnessed the unifying affect of rigorous living; how striving, shoulder to shoulder, against tough odds, calls forth inner strength and group dynamics far richer than individual effort. In our modern world, so dominated by technology and increasingly ensnared in virtual engagements, we need to remember the need for rigor in forming character. A well-cultivated team is born from hurling ourselves headlong into struggle and challenge. Classic wisdom reminds us of this maxim: Those who pursue a rigorous life devoted to arduous causes end up far more satisfied than those who pursue only fun and pleasure.
Becoming Steadfast
For anyone who endured it, boot camp was a singularly defining moment in their life. Your former self was thrown into a crucible of experience for which you found yourself woefully ill prepared. Most arrive at boot camp with some heroic aspiration, but they don’t know how to act on it. Boot camp guides a heroic conversion, but does so in an artful way. It doesn’t tell the person they are great, or awesome, or marvelous; it shows them they must first confront their inner weaknesses. Before it ever elevates, the crucible takes the person on the journey of descent, shattering illusions and egoism, and begins to create a true heroic lens founded on self mastery, accountability, and right action. The crucible first pushes one down so that, through a conversion of character, the individual can then push themselves back up. It is only through such conversions that people can become steadfast, fortified, and fully turned around. The person is not simply stronger, they are different. Not everyone will go to boot camp, but we all can find crucibles of experience to cultivate the same affect. Heroes are made, not born. Excellence is summoned, not given.
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Callan…Coffee…Contemplation for the Week of May 4th
May 4, 2015 | No Comments »
When the Leader Becomes the Lesson
When I was struggling to identify my core philosophy on leadership, and the end state of my leadership course, I wanted to identify a phrase suggesting what I believed was the highest manifestation of leadership excellence. I finally chose, When The Leader Becomes the Lesson. I didn’t select this phrase because I thought it had any marketing value. I chose it because I believe our highest aim as leaders is to leave to others the lesson of our life and how we lived it. The greatest gift we’ll ever give to those we lead, those we love, those we coach, and those we teach, is the example of a continuously confronted and mastered life. If we rightly put our focus on mastering ourselves, developing genuine inner authority and a rich inner life, then the example we leave, much like footprints in the sand, remains long after we are gone to help guide those who follow. The totality of our life, its ups and downs and twists and turns, defines and ultimately makes us, if we let it. The lesson is the person. The message is their life honed over a lifetime of struggle and mastery. The smallest part is what we teach; the greatest part is who we were and how we lived.
Inner Cohesion
When I think of truly masterful leaders I find in each a kind of inner cohesion distinguishing them from the rest. This inner cohesion, a kind of moral and principled center, allows these leaders to avoid the disjointed behavior typifying mediocre leaders. Masterful leaders are deeply rooted and have internal integration in which how they see themselves, how they see the world, and how they interact in the world, are one. Inner cohesion produces resonance and authenticity. When we perceive these qualities in a leader we connect to, and are inspired by, them, because their message and their behavior are aligned. Leaders with inner cohesion are not easily buffeted by headwinds; they do not fall apart when things get tough and they do not sacrifice honor for glory. And interestingly, they tend to be humble and generous people, prone to restraint, dignity, a generous nature, and respect. Inner cohesion comes from a confronted life; a willingness to challenge our inner motives and master ourselves, so that we gradually summon forth our best self and our most honorable behavior.
Self-Respect Versus Self-Esteem
What’s the difference between self-respect and self-esteem? In the past, the virtue of self-respect was prized, where today it seems self-esteem is the goal. You know; everyone gets a trophy. I’m not sure exactly when this transition from respect to esteem happened, but I am sure the difference matters especially for leaders seeking to create heroic cultures. Self-respect, a by-product of inner growth, comes from realizing, and accepting, we are broken and bent, and then, through long periods of confrontation and conversion, gaining quiet confidence in knowing we can overcome our crookedness and live more upright lives. A person gains self-respect from overcoming inner weaknesses. The question isn’t, what makes me happy? It is: what does life require of me? Self-esteem, conversely, comes from outer comparison. Am I as good as others? Do I get respected like others? Esteem is a feel good, not a do good, lens. Self esteem is a brittle, thin, and ultimately character-destroying paradigm. Self-respect is born from a transforming crucible that elevates us; self-esteem mires us in mediocrity because it questions why there needs to be a crucible at all.
Rich Soil
An ecosystem is a good metaphor for healthy organizations. Too often, however, we tend to use the opposite—an industrial metaphor–which works fine when generating widgets but badly for cultivating human relationships. In an ecosystem, we see how independent subsystems come together artfully to form a larger, wiser, and more effective whole. Each part matters and the excellence of the ecosystem is derived from the equilibrium within, and between, the systems. So, we need to see ourselves as cultivators of our organizational ecosystems. And where do we start? By tilling rich soil. The soil of our groups is made of foundational and perennial elements like ethos, meaning, and purpose. Rich soil produces the galvanizing why around which any how can be confronted and managed. In this role of cultivator, leaders should look for these three qualities to see if they are succeeding: camaraderie, companionship, and gratitude. If we see those three sprouts then we know our subsoil is healthy and we’ll have the shared intentionality that has, and always will, define champions.
The Perennial Campaign
As a Marine the term campaign became a fixture in my lexicon. It is a great word for it so perfectly evokes the art of conceptualizing an end state and then calling forth the many disparate actions that must be harmonized to achieve success. A campaign requires brutal honesty; we must understand ourselves and our foe, internal and external factors, time and space, resources and will. I think of life and leadership through the lens of a campaign. The journey to self mastery, to excellence of character, is the perennial campaign, the internal struggle we must be willing to wage over and over if we want to transform and achieve wisdom. Here’s the brutal truth: We cannot become our heroic best self without undergoing this campaign of inner confrontation. The greatest struggle on the road to mastery is this struggle against, and within, ourselves. It is the ultimate crucible. We must be willing to fall into the belly of the whale, time and again, endure, and call forth the hero within. The cauldron breaks us, but then it defines us. What begins as an austere wasteland is the very terrain enabling ultimate flourishing. Heroes, you see, are made, not born.
Check back next Monday for a round up of this week’s social media shares. Or check us out on Facebook,Twitter, Google+, or Pinterest to see our posts every day!