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Finding Ethos Everywhere (If You Look)

September 17, 2013 | No Comments »

By Paul Callan

My travels recently took me to Asia for business and a bit of leisure. I find during these extended journeys that my mind is more open to seeing the larger picture; to moving beyond the surface level at which I often feel restricted in my work-a-day life at home and to seeing important things that are right there, in plain sight, if I am available to those things.

For example, over the past few days, I’ve engaged in some insightful discussions with a local Singaporean and a Kiwi (a citizen of New Zealand, for those stumped by the nick name).

The Singaporean mentioned that iconic national symbols–such as Singapore Airlines and Changi International Airport–were created with a deep sense of capturing the allure, mystery, gracefulness, and promise of Singapore. These iconic images were created to represent a perennial, deeply-rooted sense of what it meant to be Singaporean.

The Kiwi talked about the adventurous nature of her countrymen. Though geographically isolated, New Zealand nonetheless reflects a soaring spirit of embracing nature and encouraging young Kiwis to leave New Zealand and see the world. My Kiwi friend referred to this adventurous spirit as a truly bedrock element of what it meant to be Kiwi.

In retrospect, I recognized a common theme in these conversations, and it was ethos (ethos is an ancient Greek word meaning “the essential character of a people”). As a student of leadership, I long ago concluded that ethos is the most essential cornerstone of organizational excellence. With ethos, groups remain vibrant and thrive. Without ethos, groups wither and decline.

So, what is the lesson in all this? I believe there are three key lessons:

First, ethos is the essential cornerstone of excellence in all organizations, be they large or small, profit or non-profit, private or public, start up or legacy, sports teams, or universities. Even families and communities need an ethos;
Second, all leaders must be accountable for creating a thriving ethos in their organizations. A healthy ethos should provide to its members answers to these “elementary ideas:” Who are we? How do we define ourselves? What do we do that brings value? Why does it matter?
Third, armed with an ethos that answers those questions, a climate of unity, elevation, passion, commitment, cohesion, and perseverance will be fostered and it is this sturdy foundation that enables long-term excellence.

Once built, ethos must then be sustained, because like all forms of mastery, ethos is a perishable asset if not constantly renewed. Here are a few ways leaders can rejuvenate ethos in their groups to promote a wellspring of vitality and strength:

Explain symbols, icons, and archetypes. Every flourishing group has symbols, icons, and archetypes that point to deeper truths and enduring wisdom within the organization—what one might call the “collective unconscious” of the group. Leaders should weave symbols and icons into their speeches, stories, and gatherings to cultivate shared identity.
Teach Traditions. By incorporating rituals, rites, and ceremonies into the organizational fabric, leaders can leverage powerful tools to teach traditions to emerging generations and reinforce traditions with older generations. Healthy rites of passage reinforce expectations and bolster affiliation.
Celebrate customs and courtesies. By celebrating customs and courtesies, leaders can publically express shared values, promote shared beliefs, galvanize group identity, and create a feeling of positive exceptionalism—a hallmark of championship performance.

Now that I’m home, I am again prone to falling prey to the busy-ness of life, to moving automatically from task to task, mission to mission. When I find myself sliding into such a mode, I recall my recent time overseas and try to recapture my ability to stop, look, and appreciate key elements of leadership in action, where ever they may present themselves. We can all find ethos, and see its powerful unifying effect, if we are willing to look.

The Language of Leadership: Why Knowledge Alone is not Power

September 3, 2013 | 1 Comment »

By Paul Callan

I’m sitting here on Singapore Airlines Flight SQ12, mid-way between Singapore and Tokyo. I’ve just completed the normal chit-chat with the lady sitting next to me in row 24, a discussion ripe with pleasantries normally encountered when settling in for a long flight. At the tail end of our conversation this woman used an axiom so common in our daily lexicon that it almost always goes unnoticed, or un-questioned, and that axiom is “knowledge is power.”

Partly to fill some time on my long flight, and partly because I was naturally inquisitive, I decided to question that axiom. Is knowledge really power? The more I wrestled with this question, the stronger my conviction became that the answer is, no—knowledge (alone) is not power.

Real power is the ability to convey knowledge! Real leadership power is the ability to project what you have gained…to give away that knowledge. Having gained and retained knowledge is a first and vital step, yes; however, if a leader cannot effectively share and project that knowledge to others, then what real value is knowledge gained other than one’s personal benefit?

And if my assertion is correct that conveying knowledge is real power, then this next point is especially critical for all leaders: To effectively convey knowledge, we must learn to speak what I call the language of leadership. Why? Because it is through the language of leadership that leaders best project vision, describe end states, inspire action, strengthen resolve, and galvanize unity of effort.

To speak the language of leadership requires a certain style—a “leadership vocabulary,” which I have distilled into the following six points:

Be authentic. As leaders, what we say must be fully in accord with who we are. Our words, our aspirations, and our projected vision, when conveyed publically to our followers, must align fully with our core character and core virtues. As leaders, we must always remember that we are at once both the message and the messenger.
Connect with hearts before minds. Humans are ultra-social beings, and as such, we respond first, and most powerfully, to meaning and purpose (matters of the heart). Matters of the mind– logic and rationale—come second. Therefore, to galvanize top performance, leaders must first inspire the hearts of those they lead, and leaders can do so by publically, and regularly, answering for their followers these three key questions: Who are we? What do we do? Why does it matter?
Present big ideas…but explain them simply. People respond to noble purposes, worthy causes, bold missions, and honorable aspirations. It is the leader’s job to explain, and clarify, big and compelling ideas to unleash passion and inner motivation from their team. However (and this is important)–though the idea may be big and soaring, the language we use to explain the idea should be simple, concise, brief, and action-oriented. Big idea, simple explanation.
Use a conversational tone. Let’s be honest; no one ever charged up a hill or rallied to a cause in response to technical or bureaucratic language. Here’s the simple truth: people respond to vigorous speech. Therefore, leaders should speak in simple, concise, and conversational tones. No clutter, no million-dollar words, no flowery vocabulary.
Use an active voice. Leaders—make your spoken communications count! Why? Because leaders are always live, on stage, and on the record. Therefore, the language of leadership should be built on sturdy nouns, action verbs, and spoken in the active voice.
Tell stories. I’ve come to believe that stories are a leader’s greatest tool for conveying deep meaning and illustrating high purpose. Stories convey moral and ethical principles in a non-threatening way. Moreover, stories form a close and authentic bond between the storyteller and the listener. Stories thus are the most effective way to get us (both the leader and the led) out of our heads and into our hearts and souls—the source of all great performance and all true teamwork.

Let me use an analogy to summarize the difference between speaking the language of leadership compared to speaking technical or bureaucratic language. The language of leadership is like jazz music: powerful, vigorous, upbeat, penetrating, and elevating. When you hear jazz you naturally tap your feet and come alive. Conversely, technical and bureaucratic language is like supermarket Muzak: subdued, passive, mellow, superficial, and vanilla. When you hear Muzak you want to take a nap.

To lead, one must resonate. To lead, we must project perfect tenor, pitch, tone, and key with the goal of harmonizing peak performance. Our choice as leaders is this: Do we play jazz or play Muzak?

So yes…knowledge is important. It is a first step. But possessing knowledge alone is not enough. Real power comes from conveying that knowledge; real power comes from effectively articulating vision, end states, purposes, goals, and objectives. Real leadership constantly conveys the answer to who, what, and why—connecting with hearts before minds. Real leadership projects big ideas explained in simple terms. Real leadership speaks in vigorous, active, and action-oriented language and uses stories to move followers out of their heads and into their hearts. So turn off the Muzak, and turn on the jazz—and speak the language of leadership!