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Bound Up
July 31, 2013 | No Comments »
By Paul Callan
I had dinner the other night with a business acquaintance I had just come to know. When I mentioned I was a retired US Marine, he asked “What is it that makes Marines feel such fidelity to the Corps and to each other?” Not wanting to seem overly philosophical, I said “Oh, it’s a spirit thing,” to which he nodded politely and we moved on to discussing the night’s business.
This weekend, I revisited that question and decided to take a crack at a more thoughtful answer. Why? Because I think it is important for all leaders to understand how to create true faithfulness, genuine companionship, within our groups. So let me start by explaining how the Marine Corps achieves this effect and then we can apply those lessons to our own situations.
The reason why Marines feel such fidelity to the Corps, and to one another, is because the Marine Corps creates a genuine feeling amongst its members of being “bound up” in something that is elevating, and yes—even mystical. Marines feel bound up to noble purposes; bound up to honorable aspirations; bound up to right action; bound up to a mission greater than self; and bound up to traditions that richly animate its culture.
Take my own journey, for an example. As a typical selfish, me-centered twenty-something back in the early 1980’s, what inspired me to willingly leave behind my self-interest to join the deep communal wellspring of the US Marine Corps was not money or material reward. Instead, it was a feeling of being part of a greater pattern, being immersed in a collective memory, and being awash in deep perennial knowledge that, like a tree’s underground root system, nurtured all who fed from this enlivening source. This feeling of being bound up was the alchemy that converted me from self-centered to other-centered.
So, how can leaders today create this same feeling of being bound up to something that is equally elevating for the groups we lead? How can we create the same level of faithfulness and elevation in our vocations? I offer four ideas:
- Create Meaning. Our minds are drawn to reason, but our souls are drawn to meaning. Enduring excellence—true championship performance—comes from the soul, not the mind. It is a leader’s obligation to create meaning for the group, and we can do so by founding our lives, our leadership, and our missions on noble purposes and honorable aspirations. By doing so, we will create meaning and an elevated sense of purpose. And when we create meaning, we release inner motivation that needs no carrot or stick to entice.
- Instill Ethos. Ethos, an ancient Greek word that essentially means “the character of a group,” is THE essential requirement for long-term organizational excellence. A healthy ethos answers for its members these three crucial questions: Who are we? Why do we exist? What do we do? It is the leader’s foremost obligation to create a thriving ethos to bind generation-to-generation. Think of ethos as mortar that binds the individual bricks into a strong wall, and that mortar is made of élan, esprit, the love of companions, and camaraderie.
- Celebrate Tradition. US Marines create a bound-up feeling by retaining a healthy respect for, and exercise of, tradition. As a Marine, I was taught with excruciating detail all aspects of the Corps’ customs, courtesies, and traditions. These were taught not as history, but as living, vibrant touchstones of what it meant to be a Marine. Look around your organization today and see if, and where, you are celebrating your traditions. And here’s why this is vitally important: healthy traditions, rituals, and rites get us out of our heads and into our hearts—where all true greatness resides and where all bonds of community and companionship are built.
- Teach Greater Patterns. Today, we are increasingly enmeshed in episodic living. We have lost sight of the greater patterns. Today’s leaders can provide a bulwark against this tendency by returning to simplicity….by regaining a still point on the ever-spinning wheel to see the greater pattern of wisdom that is always there in plain sight if we can just pause to see, and hear, correctly. What heroic leaders have always done in the past, and we need to do now—is to re-connect with the larger patterns and to the deeper wisdom. For example, I do this in my teaching through stories, parables, and heroic tales. It helps me see, and show to my students, that others have walked this path before us. It helps us see that the way is known, we just have to move forward with confidence.
Leaders must create these conditions of fidelity and companionship. This is soul work, not head work. This is cultivation, not engineering. This is hard, intentional, deeply personal work. But when leaders do this well, magic happens. People will abandon self-interest and undergo a conversion allowing submission to something greater than self. People’s focus will shift from my feelings to our common good. When leaders create this vibrant ethos enabling people to feel bound-up in elevating and grand purposes, well–that is the stuff of champions. This is the alchemy of a thriving team.
Paul Callan Talks Heroic Leadership on Dose of Leadership Podcast
July 12, 2013 | No Comments »
Paul was honored to be invited back to the Dose of Leadership Podcast for a two-part interview. Paul has previously been interviewed by Richard Rierson and was excited to participate once again.
For this podcast, Richard wanted to talk to Paul about Heroic Leadership. Some of things discussed during the podcast included:
- Paul’s definition of Heroic Leadership
- Understanding how Heroic Leadership plays a role in our society and workplaces
- Appreciating “wise elders” as sherpas to help guide the way
- How to create a culture of Heroic Leadership in your organization
The podcast finished up with a brief discussion about the millennial generation, leading into the second podcast topic.
You can catch this whole podcast on the Dose of Leadership website here.
And stay tuned for the second in the series where Paul will talk specifically about leadership within the millennial generation!
Paul Callan Interviewed for Dose of Leadership Podcast
February 20, 2013 | No Comments »
Paul Callan was interviewed by Richard Rierson from Dose of Leadership for Richard’s podcast series. This was a great interview between two former Marines and prominent leaders!
Richard Rierson is the Founder & Host of the Dose Of Leadership Podcast, a bi-weekly podcast that brings interviews with relevant and motivating leaders; real-life leadership experts who dedicate their lives to the pursuit of truth, common sense, & courageous leadership.
Each podcast highlights & showcases leaders from all aspects of life. Business leaders, entrepreneurs, authors, speakers, military heroes, faith based leaders.
Paul was honored to be interviewed by Richard and the two engaged in a great conversation about the importance of leadership and what makes a great leader. Some of the highlights from the podcast include:
- Great leadership begins with a belief in a larger than life belief or transcendent idea.
- Every minute of everyday is a leadership opportunity; you’re always leading and influencing.
- All great leadership starts with self-leadership; self-leadership begins with self-mastery.
- Leadership is a human act; regardless of all the technological advances and advancing managerial tools the art of leadership never changes.
- The least important aspect of leadership is the charismatic aspect; modeling and setting the example is so much more powerful.
- There is a distinct difference between managing & leading; you manage “things” and you lead “people”.
You can listen to the whole podcast here: http://www.doseofleadership.com/15-paul-callan-creator-founder-of-the-callan-course/
We hope you enjoy it!
Do you Lead Like a Groundhog?
January 29, 2013 | No Comments »
By Jenn Herman
Groundhog Day is traditionally thought to be a Pennsylvania German celebration whereby a groundhog predicts the remaining duration of winter. Celebrated on February 2nd every year, if the groundhog emerges and sees his shadow, he scurries back into his hole, signaling another 6 weeks of winter. Conversely, if he doesn’t see his shadow and emerges from the burrow, spring will come early.
Are you leading like a groundhog? Are you hiding from your own shadow, fearing more winter-like tough times and only coming out when it looks like the coast is clear? You’ve earned this position of leadership and those around you will follow your lead. If you choose to bury your head and weather the storm, so will they. How can we expect our employees to be creative, think up new solutions, or suggest alternatives if we aren’t actively doing the same?
We need to stop hiding from the challenges and face them head on. If we all sit back and wait for the seas to calm, innovation will move at a snail’s pace. As a leader, you need to take the helm of the ship and guide your organization in the direction you want it to go. Most of us have endured numerous trials and tribulations over the years. That’s just part of the journey. It’s how we deal with those challenges and overcome them that help to define who we become as leaders and plot the path of our organizations. The satisfaction and transformation that comes from overcoming the obstacles in our way, empowers us to succeed in ways we can’t necessarily imagine. Many of the greatest leaders and innovators have proven this: Martin Luther King, Jr., Gandhi, Margaret Thatcher, Steve Jobs, Walt Disney, Mother Teresa, or Mark Zuckerberg. If Mark Zuckerberg had hid from his proverbial shadow, we probably wouldn’t have Facebook today. While you may not agree completely with their political approach or management styles, you can see how their determination overcame challenges, resistance, and tough times to successfully move their organizations beyond the norm and to the forefront of change or innovation. Growth, success, and innovation all depend on taking chances, risking failure, and overcoming the obstacles that we fear. So, while we have to challenge these obstacles, we need not do so blindly. Devise a plan, involve your team, and execute your strategy.
In all reality, since 1887, Punxsutawney Phil’s weather predictions have only been correct 39% of the time. So while it’s a fun tradition, don’t let stories cloud your leadership expertise. Be realistic, not superstitious. Lead your team and your organization based on facts and strategy while adhering to your organization’s goals and ethos. Let’s stop acting like groundhogs and confront that shadow. When all is said and done, that obstacle you face may end up being as fleeting as a shadow after all.
Crossing Thresholds – Martin Luther King Jr & The Edmund Pettus Bridge
January 17, 2013 | 1 Comment »
By Paul Callan
Like all great leaders, Martin Luther King’s life was characterized by an alternating pattern of high and low, a dualistic mosaic familiar to all whom have walked the hero’s path. In King’s life, soaring achievements were offset by bitter defeats; sun-lit days of unbridled optimism were contrasted by ink-black nights of deepening gloom; distant visions of a promised land were blocked by un-scalable walls of opposition and doubt. This rhythm of loss and victory, death and rebirth, despair and hope, desert and oasis, seems to be the essential cauldron needed to produce transformation and the necessary crucible to attain greatness. It is the basic pattern in all heroic pursuit. Martin Luther King’s quest, Like Odysseus’ 10-year voyage to Ithaca generations before, would be determined by King’s ability to cross thresholds and move forward, onward, towards home.
One such threshold presented itself to King in 1965 in the form of a small bridge, whose crossing would constitute, symbolically, the ongoing transformation of King and the evolving manifestation of his vision. In that fateful year King was leading a march from Selma to Montgomery and Selma’s Edmund Pettus Bridge was simply on his route. He would soon discover, to his dismay, that the bridge was more in his way than on his way. You see…King needed to cross the bridge to continue onwards to Montgomery, but more so, to continue on in his mission. King’s opponents didn’t want him to cross that bridge. A line had thus been drawn and the bridge represented that line. Viewed symbolically, the bridge was like a mythic dragon whose slaying would either make or break King as a man, as a leader, and as a champion.
As King stood at one end of the bridge and peered across to the other side, he was confronted with the real and present danger of an angry opposition, but equally, by his own inner fear and self-doubt. This was a decisive threshold moment: Should he cross and pursue his destiny, or turn back and seek safer ground? To move forward would be risky, of uncertain consequence, and would move King into new territory that would forever change him. To turn back would be safer and would reunite him with firmer ground.
King chose to cross the bridge. The structure he crossed that day may have been short in physical distance, but it was immense in terms of social and historic significance, and in the making of a heroic life. He stared into the abyss, fell into it, and then emerged on the far side….stronger.
As leaders, we too will often come to such thresholds in our lives. And Like King, when we reach these crossings, we’ll find ourselves standing on the near side of the threshold—the side representing our present state and our present condition–and be confronted with the decision of whether or not to cross over to the far side–a new state and new condition. Will we move forward and pursue our destiny? Will we summon the courage to move into an uncertain future? Will we endure the crucible of risk and trial to achieve growth? Or, will we turn back and seek safer ground? Such is the nature of all threshold decisions: Do we leave our comfort zone or return to it?
In my own experience, and when confronting such threshold decisions, I’ve often referred to this quote from Father James Smith, in which he uses a desert metaphor, in much the same way I used a bridge, to describe the necessity of facing our demons on the ground they inhabit:
“It is very tempting to avoid the desert. But we avoid the desert at our own peril. You are less then you could be. But if you survive the desert, you come out a different person. The desert is not something you do; it is something you endure. It isn’t something you make of yourself; it is something that makes you.”
I am glad Martin Luther King crossed that bridge back in 1965. I am glad he didn’t avoid the desert. As leaders, we must all meet challenge in its own lair, and on its own terms—where ever it presents itself. This is the only path to a heroic life and towards heroic leadership.
New Year’s Resolutions for the Business Professional
January 15, 2013 | No Comments »
By Kim Robling
It is now a few weeks into January and everyone has returned to work from the holidays with a fresh perspective and ideas for prospering in the New Year. Personal resolutions have been a hot topic of conversation as we look to improve upon life from the previous year. While the most popular resolutions include losing a few pounds, quitting a bad habit, or making an effort to spend more time with family, it is also important to consider goals that develop and prepare us for the challenges we face in leadership roles at work, as this is the place we spend the majority of our time. Creating easy-to-implement resolutions can help you become a better leader and advance at work, while also improving your quality of life. For the rest of 2013 we propose resolutions that keep your followers in mind, as the team behind the leader is a necessary component of success.
Set goals. At the beginning of the New Year gather your workforce and decide on what goals you would like to achieve for your organization. Fewer, higher impact goals are better than sheer volume of goals. Inspire and motivate your team to do their individual part to contribute to the organization’s overall success. Leadership comes down to how we positively influence people on their life journey. When people are inspired and motivated to achieve a result that seems beyond their grasp, the likelihood of achieving that goal is much greater.
Improve communication. A well informed team works more efficiently. Communication is more than just talking; actions speak loudly, so improve upon both verbal and nonverbal communication. Set up a time once a week where your employees can come together to discuss what they are working on, how goals are being met, and what can be done in the weeks ahead. By letting everyone know how they fit into the big picture, they can understand the impact that their job has on the organization. Keep your team constantly updated and encourage an open door policy.
Innovate. Be a more effective innovator by championing change. Enable innovation at the point of behavior so that the employee’s objective is not always to just maintain the status quo. Problem solving by further fostering diversity and inclusion moves the organization towards achieving its goals, and your motivated and engaged employees are helping to get it there. Taking note of new efficiencies and wins will help create a habit pattern of successful action, but be sure to also make note of the things that weren’t a success. With change comes failure; let your employees know that getting knocked down is inevitable but learning from these blows will create greater knowledge and resiliency.
Create a healthy ethos and culture. An average person spends 30% of their life at work so it would only make sense to create a culture where people don’t fret returning to everyday. Your employees will thrive in an environment where they have a sense of belonging. When employees are engaged and celebrated for their work and accomplishments they will take pride and ownership for not only their work but the organization as well. The underlying sentiment of ownership of the organization will make employees want to maintain what they have built as it deeply a part of them.
Make time to celebrate. It’s a fresh new year with new opportunities to let your hard work and determination shine. While determination, hard work, competency, and drive are all important factors in success, taking time to celebrate a job well done is just as vital to maintaining a high-performing team. A little celebration here and there can do wonders for employee morale and engagement.
While resolutions aren’t meant to be conquered in a day we encourage you to practice continuous improvement through small steps. Or as the great basketball coach John Wooden said, “When you do little things each day, eventually big things occur.”
Public Dreams
January 10, 2013 | No Comments »
By Paul Callan
Years ago, societies and cultures seemed far more attentive to, and animated by, healthy rites, rituals, and symbols that defined “us”—the group. In traditional cultures, these rituals taught individuals, and the larger groups to whom they belonged, crucial things like: Who are we? Why do we exist? To what do we aspire and measure ourselves? To whom are we responsible and accountable? How do I become a mature man or woman in society? How do I fit into the greater world and contribute as a productive citizen and member? The unifying product of these rituals was this thing the Greek’s called Ethos, what I like to call public dreams.
I am wondering if, in our rush to modernize, technologize, and pursue individual rights and intellectual mastery, we’ve somehow forgotten the need for public dreams and ethos? Have we lost the deep and vibrant tapestry, woven of communal bonds, perennial knowledge, and wisdom that is the indispensable backbone of healthy groups? And if so– at what cost to modern society?
Here’s the cost. When a society loses its ability to re-initiate, re-galvanize, and thus transform the whole group, it then loses the opportunity to firmly anchor the group to a life-giving ethos and rekindle the deep perennial knowledge that, when present, binds generation-to-generation and builds a solid bridge between past and present. Myth, legend, and lore used to do this for us. Today it seems we’ve traded these powerful mythic symbols that rightly pointed to “us” and substituted those unifying symbols with a far inferior gruel comprised of feel-good creeds pointing mainly to “me.”
When groups fail to revitalize a shared ethos—to celebrate a public dream—the by-product of that failure is an inability to consistently produce these three things that are crucial to enduring greatness: (1) mature elders; (2) people willing to sacrifice for the greater good; and (3) a trusted foundation of wisdom. That is a heck of a price to pay, for minus these three things, groups become prisoner to living solely in a present-tense life, no longer able to feel their past in the wind.
But all is not forgotten, or lost. For example: As a Marine I had the good fortune to be constantly immersed in the cultural waters of an organization still possessing a vibrant ethos and a working mythology. As a Marine I became accustomed to healthy annual initiations, rites and traditions, mythic symbols, legends and lore—all magically conspiring just under the surface to create a trustworthy inner compass and deep fraternal bonds. The Corps’ ethos guided me, shepherded us Marines, to nobler communal purposes and a life distinguished by élan, esprit, and camaraderie. It was to us, the perennial group, not to me, the singular individual, that we were expected to remain Semper Fidelis–Always Faithful. I would imagine Firefighters understand and experience this, too.
My hope as a leader is that we might remember, and thus recapture, our public dreams, for the groups, families, communities, and larger societies to whom we all belong. This is hard work, but it is precisely the kind of necessary soul-work that is the sacred obligation of leaders. Can you—can your group–still feel the past in the wind?
Another Year Sheds its Shadow
January 4, 2013 | No Comments »
By Paul Callan
New Years is traditionally the time we devote to self-reflection and for making personal resolutions for a new beginning. During the coming days we’ll all try to summon the conviction to correct past errors, take stock of our behavior, and try to harness the motivation to seize new opportunities. All of this well-intended activity will be wrapped in the earnest intention to shape a better self, and a better year, ahead. As the old year relents and sheds its shadow to the emerging light of the new, this metaphor perfectly represents what we, as leaders, seek to do in declaring New Year’s resolutions: out with the old, in with the new. But before beginning this annual tradition of resolution-making, I wanted to share a few insights I hope will refine my approach as a person and as a leader, and maybe yours too.
As I look at the word resolution I cannot escape noticing its root word—resolute. I have long valued the word resolute because I believe it is one of the qualities most emblematic of great leaders (think here of Lincoln, Gandhi, MLK, Churchill, Helen Keller, among others). Additionally, the ability to remain resolute, to show resolve, is perhaps one of the most difficult virtues to master because, to be resolute, requires one to possess courage…both of the physical and moral kind. The fact it is hard to be courageous, and therefore resolute, makes the attainment of these virtues all the more gratifying. If it were easy, anyone could do it—hardly the recipe for a heroic life or heroic leadership.
I am now wondering this: why has the act of simply declaring one’s resolutions (what we usually do) somehow eclipsed the far more important behavior of being resolute (what we usually don’t do)? I think the answer to this question also reveals the root problem: resolutions are easy to say, but hard to do. In conceiving our resolutions, we often fail to appreciate the enormous personal resolve required to actually attain them. This deficiency is what Abraham Lincoln long-ago chastened us to when he spoke of “the silent artillery of time”—the fact that initial passion and conviction, once exposed to the withering cannonade of time, usually recede in intensity unless they are buttressed by deep internal fortitude.
Seems to me Abe was right. Motivation and inspiration–the handmaidens of all resolutions–share an unfortunate flaw: they are highly perishable attributes. When we awake on 1 January, cloaked in the warm robe of our new resolutions, we soon realize we’ll now have to attend to that pesky task of actually executing our plans. Those once white-hot flames of motivation born on 31 December have already started to dim just a day or two removed from their ignition
So this year, my New Year’s resolution is simply this: I resolve to be resolute. Yes…dream big. Yes…set heroic aspirations. But… execute in small 24-hour steps. My goal is to hold myself accountable to be resolute one day at a time. Show resolve– today. Get up each day and repeat. And to help retain my resolve I will keep close to me this maxim attributed to Native American warriors in greeting their sons each morning: “Today is a good day to do great things.”
5 Leadership Skills to Survive the Holidays
December 11, 2012 | No Comments »
By Jenn Herman
It’s that time of the year when business meetings, dinner parties, Holiday parties, special events, and family commitments have cluttered your calendar to the point where only a Jedi-master can make sense of it! It’s the Holiday Season and it’s year-end at work. If you’re like most of us, you’re starting to pull out your hair at the stress that is inevitably lingering on the horizon.
As leaders and managers, it is our responsibility to guide those around us and lead by example. Your employees and co-workers are looking to you to see how you handle everything right now. So, if this time of year is starting to bog you down, here are 5 key leadership skills – translated into holiday survival skills – to help you navigate the rest of the year.
- Patience. In business, we know we have to be patient and use our time wisely. So why is it that when we hit the shopping mall during the holiday season, we turn into vultures pecking at parking spaces? Take a deep breath, and travel prepared and patient. Give yourself enough time to complete your tasks and understand that whether you’re in the checkout line at the store, at the airport, or really anywhere this time of year, so is everyone else. Plan your time, errands, and travel ahead of time so you’re not left scrambling on December 24th.
- Listen. One of the best skills of any leader and manager is the ability to listen to others to gain valuable insight through verbal and silent clues. When it comes time to purchase the gifts for those around you – listen to them. Are they giving you hints about what they would like? If not, what are their interests, hobbies, style? All of these “hints” will lead you in the right direction for the perfect gift.
- Wisdom. Only with time and experiences can we really become wise. In business, you have gained valuable bits of wisdom over the years and are now experts in your fields and respected leaders. Likewise, we’ve been through countless holiday seasons before, so why do we keep repeating the same mistakes every year? Learn from years past. What worked, what didn’t work? What relieved some stress? What got the kids the most excited? Use that wisdom to help make this year go smoothly.
- Innovation. Today’s business is all about innovation and doing something new. How can you be different from your competitors, what will set you apart? Let’s use that same idea to have our own unique holiday. If you have die-hard family traditions, by all means, keep them in place. But try adding something different this year to spice it up – drive around and look at Christmas lights in your neighborhood, buy a gingerbread house kit to entertain the kids, perform Random Acts of Kindness for strangers every day leading up to December 25th. You’ll be surprised how one new fun holiday experience can lighten the pressure you feel this time of year.
- Balance. We always strive to find that perfect balance between work and personal life. And on a daily basis we often have to set priorities to determine where that balance lies. This time of year increases those demands and only further encourages the need for setting priorities. Make sure that you set time for you as well. Whether it’s going to the gym, getting a massage, having a quiet dinner at home – do what you need to do to keep yourself sane for the rest of the year!
Hopefully these tips will help guide you to a less stressful, well-organized, and rewarding holiday and year-end.
Wishing you and yours a wonderful holiday season and a Happy New Year of health, happiness, and prosperity!
Following Ariadne’s Thread- Discovering Clues on the Path to Heroic Leadership
December 6, 2012 | No Comments »
By Paul Callan
In Greek mythology, Ariadne was the daughter of Minos, king of Crete. Minos put Ariadne in charge of the labyrinth housing the dreaded monster–Minotaur. She helped the hero Theseus slay the Minotaur and then find his way out of the labyrinth by providing him a ball of thread as a means to navigate his way out. Ariadne did not tell him the way out, provide him a detailed map, personally guide him, or magically relieve him of this burden. Instead–she simply gave him a clue in the form of thread. Theseus thus had one choice: Grab the clue provided to him to undertake the challenge and find within himself the courage, wisdom, and resolve to master both the labyrinth and his own inner limitations.
I have always found this story of Ariadne and Theseus to be a great metaphor for the challenges we all face in our pursuit of a heroic life and in our quest to become heroic leaders. Like Theseus, we all start at the center of a metaphorical labyrinth—a place of uncertainty and risk. Like Theseus, we will not be magically relieved of our burden nor given any significant advantage to guide us—just a thin thread of clues. And like Theseus, we too must summon the inner courage to find our way out of the labyrinth and then arrive at a higher state of living and a more elevated form of leadership. Like heroes of old, we must reach down and grab the thread of clues and begin walking. Heroes, you see, are still made not born. And all great leadership starts with self-leadership.
So, aside from this being an interesting story, what do I think are the clues that help guide our journey to self-awareness, self-mastery, self-leadership and ultimately—heroic leadership of others? In creating my own thread, I have come to believe in the following 7 maxims to serve as trusted clues:
PARADIGM– A true leadership paradigm transforms the eye and re-tunes the ear. The filter through which one views leadership and hears wisdom is the single most important requirement to achieving authentic leadership and producing enduring significance.
JOURNEY– The path to enduring significance is a life-long journey. There are no leadership shortcuts, menus, how-to books, gimmicks or “killer apps” that one can download and then quickly master. The general characteristics of the path can be shown and the journey described—but each person must answer their own call.
TRANSFORMATION-–To reach the high ground, one must first endure the desert. One must leave his comfort zone, take the journey, cross thresholds, endure the crucible of tests and trials, and be constantly re-made in the scalding cauldron of experience. This course—when walked with fidelity–will conspire to enable transformation. The events encountered in one’s life, understood correctly, are simply the shaping instruments of one’s destiny.
AUTHENTICITY–Authenticity is the foundation of resonant leadership. Like a diamond born of coal, authenticity gradually emerges via the cauldron of the transformative journey. Authenticity requires a shift from technical to emotional intelligence, attaining personal mastery and authentic internal authority, and then: sharing the boon with others.
WISDOM—Wise leaders impart truth, balance, and a sense of deep time. Having taken the journey and mastered their life, great leaders become vibrant Elders within their group. Embracing a kind of wisdom vision, wise leader are enormously resonant and generative.
SUCCESS– Success doesn’t follow a rags-to-riches trajectory. Authentic leaders don’t rise from nothing, nor do they make it alone. Success is ultimately the by-product of a pattern that includes talent, recognition, practice, preparation, and personal readiness. Success is thus a self-disciplined pattern of action.
SIGNIFICANCE– Authentic leaders leave an uplifting legacy. Like footprints in the sand, great leaders leave a residue of personal example for others to follow. Great leaders create an enduring echo enabling the group to thrive without the leader’s physical presence. Significance is achieved by repeating the pattern of success over and over and is thus a pattern of behavior.
Though we will never literally find ourselves in a labyrinth or confronted with a breathing Minotaur, if understood correctly as metaphor and parable—we absolutely will face the same tests, trials, and realities of Theseus. And understood this way, we’ll be able to then comprehend the timeless truths of leadership and the wisdom that paves the road to a heroic life. The good news is—there is a thread of clues to guide us. The sobering news is—it isn’t easy and the burden is ours to shoulder. This is the path less taken, but it is the only path enabling the leader to become the lesson.