Callan…Coffee…Contemplation for the Week of May 18th
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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