Blog
Archive for October, 2014
Callan…Coffee…Contemplation for the Week of October 27th
October 27, 2014 | No Comments »
An Invitation
Today I am reflecting on this question: What inspires someone to willingly sacrifice to be great… to be a true champion? I believe the answer is not found in material gain, status, or prestige; those things are all false promises. I believe mastery of any form, be that in leadership, athletics, parenting, teaching, etc., is initially perceived as an invitation to excellence. Motivation is deeply personal; the levers of motivation are inside us. No one willingly chooses to seek perfection simply for a company’s mission statement or set of abstract organizational values. They do, however, seek perfection when those larger purposes become personal purposes. The decision to respond to the invitation to excellence is deeply personal. No one can will us to seek excellence; each of us must be willing to accept the invitation, make the company’s goal our personal goal, and then turn that invitation into inner motivation. The question all leaders must ask, therefore, is this: Do we offer our people the invitation to excellence, and if we do, is it worthy of them accepting?
Immersion
When I reflect on how we learn leadership today, I think a common mistake is to take an outside view; as if we stood external to a concept and looked into it. That has never worked for me. To truly learn leadership, like any master craft, we have to immerse ourselves in it, feel it, and experience it from an inside perspective. When we study great historical leaders, we can immerse ourselves in their experiences and empathize what it was like to navigate their tests, trials, and challenges. We don’t copy them; we learn through immersing ourselves in the feeling of the experience, wrestle with the truths of the experience, and force ourselves to appropriate the truth for ourselves. Likewise, when we reflect and contemplate our own leadership experiences, we re-immerse ourselves into the moment just passed, and if done with moral courage, we likewise mine gold in terms of lessons learned and inner growth. When we immerse ourselves in leadership experience, we actually deconstruct ourselves so we can re-emerge stronger, wiser, and more self-aware.
Discovery
In the past, I have reflected on the nature of motivation, and my firm belief the levers of motivation are on the inside of us, not outside. Too often, we make the mistake of thinking we can motivate others. The truth is, we can only motivate ourselves, and then through our example, hope to inspire others to find their own inner fire. I always try to remember this fact: No mission, no vocation, no job, is motivating until it is personal. I believe this insight is important because it reminds us people are most inspired, and most energized, by what they discover themselves rather than what we discover for them. Again…the levers of motivation are inside us! The leadership lesson is to help guide others to the prize of self-discovery, not give it to them. Leaders metaphorically point to the gem in the ground, and let others dig to discover the reward on a very personal level. In my own leadership experience, this form of self-discovery, this digging for my own leadership gold, has been the highest form of motivation, and likewise, the highest form of growth.
From Disorder to Order
Why is the pursuit of self-mastery the most important requirement for heroic leadership? Because self-mastery, like the champion archer’s stance, is the only way to ensure the arrows of our leadership affect most consistently arrive at the bulls eye of our intent. When we focus on self-mastery and self-discipline, we are in truth moving ourselves from disorder to order. If we don’t consistently allocate intentional time and energy to self-mastery, through reflection, practice, preparation—then we truly never confront ourselves in any real way. Consider this image: Self-reflection and self-mastery are like going outside your warm home every day to jump into ice-cold water. We need the regular shock of honest self-reflection to candidly see our inner disorder, and then, to discern the path to better ordering our lives. We must build these solid inner foundations—a trustworthy inner authority—before we can effectively lead others. We must willingly jump into the ice-cold water of self-mastery to transform ourselves from disorder to order.
Catalyst
At its core, leadership is influence. And much like an chemical reaction, a leader serves as a catalyst for action and behavior. There are always present the raw material to be catalyzed; things like mood, behavior, perspective, attitude, character, ambition, and vision. These raw elements lie somewhat dormant, awaiting the right catalyst to ignite them, and transform them, into purposeful intention. That is leadership, and that is the role of leading. This is why I have long used the image of the ancient Alchemist as a metaphor for heroic leadership. Like the Alchemist, great leaders are always in the lab, perfecting their craft, striving for mastery, and honing their ability to transform raw elements into gold. The craft is never quite finished, nor the goal line ever quite reached. The virtue is in pursuit of mastery. Every day, in even the smallest things, exist opportunities for leaders to serve as catalysts; to be the positive spark igniting once dormant potential into thriving possibility. The raw elements are ever-present. But it is a daily choice for leaders to catalyze them into gold.
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!
Callan…Coffee…Contemplation for the Week of October 20th
October 20, 2014 | 1 Comment »
Fortitude
That great leadership is the by-product of a life-long journey is most prominently illustrated in the study of history. If one studies the life of any truly significant leader from the past, it becomes clear their individual journey was not only necessary in forging who they ultimately became, but more so, the journey was their destiny. Washington, Lincoln, FDR, Gandhi, King—these great leaders are revered less for what they actually discovered at the end of their personal journey and more for the quality and texture of their character sustaining them through their trials. The common thread, it seems to me, the element allowing each to not only survive the crucible but to emerge stronger and more vital, was fortitude. Their ingenuity, hardiness, grit, and perseverance became the sturdy stock allowing they to risk greatly, and to bear with dignity the very real chance of complete failure. What we discover as leaders is the journey, understood correctly, is the necessary handmaiden of our destiny. And it is our fortitude, keeping us resolutely on the path, which defines who we become and to what purpose we devote our life’s energy.
Students of Leadership
A necessary means to stay vital as a leader is to be a life-long student of leadership. The necessity of learning is bound to the fact that leadership is a master craft, and like other master craftsman, we too must constantly hone and perfect our craft. Learning provides a depth and texture to the student as we are availed to broader horizons, better questions, and more vexing challenges forcing us to wrestle with these issues and then appropriate the truths of leadership ourselves. And though it is admittedly important to learn the facts of leadership, an equal, if not more important, gain is what we absorb via the process of learning, which is: self discipline and conviction. When we commit to life-long learning, and purposely apportion time for study and reflection, we are in fact building the muscles of discipline and conviction within our character. And with these traits, when we step into the arena of actual leadership, we will find the inner strength to see challenges through to their necessary end.
No Game Seven Heroics
We often make the mistake of thinking great leadership only comes at momentous occasions like epic battles, tide-turning decisions, or game seven magic. The reality is, most of us will not be called to lead on the national stage or under the bright lights. Our game seven will be played each day far from the big stage and our moments of leadership affect will be drawn through a life devoted to making small things better. But we should never underestimate the real leadership gold embedded in ordinary opportunities. History teaches us it is often the diligent work of dedicated leaders, far removed from the grand stage but making subtle differences, who gradually bend the arc of history and bring about needed change. We can never predict the challenge to be laid before us, the timing of its arrival, or the extent of its value. Instead, we must trust that right action is necessary, in any place and any time, and then trust that our actions, our purposes, and our aspirations have value. We may never pitch in the ninth inning of game seven, but we can always be on the field contributing, where ever the ball is hit.
Deep End of the Pool
A great question leaders should ask is, “What draws people to your organization?” The answer to this will reveal a lot about who we are. What I discovered from my life-changing experience as a US Marine is this fact of talent: Self-motivated people are highly attracted to organizations with a reputation for high standards, elite performance, selectivity, and world-class results. Champions want to swim in the deep end of the pool. Highly motivated people, those with a deep inner drive to excel and be part of greatness, are drawn to highest standards of excellence. Yes, these high standards are much more challenging and difficult, but that is exactly what attracts champions. Too often, organizations reduce standards in an effort to find more people. Great organizations never step on that slippery slope. Leaders must protect their reputation of excellence as a unassailable, non-negotiable cornerstone, for in the long run it is this elite reputation that, like a beacon, draws the best and brightest to you. Champions seek the deep end of the pool.
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!
Callan…Coffee…Contemplation for the Week of October 14th
October 14, 2014 | No Comments »
Bound & Energized
I believe camaraderie to be the cardinal measure of a group’s enduring excellence. True camaraderie is incredibly hard to cultivate, yet when leaders produce it–the team is unbeatable. I think of camaraderie like mortar binding bricks in a strong wall; it is the element that at once acknowledges the individual component (brick) while honoring the collective purpose (wall). Camaraderie, therefore, is that magical elixir that bounds and energizes champions. When leaders effectively cultivate camaraderie in their groups they bring forth an environment rich in mutual affection, loyalty, and support. Teams become champions when the whole group values and trusts each other. Likewise, individuals become stellar when they similarly share these bonds of trust and respect. Camaraderie is deep mutual affection arising from only two sources: fraternal love and common sacrifice. Why? Because it is only these two things that transform and convert us, and then—elevate us from good to great.
Living at the Double Time
In the military, the command to move from a standard marching pace to a jog is “double time.” Picture the image of a person with one foot planted on the ground and the other foot raised as the jog begins. This is a good analogy of how leaders balance non-negotiables and negotiables. Our one foot planted on the ground represents the non-negotiables– those elements of our personal character and group ethos that should never change regardless of time, situation, or circumstance (e.g., honor, trustworthiness, courage, and cornerstone principles). Non-negotiables are solid touchstones anchoring us in virtuous behavior and collective fortitude. The one foot raised represents the negotiables—those things we should and must alter in response to change (e.g., policies, procedures, processes, techniques, tactics). Our one foot raised keeps us from falling pray to status quo mindsets. Great leaders, and championship teams, are able to masterfully balance non-negotiables and negotiables, and therefore, they confidently run at the double time into a changing future while still feeling their traditions in the wind.
Opportunity
Leaders can make the mistake of waiting for grand opportunities to arise and come to them before they unleash their motivation. What great leaders do is the opposite; they see every opportunity, even small ones, as a potential to mine gold. The former is passive and reactionary—like waiting to be handed the golden fleece. The latter is vital and energized, like going to find the golden fleece in even the most unlikely source. The leadership principle this distinction reveals is the nature of motivation. What leaders must never forget is the levers of motivation are inside of us, not outside. Great leaders are self motivated; they don’t wait for opportunity to find them, they move forward with vitality to find the gem hidden in each opportunity. I believe great leaders seize opportunity because they have great inquisitiveness and unquenchable discovery in their nature and they believe, at their core, there is “always something more” to be known and to be done. We must always dedicate ourselves to seeking the golden opportunity, not waiting for it to find us.
Twice Born
I read a quote the other day that said, “All great leaders are twice born.” How true! In my leadership teaching I often use imagery of classic heroes and hero tales, told via the construct of a heroic journey. What is important in this delivery, and the use of this heroic prism, is the realization that heroic ability is a second act—usually the by-product of many tests, trials, and challenges. Who we are initially, often a limited version of ourselves, must be transformed via some crucible. If not, we remain a prisoner to our ego and our small-minded, private, and selfish world. However, if we stay true to a heroic path and endure the cauldron of experience, we are forced to first move inward and convert ourselves, and then reemerge stronger and wiser to reenter the arena and lead more effectively. We become, in this sense, twice born. Study any truly significant leader, one who has truly stood the test of time, and you will find this conversion element in their biography and clearly see these periods of heroic rebirth and transformation. We don’t inherit great leadership ability; we forge it via the crucible of the journey.
C2
Camaraderie and companionship. I use these two words a lot when reflecting on winning cultures and championship environments. Too often, when trying to determine the difference between good and great, we look solely for tangible discriminators. I think it’s often the more mysterious intangible factors that elevate teams from good to great. Camaraderie and companionship—what I call C2– are two such intangible peak-performance factors. Teams imbued with C2 have deep mutual affection and bone-deep trust making them extremely confident, resilient, and unified. But here’s the important part: If we know that C2 is necessary to produce excellence, why do so few companies produce C2? Why in our modern society do we seem to be losing the conviction that companies should be, and can be, groups of great friends? It is no mere coincidence that the words company and companion share the same root. Leaders must reawaken heroic ambition within their groups and intentionally cultivate deep companionship and mutual regard to ensure camaraderie is not an antiquated concept in the modern workplace.
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!
Callan…Coffee…Contemplation for the Week of October 6th
October 6, 2014 | No Comments »
Personal and Public
Leadership is an art. One of the finer points of this art is one’s ability to balance personal and public needs. On the one hand leaders must make their leadership resonate with each individual, attuned to the needs of the individual. Leaders do this by cultivating deep, trustworthy, and highly textured relationships with their people–knowing their fears and aspirations; goals and barriers; hopes and anxieties. On the other hand, leaders must make their leadership resonate with the group as a collective entity—what we might call the public face of leadership. I believe all groups have an intrinsic, almost DNA-level need to be part of a great enterprise, a heroic purpose, and a grand ambition. Groups need to feel infused with common purpose and deep meaning to lift them above the tyranny of small private worlds and into something that is magnificent. Groups want high stakes and great challenges, as long as the leader can define those larger purposes with meaning and clarity. Leaders must master the art of leadership and make their leadership both personal and public.
A Creative Redoubt
Leaders need to find purposeful solitude; a trustworthy place for reflection, contemplation, and quiet time allowing better questions and wiser answers to arise. I think of this place of solitude as a creative redoubt—a place were a leader goes to refresh, regain vitality, reawaken purpose, and rekindle heroic ambition. The forms of a creative redoubt are many—a quit room, a long walk, travel to a distant land, the wilderness. The key is to find a place where the normal busyness and chaos of work-a-day life are removed and one feels totally detached. This is what, in past societies was thought of as a retreat; an apt name as one truly does need to retreat occasionally from the world of doing to the realm of thinking. We need a fortress of solitude. Most great leaders I have studied have discovered this vital habit–Thomas Jefferson, Teddy and Franklin Roosevelt, and Winston Churchill to name a few. Truly, each were men fully engaged in the arena, yet they also understood the need to exit the arena to regain balance and vitality.
Distilling Complexity Into Clarity
A vital thing leaders must do is provide a clear and energizing vision of our future end state. In this role leaders must be both idealist and pragmatist–providing us both the dream and the roadmap. Leaders must learn to distill complexity into clarity and provide followers a clear and understandable message touching our hearts and minds. When leaders effectively distill complexity into clarity they galvanize their followers into a great collective impulse—a single intentionality–resulting in unity of purpose and a willingness to sacrifice against great odds. When leaders fail to distill complexity into clarity, they imprison themselves and their followers in the widening gyre of confusion, despair, and fractured relations. Where the former is a kind of high ground of peak experience and flow, the latter is a form of barren waste land characterized by atrophy and stagnation. It’s therefore a leader’s obligation to move us to the high ground; to distill complexity into clarity and create a future end state we cannot only believe in, but more so, readily devote our hearts and minds in getting there.
One Leader at a Time
Today I am contemplating this question: “How does one make their organization better?” There are many possible answers such as good strategy, effective marketing, new technology, increase in market share, better benefits, etc. However, as I reflect on this question I keep coming back to this simple yet powerful answer: Make your individual leaders better! I firmly believe a commitment to grooming and cultivating a “culture of leadership,” one leader at a time, is the surest route to excellence. Though this may seem trite, I deeply believe in this truth to the extent that for me it has become axiomatic: When we develop great leaders, all other problems take care of themselves. We should therefore set our focus on attracting the best talent, and once on board, committing to intentional and long-term mentoring with the objective of creating a culture of leadership. Leaders creating leaders. There simply is no shortcut to excellence. Each day, day after day, one leader at a time.
Themes
What are the themes animating your group? This is a great question on which to reflect, for the answer to this question can reveal much about who we are, to what we aspire, and the nature of our vocation. I believe all truly excellent organizations–sports teams, companies, military organizations, or even societies–have foundational themes that animate them, inspire them, galvanize them, and fortify them. These themes infuse their work with deep meaning, purpose, and conviction. For example, as a US Marine, we were animated by ethos-driven themes like fidelity, honor, courage, and commitment, and a cultural austerity that engendered bone-deep readiness, hardiness and resiliency. These themes were neither technical nor functional; they were a form of perennial knowledge—an esprit de corps—catalyzing companionship, common sacrifice, and indefatigable energy. I believe every leader should pause occasionally, contemplate this question, and determine what themes animate your company. Leaders must discover those themes and bring them to life within their groups.
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!