Callan…Coffee…Contemplation for the Week of April 21st
Being Intentional
I learned early as a Marine Officer the necessity of intent; the obligation of a leader to purposely describe compelling end states and objectives. As leaders, we must be very intentional in, and about, our leadership. Being intentional is for me a kind of mindfulness; knowing ourselves, being aware of the moment and the need, and then being very intentional about actions, focus, and energy. Too often we idolize concepts, theories, and plans and never move from this intellectual state. Great leaders develop an ability to start with vision but then move purposely into intentional action. We must be deliberate in our life and in our leadership. Yes, vision is necessary–it places us over the horizon to pull us forward. But once clear on that future azimuth, we must then return to the present—to a state of deliberate, mindful, and intentional action. Being intentional is to be mindful of our purpose and our end states; the opposite would be mindlessness and incoherence. Great leaders are deeply intentional and mindful; it is the only way to become great.
Greater Patterns
An essential thing heroic leaders do is lift us out of our private worlds and into the greater patterns of excellence and wisdom. When I reflect on heroic performance in any endeavor, a key ingredient to excellence is a leader intentionally binding individuals to a broader and more expansive view of history. The greater patterns are those heroic, transcendent, and archetypal examples that have and always will define excellence of behavior and performance. Things like service, sacrifice, reverence, obedience to something larger than self, fidelity, courage, and wisdom. These greater patterns remind us that we are truly part of a larger world–a grand parade. Today’s leaders must be particularly aware of this need to bind their people to greater patterns, because we live in a society defined by episodic living, present-tense context, and a narrowing focus on private feelings. Reading about and reflecting on heroes is one particularly effective way to connect to greater patterns, greater minds, and elevating models, which helps us break free from the tyranny of me and bind us instead to the power of we.
Creating Coherence
One of the surest signs of excellence in a group is the presence of coherence—a tangible sense of shared intentionality, unity or purpose, and deep bonds. When I reflect on how leaders best create coherence, here is what comes to mind. First, explain symbols, icons, and archetypes. A flourishing group has a living sense of its deeper truths and enduring wisdom—what we might call its “collective unconscious.” Leaders should weave symbols and icons into their speeches, stories, and gatherings to cultivate shared identity. Second, teach traditions. By incorporating rituals, rites, and ceremonies into the organizational fabric leaders can leverage powerful tools to teach traditions to emerging generations. Healthy rites of passage reinforce obligations and accountability. Third, 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 healthy exceptionalism—a hallmark of championship performance.
A Sense of Community
When I look at those experiences in my life providing the greatest feeling of meaning I see a common thread, which is: a sense of community. Whether neighborhood bonds as a child; championship sports teams; unit excellence in the Marine Corps; or the current creative energy on our Callan Course team—at the heart of these peak experiences is a foundation of community and companionship. I believe this reflects two vital truths for leaders. First, it is leaders who must create these conditions–a kind of rich soil of shared intent and elevating meaning–from which community can emerge and flourish. Second, once this sense of community is created, it is the obligation of mindful leaders to cultivate companionship and deep mutual affection to galvanize solid bonds of fidelity between members. Private, individual dreams will never reach the level of excellence compared to shared dreams and common goals. The highest satisfaction a leader can get is to recognize one’s hand in helping create a community of companions, rooted in deep meaning, and aspiring to great things.
Awesome
One of the truths becoming clearer to me by the day is that leadership, done honorably and with fidelity, is truly awesome. I say this not in terms of superficial fun or trivial pleasure, but from the perspective of being involved in a majestic, elevating, truly peak experience. I believe we must always remind ourselves we still live in an enchanted world—a world still made better by good people doing small but great things. As leaders, we should view our roles as mentors, guides, and way finders with a healthy dose of awe. Think of this: What more profound undertaking, what more virtuous and necessary role is there than to devote oneself to leading and teaching others? And with this commitment to leading, consider the endless possibilities to be unlocked and released in terms of human potential, companionship, and excellence. As Native American warriors would say to their sons each morning as they set out across the Plains: “Today is a good day to do great things.”
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