Callan…Coffee…Contemplation for the Week of September 2nd
Grit
Today I am reflecting on words ripe with meaning for leaders, but whose use and reference seems to be waning in our modern society. Grit is one such word. If we reflect on long-term excellence, true significance both as individuals and as groups, it is hard not to find grit to be among the small handful of qualities enabling such enduring excellence. For me, grit is at once an expectation, a mindset, and a habit in that leaders need to create a demand for inner fortitude in themselves; form a deep-seated belief in the criticality of fortitude as a guiding principle, and then, through self-discipline, cultivate the habits to call forth mental toughness and hardiness. Grit, a kind of DNA-level resilience, is conditioned over time by withstanding the searing pressure of tests, trials, challenges, and the rigor of pursuing high standards. Grit is like weathered skin, only internal; it reflects a kind of toughness and durability reflective of having been exposed to, and transformed by, the cauldron of experience. Grit is a quality we all should re-acquaint ourselves with, and a characteristic we should expect and develop in our groups.
The Myth of Multi-Tasking
Many leaders and managers believe that the path to expanded capability comes through increased multi-tasking. The theory goes like this: Because of technology, I can do multiple things at one time, and do them all well; therefore, I am more productive. In reality, and as supported by lots of research and testing, the opposite is actually true. When we try to multi-task, what we actually do is “switch-task;” we unwittingly jump from task to task in an arbitrary manner. Great leadership and management require focus and purposeful attention. Great leadership also requires discerning choices on what to work on, and when to work on it, and yes…even what to say no to. And when engaged in that effort—to be fully and totally focused. Great leaders focus attention. Like glass refracting light, effective leaders capture the full spectrum and then, with intentionality and discernment, they reduce the broadband to only the most critical, high pay-off issues and then make concerted, intentional investments of time and energy.
The Paradox of Solitude
In our society, we generally don’t value quiet time. Actually, we think of quiet time as somehow wasteful, unproductive, and lazy. For leaders, this couldn’t be further from the truth. Great leadership is about deep knowing. Deep knowing, such as wisdom, judgment, discernment, empathy, and detecting, comes only from a place of quiet and solitude, when deep thoughts can emerge, and better questions and answers can arise. Leaders must therefore intentionally, and with great self-discipline, allocate time every day for solitude to call forth the following qualities of expert leadership:
- Deep Thoughts
- Discernment
- Sensing & Detecting
- Deep Knowing
- Wisdom
Peak Performance
To achieve and maintain peak performance, truly championship-level execution, we must adopt a better model for defining peak achievement. Leaders cannot legislate or mandate peak performance from others via a menu of carrots and sticks; rather, peak performance must be invited from others by an organizational ethos built around purpose, performance, and heroic leadership. Moreover, to create a truly generational effect—an enduring culture of “leaders creating leaders”—we must break free from the tyranny of now and develop a broader arc of perspective that links generation-to-generation and creates broader patterns of excellence.
The Danger of a Present-Tense Culture
As our society becomes increasingly dominated by technology and information systems, leaders are confronted with a conundrum. On the one hand, technology provides tremendous improvements in the speed and volume of information, while on the other hand, this exploding volume of information can lead to constant distraction, living in sound bites, and a growing tendency for people to live solely in a “present-tense” dimension. It is becoming normal for “now” to be important, but only until the next email or tweet arrives. We run the risk, as a society and as groups, to become distracted to death and lose sight of a broad arc of perspective essential to wisdom. If we devolve into this present-tense only culture, these are some of the deficiencies that will emerge: No context; a mania for instant gratification; imprisoning people to small selfish worlds; and creating lots of “white noise” resulting in a loss of focus, attention, and balance. It is leaders who must break through this present-tense culture and lead outwards to a broader arc of meaning.
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