Leadership

Challenging assumptions is a good thing. Keeping leaders engaged in learning and expanding perceptions is more than good…it is critical. Context Consulting has been host to a five star resource for leaders in the twice yearly Remarkable Leadership Series.

This April Mary Stacey and Bill Torbert marry Torbert’s developmental model “The Seven Transformations of Leadership” with inquiry and application to give individuals the key to unlocking change in their organizations.

Mary and Bill have teamed up on previous occasions to deliver this program which is anchored both in research and “hands on” experience in the workplace. The response has been not only positive but people have expressed gratitude for the shift in their perceptions and the approach they were able to implement.

My personal experience with this work is limited to a one day event plus reference to the material in day to day interactions with colleagues at Context Consulting. Even with this brief exposure to the material, I was left with the huge AHHHA of how embedded I am (and how many organizational structures are) in holding the EXPERT stage in reverential regard. This level of development is but one in Torbert’s model, and is often seen as the end point totally missing the limitations of this narrow view of the world. In levels beyond EXPERT the leader is able to see and appreciate where others are in their own developmental path, and and understand how to work with them to encourage development rather than imposing their expert opinion on others. The approach of the expert often shuts down open communication and limits possibilities and real innovation.

If you are seriously interested in your development as a leader, this series offers not only rich content and learning opportunities, but a community of people from across North America who are thought leaders in business.

This is not an ordinary offering. If you are restless and ready, here is something to take you to places you haven’t yet imagined.

“Values in Action” – now there’s a phrase you don’t hear every day but the reality is that these underpin our moment to moment activities.

The last two days I co-facilitated with two masterful coaches/consultants Sara Thompson and Elaine Maxwell. Sara and Elaine had worked with this group previously and during that time they had introduced and used Seligman’s “Signature Strengths”. From time to time during this session either Sara or Elaine would observe how a person was speaking from their strengths. As the two days unfolded it was fascinating to see how the combination of a person’s top 5 strengths and the influence of their bottom strengths shaped their perspective and their behaviours.

The twenty-four strengths are explored in Seligman’s book “Authentic Happiness” and there is also an on-line assessment available at http://www.authentichappiness.com Of course at the end of day one, I had to dig out my copy to refresh my memory about my own top five signature strengths:

• Appreciation of Beauty
• Ingenuity
• Curiosity
• Judgment
• Love of Learning

Almost sounds like a recipe for an artist/coach who has just spent the last year learning all about Social media, blogging and Wordpress – don’t you think?.

The one thing that stood out for me watching how Sara and Elaine coached around these strengths, is how if any are overused they can also become a source of problem area for the person. Hmmmm – a personal lesson here maybe? Perhaps instead of continually following my almost insatiable desire for what’s new, what’s next I could stop and follow through with what I have already learned and stay with executing and getting results from all that learning and exploration… Food for thought.

An article by this title (Why Introverts Can Make the Best Leaders) was posted at Forbes.com. Jennifer B. Kahnweiler author of a book on how Introverts can leverage their strengths to become great leaders gives five valuable considerations in her article. They include the value Introverts provide in

1. how they think before talking,
2. how they are drawn to deeper more meaningful conversation,
3. how the reassuring calm that is natural to them helps others,
4. how they readily make use of the power of the written word, and
5. how they take time to refuel their thinking, creativity and decision making.

It is a short article that is a teaser for what looks like a very worthwhile book. The Introverted Leader: Building on Your Quiet Strength It is well worth 3 minutes of your time in popping over to read this article in full.

A mention I made of this article on Facebook sparked a conversation about the “below the radar” aspect of the power and strengths of many with a preference for Introversion in organizations. A couple of coaching/consulting colleagues shared their experience about the number of clients they had who they recognized as being quiet “stars”. The question then is how to work with your preferences to let your light shine. Kahweiler’s article at one point talks about the use of Social Media tools to make the strengths of the Introvert more visible to others. Creative, inspiring and practical approaches to help make use of all ones gifts and talents in the workplace – now that sounds like a winner to me.

I am curious to read what gems lie between the covers of this book.

(Aside – There is a metaphor in the last sentence I would love to flog without seeming schmaltzy – get it – Introverts = gems between book covers)

(Aside #2 – This painting of Introversion below captures the calm and stillness and ability to stay in the deeper conversation. Some say the monotone is depressing and inaccurate, but the person whose sketch I based this on had the deeper meanings in mind.)

Poetry is subversive. It dives in and plays deep in territory we haven’t stepped into before, asking questions we dare not ask.

Poet David Whyte, speaking at the Remarkable Leadership series, considers the bigger questions.

He weaves poetry with story and observation to offer keys to help us consider how the particular aspects of our work and passions connects to a much larger reality that is quite invisible to us. We also come to see that if we limit our perception of self, work and relationship to the superficial, we miss the way these everyday items and events can open us to the deeper purpose supporting our work and to the wellspring of our creativity.

David tells the Sufi teaching story of Mullah Nasruddin. Nasruddin traveled each day from Saudi Arabia to Egypt with his donkey loaded with many packs, and each day the border officials would search his packs to see what he was smuggling in. They never found anything suspicious. For four years, the border officials were determined to catch this smuggler. They watched him become increasingly wealthier until he finally stopped crossing the border every day. Later the chief border official also retired and he happens to meet meet Nasruddin. The official said, “Now that we are both retired, you are not in any danger. For my own sense of curiosity, please tell me what is was that you were smuggling.” Nasruddin answers, “Donkeys.”

The focus on the minutia caused the officials to miss seeing what was happening. The smuggling was about a different donkey every day for four years.

Assessment tools such as the MBTI, Enneagram, Reiss and DiSC look at parts of a whole to shine a light on aspects of a person’s preferences, worldview, motivation and strengths. We understand that this is not who we are but rather that these tools provide a way of reflecting back to ourselves ways we might be in the world. They open the door for inspection and discussion so that we can understand who we are and make sense of how others may be different.

If we get distracted or lost in the details of these tools we miss the whole. Indeed we miss the person.

In addition, if we focus all of our attention on the superficial aspects of the person and their work we miss the larger territory below the surface and all that that can contribute to finding deeper meaning and to our well-being.

This past week poet, author, corporate magician David Whyte wove his spell as part of the Remarkable Leadership Series held twice a year in Toronto. People came from across the US and Canada to immerse in something they were seeking but could not name.

David quickly dove below the surface of everyday busyness and habitual conversation to take the 42 participants to the core of the matter. He named the exhaustion that leaders experience from trying to hold together some ill-conceived idea of “work/life balance.”

What we all need is to connect with a more reflective way in that doesn’t rely on the directionality of the strategic mind. Our almost total engagement in a business context in the extraverted world rarely, if ever, invites room for reflection. David’s focus in these two days was on “The Three Marriages: Reimagining Work, Self and Relationship” Central to this theme is the idea that all three of these realms can be seen as “separate yet interwoven threads” and that how we typically hold them sets them up to be in exhausting competition with each other.

Some of the impact of this incubator-esque experience is hard to articulate. I was speaking to a man whose eyes were sparkling and dancing at the end of day two. That was the norm not the exception. The reconnect to the self through immersing in the fierce conversation demanded by the poetic showed on the faces of all the attendees- enlivening eyes and erasing worn frowns. People were prepared to enter the external world from an entirely new place that was shaped from the inside out.

My thought was that having a mechanism for reflection such attending this twice yearly series was worth it’s weight in gold.

Pam Fox Rollin of Idea Shape hits the nail on the head when she says that

What looks like someone’s blind spot can be simply their way of being in the world

The approach that Pam modeled in working with blind spots was based on looking at the person not the blind spot. Her emphasis was more on building trust, being respectful of what matters to the individual and helping them achieve their goals through using tools such as developing non-judgmental tools of observation.

Pam points to a study that determined that when we observe ourselves we do not make use of all the available behavioural information that a neutral observe uses. She quotes Bob Sutton of Work Matters who sums things up

Others perceptions of your actions are probably a lot more accurate than your own

Everyone may be reeling from the wake someone leaves behind but don’t expect that anyone will rush to “thank you” if you point out their blind spots to them. Sometimes timing matters. In her presentation for TypeLabs “Type Practitioner Blueprint series” Pam presented some clear and concise case studies that illustrated why knowing your blind spots matters, what triggered the need for the individual to explore their blind spots and the resulting outcomes of having a new awareness.

These stories included the whole spectrum of blind spots from the person who was proud of his drill sergeant style which wasn’t challenged until the time he sought a management position to the person who was blind to their capability and was stopping their career before it had a chance to gain momentum.

Pam points out that people may have heard feedback about their blind spots before but often don’t take action until it costs them. That’s when they finally understand the consequences that being embedded in this behaviour has to their well being. This new awareness is not always an easy pill to swallow and it may, in fact, threaten a person’s self perception. Often they can hear the words but simply don’t know what do do about it.

Assessment tools such as the MBTI, Enneagram or DISC can help the coach and client develop hypothesis of blind spots. These models provide an array of typical issues for a type. Pam suggests following the lead of the client and using whatever assessment tool the client is familiar with and/or what the coach knows best. The coachee can then observe and test to see what if any behaviour resulting from a blind spot holds true for them.

Having a coach as insightful and skilled as Pam resulted in the fellow with the drill sergeant mode of operation revealing that the best part of his new awareness and shift in style came when his young son said that he wasn’t afraid of him any longer.

Knowing your blind spots may not be such a transformational experience for everyone but if we are not aware of the impact of our behaviour we are surely not able to do anything differently.

Type Practitioner Blueprint
Get training from 8 international psychological type experts

If you are a coach, personality type practitioner, a consultant in leadership development or a leader wanting to step into new levels of excellence, you get tons of invitations to trainings and seminars. Right? Some are tempting and you want to do them but there is often a BUT… It might mean traveling to another city for a conference, you don’t have the time or you aren’t certain if this is the right thing right now. Well Kris Kiler of TypeLabs has brought together a program that is a “no brainer” for anyone wanting to refresh and reenergize their work.

Learn from the learners and innovators in the field of personality typology
When I saw the list of experts that Kris has brought together I was so excited. I know the work of five of the eight and two of these people were the ones who I did my first MBTI training with so I can personally vouch for the impact that they have made in my life. Imagine having an opportunity to learn from them again without having to get on a plane. That works for me!

As I looked over this list these folks have all continued to learn and develop their knowledge and use of type – no one here is resting on their laurels or repackaging old material. This is new thinking with new approaches that will inspire and inform how you work with others as well as enhance your own leadership capacity. The focus with all eight of these experts is on application. This will be so much more than learning for learning sake. That is part of what makes this line-up so exciting.

A Stellar Line – Up

Marci Segal: Language to Leverage for Creative Thinking

Dario Nardi: 8 Keys to Self-Leadership

Peter Geyer: Psychological Type: Interpretation and Development from Jung to Today

Daniel Liew: Cross Cultural Communication and Psychological Type

Scott Campbell: Using Social Styles to Be a Better Leader

Hile Rutledge: Making Type Training Experiential

Pam Fox Rollin: Coaching People Through Type-related Blindspots

Susan Gerke: Driving Team Performance from the Inside Out

The Whole Menu or Skip Right to Dessert

Kris has set this program so that you can sample from this great menu or enjoy the whole feast at a special discounted rate. These experts represent the best leaders in their field from Canada, the US, the UK, Malaysia and Australia. Type professionals and others who are passionately interested in using the latest thinking in creating workplaces that actually work for people will be on these calls. This will truly be a global conversation.

Run don’t walk to sign up now by clicking on the link below. I will see you there.

Type Practitioner Blueprint
Get training from 8 international psychological type experts

Do emotions have any place at work?

I can see the hands go up to indicate a big NO. Rather than join the NO chorus, I’d like to explore this for just a moment.

Habitual negative emotional tone creates a toxic environment. One person can set the tone and if it’s the BOSS it walks in the door with him or her and stays. This person usually isn’t aware that their “mood” is an emotional tone that affects anyone else. They may not even realize that they have a mood – they may simply feel justified because of all the ‘blankety blank” they have to deal with. In addition anyone in a workplace can hold a team hostage if people fear the fall out from extreme emotional reactions such as crying or anger. However, ignoring or stuffing emotions can be just as deadly a practice even though things may appear more serene on the surface.

A recent conversation reminded me that I am a harmony seeking device. ” Play nice.” “Why can’t we just get along.” “Look on the bright side.” The cliches just roll off my tongue. How can harmony hurt?

A great leader or manager or a great employee or entrepreneur … we all need to be able to have “difficult” conversations. This means in part entering territory that isn’t harmonious. Being able to stay in the tension of these moments long enough to flesh out what is really going on and to be open and curious about possibilities allows new solutions to emerge.

Trust is critical to these conversations and trust is eroded by toxic environments. Before things escalate to the point of no return find trust in yourself to hold the tension of a difficult conversation whether emotions surface or not. People who are “feelers” may want to avoid the humiliation of crying so instead they tolerate or stuff an issue that needs addressing. People who find any kind of emotion irrational and bothersome want to nip emotional “outbursts” in the bud or they may embrace any number of avoidance tactics.

Stuffing or avoiding simply delay the inevitable. Having the conversation that needs to be had is a courageous and important part of creating great work.

NOTE for MBTI folks:
I have purposefully used the word emotions rather than feelings. Feeling in MBTI terminology refers to a subjective decision making function and not to emotions.

In the View from Harvard Business Blog BNET Sean Silverthorne poses 2 questions to ask yourself taken from nationally recognized editor, author and columnist Alan Webber’s book “Rule of Thumb”.

Keep two lists, one that holds what gets you up in the morning and one for what keeps you up at night.

These lists that answer the questions embedded within take us to a different place for exploring how we will direct our business. Of course we must know the realities of what is happening in the external conditions that surround our business but who we are and understanding our role in how we view things is also part of good business. Leadership is an inner game.

Age and experience help. Having a practice such as meditation helps. Using a battery of assessment tools with a wise coach – priceless.

For anyone in a leadership position guiding their organization through troubled waters, I want to let you know about an opportunity well worth your consideration that is scheduled for this October.

In the Fall 2008, Context Consulting in conjunction with the ALiA Institute (Authentic Leadership in Action) hosted the first of their Remarkable Leadership Series.

Forty leaders from across Canada and the US gathered to work with poet and corporate visionary David Whyte in a personal and transformative setting. The response was so immediate and heartfelt that David is returning by popular demand. He will be introducing and exploring his new work on The Three Marriages: Reimagining Work, Self, and Relationships.

Superficial solutions will not suffice and David Whyte has the magic that a poet brings to getting to the heart of what it means to be a leader. To a person participants in David’s events come away with something that they never expected to find and indeed didn’t even know they were seeking.

Please follow this link to read more and to register for this Octocer 2009 event.