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Feature Article:
Masterful Leadership is an Inside Job
"Everyone thinks of changing the world, but no one thinks of changing himself."
Leo Tolstoy
Leadership is authentic self-expression that creates value. This
is the essence of leadership put forth by Kevin Cashman in his book, Leadership from the Inside Out, and the implications of this perspective are far-reaching. Leadership from this vantage point shows up in the world in different ways because it is an expression of individual uniqueness, purpose and vision. Implicit in this definition is that masterful leadership is an inside job! Leadership is not simply something we do for it is impossible to split off the act of leadership from the person. Leadership is an expression of who we are. Our influence as leaders arises from our character. Qualities of character include authenticity, purpose, openness, trust, compassion and creating value.
Masterful leadership demands a
commitment to life-long learning, not simply developing the tools of the trade. "It is not just the mastery of something: mastery of the skill to be a dynamic speaker, mastery of strategic planning, mastery of consistent results - the mastery of something outside of ourselves." (Cashman) It involves an ongoing, internal growth process that leads to living authentically -being true to our values. It is revealed when we bring forth our unique talent in a way that creates value in the world. The reciprocity in this arrangement is that we become happier and more fulfilled.
Don't think that this conversation about
leadership mastery is aimed only at community leaders or executives responsible for transforming organizations to meet the
challenges of these turbulent times. You are the leader of your life, right? Whether you are a senior manager, someone starting out in your career, at home raising your kids, or a retired person you are the CEO of your own life. No one else can live your life or manage it for you. So doesn't it make sense to learn as much as you can about yourself and your world so that you can lead your best life?
Why then do so many folks seem to be on automatic pilot? Rather than leading their
lives, they seem to be asleep at the wheel. Robert Quinn, refers to this state as "slow death" - that paralysis that
affects individuals as well as whole organizations. The status quo is accepted and the need for deep transformational
change is ignored until the pain becomes so great that we move into action. Unfortunately, it is often a traumatic event
such as a termination, a divorce, or a health crisis that wakes us up. Wouldn't it be better to choose to begin the
transformational work without a painful wake-up call? When we do begin to awaken and question where we are going and why,
our life can be transformed. "The simple power of self-knowledge fuels the passion, vision, and willingness to take
risks that create excellence," according to Quinn in his book, Deep Change. Each of us holds a remarkable
capacity to change ourselves and, ultimately, our organizations."
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Reflection Exercise
Awakening
From a quiet, centered place practice listening to your
inner voice. This is not the voice in your head that chatters at you, rather it is the one in
the center of your chest that speaks to you through feelings, inspirations and intuitions.
From that place, ask questions and listen. Let
the answers come to you easily and spontaeously:
- What is really important to me?
- How do I really want to live my life?
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What gives passion, meaning, and purpose to my life?
- How can I make even more of a difference?
- How can I live connected to these inner values?
From Leadership from the Inside Out
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"The leader for today and the future will be focused on how to be-how to develop
quality, character, mind-set, values, principles, and courage." Frances Hesselbein
Leadership Lessons - The Fundamental State of Leadership
When we resolve to be a masterful leader of our own life,
we will influence those around us for we have much more influence and impact than we may imagine. It is difficult to
believe that we make a difference when we can't see beyond the external circumstances that surround us. In these
unsettling times when many of us wish we could change the world and feel helpless to do so, we have to recognize the truth that we must be the change we want to see in the world. In fact,
when we claim our integrity and choose to live from principle we create a whole new future for ourselves and those around
us. When we make deep change, we take the journey, in the words of Joseph Campbell, to the "center of our own
existence." At the center is an authentic and unique self, striving to link with others and evolve together.
By choosing to move toward a new and better self we
enter what Robert Quinn describes as the fundamental state of leadership. In this state we become results centered,
internally directed, other-focused, and externally open. "The foundation of leadership is not thinking, behavior,
competencies, techniques, or position. The foundation of leadership is who we are and when we alter our inner state,
we alter our exterior world as well." The energy and moral
power of people who have the courage to tap into this state is contagious. In our self-transformation, we become a living
symbol of change increasing hope and positive emotions, thought, and action in others.
"Be the change you want to see in the world." M.K. Ghandi
TIPS, TOOLS AND PRACTICES: Eight Practices to Enter the
Fundamental State of Leadership
These practices involve the integration of positive opposites-embracing polarity rather than following our
natural tendency to split oppositions. They are presenting in compelling detail in Quinn's book, "Building the
Bridge As You Walk On It." The business philosopher, Peter Koestenbaum also maintains that a leader
must be adept at holding opposing ideas and contradictory feelings at the same time. "A leadership mind is
able to achieve comfort with the tensions of ambiguity, polarity and uncertainty."
1. Reflective Action -
Move from constant action and take the time to reflect regularly on what is happening
in your life. When we take the time to integrate action and reflection we begin to change our patterns of behavior.
2. Authentic Engagement -
Make a fundamental choice to be positively engaged by being true to what is the
highest in us or to fulfill a purpose in life. This means that we commit to live by principle, to do what is right
even when it is not pleasurable. When we do, we can easily accomplish many changes that seemed improbable in the past.
3. Appreciative Inquiry -
Work to achieve an integrated state in which you are constructively optimistic yet realistic and analytical.
4. Grounded Vision -
Integrate the present with an image of a positive future. A grounded vision is one that
people can feel, believe, commit to, and act on.
5. Adaptive Confidence -
Be willing to enter uncertain situations because you have a higher purpose and
are confident you can learn and adapt as you move forward.
6. Detached Interdependence - Be open to outcomes.
Work to transcend your need to be in control at all
times. When we have clarity of purpose we can be both internally driven and other-focused.
7. Responsible Freedom -
Integrate the positive qualities of being self-disciplined and spontaneous.
Practicing responsible freedom moves us out of the victim mode because we take responsibility for ourselves.
8. Tough Love - Balance compassion and caring with a toughness that encourages growth.
During times of deep change, tough love can help people cope with uncertainty. People can be encouraged and
supported to move out of their comfort zone and learn new behaviors.
Newsflash: a true story of transformation
Timberland CEO Jeffrey Swartz is trying to save the world and he's trying to do it by running a large,
profitable, publicly traded shoe company. Some call him the messiah for a new age of social
awareness. Others think he could be headed for a fall. But all agree he's challenging the system. "I can't
care enough about shoes and clothing to do what I do unless there's a different kind of purpose to it."
Swartz says he was a "trained seal" - a 3rd generation entrepreneur until he met a young man in a residence
for troubled teens who asked him what he did. "I'm the COO," Swartz replied. "What do you really do?"
asked the young man. "I am responsible for global execution of strategy," Schwartz replied. Then I asked
him what he did. "I work at getting well," was the reply. In a thunderbolt, Swartz felt he had a new purpose, a
true calling to help those less fortunate than himself. "It wasn't frightening; in fact, exalting and exhilarating.
There was a discontinuity between how you are in the world and an opportunity to reimagine how you would
be in the world." Now as CEO, Swartz is determined to make Timberland a living laboratory for an
altruism-driven culture. He intends to change the role of the corporation by demonstrating that commerce
and justice are not divorceable ideas. Can one man and his band of devotees really accomplish this
goal? Stay tuned! (Read the full story in the November issue of Fast Company).
© 2005 Bette George & Associates, Inc. All rights reserved.
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Associates, Inc. From Conversations on Leadership and Life
, an e-newsletter by Bette George, website: www.bettegeorge.com email: bette@bettegeorge.com."
Conversations on Leadership and Life is a bi-monthly e-newsletter written by Bette George of Bette George
& Associates. In each issue, Bette offers best practice tips and resources, innovative ideas and inspiration
to help you begin to create the change you want to see in yourself, your workplace, your community.
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