A friend of mine and Arch of Leadership mentor sent me an article (from the Boston Globe, by Kevin Lewis, January 16, 2011) that summarized the findings from a study about to be published in the Journal of Experimental Social Psychology: (Go to: Creative Leaders Need Not Apply -- my title) "Those who were perceived to be more creative were perceive to have lower leadership potential.... Organizations may face a bias agains selecting the most creative individuals as leaders in favor of selecting leaders who would preserve the status quo by sticking with feasible but relatively unoriginal solutions."
Does that surprise you? It doesn't surprise me.
Why do we mentor leaders? To many it may seem that these people are blessed, the fortunate ones, the ones who made it. Aren't we just picking out and skimming off the cream for our attentions? Our answer is emphatically NO.
Leaders worthy of the name risk their careers and positions every day in order to transform visions of what is possible into real products, services and organizations that offer more expansive and more encompassing possibilities for others. They are often shot down, as this article makes clear; they often fail, as I have said in other articles (See, for instance: "Sincere Failures"). These creative leaders aren't often the "stars" who are hand-picked for succession. These are the people who are driven by their excitement for a new way, by their disturbing concerns that demand new approaches, and in order to act on these, make themselves vulnerable to the whims and judgments of others, most of whom have the status quo and shareholder dividends in mind.
The people we mentor are those who have tasted exactly what this article describes and instead of knuckling under have decided to lead others in order to make their living worthwhile and their efforts a matter of giving something and contributing something to the larger world.
My heart breaks to hear my own perceptions validated on such a large scale that it warrants publication in a major research journal. I feel for the way these creative people's spirits are wounded; I feel for the loss of initiative and vision that organizations perpetuate.
Our mentoring is intended to support the creative spirit in our leaders. By helping them discover the roots of their self-trust (see the blog post, "The King's Speech," for instance), we want to help these people find their voice. Our mentoring helps these people to see that their resolve to lead is important and does mean something to those around them. We help these aspiring souls crystalize a leader brand that inspires others take on something great -- whatever the risks.
So despite the discouraging scene this study validates, I am eternally grateful and personally and professionally enriched every day that I meet with those leaders who refuse rejection and take up that sacred mission of making the world more expansive, more encompassing, more alive, for us, for others, for the earth.
Tuesday, January 18, 2011
Monday, January 17, 2011
A Conversation on Self-Trust
Welcome to the New Year.
One of the joys of the holidays is receiving cards sent by friends from far away, from
parts of life left long ago. One of those missives came to me from Jane Kane (her real name
withheld on request). I have known her and her husband for more than thirty years.
Following up with each other on the states of our lives, she responded to my work on leader
mentoring with a thoughtful reflection.
Her comments demonstrate what I saw as “self-trust” in action, and I thought the
readers of Leader Pathways might enjoy our exchange:
Jane: “For the past eight years I’ve been a boss, a nurse manager, a director of a 25-
bed inpatient psych unit. I work my tail off, but not in managing so much as leading I like to
think. Here’s one of the quotes I just harvested that rings true for me for the work I do:
‘All of the great leaders have had one characteristic in common: It was the
willingness to confront unequivocally the major anxiety of their people in their time. This,
and not much else, is the essence of leadership.’ — John Kenneth Galbraith
“Which is to say that people want somebody to be in it with them [my italics – MS],
and take the lead facing the hard stuff, the unknowns. It’s not so much the content of my
answers to the questions I get asked, but that I am willing to give answers. Daily I am
approached: Jane, I have a question. I got answers, I say with humor, but even so, just that,
and the anxiety goes down.
“The usual answer is that yes, what you were thinking is spot on. Good job. I have a
phenomenal staff and we have a norm of respect and support for each other. There
supposedly is this thing in nursing called lateral violence. It’s a hot topic, with articles and
conferences. I have no patience with it. I think it is ridiculous and exaggerated because I do
not see it here where I work, but folks from other systems tell me, ‘Oh it's real.’ Co-workers
stressed and unsupported, screwing each other with competition, rage, etc. That’s so sad to
me.”
Michael: “I think your humor opens the way for people. You really get it: You lead
because you are able to make that next, difficult step seem to be what is exciting and joyful
to do. You and Gerry [a name I am using for her husband] always did that for me, always
uplifted my life with that sense that ahead something sparkling awaits.
“Thus, I see the Galbraith quote, which is right on the mark, from the other side: A
leader is only needed when people are in a state where change is upon them. When that is the
situation, anxiety is the primary and dominant state that they are in – along with excitement
and curiosity, for some. When you offer your humor, they see a leader who exhibits ‘self-
trust,’ a state in which she has just as much anxiety as everyone else, but takes a different
approach to it. She proceeds with resolve, trusting that each step will be worthy and will offer
up something from which everyone learns, and so improves on the next step.
“Some people retire from jobs, but ‘Arch Three Leaders’ like you and Gerry never
retire from life. Whatever form that leading takes, wherever you and Gerry go, leading
happens.”
Thinking of Jane and her constant, irrepressible humor, I am reminded that great
leading is not a matter of grave pronouncements on the one hand or prosaic motivators on the
other. Great leading exhibits steady, modest resolve that is ready and willing to take the next
step and accept that it is worthy. A worthy step is one that may be imperfect, but enables
people to learn and see forward to the next step.
Great leaders often exhibit exquisite humor. I think of Lincoln, who used stories to
ease people to the next step. Of course, with speeches like the Gettysburg Address and his
second inaugural, he rose to transcendent levels of eloquence. But it is his self-trust, lived
lightly with humor from day to day in his endlessly dire decision-making, which kept his way
clear and open to a grander vision. (To appreciate this, I recommend strongly that you read
Eric Foner, Fiery Trial, as well as William Lee Miller’s Lincoln’s Virtues and President
Lincoln: The Duty of a Statesman).
Self-trust comes first, before the vision. It is a matter of living close to and at ease
with minutiae, answering one question at a time, so that a real concern, a real sense of what is
at stake, can mold the heart and soul to the terrain ahead. It is that resolve that keeps one’s
feet on the ground even as one’s hopes are given wings.
And so I wish the readers’ of Leader Pathways good humor, self-trust and great
leading in 2011.
One of the joys of the holidays is receiving cards sent by friends from far away, from
parts of life left long ago. One of those missives came to me from Jane Kane (her real name
withheld on request). I have known her and her husband for more than thirty years.
Following up with each other on the states of our lives, she responded to my work on leader
mentoring with a thoughtful reflection.
Her comments demonstrate what I saw as “self-trust” in action, and I thought the
readers of Leader Pathways might enjoy our exchange:
Jane: “For the past eight years I’ve been a boss, a nurse manager, a director of a 25-
bed inpatient psych unit. I work my tail off, but not in managing so much as leading I like to
think. Here’s one of the quotes I just harvested that rings true for me for the work I do:
‘All of the great leaders have had one characteristic in common: It was the
willingness to confront unequivocally the major anxiety of their people in their time. This,
and not much else, is the essence of leadership.’ — John Kenneth Galbraith
“Which is to say that people want somebody to be in it with them [my italics – MS],
and take the lead facing the hard stuff, the unknowns. It’s not so much the content of my
answers to the questions I get asked, but that I am willing to give answers. Daily I am
approached: Jane, I have a question. I got answers, I say with humor, but even so, just that,
and the anxiety goes down.
“The usual answer is that yes, what you were thinking is spot on. Good job. I have a
phenomenal staff and we have a norm of respect and support for each other. There
supposedly is this thing in nursing called lateral violence. It’s a hot topic, with articles and
conferences. I have no patience with it. I think it is ridiculous and exaggerated because I do
not see it here where I work, but folks from other systems tell me, ‘Oh it's real.’ Co-workers
stressed and unsupported, screwing each other with competition, rage, etc. That’s so sad to
me.”
Michael: “I think your humor opens the way for people. You really get it: You lead
because you are able to make that next, difficult step seem to be what is exciting and joyful
to do. You and Gerry [a name I am using for her husband] always did that for me, always
uplifted my life with that sense that ahead something sparkling awaits.
“Thus, I see the Galbraith quote, which is right on the mark, from the other side: A
leader is only needed when people are in a state where change is upon them. When that is the
situation, anxiety is the primary and dominant state that they are in – along with excitement
and curiosity, for some. When you offer your humor, they see a leader who exhibits ‘self-
trust,’ a state in which she has just as much anxiety as everyone else, but takes a different
approach to it. She proceeds with resolve, trusting that each step will be worthy and will offer
up something from which everyone learns, and so improves on the next step.
“Some people retire from jobs, but ‘Arch Three Leaders’ like you and Gerry never
retire from life. Whatever form that leading takes, wherever you and Gerry go, leading
happens.”
Thinking of Jane and her constant, irrepressible humor, I am reminded that great
leading is not a matter of grave pronouncements on the one hand or prosaic motivators on the
other. Great leading exhibits steady, modest resolve that is ready and willing to take the next
step and accept that it is worthy. A worthy step is one that may be imperfect, but enables
people to learn and see forward to the next step.
Great leaders often exhibit exquisite humor. I think of Lincoln, who used stories to
ease people to the next step. Of course, with speeches like the Gettysburg Address and his
second inaugural, he rose to transcendent levels of eloquence. But it is his self-trust, lived
lightly with humor from day to day in his endlessly dire decision-making, which kept his way
clear and open to a grander vision. (To appreciate this, I recommend strongly that you read
Eric Foner, Fiery Trial, as well as William Lee Miller’s Lincoln’s Virtues and President
Lincoln: The Duty of a Statesman).
Self-trust comes first, before the vision. It is a matter of living close to and at ease
with minutiae, answering one question at a time, so that a real concern, a real sense of what is
at stake, can mold the heart and soul to the terrain ahead. It is that resolve that keeps one’s
feet on the ground even as one’s hopes are given wings.
And so I wish the readers’ of Leader Pathways good humor, self-trust and great
leading in 2011.
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