Dec 5
Here’s a quote I’m turning around and looking at from all directions today:
The most important maxim for data analysts to heed, and one which many statisticians seem to have shunned, is this: Far better an approximate answer to the right question, which is often vague, than an exact answer to the wrong question, which can always be made precise…
– John Tukey
The key is finding the right question.
Dec 3
A great piece of art is composed not just of what is in the final piece, but equally what is not. It is the discipline to discard what does not fit—to cut out what might have already cost days or even years of effort—that distinguishes the truly exceptional artist and marks the ideal piece of work, be it a symphony, a novel, a painting, a company, or most important of all, a life.
– Jim Collins
I’ve been talking with another organization development practitioner about a company that is seeking to develop leaders by developing a program based on “leadership competencies.” To that end, the organization is spending time creating a list of desired traits and abilities, which will then be formed into a training curriculum. And yet, how do you choose what traits will be most valued? Decisive or Flexible. Intuitive or Prudent. Disciplined or Compassionate? Persistent or Creative? Confident or Humble?
Another organization is working to develop leaders by building on strengths. While I will agree that strengths are important, there is a shadow side to strengths. For example, persistence can lead to controlling others, creativity can lead to never finishing anything, or decisions based only on data can lead to unethical actions.
So how do we develop leadership? I would argue that anyone can improve their leadership abilities if they are open to feedback and learning, change and growth. I have been coaching several managers who want to become better leaders. They are learning by getting feedback from their teams and making changes in their communication patterns and other behaviors. They know their strengths, but are not defined by their strengths or their weaknesses. They are willing to bring their whole self to work: skilled and inexperienced, disciplined and compassionate, confident and vulnerable. In return, they are respected and trusted by their teams.
Yes, it is important for managers to have the skills and training to do their jobs effectively and efficiently. Yet in my observations, anyone who is willing can lead from where they stand – without regard to rank, position, or title. The most successful leaders know and accept themselves for who they are now and seek to learn and improve. They are willing to live with the paradox that seemingly opposite traits are all needed at the appropriate time and place.
Nov 30
Flint Hills - Storm at Sunset
I like “clicking” with people in conversations – where it’s almost as if our brains are playing leap-frog. It’s fun being in sync. Now, new research from Uri Hasson of Princeton, highlighted in this month’s Harvard Business Review, demonstrates that successful communication results in a biological “meeting of the minds.”
With speaker and listener connected to functional MRI (fMRI) machines, the researchers demonstrated that the speaker’s brain and listener’s brain scans displayed widespread overlap or mirroring. Using follow-up comprehension assessments, they showed that neural mirroring increased as comprehension increased. When listener’s comprehension was highest, the listener’s brain activity appeared slightly before the speaker’s activity – meaning active listeners were able to anticipate what would be communicated next.
While this study was done without face-to-face communication (the subjects were inside of scanners), the researchers propose that face-to-face communication would create even stronger neural coupling. This due to the fact that mirror neurons discharge both when performing an action and when observing an action. Interestingly, neural coupling does not occur when hearing foreign languages spoken.
Speaking and listening are a shared function of two brains. Since reading these articles, I’ve been reconsidering effective communication. How do we work to intentionally use language patterns and words that are most likely to create neural mirroring and increase comprehension? In an organization or educational setting, how important is an agenda or pre-work for laying a common foundation for enhancing communication?
How does this impact your ideas about communication? What are the practical things that help you to be “in sync” in a conversation?
Nov 28
The long weekend has brought Thanksgiving meals with family and friends along with opportunities for walks in the woods.
In life, we constantly experience interactions with people and environment. Whether at home or in our organizations, we take in what is happening around us. It’s easy to let encounters, emotions, and memories accumulate. We hold on to our experiences – good, bad, joyful, and difficult.
When we eat food, our bodies process it, taking what is needed for life and energy, eliminating the rest. We do not struggle to digest food; it’s a natural process. What if we digest experience the same way? Observing and reflecting on what happens with the intention of embracing what is life-giving. Choosing to let go of what is not needed or energy draining.
What would we learn and embrace? What would we let go of? How would we and our organizations change?
… can take the lowly hedge apple
Fall Hedge Apple
… and create a work of art:
Hedge Apple Smiley Face
Thanks to the neighborhood kids and their creativity!
Nov 24
All children are artists. The problem is how to remain an artist once he grows up.
–Pablo Picasso
How do you experience individual moments throughout the day? Do you see what is around you? Do you incorporate what you see into your ideas and opinions? Do you let it move you? Is it fun!? Here are some things I’ve seen in the last three days:
Nov 18
The wind-driven rain poured down the windows on yesterday’s rainy, November afternoon.
On a break, I looked out the window and saw the last rose of fall. With a snip of the shears …
it was inside, filling the room with its color and fragrance.
In the mist of work and life, I’m contemplating a variety of ideas that have crossed my path in the last few days. I’m still integrating them into my mental map. So for now, I’m going to point the way to them:
Writing about leadership roles in emerging systems, Peggy Holman has updated her proposed list. Read about system roles including Bridge, Artist, and Disturber. I’m considering what roles I play and have played as well as asking her question, “What roles would you add or change?”
Petsy Fink writes about her encounters at a senior citizens home in Germany. One of my questions in reflection, “How do our organizations not only honor our elders, but actively engage their wisdom in creating our future?”
Another interesting thread comes from the Interpersonal Neurobiology world. David Rock wrote about a new study that shows we human beings are on auto-pilot about half of the time. We live in the stories we tell in our brains – which is useful for “goal setting and strategizing” – and live in the experience of the moment. Being focused on the here and now makes us more flexible in our responses. The question is, “How do I increase my awareness of which mode I’m functioning in at any given time in order to be most effective?”
What is on your list of unfinished threads that you’re integrating into your map of the world?
From standing in the break room exchanging stories to the new electronic “break room,” I appreciate staying connected with colleagues. Here is a story from today’s break room experience:
“Guess what happened last night …” said Marty
“Just tell me!” replied Mary
“One of my friends posted a Facebook update during class. He wrote, ‘Unbelievable! Death by Power Point. It’s one created by the textbook publisher. And, the prof is reading the slides to us. Just print the slides and hand them out. I can read!'”
In unison, “Ugh!”
While a classroom isn’t a TED presentation, it’s difficult for me to imagine that learning happened – not even getting close to integration of information.
Friesen Group 
