|
Leadership Acumen: Issue 14, November, 2003
©
Doug Macnamara & Banff
Executive Leadership Inc.
YOU
LEAD THE WAY YOU THINK
"I
think therefore I am"
- Rene Descartes
Few can
argue the power our mind has over our actions. Gurus have pointed
to the power of positive thinking, karmic return, and meditative
healing. Centuries ago Leonardo da Vinci observed that our perceptions
were what informed our view/knowledge of reality. Einstein suggested
that imagination is more important than knowledge. Ancient philosophers
told us to understand that all things are one, and to connect
our environment, body, mind and spirit. Many have encouraged
us to realize that concentration and focus lead to success.
Even newly elected governor Schwarzenegger identified several
years ago that you could achieve anything as long as you believed
100%!
In day-to-day
practice, our ability to interact successfully with others and
tolerate/embrace diversity has a lot to do with how open minded
we are.
Clearly
much of the work done by Boards and Senior Executives are driven
by conversation; co-created by mental constructs such as strategic/business
plans, codes of conduct, accountability mechanisms; and carried
out through facilitated changes in orientation and focus, mobilizing
and motivating the minds of others around us.
With so
much of our success as senior leaders dependent on the way we
think, then perhaps there is value in taking a regular time-out
to reflect upon the way we think and to consider any adjustments
that might lead to enhance performance. This month's article
will hopefully provide that reflection.
5 Areas
of Consideration for reflecting on you leadership thinking could
include:
Thinking Styles
In several of our development programs with Board Members and
Executives we dedicate time to a "know thyself" element
including an assessment of their Thinking Styles. Using an instrument
called the InQ ® individuals can inventory their preferences
in styles of thinking:
Synthesist
- representing only about 3-5% of population, individuals
with this style display:
- Challenging,
multi-perspective conversation, looking at the many points
of view, their assumptions and multiple options.
- Integration
of various perspectives through debate or confrontation
- Creative
speculation, restlessness for status quo, expression of opposite
view points
- Dislike
for simplistic, superficial and mundane conversation
Idealist
- the most common thinking style found in almost 40% of the
population is characterized by:
- Pursuit
of a holistic, ideal solution.
- Focus
on 'good' processes, positive relationships, expression of
values
- Articulation
of a commonly held goal
- Delayed
decision-making from consideration of too many choices or
fashioning of the ideal.
Pragmatist
- this approach is preferred by about 1in 5 adults and
exemplified by:
- Adaptability
to achieve "results"
- Focusing
on the "payoff" and discussing tactics and strategies
together
- Experimentation
and open, eclectic approach in order to move forward
- Compromise
and restlessness with delay
Analyst
- the data shows about 35% of the population relies on
approaches such as:
- Deductive
analysis to determine the "one best way"
- Scientific
studies and methods
- Proof
statements, data to back-up/prove recommendations and models
- Long
discussions and examination of issues/details
Realist
- this is obvious in about a quarter of the population
and focused on:
- Solutions
to meet current needs/ challenges
- Personal
experience and knowledge to assess correctness of other ideas
and suggestions
- Achievement
of concrete results and consensus
- Drive
forward, preferably in their direction
Of course
there is no 'right' or 'wrong' style. Being aware of how we
tend to think compared to styles of others, can however enhance
team work, leader communication impact, and appreciation of
diverse approaches to more comprehensive solutions. This awareness
can also remind us to loosen-up a bit if we tend to over-use
one style, and be more flexible depending on the situation to
match our style to the needs of the situation.
Frames of Reference
Banff Executive Leadership's own research into Executive and
Board competency has clearly shown that day to day practices
are guided by the frame-of-reference and values for leadership
that individuals hold in their minds. The way they view the
world and their place in it drives very different leadership
actions.
| Frame
A |
Frame
B |
Frame
C |
Frame
D |
|
In
this first frame leadership thinking is driven by an individual's
personal experience.
They
tap into personal networks, their own skill sets, espouse
their own values, and rely on their own interpretation
of technical information, reading and conversations.
Leadership
thinking and action results in strong personal contributions
to the organization.
|
A
second frame-of-reference focuses on a team approach.
As
the leader, this style of thinking and action seeks to
support other team members in being effective, listening
and learning from input and ideas of other members.
You
also take an analytical approach, seeking to lever strength,
insight, and decision-making greater than the sum of the
parts.
|
This
reference for leadership thinking and action comes from
a systems-thinking base.
You
are likely to institute organization-wide processes that
bring forward key information from all parts and levels.
And, these same mechanisms ensure that policies and decisions/
communications successfully flow back throughout the organization
to the front-line staff and to suppliers.
|
This
network-referenced style considers and acts within a larger
community/ global context.
You
look simultaneously inside and with a broad world view.
You
hold yourself and organization accountable to community,
and use their input for continued innovation and strategic
adjustment so as to be sustainable long- term, and successful
near-term.
|
In addition
to these frames of reference above, one needs to be aware of
the ethics (the balance between individual benefit vs. community
benefit) you embrace, and the assumptions regarding global/
environmental sustainability that drives your decision-making
and actions. These frames of reference for our 'being' provides
the basis for our consciousness and balance in life and leadership.
How Do You 'Process' Information?
Our brains are marvelous organs, and they can function on a
variety of levels in processing stimulus from our surroundings.
In today's high tech world, we are awash in data. We can access
reams of statistics through the internet, company databases,
reports of events and transactions by the media.
As a senior
leader the way we work with this is important. Data by itself
can be somewhat valuable; however, to turn this into useful
information requires some discernment and selection. This requires
a clear understanding of what is important and our priorities.
Turning
data and information into useful knowledge requires us to further
apply our experience, and the experience of others, and establish
meaning by relating to the goals we are pursuing. Often we talk
about the world becoming a knowledge economy. So, do you as
a leader share knowledge - or information - or data? Sharing
of knowledge requires shared goals, shared experience, shared
priorities.
Or, do you
seek wisdom? This requires you to take your 'processing' even
further. Wisdom is the application of knowledge through judgment
and practice - the use of the right knowledge, in the right
way, at the right time. This requires some time for careful
thought, an ability to read patterns of the current environment,
and to relate to the patterns experienced before.
Finally,
an aspiration towards Innovation requires an even higher, active
integration of knowledge and wisdom, along with a willingness
to 'play' with new pattern combinations. This demands of the
leader the willingness to try new things, and seek feedback
on the new concepts.
More application
of wisdom or innovation processing by a leader requires time
and space to do so. Often in our complex, fast-paced world,
many leaders capable of applying wisdom or innovative thinking
fail to actually do so. This is because the busy pace of their
lives and the enormous volume of information they are expected
to process prevents them from careful consideration or play
with patterns.
Pause to Reflect
How do you find the time and space to lift yourself up to these
higher levels of mental processing - wisdom and innovation?
Some of the most famous leaders over the ages have kept regular
journals. This daily discipline causes them to be observant
of what is happening around them, see the patterns, and provide
'break-through' wisdom and/or innovations.
Some well
known leaders of our time admit to regular meditation and/or
yoga exercises. They have created reflective environments in
their offices or homes to support this routine. Still others
engage in regular running or walking to provide the rhythm and
mental space for this reflective process.
Of course,
regular vacations can also contribute to the consolidation,
integration and playful thinking. Some of the best new ideas
in business and governance has occurred while the leader was
on vacation and/or retreat environments that encourage time,
reflection, and play.
Hmmmm. .
.
Feeding Your Mind
Often as you work your way up an organization and progress in
your career, you and the employer invest in training, learning
experiences, and so on. Many executives have told me that when
they hit the V.P. level, or were appointed to a Board, this
dynamic swings to the opposite - that their experience and knowledge
now gets drawn down.
Of course,
continuous drawing down of knowledge, wisdom etc, without re-filling
the 'well' can be quite debilitating. Also, if we are regularly
moving into new markets, new conditions, new roles that we have
never experienced before - how do we gain the new perspectives,
skill sets etc. required to be successful?
One approach
can include the reading of different types of books/magazine,
exploring new relationships, trying out new internet applications,
attending new-style conferences/ programs, engaging in volunteer
initiatives, etc. There are many sources of new insights and
ways to feed your mind. We would hope that every senior person
regularly takes an opportunity 'fill the well' and rejuvenate
their spark.
Leading,
Thinking, Growing
If you concur that so much of your leadership effectiveness
relies upon keeping your mind sharp, plus building an awareness
of your personal tendencies, preferences and frames-of-reference;
then you can start to find ways to continuously develop your
abilities for the future. Our success in this rapidly advancing,
fast changing world really does depend on our regular reflection
and investment in the way we think - about how we think and
lead!
Banff Executive
Leadership Inc. offers public and customized programming to
improve Board Governance and Executive Leadership Practices.
We also provide coaching and consulting services to Boards and
Executives to help enhance their leadership practices. Please
contact us if we can be of further assistance.
If you found
this article useful, please forward the article's web link to
a friend!
|
