Category Archives: Leadership Development

The power of passion

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I have to share a recent Bozeman Chronicle article on the MSU leadership students with whom I have worked over the past semester.

11 students presented how they hope to make a difference in their homes and communities. And the audience was transfixed.

Why?

I posit it was because each student had found the magic balance of conveying both a plan and passion. They had done their research AND shared what makes them excited to get up in the morning. Again, it makes me a believer in the magic formula of leadership being equal parts head and heart. Draw me in with your enthusiasm, then keep me on your team with clear communication, mutual respect and scholarship.  These students reminded me why this is my new end-of-the-semester addiction!

I want to add a related example on the power of passion before closing. Here’s the introductory paragraph I sent the Chronicle detailing my impressions of the MSU Leadership Foundations program before this event:

“Our Leadership Foundations students inspire me to have sincere hope in the future. As the instructors, Dave Meldahl and I challenge these students at the beginning of the semester to consider how they want to help, which is our broadest definition of leadership. How they rise to our challenge! In the past year, I have watched our Leadership Fellows start a non-profit to help at risk kids, volunteer as our Montana Student Regent, take the helms of two fraternities and expand a school in Tanzania. During these presentations the students commit to action and I have been consistently impressed with how they are then following through. It is an honor to be part of the Leadership Fellows program and to support these students’ success.”

Now…check out which of my quotes was chosen for the article!

I wish you all a wonderful and heart-filled holiday season.

Thanksgiving as a Global Holiday

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Community cannot for long feed on itself; it can only flourish with the coming of others from beyond, their unknown and undiscovered brothers. ~ Howard Thurman

I love the irony; what is considered a uniquely American holiday seems to bring out our most global attributes.

Here’s the scenario:

  • Cook all day for guests.
  • Spend hours at the dinner table focused on the dishes, conversation and family
  • Lay around afterwards with no goals other than digesting and hanging out.
  • Watch a game on TV

If I spell the game “futbol” (or what the US calls “soccer”) then I have described a ritual that occurs weekend after weekend around the world. Thanksgiving seems to give us the excuse to return our Old World roots. Here we seem to remember what I find to be a delicious experience of making a day all about food and relationship.

This realization came about last Thursday when we included friends visiting from India, Lebanon and Panama at our dinner festivities. Each settled in naturally to what could have been a novel event of remembering the Pilgrims and commented that this reminded them most of home of any of their Montana-based activities.

I first fell in love with food and community-dominant cultures when I was an exchange student in Mexico thirty years ago. On Sundays, friends would host a carne asada or barbeque where we would spend the afternoon eating, dancing, and then when bored, we’d car pool over to another friend’s house to see what they might be doing. Hanging out was a fine art and a distinct contrast from growing up among productive Norwegian descendants in downtown Minneapolis.

Refining this cross-cultural skill I  find to be essential when working with international groups who spend one to five months with us at Montana State University. Since I love it so, I’m always looking for an opportunity to assemble the groups to hang out as a community, yet I now recognize that these gatherings are also one of the key to success for our programs. Drawing on our Thanksgiving roots, is not only personally fulfilling, but also really smart.

I recommend, as we all are called to be more globally-focused leaders, to search out your own opportunities to recreate Thanksgiving at other times with your groups. It’s not about the turkey, but how to allow those we might perceive as turkeys to become a more integrated part of your team. What small ways can you balance the work with the relationships as I described in an early post?

Chat! It’s good for your health

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University of Michigan psychologist Oscar Ybarra brought me welcome news this week.  As the lead author of a study reported in the journal Social Psychological and Personality Science, Ybarra explains that brief (10 minute) social conversations like those you would use to make friends boosts our brain’s executive functions.  Improvements in working memory, self-monitoring, and the ability to suppress external and internal distractions resulted from relaxed conversation.

International teachers visiting in Montana

In a study of 192 undergraduates, Ybarra showed that a daily chat enhances both our problem solving and social intelligence capabilities. As a computer programmer who fresh out of college would quickly finish programs so I could catch up with my colleagues, I appreciate some belated justification for my actions. Now as a consultant and instructor focused on getting people to work better together, this study lends credence to my consistent call to bring both your head and your heart to work.

In previous research, Ybarra found that social interaction provides a short-term boost to executive function that’s comparable to playing brain games, such as solving crossword puzzles. “We believe that performance boosts come about because some social interactions induce people to try to read others’ minds and take their perspectives on things,” Ybarra says.

“Taken together with earlier research, these findings highlight the connection between social intelligence and general intelligence,” Ybarra adds. “This fits with evolutionary perspectives that examine social pressures on the emergence of intelligence, and research showing a neural overlap between social-cognitive and executive brain functions.”

Getting to know and empathize with your peers and employees has just become even more worth your time.

Humus Perfume

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At 21, I was given a gift. Calling to make plane reservation for my then-fiancé and me, I gave the ticket agent our names.

She began laughing and replied, “That’s so funny. Do you two travel together often?”

Punch line – my maiden name is Barber.

So, twenty-five years later, thanks to Northwest Airlines, I am Deidre B. Combs. The agent taught me that I clearly couldn’t hyphenate my name…that would not only be silly, but distracting. But, she also helped me realize that keeping my maiden name in my married mix would be a great symbolic gesture.

Not only, as one of four girls, was there no one to carry on my primary family name, but also, how can you take yourself too seriously when you have a last name like “Barber Combs”? The “B.” reminds me that our children could easily garner nicknames like “Scissors” and “Perm” and that I am a victim of the same game of Life that everyone else is playing. Honestly, just think about the likelihood of falling in love with someone whose name does that to yours? Like the Northwest agent, my name makes me giggle.

I adore the intricate connection between humor and humility. They come from the same root word of humus, or “earth.” Both humor and humility ground us; connect us to the planet and to each other. I find humor and sincere humility magnetizing. I like myself most when I am employing these two well; thus I wanted to keep that “B.” close at hand.

Watch in the attached TED video how really funny and humble connect.

Our son Cameron is a master in the sport of  humble humor — he’ll appropriately deny it. To prove my point, Exhibit A is a recent blog post from his travels in Brazil entitled “Bonbon Disaster.” Click here to read!

Observing my leadership students employing humility this week, I noticed that humor is usually always close by. For example, one young man on the MSU track team remarked how he is trying to make sense of why he gets scholarships for throwing hammers and weights in the air. “I can’t believe they give me money for that,” he explained with a wry smile. He had us all giggling as he thoughtfully considered the relevance of this pursuit and his future athletic goals. His humble assessment and humorous descriptions of his daily practices had us all captivated. By the end we were trying to convince him that his focus on excellence and discipline was leadership in action. He had us all cheering him on, although that didn’t appear to remotely be his intent.

Humility exposes our vulnerability, mostly to ourselves. We might think that we somehow need to have it all together, but our community usually sees through that façade. They know that we are flawed. We all were born, we are all clumsily trying to figure out how this world works, and we are all going to die. That you can’t overcome. Our community seems more interested in when we realize this truth.

Personally, I’m not as interested in following a leader who is perfect, but one who despite imperfections wants to give. Isn’t it strange, when our “ugly” bumps and bruises are exposed that others often find us at our most beautiful?

What’s your job?

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Fall term has begun at Montana State University and I am once again teaching two sections of a leadership course I was lucky enough to design. So, Mondays and Wednesdays 30 students and I explore what is leadership and why it matters.

Since I designed the course, the overarching definition for a leader comes from one of my favorite quotes by Meg Wheatley — “A leader is anyone who wants to help at this time.”

So in my class, if you care,  you are a leader. This broad definition keeps all of us on the hook to learn leadership skills over the semester. The students are then accountable to apply the techniques through service learning. I’m also constantly reminded that because I want to help the students, I am leading until December 15th when the semester closes out.

I also like this big definition since it keeps me on the look out for what I like to call, “every day leaders.” These aren’t folks who are holding formal management roles, but ones who are simply trying to help. Today, I’d want to pass along two such leaders that inspired me over the past week.

First, check out this story by Joyce Hackett from Liberty Mutual’s Responsibility Project website (click on the link). Here the small act of observation combined with storytelling could profoundly change lives. The just act of reading this essay touched mine. I’d call Joyce’s courage to act and honesty admirable leadership skills.

And second, I have to pass along how Amy Pankratz of Souix Falls, South Dakota impacts lives around the country while serving as a stay-at-home mother of three.  This too is leadership in the highest degree. Notice how she:

  • changes paradigms
  • inspires imagination and creativity
  • empowers
  • elegantly reframes a situation

Is this not what we are calling for from our board rooms and corner offices?

I hope you enjoy her story.

Full Engagement Leadership

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In matters of style, swim with the current. In matters of principle, stand like a rock.~Thomas Jefferson

Leadership can feel like a juggling act. Competing priorities, competing team members, and competing needs call for our attention. Also, there is opposition between what our heartstrings sing out with what our head advises when we weigh what would be nice versus what would be prudent in a situation.

However, instead of seeing leadership as a juggling act, I am coming to believe that it is actually a daily call to integrate what might feel like irreconcilable opposites. I see leadership as turning apparent competition into collaborative partners, whether it is fighting priorities, or an internal battle between your head and your heart. Leadership is turning an “either/or” into a “both/and.”

For example, the world’s warrior traditions counsel us to fully engage both our heads (be smart, tactical and pay attention) and our hearts (be compassionate, honorable and see your opponent as a valuable teacher).  Great warriors, or leaders for that matter, know how to strategically assess the situation for their benefit while deeply valuing their enemies.

This balance translated into management theory terms, is described as seeing both the tasks and relationships as equally important.  Peter Northouse in Introduction to Leadership: Concepts and Practice explains that those who focus on tasks “initiate structure” and provide a “production orientation.” Simply, they like to get things done. Meanwhile, we must integrate an inclination for achievement with creating “consideration behavior” with which we build respect, camaraderie and trust.

After studying communication and conflict styles over the past 16 years, I have also noticed that our innate styles place a natural priority on either doing/action or being/connection. Those who gravitate to an intellectual or “air” based style in The Way of Conflict: Elemental Wisdom for Resolving Disputes and Transcending Differences, are solution-oriented for example. They feel best when they are accomplishing goals and marking actions off of “to do” lists. Meanwhile, those aligned with the emotion-based or “water” style will concern themselves first with relationship and how something will make others “feel.” I contend that the best leaders know how to draw equally for all four default communication styles.

So, full employment of both head and heart is critical, yet I find it often a paradoxical experience. For example, if I combine a “heart” with a “head” term what does it look like to be truly “honorably strategic”, “compassionately clever” or “discerningly kind?”

Notice when you begin to think about those word pairs, to which word do you gravitate? “Ahhh, honorably strategic,” you might think, “She’s asking us to remember to be honorable so we can win…that’s a good plan.” Or, to resolve the paradox, you might try, “By always being honorable, that is the best strategy…” Sorry, it’s not that easy. For example, focusing just on being honorable leaves you vulnerable.  As a wise martial artist once told me, “Don’t kid yourself, I have been hit while bowing.”

Instead, we want to be equally smart and tricky as embody full integrity. Warrior work, leadership or resolving the heart/head conflict can be tough stuff. Meanwhile, both are required and last month, I was reminded how groups will naturally create balance if some members are too task- or relationship-oriented.

To host 17 international students at Montana State University, it took twelve core program staff.   Some of us managed the details of food, housing and transportation, others taught and worked on group dynamics and still others administered the program. Everyone was busy, some working 6 to 7 days a week. When we would run into disagreements, it seemed to often center using my filters around if someone was overly focused on tasks or on relationships. Not only did we need to assure all the students were getting along and the staff was working well together, but also we had a lot to get done on time and of the highest quality. Using this head/heart paradigm, for me at least, was a helpful framework to describe why folks were going crosswise.

For example, one very competent young woman watched all our backs by dealing with a myriad of details throughout the month.  At the end of program, we were all appreciative of the quantity of work she accomplished; yet she was frustrated that she hadn’t gotten to form deep bonds with the international students and often felt like “the bad guy.”

Personally, I have been getting feedback in 2010 to show up as an even more authoritative teacher and to be more direct, even a bit harsher, in my communication. What is ironic, and paradoxically right, is that in trying to be kind or heart-centered, I sometimes achieve the opposite result.  When I don’t call others to hold their end of a business or teaching relationship by succinctly sharing my expectations, I can be perceived as disrespectful and even patronizing. Going for “relationship,” instead of a full balanced integration of head and heart, I actually can compromise both. It reminds me of  the song lyrics, “…cruel to be kind in the right measure.” Good “heady” advice that I am now taking to heart!

The Global Techno Beat

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During July,  I happily worked with Mongolian and Bhutanese monks, Middle Eastern business leaders, North African and Middle Eastern university student leaders and last but absolutely not least, 5 Iraqi high school students along with American peers. It was an incredible treat as I could soak up one of Montana’s best months while continually enriched by extraordinary conversation.

As foreign visitors visited Bozeman for leadership, civic engagement and conflict resolution training, I asked many of the participants some of my favorite closing questions before sending them on their way:

  • What have you learned here?
  • What are your next steps?
  • What have you appreciated during your time as a group?

Not easy questions for participants who have been drinking from a fire hose of lectures, field trips and project development skills for 8 to 10 hours a day.  For example, the Tributary Fund’s Mongolian and Bhutanese delegation not only attended multiple leadership and environmental courses in Bozeman, but also traveled south to the Teton Science School in Jackson, WY and then to northern Montana to the Garden of 1,000 Buddhas in Arlee, over less than two weeks. It can be a challenge to integrate so much data in such a short period, especially through the filter of your second or third language.

Mongolian Delegation at the Garden of 1,000 Buddhas in Arlee

After an intense month with all these visitors, I got a taste of my own medicine. Last Tuesday, I posed these queries to 17 extraordinary university student leaders from the State Department Middle Eastern Partnership Initiative (MEPI) program. A bright young woman from Bahrain gently responded, “May we also ask, what you have learned from us?”

Running from meeting to workshop all month, I hadn’t been able to think about much other than lesson plans, preparing and did we have any milk left in the fridge!  I could suddenly relate to the blank stares I had received from some after hearing my closing queries. Hmmm, great question, what had I learned?

My favorite teachers remind that after major experiences, we are best served by giving ourselves time to integrate our experience. Systems theorists stress the importance of iterative learning – gathering new information, testing it out and then reflecting on what we have learned. Angeles Arrien posits that the seminal Taoist text on managing change, The Tao Te Ching, teaches that we must continually

  1. Gather information (seek/be dynamic), then
  2. Open ourselves to the results (be receptive) and last
  3. Integrate the results of the first two actions.

So, lots of new information came in this month.  I have tried to be open to receiving. Now, what needs to be better integrated?  With some initial thought, four themes are emerging to be considered from this summer’s work:

  1. Technology’s role in leadership
  2. How to balance connection and action
  3. How it is a rarely “an American issue” or “a Middle Eastern situation,” but that it’s usually  “a human being problem,” and
  4. The absolute impossibility of truly knowing another in the global age

Today I’ll tackle technology…

For a bit of background, I began my career at IBM as a programmer. In 1985, many on our team coded only in machine language (that’s ugly stuff).  I would knit waiting for my programs to compile and my compatriots at IBM and I were some of the first to have email in the country which IBM called VNET.  By 1989, I was the project manager for one of the first electronic medical record systems in the country. We used optical disks the size of large dinner platters, $3,000 scanners heavy as boat anchors and computers that required cooled raised floor rooms to house them – all with less capability that you now have with a decent flash drive, a $200 home scanner and a steady PC server.

In those days, computer technology appeared in our everyday lives through clunky PCs and printers that we would use to write letters and attempt to budget the family finances and do our taxes. Working with computers daily at IBM had me swimming in very different waters than my friends and siblings.  This is not striking or very interesting until I contrast this with Asian students with whom I have worked over the past year who literally risk their lives daily to post their names and photos on Facebook. Where technology used to be nerdy, it’s now deemed a critical necessity.

The next generation, whether you come from a rural region of our south east, the Middle East, Latin America or a monastery in Bhutan wield external drives, digital cameras and cloud computing like our foreparents managed hammers and shears to complete their respective tasks.  Those I see in the classroom are usually armed better I to cross the digital landscape.

I witnessed students dialogue for hours on how to introduce those in their group of Kurdish descent (“should we call them Iraqis, Kurdish or from Kurdistan?”) all the while deftly creating a PowerPoint presentation. While grappling with big issues, I notice that there is no discussion on how they might want to add a short video or animate a slide.  On that they have equal awareness and agreement.

Computers can become more important than sustenance. Visitors with whom we work will forego meals and any entertainment to funnel their per diem money to a laptop fund. Host families and the program assistants consistently make midnight runs to Walmart during the last days of a participant’s visit so he or she can buy electronic equipment. It is not only cheaper here than around the globe, that I am told again and again, but also buying a computer for some is one of their top trip desires.

Through their yearnings and savvy, the students consistently demonstrate that computer and digital skills are key for our next generation of leaders…and, probably for all of us currently working to effectively implement change. This is not new news, but after this month of visitors, I realize I need to consider information systems technology as a critical leadership competency.

Last night in Washington, DC, I attended a final celebration dinner to send off our bright MEPI students after 5 action-packed weeks. Each of the 5 MEPI student groups from around the country were asked to create a 5 minute video or presentation on their time in the US. Our students selected a graphic design student, from Kuwait and a marketing major who also holds a corporate job in Lebanon to lead the charge. Knowing what was possible, most of the students provided photos and ideas and our two video leaders worked through 2 or 3 nights to create this final program deliverable.  It was stellar and included cartoon renderings of each student created by their team graphic artist, meaningful music and a carefully selected (and refined, refined, refined) photomontage to portray their unique Montana highlights.  I was impressed.

Although their video was truly unique, the Montana MEPI students’ professionalism and quality level wasn’t. The friendly competition included tough opponents! For example, when I was a bit awestruck by very polished video with fades, a story line and slow motion created at the University of Delaware. At the table, our students whispered, “It’s not a surprise, one of their students is a film student and works on action movies.”

Gone are the days when leading a project could be done without electronic savvy.  To sell your idea, to portray that your team was the best, or to present anything well, today you are going to want a plug, or perhaps a solar panel, attached.

Harnessing new technology, whatever the form, has always boosted leadership power. The train and then effective use of the car “drove” the results of political races when they were introduced. We can use the additional power for a variety of ends. And so,  if I arm you with a set of powerful tools, be it today computer expertise or how to turn conflict into opportunity, for what will you use them?

I’m a bit fixated on the above question when I am training young leaders. I was reminded again why it feels alright to keep pushing for clear and hopefully positive intentions while I passed through the US Holocaust Memorial Museum (USHMM) . I stopped in front of a full-wall placard entitled, “Technology and Race,” The exhibit explained that by 1938, Hitler’s team had effectively employed the newest data gathering and storage technology available to create a country-wide national registry of Jews during that year’s census. By the following year, systematic killing began.

Then, down the hall, I strolled through the new USHMM Take Action interactive exhibit where you can access their website and track progress on ending genocide in Darfur, support relief and awareness efforts and create a pledge to make the world a better place. Knowledge is power. For good or ill, you must decide.

It gives me hope that every one of our Montana State University MEPI students chose to use their last Saturday afternoon in the US to thoughtfully tour the USHMM exhibits as well.  Each made a conscious choice; Best Buy, Target and more work on the QuickTime video needed to wait until another day.

As in soccer, as in life

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As I was tracking the World Cup statistics from FIFA.com, I found myself recalling a local soccer match I had watched with my mother a few weeks ago. Based in California, my OD consultant mum was in town for the weekend and accompanied our family to Billings for a state tournament.

We both shook our heads as we witnessed the teenaged girls on the field struggling. A month before we had seen this same team play with success and hold strong against their opponents.  ”Well,” I remarked, “we’ve both now got a great leadership case study to share.”

This was a set of strong players who played in the fall on a rarely-defeated high school team. Some are fantastically aggressive defensive players, others can run like the wind, and still others have beautiful ball handling skills. Yet, hearing the coach yelling at the girls from the sidelines, I figured she had not gotten the memo on why managing from your team’s strengths is a winning strategy.

As we caught snippets of the coach’s assessment of what the girls were not doing right, I was reminded of a manager from the beginning of my career with IBM. A favorite story whispered around our department recounted when our manager, we’ll call him Bill, began giving one of our senior software developers, Terry, some actions to complete. As Terry listened and mentally noted the “to do’s,” Bill couldn’t stand it. “Pick up the pen, here’s a piece of paper. Now, write this down,” he stammered.  That Terry was African American and probably 10 years Bill’s senior made this slight even more inappropriate. Bill was the same manager who asked me if I was going to have children because that might affect if I could continue to be “on the fast track.”  Perhaps he missed the interpersonal skills, sharing confidential information and EEO sessions during manager’s training, but we were all quickly looking for ways to escape his leadership.

Tell me long enough I am a bad employee/soccer player/partner and I’ll probably begin to believe you. In contrast, focus on what I am good at and notice how I square my shoulders, show up and perform well.

Strengths-based leadership is the concept of focusing on what team members do well, while giving each the opportunity to improve our skills in other areas. As one high tech sales executive illustrated for me, “A new sales rep will land in my office and say, ‘I can’t write,’ and I have learned to say, ‘Let’s not worry about that now, because I know that you are great on the phone. Focus on selling on the phone, and if you’d like to learn to write better we’ll work on that later.’ By acknowledging everyone’s strengths, I have a top-selling sales team.”

A Gallup survey of more than one million work teams, which also conducted more than 20,000 in-depth interviews with leaders, tracked why participants followed the most important leader in their life. The research uncovered that, ” the most effective leaders are always investing in strengths. In the workplace, when an organization’s leadership fails to focus on individuals’ strengths, the odds of an employee being engaged are a dismal 1 in 11 (9%). But when an organization’s leadership focuses on the strengths of its employees, the odds soar to almost 3 in 4 (73%). When leaders focus on and invest in their employees’ strengths, the odds of each person being engaged goes up eightfold.”

A friend asked me to come into her 5th/6th grade classroom last week to tell a story. When I arrived, one of the 12 year olds looked me right in the eyes and said, “You are the best storyteller.” Another added, “I love when you tell stories.” When my friend hugged me and told the class that I was giving them a wonderful gift by dropping by and that they were so lucky to have me, I thought, “what a contrast to the soccer weekend.” Instead of doubting myself as those teenaged athletes did, I sat up straight and delivered a tale from China as best I’ve ever told it in the past 10 years. I bought their assessment of me, just as we are all prone to do.

Sell local, buy local

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Before I became a Combs twenty-five years ago, my mother-in-law was my boss. She hired me to cook at the family guest ranch in Ennis, Montana during two college summers. “Jinny” was first “Mrs. Combs” to me.

Six days a week, the kitchen staff would be up at 6 am frying bacon so we would be ready to feed the wranglers by 7; Sundays afforded us just one more hour of rest. We’d then make breakfasts to order for our guests; eggs any style, pancakes of the day, toast and, more bacon. The waitresses and two cooks then would hope to be cleaning up by 9:30 am to start prepping for lunch and dinner. It was usually then Jinny would drop by the kitchen before heading to town to pick up groceries.

During those mid-morning hours she shared how to knead bread to the perfect consistency. Did you know that women have a “built in” advantage? Jinny taught me that “You pinch the dough, now pinch your… and if both feel the same, the dough is ready to rise!”

She would often add a few of her favorite left-over recipes to the conversation, and when prodded, I learned her philosophy on leadership. After taking over a dude ranch at 29 years old with no previous experience, Jinny had learned the hard way who to hire and how to keep your employees productive. She would have us all giggling, sharing how in the early weeks of her first summer, the head cook suddenly took off with a ranch hand left behind no note, only her dentures over the stove! Jinny got a crash course on cooking and careful hiring that year.

“Attitude is everything,” was Jinny’s assessment. “I can teach anyone how to do the work, just not how to work!”

Another clear leadership value of Jinny’s was and is “buy local.” I grew up in downtown Minneapolis, so this idea was a novelty to me almost thirty years ago. Jinny was adamant — we bought everything we could in Ennis. With a population maybe 500 at the time, Ennis was our community and we needed to support it. I found this funny since I was sure toilet paper would be cheaper in Bozeman, the nearest city some 50 miles away. We had to go to Bozeman to pick up guests, why not shop there too?

Today, with internet shopping and Costco, Jinny’s modicum for running a rural business is now becoming a critical philosophy. I recently facilitated a working group session on preventing obesity in Montana. There I learned, not buying local has created “food deserts” in rural communities across the state.  As we now purchase the majority of our food from outside our communities and are unable to sustain small town grocery stores, the only ready food choices become what is sold at the local gas station. Corn dogs have replaced fresh produce as the affordable or even available choice for dinner across Montana, and in many communities around the country.

Mothers, and even mother-in-laws, deserve to know that their advice was heard and deemed correct. I think this video illustrates a magical intersection of  Jinny’s two mentioned leadership lessons:

To learn more about creating local healthy food choices check out The Center for Rural Affairs and Grow Montana as interesting examples. How might we support the health of our local communities? What are your leadership values?

Intuitive Leadership

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Much has been written of late about how intuition plays into strong leadership. For example, Malcolm Gladwell, in Blink: The Power of Thinking Without Thinking, describes how our initial split second assessment of a situation often yields better results than months of belabored “rational” research.

Gladwell cites three art historians examining a supposedly authentic 6th century kouros sculpture. The first, Federico Zeri found himself fixated on the figurine’s fingernails. Evelyn Harrison, saw it and immediately expressed regret that the Getty museum had purchased the piece, although she couldn’t say why. And, Thomas Hoving, former director of the Metropolitan Museum of Art, unable to cite a concrete reason, exclaimed, “They just don’t come out looking like that.” No one could articulate the problem, but their intuitive knowing was at work.

Valuing the three historians “knowing” pushed the museum to dig deeper and found that the accompanying documentation was faulty and the statue, although it had passed rigorous chemical and X-ray testing, in subtle ways did not match the proposed time period. As a result, the Getty Museum updated their catalog to state that the sculpture might be authentic or a forgery.

Depending on our educational training or discipline, allowing our intuition to play into decision making might be a foreign concept. Meeting with a  high tech business executive this week reminded me of that fact. He remarked, “I have worked most of my life to find rational answers to problems. I try to put the science behind all that I do. But, after 10 years of working closely with potential clients, I can tell you if someone is going to buy from us, and if not what will trip up the sale. I can’t give logical reasons why I know if an opportunity is worth pursuing, but time after time I’m usually proven right.”

In my experience, intuitive leadership is a two-part process. First, we need to pay close attention to our gut reactions and see them as potentially valuable information. Next, it is practicing deciphering our internal tea leaves.

I notice that placing ourselves in novel or even uncomfortable experiences fosters better intuitive leadership.  When we are in situations that do not allow us to fall back on logical approaches to make our decisions, we are forced to step back and look at any data that might be coming our way, even if it is a tightness in our chest or a strange thought that drifts through consciousness.

In May, my “practice point” was to spend two weeks walking with our son Cody across half of northern Spain. A 1,200 year old pilgrimage route, the Camino de Santiago, is now a cultural icon of Europe. Folks come from around the world, to walk through rain, snow and heat to reach the western edge of the country, once considered the end of the world. Together, the travelers stay in dorms or “albergues” and work their way at different speeds along the established trail.

Cody and I would awake each morning with hopes of walking somewhere between 20 to 35 kilometers. Each afternoon, we would also hope to land somewhere that had space for us to sleep. In some towns you can call ahead for reserve a bed or two, in other places it is first come, first serve.

Since we didn’t know how long other travelers would walk, how many were on the trail and how early they would leave, Cody and I could guess and estimate, but we were clearly information short on many fronts.

Trying to pay attention to how a decision “felt” became a helpful guide in our choices. I can’t say I felt psychic, but after a few days on the trail, we started to be able to guess pretty darn well what might be a good next step. I appreciated that constant practice in listening and am noticing it has further refined how I am making decisions.

I must add that I was lousy at intuition when I was exhausted! As Cody will tell you, there were times when I wasn’t be able to problem solve my way out of the simplest of situations. Tired and hungry clouded any insight I might have had on our circumstances. Deduction — good listening depends on good living.

I thus pose the following questions:

  1. How much attention do you give to your intuitive nature
  2. What might provide you practice in intuitive leadership, or
  3. How might you actively place yourself in a place of discomfort so you can learn to listen better?

I have a hunch that answering these questions might provide valuable data as you move forward as leaders. ;)