LEADERSHIP AND "THE PERFECTIONIST"

The Perfectionist creates situations to eliminate the opportunity and possibility of failure.  Perfectionism is like kryptonite to the leader.  It's affects weaken the leaders drive for growth by influencing them shy away from situations of ambiguity, incomplete information, the unknown or heaven forbid not meeting expectations.  The problem with this state of mind is that the true path to personal growth, self-actualization and joy resides in having the vulnerability to make mistakes and grow from the learning derived from those "failures".  Perfectionism is like a shield to protect the leader from the shame of failures.  This shield acts as a numbing agent against the emotions associated with shame.  Unfortunately when we numb emotions, we numb all emotions.  If we numb the emotions connected to shame, we also numb the emotions connected to joy.

So what!! Well, the sustainable root of all leadership comes from "Knowing Thyself".  Perfectionism hurts the leader by not allowing them to take advantage of the discovery based learning that can be derived from being vulnerable.  Knowledge of self helps the leader understand personal strengths, weaknesses and other idiosyncracies.  This knowledge develops mindfulness in the leader so that they understand their emotions and respond, instead of react in situations.  Instead of "Fight" or "Flight" the mindful leader resides in the grey area between both extremes.  The mindful leader scans the situation to take in all the information in order to respond with an integrated solution that is neither "Fight" or "Flight" but rather a synergy of all solutions that best meets the needs of the environment and the participants.  "Knowing Thyself" also supports a second critical leadership foundational skill which is empathy.  The deeper my personal knowlege, the more I can put myself in your shoes, understand your situation or perspective and empathize with you.  My research on Trust in Leadership and Team Performance demonstrates that a leaders ability to empathize is critical in building trust between leader and follower.  This trust in leader drives individual and team transformation and performance.

In Daring Greatly, author Brene Brown presents her definition of Perfectionism derived from her research.  She also includes the effects of a perfectionist approach as it relates to vulnerability which I have connected above to the value for the leader.  Brown suggests that perfectionism is...

Perfectionism is a self-destructive and addictive belief system that fuels this primary thought:  If I look perfect and do everything perfectly, I can avoid or minimize the painful feelings of shame, judgment and blame.

Perfectionism is self-destructive simply because perfection doesn't exist.  It's an unattainable goal.  Perfectionism is more about perception than internal motivation and there is no way to control perception, no matter how much time and energy we spend trying.

Perfectionism is addictive, because when we invariably do experience, shame, judgement and blame, we often believe it's because we weren't perfect enough.  Rather than questioning the faulty logic of perfectionism, we become even more entrenched in our quest to look and do everything just right.

Perfectionism actually sets us up to feel shame, judgment and blame, which then leads to even more shame and self-blame: "It's my fault. I'm feeling this way because I'm not good enough."

THE DIARY OF A LEADERSHIP DEVELOPER vol1

I recently facilitated a team leadership session with a University Women's Basketball team.  I went into the session equipped with an activity I felt would be engaging and facilitate a paradigm shift for the group.  The players were all active participants in the session and they completed the activity as prescribed, but still something was missing.  There was an elephant in the room.  There was an issue with this group that nobody felt comfortable addressing and bringing to the surface.

I left the session split.  My ego was pleased at the level of engagement and active participation.  I was even impressed with some of the insights presented by the group.  The servant leader in me, recognized that while I'd run a successful session I hadn't served the needs of the group.

After a long post session debrief with the Head Coach and considerable reflection I realized that there is no cookie cutter approach to facilitating leadership.  If there was, everyone would be good at it.  Contingency Theory to leadership suggests that there is no absolute correct approach to leadership development, but rather that the approach should be based on the needs of the participants and the complexities of the situation and environment.

I used to enjoy facilitating team leadership with groups I knew would be moved by the knowledge and insight I was able to share.  As I lean into the discomfort of facilitating sessions with groups that have complex team dynamics it is no longer about what I know, but rather how can I make what I know relative to their unique situation and their needs.  This was a stoking revelation that I took to my next team leadership session at a Student Leadership Academy.  I decided to be the "guide on the side", instead of the "sage on the stage" and allow the group to steer the destination of the session.  The result was an absolutely transformational experience shared between me and the participants.  With the exception of the lead in activity, I TOYF'd (Think On Your Feet) the session, trusting my knowledge of the subject matter and my abilities as a facilitator.

These growth experiences are only available to those who are willing to step outside their comfort zones, lean into the discomfort and practice faith over fear.  Relinquish control of the known, for the ambiguity of the unknown.  The known has it's value, however the unknown is quantum in nature, guided by rules while maintaining a sense of chaos.  This "chaordic" world is were greatness lives and where you truly get to "Know Thyself".  Thomas Hobbes professed that you can learn more by studying oneself, than by studying others: particularly the feelings that influence our thoughts and motivate our actions.  Hobbes stated "but to teach us that for the similitude of the thoughts and passions of one man, to the thoughts and passions of another whosoever looketh into himself and considereth what he doth when de does think, opine, reason, hope, fear, etc., and upon what grounds; he shall thereby read and know what are the thoughts and passions of all other men upon the like occasions".

MOVE!

TED

I'm super excited to attend my first TEDTalks conference TEDxToronto - Alchemy. 

Love the concept of Alchemy as it relates to leadership.  Alchemy is the the capability of turning base metals into the noble metals, gold or silver, as well as an elixir of life conferring youth and immortality.  In my opinion, the construct relates to leadership as leaders help people learn how their seemingly ordinary qualities are truly extroadinary and valuable.  Leaders also help seemingly ordinary people do extraordinary valuable things.

I'm a bit of a TEDTalks junkie.  Today I thought I would share with you my top 3 TEDTalks presentations.

#3 - SIR KEN ROBINSON - School Kills Creativity & Changing Eductional Paradigms

OK. So this is really two.  Ken Robinson raises important questions about where we have placed value in education and the impact on creativity, student engagement and appreciating differences.  If you've never seen these presentations.  Take the time to check them out.  Life altering for anyone facilitating learning, leadership, or parenting.

#2 - SIMON SINEK - How Great Leaders Inspire Action

Simon Sinek cuts to the core of prioritizing the roots of actions, by first connecting with purpose.  Instead of "What are we going to do? And "How are we going to do it?"  Sinek asks leaders to start with the question "Why".  He gets us to connect with purpose.  Instead of what and how, start with why.  This is how great leaders inspire action.  This approach connects with audiences and followers at a deep mental and emotional level.  It also offers insight into your vision so that people can follow along and contribute to the master plan.

#1 - BRENE BROWN - The Power of Vulnerability

This is my favorite TEDTalks.  Brown rocked my world with her research.  Everyone I send this to has an "a-ha" moment and connects with her message.  Brown offers what is in my opinion life altering insight into the power of Vulnerability.  Her research on vulnerability and shame unravels the source of true courage, creativity, enlightenment and joy.

MOVE!

THE POWER OF VULNERABILITY

"The Power of Vulnerability" is our featured video above is a presentation by vulnerability researcher Brene Brown.  Brown is also the author of Daring Greatly, The Gifts of Imperfection and  I Thought It Was Just Me - but it isn't  This presentation rocked my world.  I'm still downloading, reflecting and considering the power of vulnerability, the importance of worthiness and the effects of shame in my own life.  Brown's research and insight have propelled me to a greater understanding of the dichotomy between my identity and personality.  In my opinion this is a life altering presentation that everyone should consider, especially leaders.

Don't believe the hype that leadership is about bossing people around.  Leadership is about change and true leaders use various tools and contigency based models to facilitate change through a servant transformational approach.  The first fundamental step for any leader is knowing thyself.  The value of self knowledge and an understanding of self is incredible.  Learning about yourself gives you insight into your strengths, weaknesses and ways you respond to situations and more importantly reasons your respond the way you do.  This awareness to move us closer to our identity, who we really are and away from our personality, who we've become as a result of external influences like parenting, media and ego.  This awareness also helps us to become mindful of how our behaviour influences others.  This awareness leads to empathy, a tool and skill no true leader can function without.  Brown's research should an essential chapter in every leaders journey.

I have already received incredibly insightful feedback about this presenation from friends and colleagues.  I would love to hear from other movers.

Enjoy!

Move!

CULTURE MATTERS

This article by Bill Barnett resonates with me.  Until recently I was naive enough to believe that "the job" or "the organization" were most important when building your career.  Barnett suggests that opportunities for greatness with an organization can be compromised by your fit with the culture.  Read on and tell me if you agree.

Some organizations will excite you. They'll stimulate your success and growth. Others will be stressful. They may lead you to quit before you've accomplished much or learned what you hoped to. With the pressure (or excitement) of finding a new job, it's all too easy to pursue a job opportunity or to accept an offer with only a hazy view of how the institution really operates. The path to an institution you'll like is to investigate the culture you're thinking of joining before you accept the position.

Sean (name has been changed) is a master at this. He pursued a job offer at a Fortune 500 company to be the first Chief Administrative Officer (CAO). He was well-qualified, presented himself well, and got the offer. He'd been competing with capable people. He was proud he'd "won the contest."

The next step was a return visit, after which he'd decide to accept the offer. Sean had already learned a lot about the company's businesses and some things about the organization. His priority now was culture and how the new position might fit: "I asked people, 'What are you excited about? What are you proud of? Who are your close friends in the company? How does the group function together?'" Sean learned things like who the heroes were, what made them successful, and what his biggest challenges and opportunities would be in the job. The different people he met with were learning from his questions. It was almost like he already worked there, and they were jointly determining how to make the new role successful.

Surprisingly, Sean turned down the offer. The new role was a misfit in the company's culture.

As he learned more about the company, Sean questioned how he'd be viewed as the first CAO in a company where everyone else focused on bottom-line results. It was a highly performance-driven environment with lots of business units. Corporate staffs were secondary.

"I asked how they'd keep score on me, how they'd really know I was making a difference," he said. "We never got to satisfactory answers to that question. They weren't hiding anything. This CAO position was a new one, and they didn't really know."

Sean was concerned that this new position wouldn't fit in the company's culture, that he wouldn't really be accepted, and that it wouldn't be a springboard to the line job that he really wanted after two or three years as CAO. He might have made it work, but why take the risk?

It's not uncommon for job seekers to enter organizations without understanding the culture and come away disappointed. When considering a new job, be sure to investigate the institution's culture. Consider these questions to guide you:

1. What should I learn? Understand the organization's purpose — not just what they say they're doing, but also how their purpose leads to decisions and what makes them proud. Learn how the organization operates. For example, consider the importance of performance, how the organization gets things done, the level of teamwork, the quality of the people, how people communicate, and any ethical issues.

Except for ethical issues, there's no absolute standard of what's best in organizational culture. Different purposes and different organizational features can be more or less appealing to different people. When you understand how the potential employer operates, you'll need to consider how well that matches your goals. Your target organizational culture is an important part of your aspirations.

2. How should I learn? Read everything you can find about the institution, but read with a critical eye. Institutions have formal vision statements, and they often mention cultural topics in other public reports, but these documents are written with a purpose in mind. Independent writers take an independent perspective. They can be more critical, but they can miss details and get things wrong.

Discuss culture with people in the organization. You'll talk to people in the interviewing process, of course. But you may learn different things if you meet others there who aren't involved in your recruiting process. Also talk to people outside the organization who know it — customers, suppliers, partners, and ex-employees. Their different experiences with the institution will affect their views, so ask about situations where they've seen the culture in action.

3. When should I learn? It's hard to learn about culture at an early stage in your search. But your impressions can guide you to target some institutions and avoid others.

Culture may come up in job interviews, although it may be complicated to do much investigation when you're trying to sell yourself. People sometimes worry that discussing culture might make people uncomfortable and put a job offer at risk. The culture topic is certainly not off-base, and it is necessary to know for future growth in the company. Hiring managers should expect it. Whether it's in interviews or after you have an offer, you'll do best if your questions show you're learning rapidly about the organization, taking the employer's perspective, and beginning to figure out how to succeed there. Culture questions can cast you in a positive light. Sean's line of questioning confirmed the CEO's judgment to hire him, even if Sean didn't like the answers.

What's your view of how culture affects the job search? Has culture played a part in how you choose your future employer?

CHOOSING BETWEEN MAKING MONEY AND DOING WHAT YOU LOVE

Here is a great article from the Harvard Business Review about following your passion instead of the the dollar signs.  I've always believed that your passion will facilitate fulfillment in all ways that are important to you.  Read on.

"If you're really passionate about what you do, but it's not going to make you a lot of money, should you still do it?"

What a great question! It seems like just about everyone who has ever addressed a graduating class of high school or college seniors has said "Do what you love, the money will follow."
Inspiring. But it is true? Couldn't you do what you truly care about and very well go broke, as the question above (recently sent from one of our readers) implies?

Based on the research we did for our book, we're convinced that when you're heading into the unknown, desire is all-important. You simply want to be doing something that you love, or something that is logically going to lead to something you love, in order to do your best work. That desire will make you more creative and more resourceful, and will help you get further faster.

And, it will help you persist. When you're trying something that's never been attempted before — beginning an unusual project at work, or trying to get a new business off the ground — you're going to face a lot of obstacles. You don't want to be giving up the first time you encounter one.
But, let's be real. None of this guarantees wealth, or even financial success.

A friend of ours was hanging out at a bar with a few fellow professional musicians after a recording session, talking admiringly about another musician they all know. One of them commented on how fortunate it was for this musician that his music was commercial. In those four words, you will find an enormous truth. We all have our music and there is no guarantee that anyone will buy it. Absolutely none. These are two entirely separate things.

So this reader question attacks us straight on and says, in essence, "I have the desire, but I am pretty certain it's not going to lead anywhere that's monetarily profitable. Now what? Should I still go ahead?"
Of course you should.

Now let's qualify the answer a bit:  If you can't afford to do the thing you're passionate about — for example, if you do it, you won't be able to feed your family, or it would keep you from graduating college (which is something you think is more important than whatever you're passionate about) — then no, you'd better not bet your economic life on it. A basic principle concerning how you should deal with an unknown future is that every small smart step you take should leave you alive to take the next step. So, make sure you attend to your lower order Maslow needs of food and shelter and the like.

But even this doesn't mean you can't work on your passion a little — even if it's just for 15 minutes a day.
And you should!

Why?  Research (such as The Power of Small Wins that ran in Harvard Business Review May, 2011) shows that people who make progress every day toward something they care about report being satisfied and fulfilled.

We're in favor of people being happy. And we're also in favor of provoking people into pursuing happiness. The nice thing about this reader's question is that it might get people who have — by any objective standard — more than enough money to reconsider whether they want to continue to do things that are not making them happy, just because it'll make them more money. More often than not, these people say, "Once I get enough money, I'll do what I really want to do. I won't worry about the money." But somehow, they never get to that point. Time is finite. The question might be enough to get you to reconsider how you're spending it.

And of course, the assumption embedded in the question could be wrong. You might, indeed, end up making money if you engage in your passion, even though you currently think you won't. Remember, the future is unknown. Who knows what people will buy, or what you might invent after your very next act. At any moment in time, you are only one thought away from an insight — an insight that can change everything.

When you are facing the unknown, they only way to know anything for sure is to act. When you are dealing with uncertainty — and whether you are going to make any money from your passion at this point is definitely an uncertainty — you act. You don't think about what might happen, or try to predict the outcome, or plan for every contingency. You take a small step toward making it a reality, and you see what happens.

Who knows? Even the smallest step can change everything.  So take those small steps. You might discover that your passion does, in fact, make you money. After all, who knew you could make huge amounts of money figuring out a way to connect all your friends (Facebook) or make a better map (pick your favorite GPS tool).

Even if you don't, you want to spend part of your day doing at least one thing that's making you happy. Otherwise, something is terribly wrong.

START NOW, NO FUNDING NEEDED

Derek Sivers inspires me with this short video clip suggesting that we get out of our own way if we want to grow and pursue our dreams.

We are often the greatest obstacles of our own success.  Your ideas do not require third party approval or backing. They need only be of value to someone to grow from idea to reality.

Sivers goes on to offer some helpful suggestions to drive your ideas and passions and avoid the traps that ego present.

MOVE!

WHY YOU NEED TO FAIL

Take a moment to watch this innovative, fun, engaging video.

Sivers leaves you with the following insights.

IF YOU'RE NOT FAILING  YOU'RE NOT GROWING
To learn effectively you must make mistakes.  Mistakes make better preparation than practicing doing what you know is fun, but don't improve you.

FAILURE KEEPS YOU IN A GROWTH MINDSET VERSUS A FIXED MINDSET
Fixed mindset implies that talent is innate and that you either have it or you don't.  A growth mindset is that talent is derived from work, thus anyone can master a talent.

FAILURE REMINDS YOU THAT EVERYTHING IS AN EXPERIMENT
Trying things you would never try gives you new perspective.  Everything we do is just an option.  It is an experiment of different ways to do things until we find the way we want to pursue.  There is no such thing as failure when everything is an experiment.

IF YOU'RE NOT FAILING YOU'RE NOT TRYING HARD ENOUGH!

THE 21st CENTURY LEARNER

Effective Servant-Transformational Leadership in the 21st century involves understanding the 21st century student learner.

WHAT IS YOUR LIFE'S BLUEPRINT?

Six months before he was assassinated, King spoke to a group of students at Barratt Junior High School in Philadelphia on October 26, 1967.

I want to ask you a question, and that is: What is your life's blueprint?

Whenever a building is constructed, you usually have an architect who draws a blueprint, and that blueprint serves as the pattern, as the guide, and a building is not well erected without a good, solid blueprint.

Now each of you is in the process of building the structure of your lives, and the question is whether you have a proper, a solid and a sound blueprint.

I want to suggest some of the things that should begin your life's blueprint. Number one in your life's blueprint, should be a deep belief in your own dignity, your worth and your own somebodiness. Don't allow anybody to make you fell that you're nobody. Always feel that you count. Always feel that you have worth, and always feel that your life has ultimate significance.

Secondly, in your life's blueprint you must have as the basic principle the determination to achieve excellence in your various fields of endeavor. You're going to be deciding as the days, as the years unfold what you will do in life — what your life's work will be. Set out to do it well.

And I say to you, my young friends, doors are opening to you--doors of opportunities that were not open to your mothers and your fathers — and the great challenge facing you is to be ready to face these doors as they open.

Ralph Waldo Emerson, the great essayist, said in a lecture in 1871, "If a man can write a better book or preach a better sermon or make a better mousetrap than his neighbor, even if he builds his house in the woods, the world will make a beaten path to his door."

This hasn't always been true — but it will become increasingly true, and so I would urge you to study hard, to burn the midnight oil; I would say to you, don't drop out of school. I understand all the sociological reasons, but I urge you that in spite of your economic plight, in spite of the situation that you're forced to live in — stay in school.

And when you discover what you will be in your life, set out to do it as if God Almighty called you at this particular moment in history to do it. don't just set out to do a good job. Set out to do such a good job that the living, the dead or the unborn couldn't do it any better.

If it falls your lot to be a street sweeper, sweep streets like Michelangelo painted pictures, sweep streets like Beethoven composed music, sweep streets like Leontyne Price sings before the Metropolitan Opera. Sweep streets like Shakespeare wrote poetry. Sweep streets so well that all the hosts of heaven and earth will have to pause and say: Here lived a great street sweeper who swept his job well. If you can't be a pine at the top of the hill, be a shrub in the valley. Be be the best little shrub on the side of the hill.

Be a bush if you can't be a tree. If you can't be a highway, just be a trail. If you can't be a sun, be a star. For it isn't by size that you win or fail. Be the best of whatever you are.

— From the estate of Dr. Martin Luther King, Jr.

LIVING ETHICALLY

At my sons karate class this morning I was sitting with another parent who is also a neighbour. We were chatting and suddenly my phone vibrates twice to let me know that I have a text message. I'm not going to tell you what I did, but the situation got me thinking of vice or virtue. In today's society is it a vice for me to peek at my phone to check the message? Is it virtue for me to demonstrate respect and consideration for our conversation by ignoring the text and practicing active listening? What role has technology played in ethical complexity?

After karate we went to pick up some groceries. Is it vice for people to leave their shopping carts diagonally in the middle of the aisle where it blocks others from getting by? Is it virtue to park your grocery cart on one side of the aisle to allow your fellow shoppers to pass while you are reading the labels?

The discussion of write and wrong is relevant in so much we do and as I am discovering in any interaction with others whether active or passive. While there are no real rules about my experience in the dojo, I believe the right thing is to ignore my phone until there is a break in the conversation and then excuse myself politely in order to check to see if I have an important message. However, I've seen others sabatoge a conversation because of a meaningless text message or phone call. While there is nothing written on any signs at the grocery store it only seems ethical to keep your cart to one side to consider others who may want to pass and enjoy their shopping experience.

Not sure how much I believe in an absolute right and absolute wrong, but awareness of how our behaviour affects others in critical for leadership and building better relationships. Bass (1999) suggests that ethics plays a huge part authentic transformational leadership.

What's the big deal?  Ethics are part of the invisible network of systems that connect humans to one another.  With Ethics comes an understanding of how ones behaviour impacts others and society.  Bad in, bad out.  Good in, good out.

THE ANSWER IS...IT DEPENDS!

What is the best leadership approach or style? It depends. Yes, that’s really the answer.

Contingency Theories of leadership suggest that the style or leadership approach should be based on the needs of the environment or situation and the needs of the participants or followers. Variables like time, working conditions and work agreements should come into play when considering a transformational or transactional approach. The level of motivation or skill of the participants should influence the leaders choices on a continuum of Highly Directive or Laissez Faire, or High or Low supportive.

With situations and people being so complex there is never one style or approach that is best. When we chose to be monocrematic in our leadership approach we are either not aware of the contingency variables or refusing to consider the complexities that situations and people bring. Transformational leadership cannot occur without considering the needs of the participants or followers.

The llabb is a wherever our conversations with thinkers occur.  I'm borrowing the lexicon from Sefu Bernard.  Conversations in the llabb have raised the premise of the opposable mind of the leader. It is suggested that successful leaders are integrated thinkers who integrate opposing ideas to create the best solutions (Martin, 2007). So instead of one leadership approach or another, successful leaders will take the best of different approaches and integrate them to best serve followers and navigate the situation.

For the past 5 years I have integrated a servant transformational and transactional approach when coaching athletes. During that time I have practiced a low directive, high supportive approach. The rational was that we wanted to develop thinkers on the basketball court. We facilitate emergent leadership, equip our athletes with info and empowering players to make the decision on the court. I always receive rave reviews for this coaching style. Most of our athletes thrive in this environment, but there are some who don't. Contingency theory has helped me to understand that the needs of the situation and participants must be priority one and that successful leaders today will adapt style and approach to meet those needs. How we want to lead is less important than modifying and specializing to suit the uniqueness of each of our athletes.

I’ll let you know later in the season how it goes.

WHAT IS YOUR ELEMENT?

Whether on court or facilitating self-direction in a cognitive sense,  my element is coaching.  Changing lives by helping people to learn new things, understand the depth of their greatness, empowering and enabling leadership are a passion.

Sir Ken Robinson suggests that you're in your element when something you're naturally good at comes together with a passion.  My favourite parts of my element is being in the zone because it is a state of unconsciously practicing presence.  There are other tasks or responsibilities in life where your mind wanders to past and future because you are not enjoying what you are doing.  Being in the moment is an indication that you are engaged and enjoying the present.

So, are you in your element?  If so, great.  If no, why not?

Your element (not to be confused with your comfort zone) is a place for you to realize your limitless greatness.  It is your multiplier and the place for the maximum returns to scale for every unit of your output.

Again I ask, are you in your element?  If so, great.  If no, why not?

10 RULES OF BEING HUMAN

One of my mentor just shared this nugget of greatness with me today.  Enjoy! 

10 Rules of Being Human, from Cherie Carter-Scott, From "If Life is a Game, These are the Rules"

Rule One:
You will receive a body. You may love it or hate it, but it will be yours for the duration of your life on Earth.

Rule Two:
You will be presented with lessons. You are enrolled in a full-time informal school called 'life.' Each day in this school you will have the opportunity to learn lessons. You may like the lessons or hate them, but you have designed them as part of your curriculum.

 

Rule Three:
There are no mistakes, only lessons. Growth is a process of experimentation, a series of trials, errors, and occasional victories. The failed experiments are as much a part of the process as the experiments that work.

Rule Four:
A lesson is repeated until learned. Lessons will be repeated to you in various forms until you have learned them. When you have learned them, you can then go on to the next lesson.

Rule Five:
Learning does not end. There is no part of life that does not contain lessons. If you are alive, there are lessons to be learned.

Rule Six:
'There' is no better than 'here'. When your 'there' has become a 'here,' you will simply obtain a 'there' that will look better to you than your present 'here'.

Rule Seven:

Others are only mirrors of you. You cannot love or hate something about another person unless it reflects something you love or hate about yourself.

 

Rule Eight:

What you make of your life is up to you. You have all the tools and resources you need. What you do with them is up to you.

Rule Nine:

Your answers lie inside of you. All you need to do is look, listen, and trust.

Rule Ten:

You will forget all of this at birth. You can remember it if you want by unravelling the double helix of inner knowing.

EMERGENT LEADERSHIP

Marion & Uhl-Bien (2001) suggest an alternative focus on leadership where leaders enable rather than control, where power derives from the leaders' ability "to allow" rather than to direct (Regine & Lewin, 2000), and where people in the organization remain engaged and connected (Knowles, 2001).

In Teachers are Like Gardeners, Sir Ken Robinson suggests that gardeners do not make plants grow. The plant grows itself, however great teachers create the conditions for plants to grow.  This same concept applies to leadership.  Great leaders create the conditions to enable leadership to emerge.

Leaders as enablers, use the following mechanisms: disrupting existing patterns, encouraging novelty and making sense of the unfolding events for others (D.A. Plowman et al., 2007)