A poet is someone
Who can pour Light into a spoon,
Then raise it
Your beautiful parched, holy mouth.
Over time, I’ve encountered many gifts that the study of poetry can offer to my capacities in leadership; of these, three stand out: concentration, inspiration, and play. (more…)Read more
Great poetry and great leadership both have the capacity to open our hearts to the wild immediacy of this very moment. Both have the capacity to arrest our attention into startling contact with the aesthetic beauty and living truth of our shared being. Both have the capacity to create bridges that communicate information and meaning, and – beyond that – to transmit an ineffable aliveness that can touch our deepest longing.Read more
Authenticity is a popular topic that I frequently hear discussed in a number of different contexts. In personal growth, relationships, professional development, leadership and performance—authenticity shows up as a highly desired trait. This widely pursued aim is especially prized in hyper-individualistic cultures where every individual’s uniqueness is one of the unquestioned goals.
Whether you’re at home with your partner and your family, at dinner with friends, pursuing the next athletic win, or in the office leading and managing the next steps for organizational success, this idea of being more authentic, and the cultural preference to be authentic, often seduces us as “the way” we should or ought to be able to show up.
While being more authentic is a popular frame of reference for working on ourselves personally and professionally, most of us fail to clearly define it. It remains a nebulous, unexamined term that can, and often does, change.
In our drive to be more authentic we often are captured by two unexamined assumptions. Both of these assumptions are mistakes if we value adult development and growing new capabilities.
First: Authenticity is not the same as competence
The first assumption sees authenticity as some way of being that is more competent than you currently are. Unfortunately, authenticity and competence are not synonymous, although many of us would like them to be. (Authentic leadership is not necessarily more effective leadership, it’s just leadership that feels more “at home” to you.)Read more
An excerpt from “Will the Next Buddha be a Sangha? Responding to the Call to Influence the Future of Collaboration” published in Integral Leadership Review, January-February 2015
In the early 2000s I was retained to lead a cross-border merger integration project for a major utility. This was an extremely challenging and emotionally intense experience for the employees, for the new management team, and for the merger integration teams who now had functional responsibilities for aspects of the ‘new’ smaller and leaner post-merger organization.
In the new post-merger culture, there was a strong preference for learning in teams, and working collectively was valued.
The mandate we were given was to create a new, higher-performing culture using an empowerment framework that relied on more engaged and facilitative approaches to getting work done. One of our key areas of focus was to help people learn how to use more reflective processes and bring team learning into the organization.
As the integration process unfolded, we saw a complete bifurcation in the performance spectrum. One of the key differentiators was the level of facilitative leadership displayed by the team or department leader and their willingness and capacity to engage others.Read more
If what you do every day is somehow trying to close the gap between the human condition and human potential, then you are already participating.
We are so aware of the many complex challenges unfolding on a global scale—rifts in how we get along, as well as disturbing patterns in how we are treating each other, other species and the planet—that we risk becoming numb.
Our purpose is to do everything in our power to grow authentic, facilitative, deeply present leadership we need to deal with these challenges.Read more
One of the most basic constructions of identity is to locate your sense of self in opposition to one side of a polarity. An example in its most basic form: you like being warm and you hate being cold. You are attracted to this, and you are opposed to that.
This may seem to be a trivial stance, however it is anything but trivial.
A polarized way of organizing or structuring yourself is a persistent challenge that stunts leadership effectiveness, limits behavioral flexibility, and chops the amount of freedom you have in half. (And unfortunately for us, none of these limitations are the biggest problem.)
The biggest problem is that these polar constructions of identity (as I call them) happen without you even knowing about it.Read more