During breakfast with a dear mentor and friend, we began discussing the challenges of this post pandemic world. As we explored various elements of this unique time, the conversation turned to the subject of centering. “I think the key,” he explained, “is to hold the quiet.” I paused, got out a piece of paper, and wrote the phrase down, realizing that we had unlocked a critical step to regenerative leadership and the creation of a shared adaptive mindset.
Centering is the first step Quakers take as they enter into worship. It begins with a personal choice to be 100% present to the moment, rather than reacting to the past or a possible future. It is a silent, deeply personal and internal process of becoming quiet and still. It is where we feel our way into being present, rather than thinking our way into being present. It happens when we consciously choose to clear away the detritus of our daily lives, and turn our attention to collective worship. And as we do this, we listen to the voice of God within each of us. In short, it is a repetitive process that gives meaning to our worship and ministry.
As we dove deeply into the phrase, “holding the quiet,” we recognized that it is not the absence of noise much as the creation of stillness. Furthermore, it is the process of removing internal clutter and distractions in order to listen better and understand more holistically what is happening with and around me.
Many years ago, a CEO and I were sitting in his office after a long senior management meeting. “One thing you need to know about coaching me, Geery,” he explained, “is that when I get quiet, I am concentrating.” He went on to explain that he was doing something more than focusing. He was boiling down the dialogue to what was the root problem, and what will be his response. He had to be quiet on the inside not just than quiet on the outside.
Referencing a term from the world of science and engineering, he was discerning the signal-to-noise ratio, which is defined as the measurement between the level of signal power to the level of background noise. In simple terms, he was sorting out what was essential in the group’s dialogue, i.e. signal, from what was non-essential, i.e. noise. His goal was to pay attention to the signal, and then to provide a response that indicated he understood what was being shared and could place it within the context of the company’s strategy and the larger environment within which they delivered their services.
Holding the quiet is a powerful choice and an important discipline to consistently pursue over time. It requires us as leaders to center ourselves and to quiet the inner dialogue. It also requires us to be present to the moment and to the people before us. When we practice this on a regular basis, we are building important bonds with others and generating a shared experience which is the first step to building a shared adaptive mindset.
FYI: To be continued on Wednesday.
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