We met in a small town cafe, each having driven a fair bit to get there on time for lunch. As per the norm, we talked about numerous problems and challenges before him and the organization. Just as we were finishing the meal, he turned to me and asked the following question: “How do we come through it all better?”
I paused and thought for a minute or two. I like a good question and this one deserved more than a fast response. Finally, I turned to him and said, “I think there are four parts to this answer.
First, keep monitoring and studying the trends within the bigger picture. Do this by going to many different sources and different people. Recognize that by building a strong network of resources and people, you will grasp the big picture in a more holistic manner.
Second, understand that it is not so much about seeing the big picture as understanding how we got to this point. We forget that everything we see around us in the bigger picture is a reflection of people and organizations making choices and decisions. Focus on why they thought that choice was the right one. When you understand this part, then the bigger picture becomes a series of patterns and trends rather than simple a snap shot in time.
Third, understand how the decisions we make today as leaders will create or influence the big picture of the future. While this may be a ‘blinding flash of the obvious,’ to quote Tom Peters from many years ago, you will be surprised that most people do not see that what they are doing today will create or significantly impact what will be happening in the future.
Finally, learn to conquer adversity and emerge stronger from it.”
He pondered all of these thoughts and responded, “Thanks. I knew you could help me with this.”
Quite a few years ago, Warren G. Bennis and Robert J. Thomas wrote an article in the Summer 2007 Executive Edition of Leader as Motivator published by the Harvard Business Review called “Crucibles of Leadership”. As they noted, “the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders…. We came to call the experiences that shape leaders “crucibles,” after the vessels medieval alchemists used in their attempts to turn base metals into gold.”
As they explained, “the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgement.”
As they noted, “… great leaders possess four essential skills. First is the ability to engage others in shared meaning. Second is a distinctive and compelling voice. Third is a sense of integrity (including a strong set values.) But by far the most critical skills of the four is what we call “adaptive capacity.”
Bennis and Thomas explain that “adaptive capacity” is “composed of two primary qualities: the ability to grasp context and hardiness…. the ability to grasp context implies an ability to weigh a variety of factors, ranging from how very different groups of people will interpret a gesture to being able to put a situation into perspective. Without this leaders are utterly lost, because they cannot connect with their constituents. Hardiness is just what it sounds like - the perseverance and toughness that enable people to emerge from devastating circumstances without loosing hope.”
This week, reflect on your crucible experiences as a leader and think deeply about your ability to grasp context and hardiness.
