How do leaders conquer adversity and emerge stronger and more committed? - part #2

In order to grasp context and hardiness, I have come to the conclusion that you need a mirror and a window.

Back in 2001, Jim Collins wrote a book called Good to Great: Why Some Companies Make the Leap. . . and Others Don’t, HarperBusiness, 2001. Two of the famous phrases from the book that we still hear today are “Good is the enemy of great” and “First who… then what.” The not so famous phrase is “Level 5 Leadership.”

As Collins wrote: “Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company…. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.”

And then Collins wrote the following, powerful two sentences: “Level 5 leaders look out the window to attribute success to factors other than themselves.  When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility.”

For us gathered here today, let’s dive deeper into the concept of the mirror and the window. First, the mirror is to reflect on what I could have done better. No blaming other people, external factors, or bad luck. The goal is humble self improvement. The window, on the other hand, is to give credit for the success of the company to other people, external factors or good luck.

When I think of all the leaders I have met in my 30+ year career who would fall into the Level 5 Leadership category, I realize that these individual have people in their lives who are executive coaches, allies, and confidants. This network of people help them to look in the mirror and out the window on a routine basis.

Furthermore, these same Level 5 Leaders are always seeking to expand their network of people. As Hermina Ibarra wrote in her book, Act Like A Leader, Think Like A Leader (Harvard Business Review Press, 2015), effective leaders have operational, personal, and strategic networks. The first helps them to manage current internal responsibilities. The second boosts personal development, and the third focuses on new business directions and the stakeholders you must get on board to pursue these directions. In particular, a good strategic network can give a person a connective advantage: the ability to marshal information, support, or other resources from one of your networks to obtain results in another.

But here is where I think Collins grasps something unique. Some people use their networks to get some place, but from my experience I have observed that Level 5 Leaders are not solely destination focused. Yes, they want to “produce sustained results” but they know that the first step is to become a more disciplined person through disciplined thought and disciplined action. The work is as much internal as it is external.

As we know, there are four stages to adult learning: unconscious incompetence, conscious incompetence, conscious competence, and finally unconscious competence. From my experience, Level 5 Leaders are constantly seeking in the mirror and through the window ways to not get caught in reactive, unconscious incompetence. They want to get better and they know that the only way to do it is with the help of others and ample time for deep self-reflection.

This week, build and maintain a network of people who will help you look into the mirror and out the window better. And at the exact same time, give yourself permission to schedule more time for reflection. Our challenges in the coming year will be bigger and we must have the courage and the capacity to conquer them and emerge stronger and more committed.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

How do leaders conquer adversity and emerge stronger and more committed? - part #1

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.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257