We have all experienced a moment of doubt in our right and our ability to lead. “What qualifies me to lead these other humans when I’m wrestling with some of the same things they are?”
85% of employees are “not engaged” or are “actively disengaged,” according to Gallup’s State of the Global Workplace report.
We agree with Jim Harter that this points to a crisis of leadership.
How leaders drive performance is one source of this crisis. Aggressive leaders can push their teams to high performance in the short run but will drive away the best contributors over the long run. Great leaders build teams and team productivity simultaneously by creating great experiences based in great performance. Continue reading A More Humane (and Effective) Performance Review
Doubt is the origin of wisdom
Doubting our own assumptions and thought patterns is a great place to start any pursuit of wise, humane leadership.
In all affairs, it's a healthy thing now and then to hang a question mark on the things you have long taken for granted.
Curiosity is the key to:
- The scientific method
- Refined thinking and behavior
- Human connection
The quality of our leadership is determined by the quality of our questions
The mechanic that would perfect his work must first sharpen his tools.
A leader depends on her ability to think clearly and creatively.
How do we sharpen our minds? Is simply reading the latest ideas enough? We believe that our minds need more practice at thinking wisely and creatively.
To support that process, we have developed tools to assist us in training our minds to think in new ways based on time-tested wisdom.
We call these tools wisdom jigs because they help us to hold our minds and ideas in a productive new relationship just like a woodworking jig allows us to customize our tools to produce the results we want again and again. Eventually, we internalize these tools, but until then, we use jigs to train ourselves.
Here are some sample jigs to get you started:
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“If you want to teach people a new way of thinking, don't bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”
― Richard Buckminster Fuller
As successful leaders, we know how to act in the face of fear. We calculate risk and reward and step into ambiguity, risk, and constraints every day. But, for many less experienced leaders fear begets inaction while problems fester, disruptors emerge, windows of opportunities close and learning slows. Of course, we don’t allow that happen to us… very often.
No matter how experienced, leaders still feel fear, but what are we actually afraid of? Continue reading Moving Beyond Our Fear of Appearing Incompetent Into More Creativity