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Also, the structure of the Media Lab that I am privileged to lead provides a decentralized, permission-free way to develop research and to carry on extended conversations about it discussed in Section 4. Antidisciplinary research not only crosses disciplinary boundaries, but explores areas of research between and beyond disciplines that cannot be address by simple disciplinary intersectionality. For example, Health 0. This mirrors the way the Internet was developed by academics and grassroots communities outside of the incumbent industrial players described in Section 4.
The Space Initiative is another example described in Section 4. It takes advantage of the diminishing cost of space exploration and research to democratize participation in space exploration and research is. It aims at creating a core non-commercial, interdisciplinary, and antidisciplinary group to bring together and coordinate the development of standards and and technologies for digital currencies and the blockchain.
It is situated in an academic environment, much like the early Internet was. Finally, the Ethics and Governance in Artificial Intelligence program — the fund, course and research — brings together all of the disciplines to forge a new interdisciplinary approach to thinking about and deploying artificial intelligence described in Section 4.
My commitment to open standards-based initiatives goes far back in my path. I advised and invested in in Havenco, an attempt to create an Internet hosting service outside of any government jurisdiction described in Section 4.
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System dynamics and evolutionary dynamics can help us understand the dynamics of systems, as well as suggesting ways to intervene through a new design framework. This view is consistent with evolutionary dynamics. Climate change and disparities in health and income are highly complicated problems. Each is, in fact, a complex adaptive system, which means that its vitality and flourishing are not improved by working harder, doing more, or scaling. In the field of systems dynamics, which explores managing complex systems, the positive feedback systems that create exponential growth and that have the highest business payouts are typically viewed with alarm rather than envy because they tend to lead to unsustainable growth and ecosystem collapse.
In , the Club of Rome commissioned systems dynamics researchers to create a computer simulation of exponential growth in an environment of limited resources. The inflows are the water flowing from the faucet. The outflows are water flowing out of the drain. By closing the drain and turning on the faucet, you can get the water, or stock, to increase in the tub.
You can watch the water level and control the inflow by turning on the water, or, if you end up with too much water after you sink into the tub, you could open the drain and lower the water level. Now imagine that you want to control the temperature. You might add hot water. But the boiler is far away in the basement, so there is a delay after you turn the hot water knob. Then imagine the system that gets the water to your apartment and the system of energy behind the boiler.
The energy might come from a utility that provides you energy, but depletes your bank account. The goal of the utility is likely different than your goal when you are filling the tub for a nice warm bath: their goal may be to maximize their profits and take as much money from you as possible without depleting your bank account completely. The system gets complex quickly, especially since everything is interconnected See Figure 7 for an example of three systems connected together and Figure 8 for an example of nine systems connected together.
Figure 9 shows systems of systems connected together. A cell is a system with goals, and the human body is a system of cells with our own goals. Society is a system of individuals, communities, cultures, corporations etc. The planet is a system of societies, geological systems, other organisms, etc. Everything is a system of interconnected systems across scales. While systems dynamics is useful in understanding the relationships between systems and how they behave, evolutionary dynamics is useful in understanding how systems evolve over time.
See figure Evolutionary dynamics is the evolutionary outcome of increasingly effective strategies individuals use to optimize for maximum payout. Instead individuals in a population interact with each other based on a strategy. Nowak, a. The reducibility of norms into a utility function and economic motivation has been questioned by economists.
This evidence notwithstanding, economists and business leaders continue to focus on financial extrinsic motivation as the key method for managing behavior. This necessarily reduces the diversity of strategies and decreases the robustness of our ecosystem.
My argument is that the most difficult problems we face today — climate change, global income disparity, and public health — are a result of the effectiveness of solutions that maximized short-term payouts that we can measure and enjoy within our bounded rationality and perspective. Climate change can be directly linked to the success of industry in creating abundance at the expense of nature by exploiting and extracting resources. Much of modern chronic disease comes from agricultural gains that have made food abundant and cheap, and all manner of conveyance ensures we no longer need to walk and forage.
The capital markets have become so efficient that passive capital continues to yield more and more returns, extracted from workers and society that are exceedingly underrepresented in setting strategy and participating in the payouts. There are, of course, ideas like the triple bottom line 13 Hall, The Cold War era was defined by the rapid expansion of capitalism and consumerism, the beginning of the space race, and the dawning of the age of computation.
The cybernetics that Norbert Wiener and others described 14 Wiener, In the late 60s and early 70s, Margaret Mead, Heinz von Foerster, and others developed the notion of second-order cybernetics: 15 Glanville, While the study of systems dynamics and cybernetics continues, cybernetics reached an apex during a famous series of interdisciplinary meetings held between and as part of the Macy Conferences.
Both cybernetics and systems dynamics flourished when they had heavy interdisciplinary participation and real impact. How disciplines and the communities that support them emerge and wither is a key topic of this dissertation, and the study of systems is a great example of numerous communities and approaches. We now have an opportunity and an imperative to pull the disciplines together again in the context of our new tools and our new challenges, and to tackle the wicked problems. Most of what we design involves some part of a complex system such as the system that gets water into and out of a bathtub, but we usually just assume those support systems rather than focusing on them.
For example, modern design is usually focused on the customer and the customer experience. But what about the driver, the cook in the restaurant How much attention did the app developers give to their experience? In this class, they describe systems at every scale, from the microbial and human to the architectural and urban to global and astronomical systems, and they demonstrate how all of these system are connected.
Most scientists and designers are focused on a single scale and a single system, when instead they can and must understand how their work connects to and affects all systems at all scales and take responsibility for their interventions into these systems. This connection includes both the science of design and the design of science, as well as a dynamic relationship between these two activities.
Much of design in the past was about the visual and aesthetic. Modern design brought together form and function. Today, many designers work for companies and governments, developing products and systems focused primarily on ensuring that society works efficiently. However, the scope of these efforts is not designed to include — or care about — needs beyond those of corporations or governments. Systems such as the microbial system and the environment have suffered and now present significant challenges for designers.
With such adaptive and complex systems, our unintended effects on them often produce unintended negative consequences for us. Designers are not just planners wielding deterministic tools and control, but rather are participants in vast systems in which they exist and participate. This requires designers to employ a much more humble, non-deterministic approach and requires scientists and engineers to think across multiple scales and systems with greater intent and sensibility.
Traditionally the domain of designers alone, this sensibility is a kind of aesthetic, though not merely a visual one. Rather, the field of design is trying to evolve beyond its traditional concern with visual aesthetics, and begin adopting a more philosophical aesthetic or sensibility, one more like that of indigenous peoples. Income disparity is in many ways a function of a highly efficient capitalist system that rewards owners of resources, putting growth and progress above all else, and that exploits nature — all concepts foreign, and even abhorrent, to many indigenous cultures, such as Polynesians and Native Americans, for example.
We must accept that the outcome of more and more scientific and technological design will not be fully in our control. It will instead be more like giving birth to a child and influencing its development. My work as director of the MIT Media Lab is to foster and nurture the use of respectful design in science and technology so that we enhance and advance the complex, adaptive systems we live within. Unlike the past when distinct boundaries separated the artificial and the organic, the cultural and the natural — science explored the natural and engineering built the artificial — now it appears that nature and the artificial are merging.
Science and engineering today are delving into synthetic biology and artificial intelligence, which are both massively complex. These new areas of study and exploration necessarily take engineers out of the domain of the artificial and scientists into the domain of the natural. We have machine learning models that are exhibiting unpredictable and unexplainable behavior on the one hand.
On the other hand, we are starting to see order in biology where we expect randomness. As we bring the artificial and the natural together and integrate the work of designers, artists, engineers, and scientists, the inability of academic disciplines to communicate with each other and our own difficulties conceiving ideas across disciplinary boundaries become significant impediments. Linguistic relativists argues that language determines what one can think. This theory is controversial, but studies have shown that language does affect how we perceive color or how we understand math.
Martin Nowak shows mathematically how learning from examples, or inductive inference, requires constraints. Bruno Latour, a French philosopher, argued that facts became facts through citation. So: academic disciplines are thought collectives with their own paradigms and specialized languages.
Peer review reinforces adherence to those rules, paradigms, and patterns of language. The social dynamics that arise from the relationships among individuals in a discipline and the way funding and acknowledgement flow further reinforce the episteme, isolating disciplines from interaction with other disciplines.
Disciplines package knowledge into bricks and black boxes 39 Latour, Approximately 2. We clearly need to reconsider the way we develop knowledge and communicate within a discipline as well as between disciplines. Interdisciplinary work has produced impactful results. People who conduct research can be modeled as individuals in a population in an evolutionary dynamics game.
While academics do care about money, their payout is often success in some combination of impact, peer validation, and the joy of discovery. While economists can model all of these payouts as a form of utility function that can ultimately be converted to monetary value, few academics calculate the dollar value of each citation when they write a paper. They are more likely thinking about their progression through the academic system, heading toward a degree or tenure. They are also likely to be thinking about power and funding getting closer to a utility function calculus , which will allow them to hire researchers and buy equipment and materials to conduct experiments that incrementally augment or perhaps overturn existing theories.
Figure The vertical axis is depth. The horizontal axis is breadth. The horizontal line is normal non-academic people who follow the news. Some are specialists who can talk to the public but are sometimes less deep. In this way, the structure of academic institutions, with their schools and departments providing degrees and tenure through a process of peer review, reinforces the focus on going deeper rather than wider — the target of the work of most academics focusing on a very small number of people who are sufficiently advanced in a field to understand whether and how a new work contributes to the field.
The structure of academic publishing, the currency in many academic fields, is also based on peer review and advancing the field roughly in the direction it is already headed. Finally, major funding sources tend to amplify these focus areas because programs are designed around the experts in each field. See Figure Many experts whose knowledge is of the deep variety consider communicating with the public beneath them and a waste of time. They would rather aim at developing the deepest knowledge in their field, and prioritize a Nobel Prize over public acclaim — although a Nobel Prize will lead to precisely that, just along another pathway.
Many academics look down on the public facing presentation of academic work as necessarily shallow, but well-known scientists have disagreed. Human beings have a limited amount of time, and while some people can get more done in their life than others, there is a bounded amount of space your personal shape can take, so there are inherent trade-offs in going deep in a single discipline, deep in multiple disciplines, or going broad across many disciplines. See Figure 14 Some interdisciplinarians and multidisciplinarians also spend time exploring the space between disciplines or at the intersections of disciplines.
See Figure 16 These areas tend to attract less funding, have fewer peers and, subsequently, have less existing prior work overall. Those factors make these areas harder to explore, and there is furthermore a great risk of becoming an academic orphan without collaborators, a tenure path, or a job market.
But these new spaces offer tremendous opportunity. The key to success at the Media Lab is that we are able to deploy funding for exploratory work in the areas that fall between disciplines through a unique consortium funding model. The consortium encourages the students and faculty who are funded to explore in an undirected way. In fact, we like to think that all of the Media Lab is a heterotopia. In the process of making things, we are able to be rigorous in a different way — through practice — and we can learn through doing. This breaks down silos.
Ed Boyden who runs the Synthetic Neurobiology Group at the Media Lab, and I are discussing a more radical approach — the next step beyond antidisciplinarity as a connector and a generator of new disciplines. In this new way of thinking, instead of a disciplinary approach to the creation of knowledge, Boyden describes a goal-oriented approach — in his case, understanding and controlling the brain — and works backwards to tap into or create new disciplines to generate the tools.
From an evolutionary dynamics perspective, his payout and motivations are very different from disciplinary communities, even though they overlap with them. For Boyden, it is a completely different dimension from which to understand and structure the world — much like the sphere that crosses Flatland. Figure 20 is a diagram of the structure of teaching at Bauhaus in the s.
The Bauhaus brought together an interdisciplinary collection of disciplines, new materials and a new sensibility. In addition to a curriculum, the movement create a new style and form of architecture with real impact on the world. She is proposing a synthesis of disciplines, approaches and a sensibility that might be a way to create a new meta-discipline with a completely new way forward. This inevitably requires challenging the institutions that have developed to support the academic process. We need to think about the structure of these institutions and how we might re-imagine them in the post-Internet era.
The Internet, especially the early Internet, was a great example of the transformation of slow, powerful and incumbent institutions shown in Figure 22 into a vibrant and generative ecosystem. This allowed ecosystems of competitors and collaborators to form, decentralized control and innovation at the commercial layers, and creating an open and inclusive process at the protocol layers.
The Internet unbundled the layers technically and business-wise, allowing competition and innovation to flourish. This layering allowed the unbundling of power, interoperability, competition, and the highly generative Internet. Figure Before the Internet, the telecommunications industry was monolithic telephone companies, working with inter-governmental regulators like the United Nations and the International Telecommunications Union and the governments themselves, creating a slow, bureaucratic, expensive, and closed system. Each layer of the Internet although PCs have similar layers has an open protocol and standards stewarded by a non-governmental, not-for-profit organization with general but very clearly defined application programming interfaces, or Application Programming Interface APIs.
Open protocol and not-for-profit layers allowed communities of experts to design the best social and technical solutions without being encumbered by business and political interests. Commercial layers using these new open protocols were able to flourish and compete using the protocols to communicate with, but be free from encumbrance from, the layers above and below.
The system is decentralized. This architecture has significant advantages over monolithic systems in terms of efficiency and lower cost, resilience, interoperability of different technologies at each layer and the ability to continuously innovate rapidly. Before the Internet, telecommunications was centralized in monolithic telecommunications corporations. They controlled everything from pipes and wires to content. When multimedia first emerged, cable companies ran interactive video experiments and telephone companies like France Telecom and Nippon Telephone and Telegraph NTT ran experiments such as Minitel and Captain.
The Internet was successful because we were able to unbundle its layers and create open and interoperable standards that allow companies to compete and create strong operational layers between open protocols. The APIs and protocols for communications between the layers was also essential. The next column is the funding or research organization that originated the protocol. The next column is the non-governmental not-for-profit standards body that currently stewards the protocol.
The column on the right shows the role of that layer. The Internet unbundled the layers technically and business-wise allowing competition and innovation to flourish. Open Protocol and not-for-profit layers allowed communities of experts to design the best social and technical solutions without being encumbered by business and political interests. Commercial layers using these new open protocols were able to flourish and compete using the protocols to communicate with but be free from encumbrance from the layers above and below.
This layering allowed unbundling of power, interoperability, competition and the highly generative Internet. Instead, they established not-for-profit and non-governmental stewardship organizations to support a community of technical people and a process of coordination with stakeholders, as well as with similar Non-governmental organization NGOs in other layers.
They built interoperable systems that allowed systems and services to communicate with and build on top of each layer. Government and traditional telecommunications attempts at creating something similar ended up in protocols such as The International Telecommunication Union Telecommunication Standardization Sector standard protocol suite for packet switched wide area network communication X. For scaling and execution, for-profit, market-oriented ventures are extremely effective.
This greatly diminished the cost of innovation and pushed it out to the edges, into dorm rooms and to individuals who wanted nothing to do with large companies and traditional institutions. I think unbundling and thinking of ecosystems in terms of layers linked by protocols controlled by open and inclusive nonprofit organizations is applicable to many other vast systems including finance, virtual reality, international relations, government and artificial intelligence.
These organizations and communities can bring everyone together to coordinate the necessary relationship between government, markets, society and technology. As the Internet fundamentally changes the way that we see and interact with each other and the world, advances in artificial intelligence and machine learning are fundamentally changing how we understand and interact with health and medicine. To break through the impasse we have reached in determining the future of the pharmaceutical industry and to understand and develop diagnostic and therapeutic capabilities requires application of the antidisciplinary approach to the human body and health.
We must discover new inventions and paradigms to treat the diseases that we face, and create new tools. This requires abandoning the silos of disciplines and bringing all disciplines to bear on understanding health and designing a new structure for innovating to come up with solutions. To implement this vision, I have brought together mathematicians, physicists, systems biologists, computer scientists, new tools for visualizing and interrogating systems, and many others to try to get a better understanding of the science and how these systems work.
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We must question our basic assumptions and possibly invent new mathematics to model biological systems. We need to understand how to apply artificial intelligence and machine learning for understanding the systems, as well helping us create new diagnostic and therapeutic tools.
In addition, the clinical trials for deploying new technology must be redesigned; using new tools such as machine learning and data science could significantly improve the way we test new methods. This cannot happen with the current structure of government funding and the discipline-segregated research university system.
With the maturing of new technologies, the opportunity to evolve new paradigms for the future of health is here. We are already seeing signs of more streamlined processes; the ability to have new clinical endpoints, and greater insights into the patient experience via sensors. The application of such digital tools has generated data pools that have the potential to be explored via AI and machine learning approaches. These new approaches will allow for a new development paradigm that will enable therapies and cures to be more targeted to individual patients and be delivered faster to market.
For example:. In , the 21st Century Cures Act was signed into law, a significant bipartisan legislative achievement aimed at accelerating the discovery, development and delivery of new cures and treatments. The Act issued an important directive to the FDA for the design and qualification of drug development tools, defined as biomarkers, clinical outcome assessments, and any other method, material, or measure that is determined to aid drug development and regulatory reviews.
For example, when the Internet made it possible to copy music and other copyrighted media, services such as Napster made it technically very easy to share music. Hollywood reacted by passing strict laws and enforcing them. This diminished the ability to share and remix creative works on the Internet. Eventually, Apple Inc. Around the same time, the record labels went after sampling, a key component of hip hop music. As they started suing artists who sampled, people stopped sampling as much. This changed the norms and in the US with common law, the norms changed the interpretation of the law.
The norms of society were forever changed, and sampling music became illegal. Remix as a musical art form in the US was stopped dead in its tracks. In other places, such as Brazil, things played out very differently. Markets and cultural norms actively promoted sharing, sampling and remixing, and focused on live performances to generate revenue.
The event producers funded artists and the distributions of copies of the music were not policed. This requires more than just a bit of interaction and negotiation between the quadrants, but rather an approach that goes beyond traditional disciplines — an antidisciplinary approach. The Internet is a new technology, but it is also a platform and a medium. It is a kind of place. Since the early 90s, I served as a jury member for the Prix Ars Electronica, one of the preeminent electronic art awards and conferences.
The competition and the associated symposium provided artistic and aesthetic views on new technologies and help define these as a medium for arts and designs. As a jury member for over a decade in the Internet category, I helped guide the development of Internet art by giving awards to interesting projects that seemed to capture the essence of the Internet.
Schools and artists took cues from our awards and developed the field with us. I was a member of the first jury that created the Internet category. This was just as the web was emerging. As with other categories of Ars Electronica, many of the early winners in the Internet category were not artists.
The early computer graphics juries awarded prizes to supercomputer visualizations. I believe that Ars Electronica and the artists it identified helped provide a critical view of the Internet as an art medium, and provided many insights into the risks and opportunities it presented. Ars Electronica continues to provide an important lens into thinking about the future of the Internet, science, and technology. Aesthetics of the Internet—Context as a Medium 58 This is an essay that I wrote for the Ars Electronica conference catalog in Ito, describing what I believed to be the essential nature of the Internet.
New forms of media and communications tend to mimic its predecessors. Carl Malamud gives the example of early television where television shows often consisted of a radio announcer and a microphone on the screen. The Internet often has been called a method of online publishing or online broadcasting. Television producers often compare gritty Internet video to the power of a excellent television commercial.
The Internet as a medium is not suited for the delivery of high volumes of the same information to many people. The Internet delivers context, and it is of this that we should be building the future the Internet. Fifteen minute old stock quotes become free, instant stock quotes costing money. It is a relationship with the newspaper and its reporters that is more important than the database of old articles.
Your Netscape browser will expire in weeks. Stealing an old Netscape diskette at a computer shop makes very little sense. Rather than downloading lots of software, on the Internet people remember where to find what they need, or better yet, who to ask or where to search. It is information about information about information Just as our monetary system has become very abstract, our currencies represent something that really has no physical reality, most information on the Internet is about context, rather than content.
Instead of the hard data of yesteryear that could be bound in a book, stacked in a warehouse and distributed by trucks, the information on the Internet is about being connected LIVE and about being in the right place at the right time. Communities on the Net consist of a group of people connected to each other in the form of discussions, games, or some other form of two-way connectedness. People invest time and energy into these communities and these communities evolve into a complex aggregate of relationships between people mediated by a technology and a context.
It becomes a kind of place. These communities are influenced by the underlying technology, but grow far beyond the technology itself. The technology is a kind of genetic basis on which a new organism can grow, receiving input from its environment through its participants. Artwork, writing and other forms of content which are often nearly static in the slow moving physical world can also become living things in the fluid, high-speed context of the Internet. An interesting idea or design can quickly become a popular item to be sampled, edited and redistributed.
The artist can view their work, or their child, quickly develop in something quite different from what it was originally intended to be. The original artist is the parent, but unlike a child raised in complete isolation, work on the Internet is educated and formed, for better or for worse, into a product of its environment and society. Putting work on the Internet is more like giving birth than creating a static object. Communities, multi-user games systems, markets, search engines and router configurations are all context oriented.
The aesthetic of context is the design of such context-oriented systems which are outstanding in their nature. A good context-oriented system causes the network of living connections to converge, interact and grow. It adds value to the network and attracts users and connections. HCLA is a community leadership development program dedicated to helping those in leadership positions continue to develop their capabilities as leaders. Representing a variety of organizations from Hamilton County in Indiana, participants come to the program from various backgrounds—all seeking education and information about the Hamilton County community as well as opportunities to build on their leadership skills.
Here, leaders return to the HCLA community to share their experiences, and spend a morning focusing on ways to more fully develop their leadership skills, both personally and professionally. While this Values-Driven Leadership Workshop, in many settings, may have focused only on organizational values, HCLA has always recognized the importance of individual leaders exploring their own personal values. For example, during the most recent workshop held earlier this year, leaders spent the first several hours exploring personal values with an exercise adapted from the Values Card Sort provided in The Leadership Challenge Values Cards Facilitator Guide.
Leaders identified the personal values that mattered most to them and created definitions for each that would help guide them in their daily leadership. This exploration was both illuminating and reflective. And when participants shared their values with each other, the room was abuzz! To our surprise, this first exercise went more quickly than we had planned—perhaps because these leaders were so committed to the community they were already very in tune to the values that truly mattered to them and were quick to narrow down their values.
As many of us within the TLC community understand, having a leadership philosophy—one that arises from our values—often has more impact than we ever expect.
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This was the case with attendee Chris Owens, Director of Indiana Parks and Recreation Association, who was surprised that this simple process of exploring personal values and using those to create his leadership philosophy made such an impact. In fact, he was so excited that he posted about his leadership philosophy on Facebook, writing:.
Still needs some polishing, but happy with draft 1. Workshop participants also shared their leadership philosophies with others in the group before being treated to a panel discussion that included executives from Hamilton and nearby Marion counties who told stories and provided insight into the personal values that drive their behavior and actions as leaders, as well as how their organizations use values to positively impact results. During the extreme cold of the Polar Vortex in January, on the coldest night of the year when the wind chill was degrees, a valve broke on one of the liquefied natural gas tanks that provide gas into our system which, of course, is used to heat homes.
And as employees from various divisions gather together to come up with a solution, the values of quality and teamwork were very evident. Each member of the team that night came in during off hours, bringing specific skills to collaborate on a solution that, ultimately, ended with three people climbing to the top of the 80 foot tank in the coldest hour of the coldest day to implement a fix.
It was all hands on deck and, in fact, a temporary worker was brought into the conversation because he had an idea for fixing the broken valve based on an observation earlier in the day. This truly demonstrated the value of teamwork and illustrates the great lengths our employees went to in order to ensure customers had gas to heat their homes. I know it sounds hokey, but we really took it to heart. This means making our clients better, making each other better, making life better for our families, making the technical field better and, finally, making our community better.
We live these values out every day through our client training sessions, mentoring, wellness initiatives, technical community involvement and events, and our community involvement plan. A concrete example is our Pay It Forward Month. We provide a small stipend for each employee and ask them to help others in the community in some small, but meaningful way. Involvement in our community has become ingrained in who we are.
I see our people taking it to heart and going above and beyond. Leaders left the session energized about their personal leadership, and eager to help others explore their own personal values and help them make the link to their organizational values.
Lisa Wissman of Community Health put it this way:. I have applied what I learned, shared examples from the panel and networked with two new individuals who are assisting me with helping a young engineer build a professional network for his job search. I truly hit the jackpot! Thank you for creating the opportunity. This most recent Values-Driven Leadership Workshop again confirmed the importance of the contribution that HCLA makes to the community by helping leaders further their development.
Hearing stories from panel members, having the space and time to reflect on their own values, and getting an unexpected opportunity to reflect on their leadership philosophies, HCLA participants and alumnae are in an even better position to make a positive impact on the communities in which they live and work. The Gift of Leadership program, begun in , is not just an annual workshop. It is a cause. Our Gift of Leadership program was held in March, and for two full days ILA and our other collaborative partners hosted a dynamic group of managers and directors from such Greater Cincinnati area nonprofits as The Council on Aging, Girl Scouts, St.
Vincent de Paul, and the Cincinnati Youth Collaborative, among others. The venue was once again provided by our partner, Camp Joy, a nonprofit organization devoted to experiential learning for over 75 years. They generously provided scholarships for the program, and are deeply committed to providing more nonprofit members with ongoing, high - quality leadership development opportunities, such as The Leadership Challenge. Collectively, we have been working on a vision of making the Cincinnati community better by building up our nonprofit leadership.
We have developed a plan and are already in the process of rolling out a strategy to seek ongoing funding from businesses and other donors, to make the gift of The Leadership Challenge the foundation of leadership for area nonprofits. Certified Master Facilitator Valarie Willis is also part of this endeavor. She offers The Leadership Challenge for additional members of this nonprofit community, and has played an important role in developing the strategy for keeping the Gift of Leadership moving forward in Cincinnati. New friendships were made and participants have begun sharing best practices—already raising their leadership capacity to better serve people in need throughout the Greater Cincinnati community.
As one Gift of Leadership participant wrote:. I have made some commitments to myself that I intend to accomplish in the next 30 days that will benefit me and the organization. Thanks again for thinking of me for this opportunity. Every day, people working with human services agencies must confront circumstances which seem virtually impossible, and often deeply heart wrenching. Their work is hard and tireless, yet their passion and commitment remains unswerving. It is a privilege to be able to contribute to their efforts in some small way.
We thank them for their devotion to their work and for accepting the challenge to become better leaders for their organizations and the people they serve. For 25 years, Steve has taught, coached, and consulted with executives and all levels of managers around the world in leadership development, team development, personal growth, change, and business strategy.
Can you share your thoughts on why that is and some examples that illustrate the value of telling stories? Through stories, leaders pass on lessons about shared values and the norms about how people should work together. In a business climate obsessed with PowerPoint presentations, complex graphs and charts, and lengthy reports, storytelling may seem to some like a soft way of getting hard stuff done.
Research shows that telling more positive stories than negative stories enables individuals, groups, and organizations to recover more quickly from adversity and trauma. In fact, research indicates that when leaders want to communicate standards, stories are a much more effective means of communication than are corporate policy statements, data about performance, and even a story plus the data.
His dad was a great storyteller, and he used stories especially effectively to teach lessons. Phillip has carried the family tradition into his business life at Goodyear. When Phillip was named to head up a large team with previously poor engagement scores for communication, he needed to find a way to be more proactive about connecting with employees.
He carried the practice with him when he was appointed president of Wingfoot Commercial Tire Systems, a 2,person wholly owned subsidiary of Goodyear. Storytelling, Phillip says, accomplishes two things. It offers a framework for relating to the message—something that people encounter in their own lives that can bridge to the main point. It also offers him the chance to lead through an example rather than to come across simply as preaching. Telling stories forces you to pay close attention to what your constituents are doing.
Peers generally make better role models for what to do at work than famous people or ones several levels up in the hierarchy. When others hear or read a story about someone with whom they can identify, they are much more likely to see themselves doing the same thing. People seldom tire of hearing stories about themselves and the people they know. These stories get repeated, and the lessons of the stories get spread far and wide. Storytelling is how people pass along lessons from generation to generation, culture to culture. Together with Barry Posner, he is author of The Leadership Challenge —now in its fifth edition—and over a thirty other books and workbooks on leadership and leadership development.
Using a proven, evidence-based approach to leadership—in the form of The Leadership Challenge—Presence Health is inspiring its nursing leaders to strengthen partnerships, value contributions, and create innovative solutions that are transforming the culture of the entire organization. What began in with the merger of two single ministries, Provena Health and Resurrection Health Care, is now a fully integrated health system consisting of five congregations:.
Collectively, these congregations represent a unified passion, capturing the essence of the Presence Health name: to be present with others. And it was through this desire for unified connection that Presence Saint Joseph Medical Center wanted to ignite change within its nursing staff.
Presence Saint Joseph had a historical baseline turnover of To achieve this, Jackie began working with her team to create a new leadership initiative: Every Nurse a Leader , a program that would establish a new philosophy and mindset for emerging nurse leaders at the point of care and fundamentally transform the culture long-term. They started by looking for the root cause of the high turnover rate among RNs. What they found was a lack of structure—a framework that could provide guidance for new graduate nurses and help them understand more clearly what it would take to be successful in their work.
They also emphasized developing inter-organizational relationships and holistic teams to focus on the common mission of patient care. At the heart of the Every Nurse a Leader program is a two-year Transition into Practice residency, set up in stages to allow everyone to grow and become a leader within the organization. Focusing on clinical, technical, interpersonal, and leadership skills, each participant is involved in a series of projects and roles throughout their residency.
The first LPI is administered during their orientation period, after their cohort begins. A follow-up assessment is completed at the end of the first year of practice and, again, at the end of the second year—and beyond. Residents in the program Model the Way with hands-on clinical training in a Simulation Lab where they receive real-time feedback on their clinical and critical thinking skills as well as a full debrief to help analyze and reflect on their performance.
Taking the challenge one step further, each cohort spends a full day at an outdoor teamwork facility where they learn how to take risks, to overcome fears, and to trust each other as they work as a unified team. Jackie and her team at Presence Saint Joseph have found that Enabling Others to Act through these collaborations creates a supportive infrastructure that encourages key stakeholders to make a meaningful investment in the process and strengthens engagement and shared decision-making.
More experienced Nurse Managers actively participate in interviewing, onboarding, and providing transitional support during the residency period for new RNs. In addition, interdisciplinary partners, including the nursing leadership team and executives, are involved in the Transition into Practice Program through cohort educational sessions. Presence Saint Joseph has seen an increased commitment to goals and those involved in the program have also reported an increased capacity to attain goals.
Every Nurse a Leader has already produced stellar results through six program cohorts. Presence Saint Joseph has decreased its turnover rate for RNs in their first year: down to 9. The Every Nurse a Leader program at Presence Saint Joseph Medical Center continues to grow and reach more and more aspiring leaders within the organization. We, at Integris Performance Advisors, are proud to have played a part in their success. We congratulate Jackie Medland and her team for leading the charge and showing so clearly what it truly means to liberate the leader within.
Helping Integris clients succeed using innovative thinking, delivering meaningful results, and fostering personal growth, he can be reached at KJ. Jenison IntegrisPA. Make sure that people are creatively rewarded for their contributions to the success of your projects. Write down something that each of your constituents personally enjoys. Author and consultant Jennifer Robin has spent years studying, observing, working with—and in—great workplaces. Be ready for some surprises! Learn more about Jennifer Robin at www. While the best leaders are self-aware, they are careful not to let their feelings manage them.
Instead, they manage their feelings. Self-control is important. One way to respond would be to yell at them and put them down in front of the group. But would that be the best way to handle the situation for the sake of your credibility and your relationship with your constituents?
The same is true in learning. There will be times when you become frustrated and when you become upset at the feedback that you receive. Upon the retirement of long-time CEO Steve Ballmer, Nadella is only the third chief executive to head the mega-giant founded and led by Bill Gates for so many years. But in his first email to employees, Nadella clearly set the tone for what is to come. Leadership takes courage: the courage to go first, be open and vulnerable, ask for feedback , speak out on issues of values and conscience, navigate difficult situations and make tough choices. Earning and sustaining personal credibility—the very foundation of exemplary leadership—demands it.
And who better to help us understand how to develop courage than Bill Treasurer, former captain of the U. K eynoting at The Leadership Challenge Forum , Bill will take the stage to engage participants in learning how to become more personally courageous and discover how to inspire more courageous behavior among those we lead. A daredevil athlete who, for seven years, traveled the world performing over high dives from heights that scaled to over feet—sometimes on fire! Department of Veterans Affairs. A high-spirited keynote speaker who has shared his risk-taking experiences and courageous insights with groups across the country, Bill is the author of several books, including the international best-seller Courage Goes to Work , and the off-the-shelf facilitator training program published by Wiley , Courageous Leadership: A Program for Using Courage to Transform the Workplace.
Honesty with yourself and others produces a level of humility that earns you credibility. People like people who show they are human. Admitting mistakes and being open to accepting new ideas and new learning communicates that you are willing to grow. It does something else as well. It promotes a culture of honesty and openness. Hubris is the killer disease in leadership. All evil leaders have been infected with the disease of hubris, becoming bloated with an exaggerated sense of self and pursuing their own sinister ends.
How then to avoid it? Humility is the way to resolve the conflicts and contradictions of leadership. Leadership is also a performing art, and the best leaders also have coaches. The coach might be someone from inside or outside of the organization. This person might be a peer, a manager, a trainer, or someone with specific expertise in what you are trying to learn.
Coaches can play a number of roles. The most obvious is to watch you perform, give you feedback, and offer suggestions for improvement. But effective coaches can also be a very valuable source of social support, which is essential to resilience and persistence. Support is especially important when people are being asked to change their behavior.
When you return to work after training, your initial enthusiasm can be quickly crushed if there is no one around to offer words of encouragement. Every leader needs someone to lean on from time to time. Your coach should be able to offer you not only advice but also attention and caring. The best coaches are good listeners. In fact, they watch and listen about twice as much as they teach and tell. Many organizations have an honest desire to develop more and better leaders.
Yet despite the noblest of intentions many, if not most, also fall short. While some individuals may show improvement, the collective effort either never takes hold or fizzles out after a relatively short time. And as you read along, consider from your experience what the biggest culprits you have found that get in the way of leaders developing to their full potential. There are typically a few other categories, e. Finally, there may be an add-on category about leadership development, frequently embedded somewhere in the self-development objectives.
This, unfortunately, is how too many managers rationalize that they are, in fact, clarifying their expectations around leadership. But the communicated message is clear: make your numbers and, in your spare time, continue to improve yourself and work on becoming a better leader. Everything is a high priority these days. And everyone is expected to meet ever-growing expectations.
Otherwise, those development efforts will inevitably slip between the cracks.
Assuming the expectation to lead is clearly made, there is a great deal of confusion about what it actually means. The reason? Because many organizations have not adopted a clear, concise, definable, model of leadership. Despite what some organizational leaders seem to believe—that leadership is an esoteric, philosophical list of academic concepts—a well-grounded leadership model allows everyone, in any position throughout the organization, to know exactly what leadership looks like, what people do when they are leading, and how it differs from other activities.
While some competencies are more directly tied to leadership than others, they generally cover broad knowledge areas such as financial acumen, strategic agility, business savvy, and communications. But having a competency model in place is just a starting point. For example, being competent at people development and having a cross-boundary mindset will no doubt be tremendous assets to rising leaders. However, those descriptors fail to explain what the leader must be doing on a day-to-day basis to fully develop these competencies. With its evidenced-based research and its immediate, hands-on applicability, the model is like an instruction manual for creating higher performing teams, increasing employee engagement, and inspiring people to do their very best work — all key outcomes of leadership.
And with constantly changing circumstances, it must be reinforced time and time again. One ILA client organization has done a remarkable job emphasizing the importance of leadership. Like many, they suffered financially during the downturn. But they weathered the storm and learned an invaluable lesson: in order for them to be a great company—especially in our constantly chaotic, unmanageable world—they would need to have great leaders in every department, at every level of the business. This meant developing leaders, regardless of title or position, who were willing and able to tackle tough problems, proactively respond to uncontrollable changes, and develop innovative solutions or breakthroughs ideas.
They now view leadership development as a key strategy that will help ensure continued prosperity and future success. Fatal Flaw 4 - the last of the culprits impeding leadership development efforts is the most obvious—and the one receiving the most attention. It is the lack of ongoing follow-through. To ensure that people grow and develop as effective leaders, there must be an intentional, purposeful, and sustained effort that is a key organizational strategy. It has to be more than an annual self-development objective to read a book or attend a workshop on the subject.
It has to be something for which people are held accountable every single day. Many organizations have invested heavily in systems and processes designed to keep people constantly focused on financial or project performance objectives. Formal meetings or casual drop-ins throughout the day focus on project status and problems, new opportunities to increase sales, or innovative steps to overcome obstacles. But can the same be said about the focus on leadership? Yet, the movement of up and coming leaders or other key talent through the development funnel might be discussed once or twice a year. So in much the same way organizations keep everyone mindful of the importance of financial and operational essentials, it is equally important to help everyone remain mindful of some of the most important aspects of leadership.
In order that strategic leadership development efforts take hold, organizations must be thoughtful and intentional about the systems and support mechanisms needed to reinforce its value. Of course, individuals are still responsible for continuing to learn and practice more effective leadership behaviors. But organizational support is essential. Setting clear expectations about leadership, clearly defining it, establishing context, and providing ongoing support are the fundamentals for a successful organization-wide leadership development process.
Holding others accountable means that you hold yourself accountable first. Take one specific week to work on just this skill. At the end of each day, use your scheduler or your to-do notes to remind yourself of what you did. Create four columns on a page of paper. Understanding your own behavior makes you more aware of opportunities to hold others accountable for adhering to the standards. Take this activity one step further. Share it with your employees and ask them to repeat the same thing you did.
Meet with each of them to learn about their results. Kouzes, Barry Z. What is this leadership? It was the 27 th of December and we were camped under the corrugated roof of a derelict house in the tiny village of Paso Marcos, in the Cartago Province of Costa Rica. Cartago lies in the Central Eastern belt of the country, running from the central mountainous spine toward the Caribbean and the Province of Limon.
For this adventure, I had put together a team of four people including Urbano and myself, Martin Veregas, a local farmer, and Henrietta Stavely from England. At this time, our team had trekked kilometres through rain and cloud forest, crossing the Talamanca mountains at an altitude of 3, metres whilst often staying in Cabecar settlements and hunting camps along the way. As the rain beat a thunderous rhythm, I explored with Urbano the values and concepts at the core of the Cabecar, a population of around 20, whose culture has remained little changed for years.
Despite knowing Urbano for a decade, I had made assumptions about Cabecar leadership that my friend quickly dispelled. He explained that there was no word for leadership in the Cabecar language, and no word for love either. This described the relationship between Caciques chiefs and their communities, husbands and wives, as well as parents and children alike.
The more we chatted, it became clear that there was little, if any, conceptual understanding of leadership and I became even more intrigued. Every spare moment for the rest of the trip Urbano and I discussed the values and structure of the Cabecar. Loading my gear onto the horse Urbano and Jami had brought, we were soon striding through the rainforest on the way to the area of the Pacuare Valley in which the Jameikari community live. Soon we were sitting by his palenque  , discussing the days ahead that were to include my real first-hand introduction to important aspects of Cabecar traditions.
The next day passed quickly as I attended a community gathering before packing the few things I was allowed to take with me for my tribal initiation. In order to understand the fabric of the Cabecar culture, I had asked to experience elements of the initiation that teenage boys complete for a month at a time as part of their transition to manhood. This tradition centres on living in the forest, within clearly defined rules, whilst being guided by a mentor.
Urbano would be my mentor for my truncated initiation. The only food we could bring was coffee and bananas and I must leave all modern conveniences and pleasures behind, even books. In fact, I had to be given express permission to bring a mosquito net as I had contracted malaria on a previous trip. Urbano showed me places special to his father and the Jameikari and began to explain the traditions, beliefs and structures that have supported the Cabecar over the centuries.
It was during this walk that he introduced me to the core values of Madre Tierra, fuego, agua y ninos Mother Earth, fire, water, and children. And later on, whenever I asked any Cabecar about the valores of the Cabecar, everyone gave me the same answer, whether child or elder.
During this time, I was taught to hunt and fish, and to identify edible and medicinal plants and fruits--important technical skills but seen as secondary to understanding the relationship of self and the Cabecar to the forest. Through the blackness of night, we sang Cabecar songs to the forest around us and I was strongly encouraged to reflect upon my identity, my relationship with the forest and the ecological web that wound through it and what that relationship might be in the future. Although highly rational and non-spiritual by nature, I found the process deeply affecting and effective in bringing clarity around my motives and values.
While my mentoring during this brief initiation may have been informal and unstructured, I reached a profound understanding that I believe other forms of inquiry could not have delivered. It was a gentle but lively affair with dustbins full of fermented banana or maize alcohol, called chicha , being consumed. Finally, after some very ragged dancing and singing, virtually every man was asleep around the fire in the large palenque. The next morning I began my interviews with members of the Jameikari and two neighbouring communities.
By way of example, she shared the story of the Cabecar of the Peje Valley. When considering whether to accept a government offer to provide electricity within their reserve, the community asked the children and young adults to make the decision as they would be the ones who would be living with the consequences. In the end, they asked for a pylon line to be run to the school but no further, explaining that if they were to treat this resource as infinite then they might treat their environment and its resources in the same way, leading to erosion in the natural web of which they are part.
This sense of sustainability and clarity of understanding remains an exceptional example of Inspiring a Shared Vision in practice. The Cabecar vision is informed by their values and the more I spoke with members of the community, the more compelling these values became. Mother Earth , for example, represents the environment in which the Cabecar operate and the requirement for sustainability.
Fire is both security and comfort, while Water is the element that connects all communities and the ecosystem of which they are part. Children are central to all aspects of Cabecar life, making succession planning of paramount importance. Every Cabecar I met intuitively Modelled the Way , a discipline that has been shaped by the forest as much as by the tribe itself. And I found a concentrated effort in each community to develop every person within it through individual and group coaching and by encouraging learning through a sense of exploration, adventure, and experimentation—fully embracing Challenging the Process, Enabling Others to Act, and Encouraging the Heart.
For the Cabecar people, there is no need for the use of terms such as leadership or followership as these behaviours are the responsibility of all Cabecar, not just their Caciques. Not just within, and between the communities and clans but also to other indigenous people , Ticos  , Siboh  and the environment. Leaders teach and show but do not dictate. They create frameworks for learning through experimentation. They encourage children and adults alike to make their own decisions and understand the nature of responsibility but they are always there as the final safety net and to dispense wisdom when asked.
There are no Cabecar words for leadership or love. Justin Featherstone MC, FRGS, delivers leadership development programmes, leads expeditions to the mountains, rainforests and whitewater rivers of the world and is an occasional academic lecturer, documentary presenter, and public speaker. He can be reached at denaliuk yahoo. One of the reasons the best leaders are highly self-aware is that they ask for feedback from others. They want to know the negative as well as the positive. But that also explains why being able to manage your emotions is so important.
The more specific you can be with your request, the more likely that others will have something to share with you. When people are learning, others tend to be very forgiving.
Peaceful Chaos: the Art of Leadership in Time of Rapid Change
Then say thanks. Behavior change is one of the most difficult and challenging endeavors any of us ever takes on, yet this is precisely what the Technology Group of an international oilfield services company has accomplished. Realizing the importance of effective leadership behavior in affecting performance, the company engaged Leadership Mechanics to work with the Technology Group and implement a month-long development strategy—using The Leadership Challenge as a foundation.
Beginning with all those at the director level, we eventually engaged managers, supervisors, and high potentials as well. Using these baseline LPI indications, each participant in the program then set about developing specific actions and personal development plans that would guide them in improving their effectiveness as leaders. At the month mark, positive results were achieved in each of The Five Practices—between 10 to 20 percent! Elevated leadership levels have been documented within the entire group, which has inspired them to begin working toward a complete leadership culture change.
In addition to continuing to develop current and future leaders, the group is now using The Leadership Challenge with individual contributors. The goal is to begin to develop a common leadership language that will, ultimately, create a better communication bridge between leaders and their teams. And because frontline employees know and understand The Leadership Challenge, at least at a basic level, leaders will be able to make an even bigger impact. Plus, these individual contributors are learning how they, too, can develop their own leadership thumbprint. An experienced and results—oriented speaker and coach whose corporate career has included positions with Southwest Airlines and The Tom Peters Company, he can be reached at www.
Exemplary leaders and exemplary learners create a system that enables them to monitor and measure progress on a regular basis. The best measurement systems are ones that are visible and instant—like the speedometer on your dashboard or the watch on your wrist. The best measurement systems are also ones that you can check yourself, without having to wait for someone else to tell you.
For instance, you can count how many thank-you notes you send out by keeping a log. A self-monitoring system can include asking for feedback. Another way to monitor your progress is to repeat the administration of the Leadership Practices Inventory at least once a year, and preferably every six to nine months.
The horrific terrorist attacks of September 11, may have occurred 12 years ago, but the memory of those events remain emblazoned on our minds and hearts to this day. Welcoming over , visitors annually, these dedicated volunteers contribute hundreds of hours of their time and their deepest emotions to fulfill the mission of the organization:.
To support victims of terrorism through communication, representation and peer support… to unite the September 11th community, present evolving issues, and share resources for long-term recovery. Just this year, on October 21st, members of the Loeb Consulting Group were honored to have an opportunity to dedicate our time and resources to lead their management team through a customized half-day introduction to The Leadership Challenge and experience, first-hand, the spirit and passion of this group of dedicated professionals.
As they discussed the courage and dedication it requires for the team to come to work and contribute with enthusiasm each and every day at this special place, Lee asked Natalie to choose one of the stones for herself.
Honored and grateful, she chose a rough stone with a crack as a memento of her first visit. It reminds her that life is not perfect; yet, at the same time, it is beautiful. He made the experience special with his gift. Unlike many other organizations Loeb Consulting Group works with, the September 11th Families Association confronts challenges that are unique. And the emotions they confront almost daily are far more dramatic than what we would typically deal with in a more traditional for-profit or non-profit environment.
In addition to volunteers, the September 11th Families Association itself enjoys great stability among its employees with an average tenure of five years. With COO Gordon Loeb as co-facilitator for this event, participants wasted no time in sharing personal stories of those who had significantly influenced their careers and lives. For example, the awareness of how their daily interactions impact others, in some cases for years to come, was immediately realized. As the program progressed and participants explored how to live out the Practices, they consistently, either obviously or subtly, referred back to the essential principles of Encourage the Heart.
We also employed the Leadership Practices Inventory LPI with the group and, true to form, they quite naturally received feedback in the appropriate spirit—as a gift. Without defensiveness, there was an openness to address the feedback they were given and a real commitment to leverage their strengths in order to improve their effectiveness as leaders and to help develop the leadership capacity of their volunteers as well.
As is always the case, the power of The Leadership Challenge to help the September 11th Families Association increase its capacity to serve is just beginning. We are excited to be part of this journey. Doug Mayblum is a consultant with Loeb Consulting Group, LLC, a management and leadership development company dedicated to cultivating high potentials in law firms, businesses, and student and community leadership. For more information, visit www. To be the best you can be, you must not only apply what you learn on the playing field, but you must also hone your skills on the practice field.
We know this is true in the performing arts and in sports, but somehow people do not always apply the same idea to leadership. Professional leaders take practice seriously. The practice may be role playing a negotiation, rehearsing a speech, or a one-on-one dialogue with a coach. Whatever it is, practice is essential to learning. Practice fields also offer the opportunity to try out unfamiliar methods, behaviors, and tools in a safer environment than on-the-job situations. You are more likely to take risks when you feel safe than when you feel highly vulnerable.
Since the stakes are higher on the job than on the practice field, give yourself the chance to run some plays in practice before rushing into the game. What went poorly? What did I do poorly? Take advantage of that fact. You can get to that mutual understanding only through conversation and dialogue. You have to start engaging others in a collective dialogue about the future, not delivering a monologue. To become an exemplary leader, you must develop a deep appreciation of the collective hopes, dreams, and aspirations of your constituents. Leaders who are clearly interested only in their own agendas, their own advancement, and their own wellbeing will not be followed willingly.
You have to reach out and attend to others, be present with them, and listen to them. We know from our research that when leaders seek consensus around shared values, constituents are more positive. During the four years of my undergraduate studies, I worked on annual festivals of minute plays written by students in the Introduction to Playwriting classes. The festival was the culmination of three months of writing, and the students were responsible for rewriting and revising their plays over the course of the week leading up to the festival.
We had limited human resources, so everyone had multiple jobs: while students perfected their own scripts, they were also acting in, directing, and script managing the plays of their peers. Everyone was forced to work for not only the success of the play they had written but the success of every other play that would be performed during the festival.
The success of the festival as a whole became the shared vision of each group of students. I loved the energy of collaboratively creating with other artists to bring together one final product. Each year, the students left the class and the festival feeling bonded—and with a thirst to work in a collaborative context again. The festival was a microcosm of what it is like working on a major theatre production. Working in theatre is all about the shared vision of the end result: the success of the play as a whole. In working on these minute play festivals and other theatre projects, I learned a few things about what it looks like to Inspire a Shared Vision in the context of a community.
The success or failure of any piece of theatre never falls on the shoulders of one artist. At the end of the festival every year, each writer, actor, director, and designer went up on stage and bowed together—because everyone was responsible for the finished product. Everyone had staked a claim in the outcome. To me, Inspiring a Shared Vision implies community, one that breathes and grows to incorporate diverse voices. Working together, failing in a safe place, and leadership from multiple sources binds the community together so that everyone can take ownership of the piece as a whole.
When the vision is shared, and everyone is committed to keeping the vision alive, no one person succeeds alone. No one person fails alone. And everyone leads each other. She can be reached at clientcare finepointspro. The quest for leadership is first an inner quest to discover who you are. Through self-development comes the confidence needed to lead. Self-confidence is really awareness of and faith in your own powers. These powers become clear and strong only as you work to identify and develop them.
Learning to lead is about discovering what you care about and value. About what inspires you. About what challenges you. About what gives you power and competence. About what encourages you. A: Thanks so much for sharing news of this research on the relationship of power with fame and promotion. This latest research sheds light on why people in positions of authority can be less empathetic than others. I was also reminded that the more we learn about our brains, the more fascinating this field becomes.
My only caution is that having "power over someone" is not the only way to view power. There is other behavioral science research on power that looks at it from the perspective of "feeling powerful" or "feeling powerless. Other researchers—for example, the late professor of psychology at Harvard, David McClelland—equate feeling powerful with ability and competence. They use the phrase "socialized power" to differentiate it from the "personalized" or "self-serving power.
In The Leadership Challenge, when we talk about how exemplary leaders make others feel powerful, we are in no way suggesting that leaders make others feel like they have "power over others" and should use it in self-serving ways. Rather, we are saying exemplary leaders use their own socialized power to make others feel strong and capable. Thanks for stimulating the brain cells and getting us to think more deeply about words and their meaning…as well as about power!
Together with Barry Posner, he is author of The Leadership Challenge —now in its fifth edition—and over a thirty other books and workbooks on leadership and leadership development, including the just-released ebook, Finding the Courage to Lead. Air Force Captain, and the wife of a U. Marine and volunteer state trooper, part of my vision for life is to continue to find ways to honor and thank the men and women who are currently serving, or have previously served, our country and communities. This eclectic group of men and women included Wounded Warriors injured in the line of duty, active duty Marines about to enter civilian life as well as veteran Marines who have already made the transition, and a gentleman who volunteers his weekends as a law enforcement officer for the Florida Highway Patrol.
Individual LPI reports provided valuable feedback on current leadership behaviors and helped them uncover insights into the steps they could take to improve their effectiveness as leaders. It was personally fulfilling to watch as they realized how their past experiences could assist them in writing the next chapter of their leadership legacy. I was humbled and honored to be part of the leadership journey these brave men and women traveled.
And as much as they benefited, I also came away with a deeper appreciation for the challenges they have encountered and, for many, continue to face. A former consultant with Disney Institute, she is an independent leadership guide and organizational consultant working with clients from the private and government sectors. She can be reached at mcooper EngagingOutcomes. The best leaders are proactive. They take the initiative to find and solve problems and to meet and create challenges.
Instead, they take charge of their own learning. They seek the developmental opportunities they need. My introduction to the culture and spirit of Nigeria came just a year ago when I first met the engaging Oritseweyinmi Jemide. To help him prepare, we shipped a Facilitator Manual to Lagos not an easy feat so that he could complete the required pre-work before making his way to Central Florida and his first experience with The Leadership Challenge. Fortunately, several years ago, Mary and I adopted the practice of hosting a nightly dinner at a local restaurant as a way for us to get to know more about our workshop participants and adapt the subsequent two-day program based on what we learn.
And during that first meeting, we learned much more about Weyinmi: his love of photography and his wonderful sense of humor that was augmented by a hearty laugh. He was already an accomplished trainer and business consultant and had a strong and evident value system that included a spiritual focus and orientation to family. This pre-workshop dinner also proved important for a number of other reasons. Having never been to Nigeria—or any country in Africa, for that matter—I was transformed by the experience.
From the first, I was surprised to learn that Nigeria is the largest country in Africa by population. In fact, Nigeria has more than twice the population of the second largest African country, Ethiopia. And Lagos, the city where Weyinmi resides and we would deliver the workshop, has a population of over 7 million—roughly the size of New York City. I was graciously welcomed to what became a surprising and wonderful combination of education and celebration. For many Nigerians, church is where they go to learn as well as to praise and the City of David specifically provides members of its congregation with information they need to live a healthier lifestyle.
Other differences were also striking.
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In the U. This service was three hours long, yet it never dragged. The music was phenomenal with a person choir and a full band accompaniment. They sang and danced to one song that lasted over 25 minutes! I was completely enthralled by the dancing, the singing, and everyone in their Sunday best—complete with beautiful hair wraps of extraordinary color. Fully experiencing the people of a different culture was an important reason why I was excited to make the trip to Nigeria.
And this church experience—on my first full day, no less—offered the perfect opportunity to be welcomed into a different country by the hospitality of its people. From there, I was ready to get down to work with Weyinmi to finalize plans for the workshop and get ready to meet our group of aspiring leaders. It is truly amazing. They were especially interested in hearing about the issues leaders in the U. Despite any initial concern I might have had about whether the Personal Best activity would work or the stories we shared would make The Five Practices clearly evident, the workshop produced a wonderful two-day experience.
And we both look forward to future collaborations. In addition, we have a second workshop scheduled for Lagos in October with hopefully three or four more in Thank you, Weyinmi Jemide, for the opportunity to experience the vibrant Nigerian culture and to manifest collaboration with you and the extraordinary leaders from Lagos, Nigeria! Stephen Hoel is president of Diversity Leadership Consultants. He can be reached at www. Amid the breathtaking beauty of the Pinnacle Mountains, nearly eager learners came together to explore, define, and articulate a collective vision for the future of leadership and for our own practice as leaders.
Opening with the first-ever Vision Workshop, Barry and Jim Kouzes facilitated a powerful, interactive experience that truly set the stage for the next two days—48 hours jam packed with case study, activity, and skill-building breakout sessions, plenty of community building, networking opportunities, and two truly memorable keynotes that seamlessly connected all the ways in which to envision the future: reflect on your past, attend to the present, prospect the future, and feel your passion.
With acclaimed photojournalist Steve Uzzell, for example, we traveled the open road through a series of stunning photographs that helped open our minds to the various ways we can renew, refresh, and restore our vision. Along the way, Steve shared insights from his experience as a photographer and inspirational speaker as he challenged us to clarify our own images of leadership and to nurture that clarifying skill in those we train and lead. Even more inspiration and learning is in store for Plans are already underway for New Orleans, June 19 — 20, So mark your calendar and plan to join us at Forum !
Keep in touch as program details are finalized. What did I do today to practice my leadership behaviors? What happened? What leadership opportunities might I have missed? For the past three decades, the rise of land trusts throughout the U. Over 1, land trusts now operate to protect local landscapes using a variety of sophisticated tools, including purchase, easements, and agricultural preservation. To-date, these grass-roots efforts have placed more than 10 million acres of land in permanent protection. While my work then focused on the development of the dedicated professionals currently working to protect our land and all that live on it, my passion these days is to help develop the next generation of leaders who will carry on this immensely important work.
And in March of this year, I sought out a wonderful opportunity that allowed me to continue to strengthen a movement that is shaping the American landscape in significant ways and is so very important to me. It was truly inspiring to help prepare these folks for the challenges they will face as they strive to make a difference in the world. Individual LPI reports generated insight into their current leadership practice and also helped broaden our discussion around the role leaders play in land protection efforts.
All the participants expressed great appreciation for being given this opportunity to develop their leadership abilities. It showed me that I DO have the capacity to make a positive impact with my work and my life. Any leadership class brings new insights—and this one was no different. Like Angela, I know that each of these young leaders will become more adept in leading others as a result of their Leadership Challenge experience. In fact, I gained fresh insight, too. I have a greater understanding of how to successfully engage younger people in the workshop, using examples from their own experience as well as mine.
It brought together leaders from the conservation field with shared passion, challenges, and dreams. It was validating and empowering to view leadership from this context and to see how our growth as leaders can impact the work we are currently engaged in. An independent leadership and organizational consultant working with clients from the private, non-profit and governmental sectors, he can be reached at danjschwab gmail. Connect your performance to rewards. So along with the goals that you set and the measurement system that you put in place, make sure to create some ways to reward yourself for achieving your goals.
Take yourself out to lunch—and ask a good friend to go with you. Brag about it to a colleague. Use one of your regular meetings to announce your progress to your team. They will applaud. In fact, last year Washington Elementary moved from the lowest possible State of California ranking among schools with similar demographics and characteristics a score of 1 to a 10! Working together they are translating each of the 10 truths into a meaningful statement for both students and the greater community.
A semi-retired senior executive with a major construction firm based in the community, Brian attended a Leadership Challenge program many years ago which he now draws upon in his volunteer work with both students and parents. He currently hosts a leadership club for about 50 fifth-grade boys, and a similar leadership club for fifth-grade girls. In addition, he recently started a leadership training program for parents—mostly non-English speakers, with grade school-only educations.
And this past April, Barry was the featured guest at the school-wide assembly held to help motivate students in advance of their standardized testing period. Greeted by posters and cheers, Barry opened his presentation with an inspiring story culled from The Truth About Leade rs hip : the story of Melissa Poe that clearly demonstrates how an elementary school student can make a difference. After fielding questions, Oprah-style, from Maria and a number of students including a discussion on how exactly one writes a book , the focus shifted to acknowledging a student from each class who had demonstrated a Can-Do Attitude—for the extra time they have put into preparing for their upcoming tests.
Special recognition also was given to a wide variety of special-interest clubs supported by the school, which give every student the opportunity to make a difference. As an intent observer of human behavior, two merging observations have led me to detect a dip in the level of self-confidence people have these days. First, I hear very few people describe their work as a slam dunk or another similar term.
Work these days is a struggle, with plenty of question marks. The end result is that while people are feeling more exposed by the constant onslaught of change, coupled with tentativeness about the job itself, their performance expectations still continue to rise. Metaphorically, people question how they can possibly run faster, when the track has turned to quicksand.