Solitude and Leadership

Here's an interesting article with a whole different set of perspectives. I couldn't figure out how to share via diigo in the time I was willing to put in -- management of time being at the top of the list of stress management strategies.

http://www.theamericanscholar.org/solitude-and-leadership/

This was in the latest KlingBrief, a monthly digest of education-related articles/books/films/resources some of us learned about last year (or the previous?) from Pearl Kane. To subscribe to it, contact Adele Tonge, Communications Manager at klingbrief@tc.columbia.edu.

Reflections on Dissonance

I found it disheartening to read that "adopting a facade is a common tactic for people grappling with the Sacrifice Syndrome" (pg. 46). Even though I know this is true and I have seen it happen, I still find it hard to acknowledge. Authentic leadership is about transparency. It is about being true to yourself and leading with a compass guided by a core set of values. If you are constantly pretending all is well, when it is not, it will catch up with you sooner rather than later and the facade will come crumbling down. On pg. 60, Boyatzis and McKee discuss how success overshadows values and how it is not uncommon to find that one day we are not ourselves anymore. This saddens me as I think it is nearly impossible to lead with conviction if you are not true to yourself and what you believe.

I was also struck by how true it is that major life events often force you to critically analyze and reflect. It takes something major to change your outlook and to push you toward a new path. I did find it powerful to reflect on my life via Exercise #4 and to identify a common rhythm. If we are aware of this rhythm and can proactively address dissonance when it naturally occurs, perhaps stress would not have as great an impact as it usually does on our physical, mental and spiritual well-being.

Southwest and Soap

Hi Friends -

"Seldom have I known any profound being that had anything to say to this world, unless forced to stammer out something by way of getting a living." (from Moby Dick)

I'm posting because this is an assignment and I'm a dutiful student – not b/c I fancy myself, in deed or aspiration, a profound being.

I feel bad for Karl.

Much of what Niall did/experience strikes me as pablum. It might be that so much of it was in the service of bath soap. I'm a snob, to be sure, and I don't like Unilever (isn't it the green and white one?).

More bothersome is the implied twist on the Coolidge adage that would go like this: "The business of business is taking care of one's self." I agree this mindfulness and marathon running is part of the equation, but I'm also a little bothered by how generally well-cared for (fit, rested, happy) business executives and school administrators are compared to the salespeople and teachers who work for them.

I'm still waiting to see what resonant leadership looks like that isn't registered principally by a company's bottom line and/or in the personal health and vitality of said leader(s).

Sacrifice, unchecked, is not a virtue

1. The biology of stress interests me: seems that overdoing stress robs people of the very qualities that probably make them good leaders in the first place--the ability to stay positive, the ability to learn, and the ability to think creatively: “Under stress, not only does the brain shut down and lessen our ability to function, it also loses capability to learn. . .

. . . we have an increased tendency to . . . perceive things that people say or do as threatening or negative. . . . Our bodies, minds, and emotions lose resilience and creativity. . . (43) Sacrifice, unchecked, leads to less effective leadership and dissonance” (44).

Yes, yes, yes. The imperative of moderation.

2. I'd like to talk about the challenges of giving and receiving honest feedback--really at many levels. Even Boyatzis and McKee seem a little conflicted on the issue. On the story of Karl, in “Chapter 4-Dissonance is the Default” they write, “He decided to share a piece of his mind with the board and wrote a scathing letter criticizing the political environment at headquarters. He knew, of course, that he was violating a cardinal rule of business wisdom by putting such opinions in writing, but he no longer cared” (37).

Later, we read “. . . even when others can actually see that [leaders] are slipping into dissonance, it is unlikely that anyone will tell them the truth about what they see (60). . . and “Most leaders. . . are susceptible to CEO disease, so not getting enough, accurate, or timely information is a common problem” (61). I'm not entirely clear if the cardinal rule that Karl broke was providing blunt feedback, expressing his emotions, or putting any of this in writing. At any rate, it seems that people are reluctant to give their higher-ups honest feedback unless it is good because they fear reprisal, no surprise there! Yet the authors say such feedback is really important (and I agree). A complex challenge that doesn't get enough attention.

Operating Philosophies

Did anyone else do Exercise 1 in Appendix B. . Insight into your Operating Philosophy? I'd love to talk about it when we meet. I'm not sure I understand the implications of the percentile chart, for one thing, and I'm also curious about how others in the group scored! Certainly internal conflicts are a source of stress, as are conflicts between our values and the values of others on our admin teams, the values of our parents, the demands of various tasks. I went back and forth between the chapters and appendices so many times that I got pretty lost and can't quite remember what the context was of that piece on philosophy, but I did make a note when I was reading it that it was blog-worthy. . .

Mindfulness

I am struck by Niall's experiences as described in chapter four of "Resonant Leadership" and find myself nodding frequently throughout the pages. While it was a bit discomforting to read over and over that stress is, inherently, a part of our jobs (must it be this way?), the opportunity we have to recognize the Sacrifice Syndrome and seek renewal should be equally as powerful. The authors introduce the notion of mindfulness: "living in a state of full and conscious awareness of one's whole self, other people, and the context in which we live and work" (p. 73).

Last week, I attended the BATDC/POCIS Leadership Diversity conference. It was an inspiring and thought-provoking day. During one discussion, I shared my feelings concerning how to bring back all this good work regarding diversity to my school. It is one thing to have serious and candid conversations with one's allies and another to try to create this dialogue with peers/constituents who may not be aligned with the same ideals and values. Where do we start? And, then, how do we continue this ever so important work?

Boyatzis and McKee offer some suggestions. Mindfulness and awareness. Authentic leadership. Renewal. Hopefulness. Compassion. Collegiality. What else will it take to feel renewed in the heat of the battle, and lead us on the road to sustainable leadership and sustainable schools?