June, 2019 | Tools to Lead

Dissociate & Integrate

In my previous post, I wrote: “Let’s think about leadership in terms of an accumulation of skill sets. The acquisition of those skill sets will enhance the ability of the leader to move the organization toward the goal. Instead, then, of concentrating on moving to a different level of leadership, a better path to effective leadership might be to identify the skill sets needed to be effective, and to acquire those skill sets (which might also include bringing individuals around you who can supplement your weaknesses if the skill set is beyond your ability or would require excessive time to acquire).”

Let’s suppose this is true. Then one of the key characteristics of a leader would have to be the ability to be able to “see the big picture.” To see situations and problems in a larger context AND to then to know which skill sets apply (intuitively), and either pull those out of their accumulated kit (acquired through knowledge and experience) or pull in those who have the necessary skill set. Leadership then would have less to do with influence and more to do with a kind of disassociation. By that I mean the ability to disassociate oneself from the immediate and step back to see the greater good, keeping in mind the mission and strategic planning. Now let’s add another big word – integration. The best leaders are those who can disassociate WHILE remaining integrated with the human side of the context.

As we develop this thought it is interesting that we are actually constructing a new leadership model which truly allows the possibility of becoming a leader in actuality rather than just theory. Learning to see things globally, while difficult, can be learned. Acquiring the various leadership skill sets can be difficult, but can be accomplished by most. Like learning a new language, learning the pieces (nouns, verbs, conjugations, etc.) comes before fluency and fluency in enhanced by the ability to actually think in the new language. Leadership is like that, what seems mechanical and awkward at first with practice becomes intuitive and reflexive. Let me tell you a secret which is the starting point – stop talking and listen.

Leadership Ladder . . . or Toolbox??

The categorization of leadership into levels seems to be, at least in part, an artificial structure which, while allowing comprehension of some aspects of leadership, may actually limit our understanding by limiting our concepts to the defined structures/levels and causing would be leaders to focus on climbing a ladder. What I’m saying is, maybe there aren’t different levels of leadership, at least not as has been suggested.

Oh, sure using the level description it is much easier to describe someone by saying “She has only reached level 3 in Leadership.” Or, “Now he is a level 5 leader.” All of which ignores much of what is . . . and is not happening in the leadership process.

As I have suggested before, Leadership includes initiative and a willingness to take responsibility for decisions; an almost compelling need to exercise initiative. Think about that. It might be said that Leaders who do not exercise initiative are not leaders at all, in spite of the definitions of levels.

Now obviously, there are individuals who are in positions which are recognized by the world as leadership positions, but that doesn’t make the people in those positions leaders, at any level. And what kind of initiative does a true leader exhibit? It is initiative toward a goal. The goal may be misguided or well counseled. The goal may be specific or nebulous. However, leaders always take initiative toward a goal. They may have a misunderstanding of the culture, or the factors which may help them achieve this goal, but this is not a matter of a “level” of leadership as much as maturation and wisdom.

Let’s think about leadership in terms of an accumulation of skill sets, i.e. accumulating leadership tools into a toolbox. The acquisition of those skill sets will enhance the ability of the leader to move the organization toward the goal. Instead, then, of concentrating on moving to a different level of leadership, a better path to effective leadership might be to identify the skill set(s) needed to be effective and to acquire those skill sets. This would also include bringing individuals around you who can supplement your weaknesses if the skill set is beyond your ability or would require excessive time to acquire).

What are some of those skill sets? Some of them might be:

Ability to handle conflict
Ability to communicate clearly
Ability to think critically
Willingness to take risks
Willingness to make a decision
Ability to stay focused
Management skills such as strategic planning, analysis, etc.
Emotional Intelligence (i.e. people skills)

You add some more to this list, it’s not complete.

In summary, Leadership might be conceived as a toolbox with a growing number of leadership skills, instead of a ladder.

Hedgehog Concept = Focus+!

In chapter 5 of Good to Great, Collins talks about the “hedgehog concept.” He states: “Hedgehogs, on the other hand simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.” (91) Although he avoids using the word “Mission” or “Vision,” the essential concept is the same. What is unique, however, is the three circles, “…a Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: 1. What you can be the best in the world at…. 2. What drives your economic engine…. 3. What are you deeply passionate about.” (95,96)

According to Collins the overlap of these three circles is the “Hedgehog Concept.” Whether these should be seen as circles that overlap or not, the important thing is that these three questions provide a sound starting point for discussion between those “on the bus.” Let’s take a brief look at each circle and the overlap.

Circle 1: “What can you be the best at in the world?” Collins writes, “Just because something is your core business–just because you’ve been doing it for years or perhaps even decades–does not necessarily mean that you can be the best in the world at it. And if you cannot be the best in the world at your core business, then your core business cannot form the basis of your hedgehog Concept.” (99) Being the best in the world is a lofty goal. Applying this circle and focus is fundamental to any business, organization or non-profit because it narrows your focus, which can allow you to bring the greatest resources to bear. But this alone is not enough to become great.

Circle 2:”What drives your economic engine?” “…every good-to-great company attained the notion of a single ‘economic denominator.'” (104) This one is harder but boils down to this: What single thing within the organization determines success, and if improved, would show even more success. When combined with Circle 1, this concept opens up the opportunity to move along a track instead of haphazardly across a field.

Circle 3: “What are you deeply passionate about?” “You can’t manufacture passion or ‘motivate’ people to feel passionate. You can only discover what ignites your passion and the passion of those around you.” (109). Collins’ opinion is that a better use of energy is to focus on what you are passionate about – because that is where you will generate the most energy and interest, and do the best job.

As I stated at the first, I think these three questions, if honestly discussed and the brutal facts of the current reality are kept in mind, should provide a solid foundation for a mission statement and focus, which if followed will produce significant results.